Agenda Attachments

June 2019

ATTACHMENT 7.1.1 PREVIOUS ORDINARY COUNCIL MEETING MINUTES

ATTACHMENT 7.2.1. LEMC MEETING MINUTES

ATTACHMENT 7.2.2. AUDIT AND RISK MANAGEMENT COMMITTEE

MINUTES MEETING

ATTACHMENT 7.2.3 CENTRAL COUNTRY ZONE MINUTES MEETING

ATTACHMENT 7.2.4 REGIONAL ROAD GROUP MINUTES

ATTACHMENT 8.1.2 ACCOUNTS FOR PAYMENT – MAY 2019

ATTACHMENT 8.1.3 ACCOUNTS FOR PAYMENT – CREDIT CARDS

ATTACHMENT 8.1.4 MONTHLY FINANCIALS – MAY 2019 (SEPARATE

ATTACHMENT)

ATTACHMENT 8.1.5 STRATEGIC COMMUNITY PLAN INTERIM REVIEW

ATTACHMENT 8.1.6 REVISED CORPORATE BUSINESS PLAN

ATTACHMENT 8.2.1 PROPOSED SCHEDULE OF FEES AND CHARGES

201920

ATTACHMENT 8.2.2 DELEGATIONS REGISTER

ATTACHMENT 8.3.3 GK NA MANTON BUILDING PERMIT

ATTACHMENT 8.3.5 FINANCIAL AND SYSTEMS REVIEW REGULATION 17

REVIEW INTERNAL RISK REVIEW DASHBOARD

ATTACHMENT 8.3.6.1 LOCAL EMERGENCY MANAGEMENT

ARRANGEMENTS – MAY 2019

ATTACHMENT 8.3.6.2 SHIRE OF CORRIGIN LOCAL RECOVERY PLAN –

MAY 2019

ATTACHMENT 8.3.6.3 EVACUATION PLAN – MAY 2019

M I N U T E S

ORDINARY COUNCIL MEETING

TUESDAY 21 MAY 2019

Strengthening our community now to grow and prosper into the future

THIS DOCUMENT CAN BE MADE AVAILABLE (ON REQUEST) IN OTHER FORMATS FOR PEOPLE WITH DISABILITY

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

CONTENTS 1 DECLARATION OF OPENING ...... 3 2 ATTENDANCE/APOLOGIES/LEAVE OF ABSENCE ...... 3 3 PUBLIC QUESTION TIME ...... 3 4 MEMORIALS ...... 3 5 PETITIONS/DEPUTATIONS/PRESENTATIONS/SUBMISSIONS ...... 3 6 DECLARATIONS OF INTEREST ...... 4 7 CONFIRMATION AND RECEIPT OF MINUTES ...... 4 7.1 PREVIOUS COUNCIL MEETINGS AND BUSINESS ARISING FROM MINUTES ...... 4 ORDINARY COUNCIL MEETING ...... 4 7.2 COMMITTEE MEETINGS AND BUSINESS ARISING FROM MINUTES ...... 4 BUSH FIRE ADVISORY COMMITTEE ...... 4 ROE TOURISM ASSOCIATION ...... 4 CENTRAL COUNTRY ZONE ...... 5 AUDIT AND RISK MANAGEMENT ADVISORY COMMITTEE ...... 5 8 MATTERS REQUIRING A COUNCIL DECISION ...... 6 8.1 CORPORATE AND COMMUNITY SERVICES REPORTS ...... 6 CORRIGIN COMMUNITY RESOURCE CENTRE ...... 6 ACCOUNTS FOR PAYMENT ...... 9 8.1.3 ACCOUNTS FOR PAYMENT ...... 11 8.1.4 MONTHLY FINANCIAL REPORT ...... 13 8.2 GOVERNANCE AND COMPLIANCE ...... 15 BUSH FIRE ADVISORY COMMITTEE MEETING RECOMMENDATIONS...... 15 WALGA AGM VOTING DELEGATES...... 18 AUDIT AND RISK MANAGEMENT COMMITTEE RECOMMENDATIONS ...... 20 8.3 WORKS AND GENERAL PURPOSES ...... 22 SHIRE OF CORRIGIN RECYCLED WATER QUALITY MANAGEMENT PLAN...... 22 CORRIGIN QUAIRADING ROAD HEAVY VEHICLE AMMS ASSESSMENT...... 24 WHEATBELT SECONDARY FREIGHT ROUTE 2019/20 FINANCIAL CONTRIBUTION 29 9 NOTICE OF MOTIONS FOR THE NEXT MEETING ...... 35 10 CHIEF EXECUTIVE OFFICER’S REPORT ...... 35 11 PRESIDENT’S REPORT ...... 35 12 COUNCILLORS’ QUESTIONS, REPORTS AND INFORMATION ITEMS...... 35 13 URGENT BUSINESS APPROVED BY THE PRESIDENT OR BY A DECISION OF THE COUNCIL ...... 35 14 INFORMATION BULLETIN ...... 35 15 WALGA AND CENTRAL ZONE MOTIONS ...... 35 16 NEXT MEETING ...... 36 17 MEETING CLOSURE ...... 36

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

1 DECLARATION OF OPENING The Chairperson, Shire President Cr. L Baker opened the meeting at 3.09pm.

2 ATTENDANCE/APOLOGIES/LEAVE OF ABSENCE ATTENDANCE Shire President Cr. L Baker Deputy Shire President Cr. D L Hickey Cr. M B Dickinson Cr. F R Gilmore Cr. M A Weguelin Cr. S G Hardingham Cr. J A Mason

Chief Executive Officer N A Manton Executive Support Officer K L Biglin Manager Finance D C Ospina Godoy

APOLOGIES NIL

LEAVE OF ABSENCE Cr Mason requested a leave of absence from 5 July 2019 to 21 July 2019.

COUNCIL RESOLUTION (48/2019) Moved: Cr Dickinson Seconded: Cr Weguelin That Cr Mason be granted leave of absence from 5 July 2019 to 21 July 2019. Carried 7/0

Cr Dickinson requested a leave of absence from 5 July 2019 to 21 July 2019.

COUNCIL RESOLUTION (49/2019) Moved: Cr Hickey Seconded: Cr Mason That Cr Dickinson be granted leave of absence from 5 July 2019 to 21 July 2019 Carried 7/0

3 PUBLIC QUESTION TIME NIL

4 MEMORIALS The Shire was advised that Kenneth George Rowley has passed away since the last meeting.

5 PETITIONS/DEPUTATIONS/PRESENTATIONS/SUBMISSIONS NIL

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

6 DECLARATIONS OF INTEREST NIL

7 CONFIRMATION AND RECEIPT OF MINUTES

7.1 PREVIOUS COUNCIL MEETINGS AND BUSINESS ARISING FROM MINUTES

ORDINARY COUNCIL MEETING Minutes of the Shire of Corrigin Ordinary Council meeting held on Tuesday 16 April 2019 (Attachment 7.1.1). COUNCIL RESOLUTION (50/2019) Moved: Cr Hickey Seconded: Cr Gilmore That the Minutes of the Shire of Corrigin Ordinary Council meeting held on Tuesday 16 April 2019 (Attachment 7.1.1) be confirmed as a true and correct record. Carried 7/0

7.2 COMMITTEE MEETINGS AND BUSINESS ARISING FROM MINUTES

BUSH FIRE ADVISORY COMMITTEE Minutes of the Bush Fire Advisory Committee meeting held on Thursday 11 April 2019 (Attachment 7.2.1). COUNCIL RESOLUTION (51/2019) Moved: Cr Mason Seconded: Cr Hardingham That the minutes of the Bush Fire Advisory Committee meeting held on Thursday 11 April 2019 (Attachment 7.2.1) be received. Carried 7/0

ROE TOURISM ASSOCIATION Minutes of the Roe Tourism Association meeting held on Monday 15 April 2019 (Attachment 7.2.2). COUNCIL RESOLUTION (52/2019) Moved: Cr Weguelin Seconded: Cr Mason That the minutes of the Roe Tourism meeting held on Monday 15 April 2019 (Attachment 7.2.2) be received. Carried 7/0

Note: D C Ospina Godoy left room at 3:15pm.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

CENTRAL COUNTRY ZONE Minutes of the Central Country Zone meeting held on Friday 3 May 2019 (Attachment 7.2.3). COUNCIL RESOLUTION (53/2019) Moved: Cr Gilmore Seconded: Cr Weguelin That the minutes of the Central Country Zone meeting held on Friday 3 May 2019 (Attachment 7.2.3) be received. Carried 7/0

AUDIT AND RISK MANAGEMENT ADVISORY COMMITTEE Minutes of the Audit and Risk Management Advisory Committee meeting held on Tuesday 14 May 2019 (Attachment 7.2.4). COUNCIL RESOLUTION (54/2019) Moved: Cr Weguelin Seconded: Cr Hickey That the minutes of the Audit and Risk Management Advisory Committee meeting held on Tuesday 14 May 2019 (Attachment 7.2.4) be received. Carried 7/0

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

8 MATTERS REQUIRING A COUNCIL DECISION

8.1 CORPORATE AND COMMUNITY SERVICES REPORTS

CORRIGIN COMMUNITY RESOURCE CENTRE Applicant: Shire of Corrigin Date: 1/05/2019 Reporting Officer: Heather Ives, Coordinator, Community Services Disclosure of Interest: NIL File Ref: CS.0008 Attachment Ref: NIL

CORRIGIN CRC MONTHLY USAGE – APRIL 2019: CUSTOMER ACCESSING ‘FEE FOR SERVICE’ AND SALES FROM FROM SERVICES / FEES MTHLY JULY 18 SALES MTHLY JULY 18 Internet Use / Computer Use 15 187 Movie Club Fees 10 88 Photocopying / Printing / 38 355 Phonebook Sales 11 173 Faxing Laminating / Binding / Folding 7 61 Moments In Time Books 0 4 Sec. Services / Scans / CD 10 64 Book Sales 0 3 Burning Room Hire 5 53 Wrapping Paper / Postcard 2 14 Sales Equipment Hire 2 12 Polo Shirt / Eco Bag Sales 0 3 Training / Course Fees 0 48 Phone calls 0 1 Resource Centre Membership 1 19 Sale of Assets 0 0 Fees Exam Supervision 0 1 Total: 78 Total: 23 Monthly People through: 101 CUSTOMER ACCESSING ‘CORRIGIN CRC SERVICES’

FROM FROM SERVICES MTHLY JULY 18 SERVICE MTHLY JULY 18 Phonebook Enquiries 1 36 Corrigin Toy Library 5 71 Tourism Broadband for Seniors / 28 386 3 74 Webinars General Enquires Government Access Point 0 10 110 1322 (Face/Email/Website) Community Information 15 466 Corrigin Public Library 77 503 Conf. / Vid Conf. / Training / 234 924 Corrigin Library eResources 60 220 University Exams 1 2 Total: 279 Total: 255 Monthly People through: 534 TOTAL FOR THE MONTH OF APRIL: 635

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

COMMUNITY ECONOMIC / BUSINESS AND SOCIAL DEVELOPMENT BOOKINGS – APRIL 2019 GOVT. HOT OFFICE BOOKING (HO), DESCRIPTION NO’S ROOM COMMERCIAL BOOKING SMYL – Community Services 1 Professional Office Commercial Booking Notre Dame University Meeting 4 Professional Office N/A Movie Club – April 12 Conference Room N/A Bush Fire Meeting 15 Conference Room N/A Holyoake – Counselling 2 Professional Office Commercial Booking Single Touch Payroll Workshop 17 Conference Room N/A Giggle Pots Library Excursion 15 Library N/A eResource Library Info Session 2 Conference Room N/A ANZAC Service and Breakfast 160 RSL/Miss B’s Park N/A Holyoake – Counselling 3 Professional Office Commercial Booking DPIRD/CRC – Meeting 3 Video Conference Room Hot Office

CORRIGIN CRC Annual Summary Report JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN YEAR TOTAL 2007- 535 613 537 714 511 520 561 510 625 733 576 469 6904 08 2008- 479 444 581 532 501 411 417 501 575 525 543 651 6160 09 2009- 629 682 626 757 590 727 421 623 715 529 491 539 7329 10 2010- 708 610 871 759 465 530 426 444 611 413 607 691 7135 11 2011- 568 536 572 535 542 381 426 520 527 499 564 491 6161 12 2012- 545 694 691 716 756 497 552 636 413 590 370 479 6939 13 2013- 651 494 516 706 597 479 405 529 641 640 616 553 6827 14 2014- 769 757 750 878 651 443 455 569 403 603 486 499 7263 15 2015- 543 695 668 813 681 466 591 534 530 585 626 553 7285 16 2016- 620 588 675 618 455 366 513 388 595 336 540 450 6144 17 2017- 461 372 516 663 563 422 376 596 563 646 532 444 6154 18 2018- 578 521 425 708 547 397 386 562 546 635 19

STATUTORY ENVIRONMENT NIL

POLICY IMPLICATIONS NIL

FINANCIAL IMPLICATIONS NIL

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Social An effectively serviced, inclusive and resilient community

Outcome 3.1 - An inclusive, welcoming and active community Strategic Community Plan Corporate Business Plan Outcome Strategies Action No. Actions 3.1.1 Work in partnership 3.1.1.2 Assist sport and recreation with community and clubs in accessing grant funding sporting groups opportunities

3.1.3 Facilitate, 3.1.3.1 Promote and support local encourage and events with emphases on support community events that promote visitation of events the Shire. 3.1.3.2 Engage and facilitate the community to encourage the establishment and continuation of local events.

VOTING REQUIREMENT Simple Majority

COUNCIL RESOLUTION (55/2019) Moved: Cr Hickey Seconded: Cr Hardingham That Council receives the Corrigin Community Resource Centre Report Carried 7/0

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

ACCOUNTS FOR PAYMENT Applicant: Shire of Corrigin Date: 13/05/2019 Reporting Officer: Tanya Ludlow, Finance Officer - Creditors / Payroll Disclosure of Interest: NIL File Ref: FM.0036 Attachment Ref: Attachment 8.1.2 – Accounts for Payment – April 2019

SUMMARY This report provides Council with a list of all financial dealings relating to all accounts for the previous month.

BACKGROUND This information is provided to Council on a monthly basis in accordance with provisions of the Local Government Act 1995 and Local Government (Financial Management) Regulations 1996. A Local Government is to develop procedures for the authorisation of, and payment of, accounts to ensure that there is effective security for which money or other benefits may be obtained.

COMMENT The cheque, EFT and Direct Debit payments that have been raised during the month of April 2019 are provided as Attachment 8.1.2 – Accounts for Payment – April 2019.

After payment of the following cheque, EFT and Direct Debit payments, the balance of creditors will be $0.00.

Bank Account Payment Type Reference Amount Total Municipal EFT 13672 - 13752, 13757 $645,699.96 Cheque 020397 - 020402 $9,952.37 Direct Debit April 2019 $26,627.15 Payroll April 2019 $120,027.58 $802,307.06 Trust EFT 13753 - 13756 $267.40 Cheque No Payments $0.00 Direct Debit No Payments $0.00 $267.40 Licensing Trust EFT No Payments $0.00 Direct Debit April 2019 $46,219.35 $46,219.35 Edna Stevenson Cheque 000065 $4,121.42 $4,121.42 Total Payments for the Month of April 2019 $852,915.23

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

Previous Accounts for Payment report To enable Council to check that no sequential payment numbers have been missed from the previous accounts for payment report and the report provided as Attachment 8.1.2 – Accounts for Payment – April 2019, the following information is provided on the last cheque or EFT number used.

Bank Account Payment Type Last Number First Number in report Municipal and Trust EFT EFT13671 EFT13672 and Licensing Trust Municipal Cheque 020396 020397 Trust Cheque 003390 No Payments Edna Stevenson Cheque 000064 000065

Please note that the above does not include payments made via Direct Debit (DD) as they are not in sequential number order.

STATUTORY ENVIRONMENT Local Government (Financial Management) Regulations 1996 POLICY IMPLICATIONS Policy 2.10 – Purchasing Policy FINANCIAL IMPLICATIONS Expenditure in accordance with the 2018/2019 Annual Budget. COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021: Objective: Leadership Strong Governance and leadership Outcome 4.1 - A strategically focussed dynamic Council serving the community Strategic Community Plan Corporate Business Plan Outcome Strategies Action No. Actions 4.1.3 Maintain accountability and 4.1.3.1 Council maintain financial financial responsibility to stability ensure the stability of the Shire 4.1.3.3 Provide Council adequate and appropriate financial information on a timely basis

VOTING REQUIREMENT Simple Majority

COUNCIL RESOLUTION (56/2019) Moved: Cr Gilmore Seconded: Cr Weguelin That Council reviews the list of accounts paid and acknowledges that payments totalling $852,915.23 have been made during the month of April 2019. Carried 7/0 Note: D C Ospina Godoy re-entered the room at 3:17pm.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

8.1.3 ACCOUNTS FOR PAYMENT Applicant: Shire of Corrigin Date: 13/05/2019 Reporting Officer: Catherine Ospina Godoy, Manager Finance Disclosure of Interest: NIL File Ref: FM.0036 Attachment Ref: Attachment 8.1.3 – Accounts for Payment – Credit Cards

SUMMARY This report provides Council with a list of all financial dealings relating to the use of credit card payments for the period 1 March 2019 to 28 March 2019. BACKGROUND This information is provided to Council on a monthly basis in accordance with provisions of the Local Government Act 1995 and Local Government (Financial Management) Regulations 1996. A Local Government is to develop procedures for the authorisation of, and payment of, accounts to ensure that there is effective security for, which money or other benefits may be obtained.

Council is presented with the monthly accounts for payment at each Council meeting, providing information of payments made for the reporting period. This report includes the monthly payment of the credit card debit to the National Australia Bank.

COMMENT Accountability in local government can be multifaceted, as councils seek to achieve diverse social, political and financial goals for the community benefit. The accountability principles of local government are based on strong financial probity, financial propriety, adherence to conflict of interest principles and expectations that local government is fully accountable for community resources.

This report provides Council with detailed information of purchases paid for using the Shire of Corrigin corporate credit cards.

A monthly review of credit card use is independently assessed by the Manager Finance, to confirm that all expenditure has been incurred, is for the Shire of Corrigin and has been made in accordance with Council policy, procedures and the Local Government Act 1995 and associated regulations. The review by the Manager Finance also ensures that misuse of any corporate credit card can be readily detected.

This review has been conducted and no issues are evident and all areas of compliance have been met.

STATUTORY ENVIRONMENT S6.4 Local Government Act 1995, Part 6 – Financial Management R34 Local Government (Financial Management) Regulations 1996

POLICY IMPLICATIONS Policy 2.10 – Purchasing Policy Policy 2.18 - Corporate Credit Cards

FINANCIAL IMPLICATIONS Expenditure in accordance with the 2018/2019 Annual Budget.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Leadership Strong Governance and leadership

Outcome 4.1 - A strategically focussed dynamic Council serving the community Strategic Community Plan Corporate Business Plan Outcome Strategies Action No. Actions 4.1.3 Maintain accountability and 4.1.3.1 Council maintain financial financial responsibility to stability ensure the stability of the Shire 4.1.3.3 Provide Council adequate and appropriate financial information on a timely basis

VOTING REQUIREMENT Simple Majority

COUNCIL RESOLUTION (57/2019) Moved: Cr Hardingham Seconded: Cr Hickey That Council in accordance with Attachment 8.1.3 endorse credit card payments for the period 1 March to 28 March 2019 for $90.76. Carried 7/0

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

8.1.4 MONTHLY FINANCIAL REPORT Applicant: Shire of Corrigin Date: 16/05/2019 Reporting Officer: Catherine Ospina Godoy, Manager Finance Disclosure of Interest: NIL File Ref: FM.0036 Attachment Ref: Attachment 8.1.4 – Monthly Financial Report – April 2019

SUMMARY This report provides Council with the monthly financial report for the month ending 30 April 2019. BACKGROUND Local Government (Financial Management) Regulations 1996, regulation 34 states that a local government must prepare each month a statement of financial activity reporting on the revenue and expenditure, as set out in the annual budget.

Variances between budgeted and actual expenditure including the required material variances (10% with a minimum value of $10,000) are included in the variance report.

COMMENT A variance report is included with the monthly financial report, provided as Attachment 8.1.4.

STATUTORY ENVIRONMENT S6.4 Local Government Act 1995, Part 6 – Financial Management R34 Local Government (Financial Management) Regulations 1996

POLICY IMPLICATIONS NIL

FINANCIAL IMPLICATIONS Expenditure in accordance with the 2018/2019 Annual Budget.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Leadership Strong Governance and leadership

VOTING REQUIREMENT Simple Majority

COUNCIL RESOLUTION (58/2019) Moved: Cr Hickey Seconded: Cr Mason That Council accept the Statement of Financial Activity for the month ending 30 April 2019 included as Attachment 8.1.4 as presented, along with notes of any material variances.

Carried 7/0

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

8.2 GOVERNANCE AND COMPLIANCE

BUSH FIRE ADVISORY COMMITTEE MEETING RECOMMENDATIONS Applicant: Bush Fire Advisory Committee Date: 06/05/2019 Reporting Officer: Natalie Manton, Chief Executive Officer Disclosure of Interest: NIL File Ref: ES 0028 Attachment Ref: Attachment 8.2.1 – Firebreak Order 2019/2020

BACKGROUND The Council of the Shire of Corrigin has established and maintained a Bush Fire Advisory Committee in accordance with the Bush Fires Act 1954 to provide adequate fire protection to the Shire.

The objectives of the Bush Fire Advisory Committee are to:  make recommendations and advise Council on all matters relating to the Bush Fires Act 1954 Section 67 (1);  liaise with other emergency organisation and relevant bodies with regards to Fire and Emergency Management within the Shire of Corrigin.

The Bush Fire Advisory Committee provides advice to the Shire of Corrigin on matters relating to:  preventing, controlling and extinguishing of bush fires  the planning of the form of firebreaks in the district  prosecution for breaches of the Bush Fires Act 1954  the formation of bush fire brigades and appointment of Bush Fire Control Officers, Fire Weather Officers and Harvesting Ban Officers  the ensuring of co-operation and co-ordination of bush fire brigades in their efforts and activities  any other matters relating to bush fire control whether of the same kind, or a different kind from, those specified.

The Advisory Committee meet twice yearly and confirm the requirements for:  Restricted and Prohibited Burning Periods  Automatic Harvest and Movement of Vehicle Ban  Burning on Sundays  Easter and Public Holidays  Movement of Vehicle Ban – Contractors in Paddocks

COMMENT The recommendations of the Corrigin Bush Fire Advisory Committee enable the Shire of Corrigin to comply with its statutory requirements in relation to the Bush Fire Act.

STATUTORY ENVIRONMENT Bushfire Act 1954

POLICY IMPLICATIONS Policy 9.2 Bush Fire Control Eligibility Policy 9.3 Bush Fire Control

FINANCIAL IMPLICATIONS NIL

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Leadership

Strong Governance and leadership Outcome 4.1 - A strategically focussed dynamic Council serving the community Strategic Community Plan Corporate Business Plan Outcome Strategies Action No. Actions 4.1.2 Undertake strategic planning and legislative compliance 4.1.3 Maintain accountability and 4.1.3.1 Council maintain financial financial responsibility to stability ensure the stability of the Shire 4.1.3.3 Provide Council adequate and appropriate financial information on a timely basis

VOTING REQUIREMENT Simple Majority

OFFICER’S RECOMMENDATION That Council adopt the Bush Fire Advisory Committee’s recommendations 1-8 en bloc. BUSH FIRE ADVISORY COMMITTEE’S RECOMMENDATION 1 That Greg Evans be appointed Chief Bush Fire Control Officer for 2019/20.

BUSH FIRE ADVISORY COMMITTEE’S RECOMMENDATION 2 That Andrew Szczecinski be appointed Deputy Chief Bush Fire Control Officer for 2019/20.

BUSH FIRE ADVISORY COMMITTEE’S RECOMMENDATION 3 That Steven Bolt be appointed Deputy Chief Bush Fire Control Officer for 2019/20.

BUSH FIRE ADVISORY COMMITTEE’S RECOMMENDATION 4 That the following people be appointed as Bush Fire Control Officers for 2019/20:

Bilbarin Brigade Sandow Jacobs PO Box 37, Corrigin 9065 2042 0427 652 042 Bruce Mills Post Office, Corrigin 9062 9012 0428 956 779 Steven Bolt PO Box 226, Corrigin 9065 2043 0427 652 043 Paul McBeath PO Box 87, Corrigin 9062 9024 0427 629 024

Bullaring Brigade Andrew Szczecinski PO Box 124, Corrigin 9065 7014 0429 657 014 Greg Evans Post Office, Bullaring 9065 7021 0429 657 021 Greg Doyle PO Box 109, Corrigin 9880 9048 0427 809 044 Craig Jespersen PO Box 18, Yealering 9888 7075 0427 887 075 Bryce Nicholls PO Box 71, Corrigin 9063 7014 0429 883 799

Bulyee/Kunjin Brigade Ray Hathaway PO Box 90, Brookton 9642 7045 0488 138 904 Tony Guinness PO Box 35, Corrigin 9065 7079 0429 657 004 John Hewett PO Box 239, Corrigin 9063 2480 0427 632 480

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

Braden Grylls PO Box 115, Corrigin 9065 8006 0428 658 048

Corrigin East Brigade Tim George PO Box 159, Corrigin 9065 5045 0427 655 045 Kim Courboules PO Box 79, Corrigin 0427 632 624 Bruce Talbot PO Box 75, Corrigin 9063 2132 0427 632 224

Central Brigade Garrick Connelly PO Box 26, Corrigin 9063 2956 0488 632 107 Adam Rendell PO Box 200, Corrigin 9063 2291 0427 632 291 Natalie Manton PO Box 221, Corrigin 9063 2203 0427 425 727

BUSH FIRE ADVISORY COMMITTEE’S RECOMMENDATION 5 That the Chief Bush Fire Control Officer, the two Deputy Chief Bush Fire Control Officers and Sandow Jacobs be appointed as Fire Weather Officers for 2019/20.

BUSH FIRE ADVISORY COMMITTEE’S RECOMMENDATION 6 That Council appoint Natalie Manton, Adam Rendell, Garrick Connelly (if Adam Rendell unavailable), Sandow Jacobs, Steven Bolt (if Sandow Jacobs unavailable), Paul Baker, Andrew Szczecinski (if Paul Baker unavailable), Ray Hathaway, Braden Grylls (if Ray Hathaway is unavailable) as authorised Harvest Ban Officers for 2019/20.

BUSH FIRE ADVISORY COMMITTEE’S RECOMMENDATION 7 That that Greg Evans be appointed as training Officer for 2019/20.

BUSH FIRE ADVISORY COMMITTEE’S RECOMMENDATION 8 That the following people be appointed as Dual Fire Control Officers for 2019/20:

Dual Fire Control Officers Quairading Shire Bruce Mills, Ray Hathaway Wickepin Shire Craig Jespersen, Greg Doyle Bruce Rock Shire Sandow Jacobs, Tim George Narembeen Shire Tim George Kondinin Shire Bruce Talbot, Tim George Kulin Shire Greg Doyle, Bryce Nicholls Pingelly Shire Greg Evans, Braden Grylls Brookton Shire Ray Hathaway, Braden Grylls

Note: Bruce Rock does not appoint Dual Fire Control Officers. The Shire of Corrigin Bush Fire Advisory Committee (BFAC) considers it appropriate to continue to recommend to Council that Dual Fire Control Officers be appointed to all neighbouring local governments.

COUNCIL RESOLUTION (59/2019) Moved: Cr Gilmore Seconded: Cr Hardingham That Council adopt the Bush Fire Advisory Committee’s recommendations 1-8 en bloc. Carried 7/0 COUNCIL RESOLUTION (60/2019) Moved: Cr Hardingham Seconded: Cr Gilmore That Council adopt the 2019/2020 Firebreak Order as provided in Attachment 8.2.1. Carried 7/0

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

WALGA AGM VOTING DELEGATES Applicant: Shire of Corrigin Date: 19/04/2019 Reporting Officer: Natalie Manton, Chief Executive Officer Disclosure of Interest: NIL File Ref: GR.0022 Attachment Ref: Attachment 8.2.2 Notice of Annual General Meeting 2019

SUMMARY Council is requested to confirm delegates for the WA Local Government Association (WALGA) Annual General Meeting to be held on Wednesday 7 August 2019.

BACKGROUND In previous years the voting delegates for the Shire of Corrigin have been the President and Deputy President.

WALGA also has provision for Council to nominate a proxy voting delegate, Council may wish to consider nominating the CEO as proxy.

The WALGA Annual General Meeting (AGM) will be held as part of the WA Local Government Convention at the Perth Convention and Exhibition Centre on Wednesday 7 August 2019 at 1.30pm. All member local governments are entitled to be represented by two voting delegates. Only registered delegates are permitted to exercise voting entitlements on behalf of Council.

The meeting will address issues of interest to all local governments including policy issues, constitutional amendments and key focus areas for the Association.

COMMENT Council is invited to submit motions for inclusion on the WALGA AGM agenda in writing by Tuesday 4 June 2019.

Council may nominate two voting delegates and two proxies.

STATUTORY ENVIRONMENT Section 9.58 of the Local Government Act 1995 makes provisions regarding WALGA.

POLICY IMPLICATIONS Policy 8.9 elected members’ business, conferences and training expenses.

FINANCIAL IMPLICATIONS A budget currently exists for elected members to attend training, including the WA Local Government Convention.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Leadership Strong Governance and leadership

Outcome 4.1 - A strategically focussed dynamic Council serving the community Strategic Community Plan Corporate Business Plan Outcome Strategies Action Actions No. 4.1.1 Provide leadership, 4.1.1.1 Elected members provide strategic communication and active leadership for the benefit of the engagement with the community. community 4.1.3 Maintain accountability and 4.1.3.1 Council maintain financial stability financial responsibility to ensure the stability of the Shire

VOTING REQUIREMENT Simple Majority

COUNCIL RESOLUTION (61/2019) Moved: Cr Hardingham Seconded: Cr Mason That Council appoints Cr Baker and Cr Gilmore as the Shire of Corrigin voting delegates and Cr Weguelin and Mrs Manton as proxy voting delegates for the 2019 WALGA Annual General Meeting. Carried 7/0

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

AUDIT AND RISK MANAGEMENT COMMITTEE RECOMMENDATIONS Applicant: Shire of Corrigin Date: 15/05/2019 Reporting Officer: Natalie Manton, Chief Executive Officer Disclosure of Interest: NIL File Ref: FM.0058 Attachment Ref: NIL

SUMMARY The Audit and Risk Management Advisory Committee recommends that Council endorse the resolutions from the meeting held on Tuesday 14 May 2019.

BACKGROUND Representatives from the Office of the Auditor General (OAG) and Moore Stephens met with the Audit and Risk Management Committee to provide an overview of the audit process for 2019 and respond to questions from committee members.

Moore Stephens Chartered Accountants has been engaged by the Office of the Auditor General (OAG) Western Australia to perform an audit of the Shire of Corrigin’s annual financial report for the year ending 30 June 2019.

Mr Vince Turco, OAG Director and Mr Greg Godwin, Director, Moore Stephens, attended the meeting by telephone.

COMMENT The Audit and Risk Management Committee endorsed the Audit Strategy Memorandum which sets out the proposed strategy for the audit. The key purpose of this memorandum is to:  set out the audit scope and approach in summary;  identify and communicate the key audit risk areas which we expect to be the focus of the audit procedures; and  promote effective communication between the auditor and those charged with governance.

The Audit and Risk Management Committee also endorsed the Shire President, Cr Baker to sign the fraud and error assessment checklist.

The interim audit is planned for 22 to 24 May 2019 and final visit from 28 to 30 October 2019. The annual report is expected to be finalised in December 2019 ready for endorsement at the Council meeting on 17 December 2019.

STATUTORY ENVIRONMENT Local Government Act 1995 (WA) Local Government (Audit) Regulations 1996 Part 7 of the Act and the Local Government (Audit) Regulations 1996 (the Regulations) outlines the duties of the local government with respect to audits – a) the local government is to do everything in its power to – i. assist the auditor to conduct an audit and carry out his or her other duties under the Act; and ii. ensure that audits are conducted successfully and expeditiously; b) a local government is to meet with its auditor at least once in every year;

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

POLICY IMPLICATIONS 8.11 Audit and Risk Management Committee 8.12 Appointment of an Auditor, Scope of Works and Notification of Appointments

FINANCIAL IMPLICATIONS The indicative fee for the 2019 audit is approximately $45,000 (exc gst).

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Leadership Strong Governance and leadership

Outcome 4.1 - A strategically focussed dynamic Council serving the community Strategic Community Plan Corporate Business Plan Outcome Strategies Action No. Actions 4.1.2 Undertake strategic planning 4.1.2.1 Review Council's Community and ensure legislative Strategic Plan to ensure it compliance remains aligned to the community’s vision, aspirations and desired outcomes 4.1.3 Maintain accountability and 4.1.2.2 Annual review of Council's financial responsibility to policies and Corporate Business ensure the stability of the Shire Plan 4.1.2.3 Regular review of Integrated Planning and Reporting documents and informing strategies including Long Term Financial Plan, Asset Management Plan and Workforce Plan 4.1.3.3 Provide Council adequate and appropriate financial information on a timely basis

VOTING REQUIREMENT Simple Majority

COUNCIL RESOLUTION (62/2019) Moved: Cr Mason Seconded: Cr Dickinson

1. That the Audit and Risk Management Committee endorse the Audit Strategy Memorandum outlining the scope, approach and key deliverables of the audit of the annual financial report for the year ending 30 June 2019.

2. That the Audit and Risk Management Committee authorise Cr Baker as the Chair of the committee to complete of the Fraud and Error Assessment for the year ending 30 June 2019. Carried 7/0 Note: N Manton left room at 3.33pm N Manton re-entered the room at 3.34pm L Pitman entered the room 3.34pm

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

8.3 WORKS AND GENERAL PURPOSES SHIRE OF CORRIGIN RECYCLED WATER QUALITY MANAGEMENT PLAN Applicant: Shire of Corrigin Date: 13/05/2019 Reporting Officer: Lauren Pitman, Environmental Health Officer Disclosure of Interest: NIL File Ref: WS0005 Attachment Ref: Attachment 8.3.1.1- RWQMP (Confidential), Attachment 8.3.1.2 - Appendix 4 – Irrigation System Operators Manual (Confidential)

SUMMARY This report is to present to Council, the Shire of Corrigin’s Recycled Water Quality Management Plan (RWQMP) for endorsement, so that the Shire fulfils its obligations under the Guidelines for the Non-potable Uses of Recycled Water in Western Australia (2011) (Guidelines) and the Department of Health scheme approval.

BACKGROUND The Guidelines are designed to bring Western Australian recycled water practices and schemes in line with the National Guidelines. They seek to encourage beneficial and sustainable use of recycled water and provide guidance for planning, design, approval, operation and monitoring of recycled water supplies in regards to safeguarding public health and the environment. The objectives of the guidelines are to maximise the reuse of recycled water through minimising and managing any risks associated with its use.

The guidelines require existing schemes to undergo a transition phase towards compliance. For the Shire of Corrigin this meant it bringing certain aspects of the scheme into compliance, such as the addition of chlorination disinfection of the water before irrigation and addition of contact tanks to ensure disinfection time was achieved before irrigation. This has been achieved by the Shire and Water Corporation investing in these assets and upgrading the scheme to meet compliance over the years since 2011.

One of the final requirements for compliance has been the development of the RWQMP.

COMMENT The RWQMP has been put together by the Water Corporation, the Shire of Corrigin’s Environmental Health Officer and Groundskeeper. The RWQMP can be viewed in Attachment 8.3.1.1 and Appendix 4 of the plan, in Attachment 8.3.1.2. The close and continuous working relationship between the Shire and the Water Corporation has helped to achieve a well-documented plan and, in general, scheme compliance with the guidelines.

The RWQMP documents the source, supply and management of recycled water for the low- risk end-use of public open space irrigation for the Corrigin scheme.

The RWQMP gives operators of the scheme a document to use and work with, in order to keep the scheme compliant and running as smoothly and efficiently as possible, with Appendix 4 – Shire of Corrigin Irrigation System Operations Manual, being particularly beneficial so that minimal operational information is lost through change of staff or unavailability of key individuals at certain times.

Council is required to endorse the RWQMP, before it is sent through the Department of Health for approval.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

STATUTORY ENVIRONMENT Health (Miscellaneous Provisions) Act 1911

POLICY IMPLICATIONS NIL

FINANCIAL IMPLICATIONS NIL

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Environment An attractive natural and built environment for the benefit of current and future generations

Outcome 2.2 A well-managed built environment Strategic Community Plan Corporate Business Plan Outcome Strategies Action No. Actions 2.2.3 Enhance and maintain our 2.2.3.1 Manage and maintain the townscape Council’s parks, gardens and open space at appropriate service levels and standards.

VOTING REQUIREMENT Simple Majority

COUNCIL RESOLUTION (63/2019) Moved: Cr Gilmore Seconded: Cr Weguelin That Council endorse the attached Recycled Water Quality Management Plan in order to meet the requirements of the Guidelines for the Non-potable Uses of Recycled Water in Western Australia and the Department of Health’s scheme approval for the Shire of Corrigin’s Recycled Water Scheme. Carried 7/0 Note: L Pitman left room at 3.37pm and did not return.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

CORRIGIN QUAIRADING ROAD HEAVY VEHICLE AMMS ASSESSMENT Applicant: Shire of Corrigin Date: 9/05/2019 Reporting Officer: Natalie Manton, Chief Executive Officer Disclosure of Interest: NIL File Ref: TT.0001 Attachment Ref: Attachment 8.3.2 - Quairading Corrigin Road Preliminary Assessment Tianco Transport

SUMMARY Council is requested to consider the road submitted to Main Roads by a local grower for assessment to determine if suitable to add to the Restricted Access Vehicle Network (RAV).

BACKGROUND Main Roads Heavy Vehicle Services has requested that the Shire of Corrigin provide support as the road owner to add the following section of road to the RAV network including any comments relating to road condition, planning conflicts or development issues that may be impacted.

Road Road From Location Current Request To Location (SLK) No. Name (SLK) Network Network 4040170 Quairading Farm Access Brookton – Corrigin RAV 5 N4.3 – Corrigin (11.08) Rd (25.70) Rd

The request from the transport operator is for access to the Corrigin - Quairading Road, from Brookton Highway (SLK 25.698) to the driveway as marked on the map in attachment 8.3.2 which is approximately 1 kilometre south of Glenmore Road.

The requested road is currently approved for RAV 5 and the applicant is seeking RAV 4 (27.5m) concessional level 3 access (N4.3). If permission is granted for N4.3 it will allow trucks to travel on the road with a heavier load of up to 99 tonnes. The road is currently approved for loads of up to 84 tonnes.

Requested Axle Mass Level Tandem Axle Group Tri Axle Group

Level 1 17.0t 21.5t Level 2 17.0t 22.5t Level 3 17.5t 23.5t

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

A summary of the existing road conditions for the applicable sections is outlined below.

SLK 8.245 to 13.950 Bitumen surface 6.2m wide with varying width gravel shoulders Driveway at SLK 11.086 is approximately 300m from school bus drop off/pick up at SLK 11.384. Road surface condition is poor in some sections. Anticipated damage to road surface from screwing of tyres on entering road from driveway due to heavier weight.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

SLK 13.950 to 14.950 Bitumen surface 6m wide with varying width gravel shoulders extending through left/right horizontal curves. Road surface condition is poor in some sections. Narrow approach and surface through an S bend with undersize signage.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

SLK 19.450 to 25.698 Bitumen surface 6m wide with varying width gravel shoulders. Road surface condition is poor in some sections. Line marking from SLK 17343 to SLK 25.698.

Recent traffic counts show an average of 120 vehicles per day.

There is no concessional access on this road in the adjacent Quairading Shire and the applicant has only requested access from Brookton Hwy to the farm driveway.

COMMENT It is recommended that Council advise Main Roads Heavy Vehicle Services that the application for Network 4.3 access from driveway on Corrigin Quairading Road approximately 1km south of Glenmore Road to Brookton Highway is not supported for the following reasons:  Poor condition on several sections of existing bitumen surface will require significant investment to upgrade road, including stabilisation, to accommodate additional load of up to 99 tonnes.  Anticipated damage to road surface from screwing of tyres on entering Corrigin Quairading Road from driveway due to heavier weight.  School bus within 300m of driveway

STATUTORY ENVIRONMENT Local Government Act 1995 Road Traffic Act 1972 Road Traffic (Vehicles) Act 2012 Road Traffic (Vehicle Standards) Regulations 2002

POLICY IMPLICATIONS NIL

FINANCIAL IMPLICATIONS NIL

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Economic A strong, diverse economy supporting agriculture, local business and attracting new industry

Outcome 1.1 A well planned and connected transport and communications network within the district Strategic Community Plan Corporate Business Plan Outcome Strategies Action No. Actions 1.1.1 1.1.1.1 Develop a road asset Develop and implement road asset management plan including management plans network hierarchy and service levels. 1.1.1.3 Road asset management plan and footpath management plan to be incorporated in the review and expansion of the Asset Management Plan (AMP)

VOTING REQUIREMENT Simple Majority

COUNCIL RESOLUTION (64/2019) Moved: Cr Gilmore Seconded: Cr Weguelin That Council advise Main Roads Heavy Vehicle Services that the application for Network 4.3 access from driveway on Corrigin Quairading Road approximately 1km south of Glenmore Road to Brookton Highway is not supported for the following reasons:  Poor condition on several sections of existing bitumen surface will require significant investment to upgrade road, including stabilisation, to accommodate additional load of up to 99 tonnes.  Anticipated damage to road surface from screwing of tyres on entering Corrigin Quairading Road from driveway due to heavier weight.  School bus stop within 300m of driveway. Carried 7/0

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

WHEATBELT SECONDARY FREIGHT ROUTE 2019/20 FINANCIAL CONTRIBUTION Applicant: Shire of Corrigin Date: 15/05/2019 Reporting Officer: Natalie Manton, Chief Executive Officer Disclosure of Interest: NIL File Ref: FM.0057 Attachment Ref: NIL

SUMMARY Council is requested to consider support for the Wheatbelt Secondary Freight Network project by reallocation of funds from Building Better Regions fund co-contribution to the role of Lead Consultant Project Management in support of successful Regional Economic Development grant.

BACKGROUND The Wheatbelt Secondary Freight Network (WSFN) comprises 4,400km of Local Government managed roads that connect with State and National highways to provide access for heavy vehicles into the region. These roads are intended to enable large, high productivity trucks safe and cost effective access to business.

The project is being driven by local government authorities with a Working Group established consisting of representatives from the following organisations: . Wheatbelt North Regional Road Group (WN RRG) . Wheatbelt South Regional Road Group (WS RRG) . WA Local Government Association (WALGA) . Regional Development Australia - Wheatbelt (RDA-W) . Main Roads WA-Wheatbelt Region (MRWA-WR) . Wheatbelt Development Commission (WDC)

Over the last two years, 42 Local Government authorities across the region have collaborated to identify priority routes and have also participated in a technical data collection process, preparation of a pre-feasibility business case and a cost benefit analysis of the planning process. The in-kind investment by local government to date is estimated to be in excess of $750,000.

The process has been an excellent example of a large number of local governments working together on a common strategic regional priority. The key undertakings of the project so far are: 1. Identification of nominated WSFN roads based upon a simple criteria developed by RRG. 2. Determination of basic project framework and minimum design standards. 3. Road condition assessment against minimum design standards. 4. High level scope of works and order of magnitude costs for upgrades required. 5. A summary of data collection and assessment across the 42 local of governments is:

Route Proposed Proposed Indicative Length Works Length Costs (km) (km) (%) ($) $ TOTAL 4,337 2,851 66 493,000,000

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

This initial approach was to assist the Working Group to work towards an Infrastructure Australia IA) Stage 3/4 submission for inclusion of the WSFN project on the Infrastructure Australia Infrastructure Priority List (IPL). The long term goal is to obtain funding support for a broadly estimated, $500 million capital works program over 10 - 20 year timeframe to bring the network up to a fit for purpose standard for current and anticipated future needs.

The group is working towards submitting an IA Stage 4 Business Case submission for the WSFR. The project development costs associated with the business case submission are estimated to be $5M, which is in the order of 1% of the estimated capital investment.

The following provides an outline of the proposed budget and funding applications that were submitted to assist with the development and planning stages of the WSFN project.

Stages Budget and Funding Sources Stage 1 – Strategic Planning $1,000,000 Design Criteria and Objectives Building Better Regions Fund Options Assessment (BBRF) ($750K) Collated Data Review LGA co-contribution ($250,000) Multiple Criteria Assessment Staging Plan Stage 2 – Detailed Planning $3,600,000 Concept Design Investigations Commodity Route ($1,000,000) Preliminary Design Investigations LGA in-kind Stage 3 – IA Stage 3/4 Submission $400,000 Project Management Regional Economic Governance Plan Development Grant (RED) Business Case Development ($100,000) Local Government in-kind $5,000,000

Building Better Regions Fund (BBRF) Submission The Building Better Regions Fund (BBRF) submission is only intended to contribute towards funding activities associated with Stage 1 – Strategic Planning at an estimated budget of $1million.

Funding and the associated BBRF application can be summarised as follows: . Budget • Total Cash $1million . Funding • BBRF $750,000 - LGA cash co-contribution $250,000.

This strategic planning work will inform the strategic allocation of road capital works funding provided to LGAs in the region, the economically optimal sequence for developing the network and ensure that roads are designed and constructed to an optimal standard from a ‘whole-of-life’ asset management perspective. The detailed planning exercise is expected to achieve a net benefit in the order of $20 million based solely on the benefits gained from freight route prioritisation.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

Commodity Freight Roads Fund (CFRF) The Commodity Freight Roads Fund submission is intended to contribute towards funding of activities associated with Stage 2 – Detailed Planning. This will specifically entail $1 million for consultants to undertake Preliminary Design Investigations. The remainder of Stage 2 is intended to be undertaken via in-kind by local governments and other funding sources currently being investigated, should they become available.

Regional Economic Development (RED) Grant The Regional Economic Development (RED) Grants submission is intended to contribute towards funding activities associated with Stage 3 – IA Stage 3/4 Submission. This will specifically entail $100,000 for a Lead Consultant to undertake project management. The remainder of Stage 3 is intended to be undertaken via in-kind by local governments and other funding sources being investigated should they become available.

Major Project Business Case Fund (MPBCF) Initiative The Australian Government is investing $100 billion over 10 years from 2019–20 through its rolling infrastructure plan to help manage our growing population, meet our national freight challenge and get Australians home sooner and safer. This includes $250 million allocated to the Major Project Business Case Fund (MPBCF) initiative. Projects with clear strategic merit that have: . Engaged in the project planning stage . View of future priorities . Ready to invest to enable economic activity . Address nationally significant deficits in the transport system . Drive economic productivity growth and liveability in cities and regions through transport infrastructure investment

The WSFR Working Group has identified the $5million sought for the Stage 4 IA submission for the regionally significant project as an ideal candidate for the MPBCF.

Roads of Strategic Importance (ROSI) Initiative The Australian Government will invest $4.5 billion, including $1 billion of additional funding committed in the 2019-20 Budget, to the Roads of Strategic Importance (ROSI) initiative to help connect regional businesses to local and international markets, and better connect regional communities. ROSI has the following principles: . Key freight corridors that connect primary agricultural areas and mining resource regions to ports and other transport hubs. . Support communities along the corridors and provide better access for tourists and other road users. . Characterised by narrow sections of road, low capacity bridges and deteriorating pavements. . Constrains the productivity and efficiency of freight movements. . Catalyse economic activity and improve access to communities and tourist attractions. From an estimated total of $500,000,000 in funding the Working Group sought $125,000,000 over the next 3 years for the delivery of the first stage of capital works.

The WSFR Working Group put in separate funding submissions for each of the abovementioned funding sources for the various stages of the project.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

The project has been successful in obtaining funding from the following sources: . ROSI initiative funding • Stage 1 Priority Works – Wheatbelt Secondary Freight Network. • The Australian Government has committed $70 million towards the project. “Upgrades will be prioritised based on linkages to state and national roads and highways and the rail network. Consideration will also be given to links to six ports and two livestock centres, as well as regional and metropolitan grain receival sites, accessed by the producers of the Wheatbelt region. Benefits of the project include: . improve road safety . improve freight efficiency, connectivity and travel time . ensure consistent Restricted Access Vehicles (RAVs) ratings across the network, which will provide improved access for agricultural and mining regions to transport hubs” . RED Grants (Supported by the WA State Government’s Royalties for Regions Program) • Lead Consultant Project Coordinator – Wheatbelt Secondary Freight Network. • $100,000. The Lead Consultant will form part of the Project Management Team and work with the member organisation Working Group. The complexity and scale of this project is significant and well beyond the technical and financial capabilities of the Wheatbelt shires on an individual basis. Engaging a Lead Consultant – Project Management with the skills and expertise required to work with all technical consultants and the Project Management Team will ensure a cohesive collaborative environment is established for optimum outputs.

The project is to be managed by the WSFR Steering Committee with a nominated Project Manager and the Project Management Team representing the WSFR. The Lead Consultant – Project Management will direct the work of the external technical consultants and will be the main contact for communication between the Project Management Team and external consultants.

The WSFN Project will require the specialised skills of a range of external technical consultants. Key areas of technical expertise identified for the project are: . Civil Design . Surveying . Environmental . Economic Assessment

Previously 42 local governments were asked to financially contribute to the WSFN project via a budget allocation of $6,000 which was proposed to be part of a co-contribution towards BBRF project. With the unsuccessful BBRF bid, it is proposed that the $6,000 in financial contributions from each of the 42 local governments totalling $252,000 be allocated to combine with the RED funding of $100,000 to become project management pool of approximately $350,000. This would contribute towards the overall project management requirements associated with the delivery of Stage 1 Priority Works over the estimated 3 year delivery timeframe.

Funding would contribute towards the following nominal requirements: . Project Coordinator • Nominal $60,000 per annum ($180,000 across 3 years) . Project Administration and Communications Officer. • Nominal $20,000 per annum ($60,000 across 3 years) . Technical Consultancy Resources • Nominal $100,000.

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

COMMENT In August 2018 Council approved the following resolution That Council 1. Notes the Secondary Freight Routes Project Development report; 2. Supports the strategic intent of the Secondary Freight Routes project; 3. Authorises the Chief Executive Office to prepare and sign a letter of support in favour of an application for Federal Government Funding under the Building Better Regions Program to develop the Secondary Freight project; and 4. Endorses in principle an allocation of $6,000 in 2018/19 to co-fund Secondary Freight Route Project development subject to a successful Building Better Regions Program application.

The WSFN Working Group have requested that all 42 Local governments reaffirm their commitment to the WSFN project and make a budget allocation of $6,000 in the 2019/20 budget to the Project Management Pool (Stage 1 Priority Works).

The roads in the Shire of Corrigin that are included in the WSFN project are as follows:

MRWA Road Collector Route Name Road Name 4040007 Corrigin - Katanning Rabbit Proof Fence Rd 4040168 Corrigin - Bruce Rock Corrigin - Bruce Rock Rd 4040026 Bulyee-Tincurrin Bulyee Rd 4040169 Bulyee-Tincurrin Lomos South Rd 4040003 Bulyee-Tincurrin Bullaring Rd 4040097 Bulyee-Tincurrin Yealering South East Rd 4040171 Wickepin - Yealering Wickepin - Corrigin Rd 4040172 Corrigin - South Kumminin Corrigin - Narembeen Rd

STATUTORY ENVIRONMENT NIL

POLICY IMPLICATIONS NIL

FINANCIAL IMPLICATIONS Reallocation of funds from Building Better Regions fund co-contribution to role of Lead Consultant Project Management in support of successful Regional Economic Development grant. Commitment of $6,000 in 2019/20 budget

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Economic A strong, diverse economy supporting agriculture, local business and attracting new industry

Outcome 1.1 A well planned and connected transport and communications network within the district Strategic Community Plan Corporate Business Plan Outcome Strategies Action No. Actions 1.1.1 Develop and implement road asset 1.1.1.1 Develop a road asset management plans management plan including network hierarchy and service levels. 1.1.1.3 Road asset management plan and footpath management plan to be incorporated in the review and expansion of the Asset Management Plan (AMP)

VOTING REQUIREMENT Simple Majority

COUNCIL RESOLUTION (65/2019) Moved: Cr Hardingham Seconded: Cr Weguelin That Council: 1. Continues to support the strategic intent of the Wheatbelt Secondary Freight Network Project; 2. Authorises the Chief Executive Officer to prepare and sign a letter of support that endorses the re-allocation of $6,000 in 2019/20 budget to co-fund the project management of the Wheatbelt Secondary Freight Network in combination with the WA State Government’s $100,000 of Regional Economic Development Grant funding, as part of the delivery of its Stage 1 Priority Works. Carried 7/0

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

9 NOTICE OF MOTIONS FOR THE NEXT MEETING NIL

10 CHIEF EXECUTIVE OFFICER’S REPORT

LG Professionals WA The Shire of Corrigin hosted a meeting of the Central Wheatbelt Branch of LG Professionals WA on 3 May 2019. The branch comprises of members from the shires of Bruce Rock, Corrigin, Kellerberrin, Kondinin, Koorda, Merredin, Mt Marshall, Mukinbudin, Narembeen, Nungarin, Tammin, Trayning, Yilgarn, Westonia and Wyalkatchem.

The meeting was held at the Corrigin Recreation and Events Centre and provided an opportunity for officers from the region to share information and learn from each other.

Several officers joined the CEO on a tour of Corrigin following the meeting.

10 Year Road Program Work is well progressed on the development of a 10 year road program following a comprehensive assessment of the condition of the roads in the Shire of Corrigin. The aim is to develop a road work program for renewals and maintenance that takes in to account the current road condition, traffic volumes and available funding and prioritises expenditure over the 10 year period.

11 PRESIDENT’S REPORT The President gave a verbal report and noted that she attended the following meetings in the past month:  WALGA Mayors and Presidents Forum on 15 April 2019  Wheatbelt Secondary Freight Working Group  Senior Citizens meeting  ANZAC Day Service  Central Country Zone teleconference

12 COUNCILLORS’ QUESTIONS, REPORTS AND INFORMATION ITEMS NIL

13 URGENT BUSINESS APPROVED BY THE PRESIDENT OR BY A DECISION OF THE COUNCIL NIL

14 INFORMATION BULLETIN

15 WALGA AND CENTRAL ZONE MOTIONS NIL

Minutes - Ordinary Council Meeting – Tuesday 21 May 2019

16 NEXT MEETING Ordinary Council meeting on Tuesday 18 June 2019 at 3.00pm.

17 MEETING CLOSURE The Chairperson, Shire President Cr. L Baker closed the meeting at 4.11pm.

Local Emergency Management Committee Meeting Minutes Monday 27 May 2019

Venue: Council Chambers, 9 Lynch Street Corrigin

1.0 NAME The Committee shall be known as the Corrigin Local Emergency Management Committee (‘Committee’).

2.0 ROLE OF THE COMMITTEE To assist the Local Emergency Coordinators (Officers in Charge of the Corrigin Police District) to develop and maintain effective emergency management arrangements for the Shire of Corrigin.

3.0 OBJECTIVES OF THE COMMITTEE  To advise and assist the Shire of Corrigin in ensuring that local emergency management arrangements are established for its district.  To liaise with public authorities and other persons in the development, review and testing of local emergency management arrangements.  To assist with the preparation and approval of the Corrigin Local Emergency Management Plan and submit such plans to the Office of Emergency Management (OEM) for approval.  To review at least annually the Corrigin Local Emergency Management Plan.  To assist in the preparation of emergency management operating procedures for application in the Shire of Corrigin.  To ensure appropriate testing and exercising of the local emergency management plan.  To prepare an annual report of the activities of the Committee for submission to the OEM.  To provide assistance to the Local Emergency Coordinators and Lead Combat Authorities during emergency management operations.  To carry out such other emergency management functions as directed by OEM.

4.0 MEMBERSHIP The Council appoints to the Committee those ex-officio representatives whose titles appear below. Membership of the Committee shall, unless otherwise specified, be for a term ceasing at the date of the Local Government election in the year the Shire's local government elections are held, after which time the Council may appoint members for a further term.

Membership of the Committee shall be:

• The President of the Shire of Corrigin • Deputy Shire President • The Officer in Charge of the Corrigin Police District or delegate(s) • The Officer in Charge of the Fire and Rescue Service in Corrigin or their delegates • The Shire's Chief Bush Fire Control Officer • The SES Area Manager or delegate • The Officers in Charge of the St John Ambulance District of Corrigin or delegate • A health representative from the Corrigin Hospital • An officer from the Department for Child Protection and Family Support • Representatives from other agencies as required

5.0 MEETING PROCEEDINGS Each meeting of the LEMC should consider, but not be restricted to, the following matters, as appropriate:  Every meeting: o Confirmation of local emergency management arrangements contacts details and key holders; o Review of any post-incident reports and post exercise reports generated since last meeting; o Progress of emergency risk management process; o Progress of treatment strategies arising from emergency risk management process; o Progress of development or review of local emergency management arrangements; and o Other matters determined by the local government.

 First quarter: o Development and approval of next financial year LEMC exercise schedule (to be forwarded to relevant DEMC); o Begin developing annual business plan.  Second quarter: o Preparation of LEMC annual report (to be forwarded to relevant DEMC for inclusion in the SEMC annual report); o Finalisation and approval of annual business plan.

 Third quarter: o Identify emergency management projects for possible grant funding.

 Fourth quarter: o National and State funding nominations.

1. DECLARATION OF OPENING Chairperson, Cr Lyn Baker opened the meeting at 1.03pm.

2. ATTENDANCE AND APOLOGIES ATTENDANCE Shire President Cr. L Baker Chief Executive Officer N A Manton Executive Support Officer K L Biglin

St John Ambulance S Dawson St John Ambulance, Community paramedic L Evans Road Safety Advisor, Wheatbelt South – WALGA R Thornton Corrigin Volunteer Fire & Rescue D Di Fulvo Dept of Primary Industries & Regional Development A Lacey Principle, Corrigin District High School H Prance Health Services Manager, Corrigin District Hospital L Reed

Apologies Michelle Hooper, Chair of St John Ambulance, Corrigin Grant Hansen, DFES Area Officer, Narrogin East

3. MINUTES OF PREVIOUS MEETING Minutes of the LEMC meeting held on 28 February 2019 (attachment 1) Moved: D Di Fulvo Seconded: S Dawson That the minutes of the Shire of Corrigin Local Emergency Management Committee meeting held on Thursday 28 February 2019 be confirmed as a true and accurate record. Carried 7/0 4. REVIEW OF LEMC DOCUMENTS Confirmation of local emergency management arrangements contacts details and key holders.

Progress of development or review of local emergency management arrangements. The minor suggested changes from Adam Smith, District Emergency Management Advisor, DFES have been incorporated into the following documents for adoptions by Council at the June 2019 meeting:  Local Emergency Management Arrangements  Local Recovery Management Plan  Local Emergency Management Plan for the Provision of Welfare Support  Emergency Evacuation Plan

5. REVIEW OF INCIDENTS AND EXERCISES There were no incidents or exercises to review. The Shire noted that the problems have been experienced with the generator on the Administration building and expected these to be fixed soon.

6. DEVELOPMENT OF FUTURE EXERCISES Conduct radio testing to identify whether emergency services (Police, DFES, and Ambulance) can communicate via radio. Post testing develop a procedure for in case of emergency.

Scheduled for 26 August meeting at 1:00pm.

7. REPORTS TO STATE EMERGENCY MANAGEMENT COMMITTEE NIL

8. IDENTIFY EMERGENCY MANAGEMENT PROJECTS

9. FUNDING Shire to investigate funding for airstrip lights.

10. OTHER MATTERS 10.1 Annual Preparedness Report - Capability Survey (Attachment 2)

In accordance with sections 33 and 40 of the Emergency Management Act 2005 (EM Act), Local Emergency Management Committees (LEMCs) are required to submit an annual report on activities undertaken by it during the financial year. Also under the EM Act, the SEMC reports each year to the Minister for Emergency Services on the preparedness of the State to combat emergencies.

To minimise multiple reporting requirements, DFES have combined the annual and capability reporting questions into one survey which must be submitted by Wednesday 5 June 2019. Local governments who complete and submit the survey on time will be eligible for grant funding through the All West Australians Reducing Emergencies (AWARE) program which aims to enhance WA's Emergency Management arrangements by investing in capacity building and preparedness activities at a local and/or district level as well as Natural Disaster Resilience Program (NDRP).

Preparedness Survey to be completed and forwarded to relevant District Emergency Management Committee (DEMC) for inclusion in the State Emergency Management Committee (SEMC) annual report.

10.2 Reports Rodney Thornton from WALGA Roadwise reported on the following:

 The need for a possible Education Campaign drawing attention to Stop signs with concerns over safety at the Yealering and Bullaring crossings.  A new format of Agricultural pilots.  Crash car trailer – Belt up day was held at the football on Saturday 25 May 2019.  Report on Crash types causing fatality. Results show 25% of accidents recorded were due to avertable factors ie: fatigue, drink driving, lack of concentration. 43 fatalities were non-collision, 6 were due to pedestrians being hit, head-on fatality numbers are 5 out of 58.

Alison Lacey from Department of Primary Industries & Regional Development reported on the water deficiencies across the region.

Sharon Dawson from St John Ambulance suggested that the units at the senior’s village be fitted with a lock box to access keys in an emergency after hours.

11. NEXT MEETING The next meeting will be Monday 26 August 2019 at 1.00pm.

12. MEETING CLOSURE Chairperson, Cr Lyn Baker closed the meeting at 2:14pm.

Audit and Risk Management Committee Meeting Minutes

Tuesday 11 June 2019

Venue: Council Chambers, 9 Lynch Street Corrigin

TERMS OF REFERENCE

Regulation 16 of the Local Government (Audit) Regulations 1996 states that: “An audit committee — a) is to provide guidance and assistance to the local government — i. as to the carrying out of its functions in relation to audits carried out under Part 7 of the Act; and ii. as to the development of a process to be used to select and appoint a person to be an auditor; and b) may provide guidance and assistance to the local government as to — i. matters to be audited; and ii. the scope of audits; and iii. its functions under Part 6 of the Act; and iv. the carrying out of its functions relating to other audits and other matters related to financial management; and c) is to review a report given to it by the CEO under regulation 17(3) (the CEO’s report) and is to — i. report to the council the results of that review; and ii. give a copy of the CEO’s report to the council.”

1.0 INTRODUCTION The Council of the Shire of Corrigin (hereinafter called the "Council") hereby establishes a committee under the powers given in Section 5.8 and Section 7.1 A of the Local Government Act 1995, Local Government Amendment Act 2004 and Audit Regulations, such committee to be known as the Audit and Risk Management Committee, (hereinafter called the "Committee"). The Council appoints to the Committee those persons whose names appear in Section 4.0 below.

Membership of the Committee shall, unless otherwise specified, be for a term ceasing at the date of the Local Government election in the year the Shire's local government elections are held, after which time the Council may appoint members for a further term. The Committee shall act for and on behalf of Council in accordance with provisions of the Local Government Act 1995, the Local Government Amendment Act 2004 and the Local Government (Audit) Amendment Regulations 2005, local laws and policies of the Shire of Corrigin and this Instrument.

2.0 NAME The name of the Committee shall be the Audit and Risk Management Committee.

3.0 ROLE The Committee's role is to report to Council and provide appropriate advice and recommendations on matters relevant to its objectives in order to facilitate decision-making by Council in relation to the discharge of its responsibilities.

4.0 OBJECTIVES OF THE COMMITTEE 4.1 To provide guidance and assistance to the Council in: a) carrying out its audit functions under Part 7 of the Local Government Act; b) the development of a process to be used to select and appoint an auditor; c) determining the scope and content of the external and internal audit and advising on the general financial management of the Shire; d) overseeing the audit process and meeting with the external auditor after each visit to discuss management issues and monitoring administration's actions on, and responses to, any significant matters raised by the auditor; e) evaluating and making recommendations to Council on internal and external audit reports prior to them being presented to Council; f) receiving and verifying the annual Local Government Statutory Compliance Return; 2

g) review reports provided by the CEO on the Shire's systems and procedures in relation to: i. risk management; ii. internal control; and iii. legislative compliance;

h) at least once every 3 years and report to Council the results of that review. Ref: Functions of Audit Committees (Audit Regulations).

4.2 To advise Council on significant high level strategic risk management issues related to the Shire of Corrigin including issues involving: a) the community; b) the workforce; c) vehicles and plant; d) buildings and similar property; e) revenue streams; f) legal liability; g) electronically stored information; h) environmental impact; i) fraud; and j) reputation.

5.0 MEMBERSHIP The Committee shall consist of all Councillors. Additionally up to two independent consultants with expertise in financial or legal matters will be called upon as required to provide additional independent external advice to the Committee. The external independent persons will have senior business, legal or financial management/reporting knowledge and experience, and be conversant with the financial and other reporting requirements.

Appointments of external consultants shall be made by the CEO following a decision of Council and the allocation of sufficient funds to provide consultation fees using relevant professional fee schedules. No member of staff including the CEO is to be a member of the Committee, but the CEO may participate as Council's principal advisor, unless expressly excluded by resolution of the Committee.

6.0 PRESIDING MEMBER The President will take the role of Presiding Member and Deputy President the role of Deputy Presiding Member to conduct its business. The Presiding Member shall ensure that minutes of the proceedings are kept and that business is conducted in accordance with the Shire of Corrigin Standing Orders (Local Law). The Local Government Act 1995 places responsibility for speaking on behalf of Council with the President, or the CEO if the President agrees. The Presiding Member if different from the President is to refrain from speaking publicly on behalf of the committee or Council, or to issue any form of written material purporting to speak on behalf of the committee or Council without the prior approval of the President.

7.0 CONDUCT OF MEETINGS The Committee shall meet at least three times per year. A schedule of meetings will be developed and agreed to by the members. As an indicative guide, meetings would be arranged to coincide with relevant Council reporting deadlines, for example in February to discuss the Statutory Compliance Return, in July to discuss the year's financial performance and to discuss the annual audit program and in November to discuss the Annual Financial Report. Additional meetings shall be convened at the discretion of the Presiding Member.

Any three members of the Committee collectively or the internal or external auditor themselves may request the Presiding Member to convene a meeting. From a time management point of view, urgent matters which may arise should be referred directly to Council through the bi-monthly meetings or to a Special Council meeting.

7.1 Notice of meetings shall be given to members at least 3 days prior to each meeting. 7.2 The Presiding Member shall ensure that detailed minutes of all meetings are kept and shall, not later than 5 days after each meeting, provide Council with a copy of such minutes. Council shall provide secretarial and administrative support to the Committee. 7.3 All members of the Committee shall have one vote. If the vote of the members present is equally divided, the person presiding must cast a second vote. 7.4 The Chief Executive Officer should attend all meetings, except when the Committee chooses to meet in camera with the exclusion of the CEO. 7.5 Representatives of the external auditor should be invited to attend at the discretion of the Committee but must attend meetings either in person or by telephone link up considering the draft annual financial report and results of the external audit. 7.6 The internal auditor or representative shall be invited to attend meetings, at the discretion of the Committee, to consider internal audit matters.

8.0 QUORUM Quorum for a meeting shall be at least 50% of the number of officers, whether vacant or not. A decision of the Committee does not have effect unless a simple majority has made it.

9.0 DELEGATED POWERS The Committee has no delegated powers under the Local Government Act and is to advise and make recommendations to Council only. The Audit and Risk Management Committee is a formally appointed committee of Council and is responsible to that body. The Audit and Risk Management Committee does not have executive powers or authority to implement actions in areas over which management has responsibility and does not have any delegated financial responsibility. The Committee does not have any management functions and is therefore independent of management.

The following guidelines are to provide further direction from Council for the operation of the Committee:

9.1 The External Audit The Committee shall:  Develop the process of appointment of the external auditor and recommend a suitable Auditor for appointment by Council. Prior to appointment, discuss the scope of the audit and any additional procedures required from the external auditor. Invite the external auditor to attend audit committee meetings to discuss the audit results and consider the implications of the external audit findings.  Inquire of the auditor if there have been any significant disagreements with management and whether they have been resolved.  Monitor management responses to the auditor's findings and recommendations.  Review the progress by management in implementing audit recommendations and provide assistance on matters of conflict.  Provide a report and recommendations to Council on the outcome of the external audit.

9.2 Co-ordination of Auditors The Committee shall:  Oversee the work of the internal audit function to facilitate co-ordination with the external auditor.  Meet periodically with the Chief Executive Officer, senior management staff and internal and external auditors to understand the organisation's control environment and processes.

9.3 Duties and Responsibilities The following duties and responsibilities of the Committee will include: i. To review the scope of the internal audit plan and program and the effectiveness of the function. This review should consider whether, over a period of years the internal audit plan systematically addresses: 4

 internal controls over significant areas of risk, including non-financial management control systems;  internal controls over revenue, expenditure, assets and liability processes;  the efficiency, effectiveness and economy of significant Council programs; and  compliance with regulations, policies, best practice guidelines, instructions and contractual arrangements. ii. Review the appropriateness of special internal audit assignments undertaken by internal audit at the request of Council or Chief Executive Officer. iii. Review the level of resources allocated to internal audit and the scope of its authority. iv. Review reports of internal audit and the extent to which Council and management react to matters raised by internal audit, by monitoring the implementation of recommendations made by internal audit. v. Facilitate liaison between the internal and external auditor to promote compatibility, to the extent appropriate, between their audit programs. vi. Critically analyse and follow up any internal or external audit report that raises significant issues relating to risk management, internal control, financial reporting and other accountability or governance issues, and any other matters relevant under the Committee's terms of reference. vii. Review management's response to, and actions taken as a result of the issues raised. viii. Monitor the risk exposure of Council by determining if management has appropriate risk management processes and adequate management information systems. ix. Monitor ethical standards and related party transactions by determining whether the systems of control are adequate. x. Review Council's draft annual financial report, focusing on:  accounting policies and practices;  changes to accounting policies and practices;  the process used in making significant accounting estimates;  significant adjustments to the financial report (if any) arising from the audit process;  compliance with accounting standards and other reporting requirements;  significant variances from prior years. xi. Recommend adoption of the annual financial report to Council. Review any significant changes that may arise subsequent to any such recommendation but before the financial report is signed. xii. Discuss with the external auditor the scope of the audit and the planning of the audit. xiii. Discuss with the external auditor issues arising from the audit, including any management letter issued by the auditor and the resolution of such matters. xiv. Review tendering arrangements and advise Council. xv. Review the annual performance statement and recommend its adoption to Council. xvi. Review issues relating to national competition policy, financial reporting by Council business units and comparative performance indicators. xvii. Identify and refer specific projects or investigations deemed necessary through the Chief Executive Officer, the internal auditor and the Council if appropriate. Oversee any subsequent investigation, including overseeing of the investigation of any suspected cases of fraud within the organisation. xviii. Monitor the progress of any major lawsuits facing the Council. xix. Address issues brought to the attention of the Committee, including responding to requests from Council for advice that are within the parameters of the Committee's terms of reference. xx. Report to Council after each meeting, in the form of minutes or otherwise, and as necessary and provide an annual report to Council summarising the activities undertaken during the year. xxi. The Committee in conjunction with Council and the Chief Executive Officer should develop the Committee's performance indicators. xxii. The Committee, through the Chief Executive Officer and following authorisation from the Council, and within the scope of its responsibilities, may seek information or obtain expert advice on matters of concern. xxiii. Advise Council on significant risk management issues related to the Shire of Corrigin including major issues involving:  The Community; 5

 The Workforce;  Vehicles and Plant;  Buildings and Similar Property;  Revenue Streams;  Legal Liability;  Electronically Stored Information;  Environmental Impact;  Fraud; and  Reputation. xxiv. Review reports on the appropriateness and effectiveness of the Shire's systems and procedures in relation to:  risk management;  internal control; and  legislative compliance and report to Council.

9.4 Reporting Powers The Committee:  Shall report to Council and provide recommendations on matters pertaining to its terms of reference by assisting elected members in the discharge of their responsibilities for oversight and corporate governance of the local government.  Does not have executive powers or authority to implement actions in areas that management has responsibility.  Is independent of the roles of the Chief Executive Officer and his senior staff as it does not have any management functions.  Does not have any role pertaining to matters normally addressed by the Local Emergency Management Committee and Council in relation to financial management responsibilities in relation to budgets, financial decisions and expenditure priorities.  Is a separate activity and does not have any role in relation to day-to-day financial management issues or any executive role or power.  Shall after every meeting forward the minutes of that meeting to the next Ordinary meeting of the Council, including a report explaining any specific recommendations and key outcomes.  Shall report annually to the Council summarising the activities of the Committee during the previous financial year.

10.0 TERMINATION OF COMMITTEE Termination of the Committee shall be: a) in accordance with the Local Government Act 1995; or b) at the direction of the Council.

11.0 AMENDMENT TO THE INSTUMENT OF APPOINTMENT AND DELEGATION This document may be altered at any time by the Council.

12.0 COMMITTEE DECISIONS The Committee recommendations are advisory only and shall not be binding on Council

1. DECLARATION OF OPENING The Chairperson, Cr L Baker opened the meeting at 6.00pm.

2. ATTENDANCE/APOLOGIES/LEAVE OF ABSENCE ATTENDANCE Shire President Cr. L Baker Deputy Shire President Cr. D L Hickey Cr. M A Weguelin Cr. M B Dickinson Cr. J A Mason Cr. F R Gilmore Cr. S G Hardingham

Chief Executive Officer N A Manton

APOLOGIES NIL

LEAVE OF ABSENCE NIL

3. DECLARATIONS OF INTEREST NIL

4. CONFIRMATION AND RECEIPT OF MINUTES Minutes of the Shire of Corrigin Audit and Risk Management Committee meeting held in the Council Chambers on 14 May 2019 (Attachment 4.1).

COMMITTEE’S RESOLUTION Moved: Cr Mason Seconded: Cr Hickey That the minutes of the Shire of Corrigin Audit and Risk Management Committee meeting held in the Council Chambers on 14 May 2019 (Attachment 4.1) be confirmed as a true and correct record. Carried 7/0

5. MATTERS ARISING FROM MINUTES NIL

6. REPORTS

7. MATTERS REQUIRING A COMMITTEE DECISION 7.1 INTERNAL AUDIT - RISK MANAGEMENT REVIEW Applicant: Shire of Corrigin Date: 6/06/2019 Reporting Officer: Natalie Manton, Chief Executive Officer Disclosure of Interest: NIL File Ref: RM.0006 Attachment Ref: Attachment 7.1 – Risk Management Review Dashboard

SUMMARY This Internal Audit - Risk Management Review report seeks to provide an update on the assessment, impact and controls to mitigate risks using a risk management tool.

BACKGROUND Council adopted a Risk Management Framework - Policy and Procedures in September 2018 to document the Shire’s commitment and objectives regarding managing risk that may impact the Shire’s strategies, goals or objectives.

The Risk Management Framework - Policy and Procedures document was initially prepared with assistance from LGIS as part of the overall Risk Management Governance Framework.

The Risk Management Review Dashboard summaries the following risks:  Asset Sustainability  Business and Community Disruption  Compliance Requirements  Document Management  Employment Practices  Engagement Practices  Environmental Management  Errors, Omissions and Delays  External theft and fraud  Management of Facilities/Venues and Events  IT Communication systems  Misconduct  Project/ Change Management  Safety and Security practices  Supplier Contract management

COMMENT Internal risk management reviews are completed twice per annum with the previous report in September 2018.

STATUTORY ENVIRONMENT Local Government (Audit) Regulations 1996 Section 17 CEO to review certain systems and procedures

POLICY IMPLICATIONS 3.1 Risk Management Policy

FINANCIAL IMPLICATIONS NIL 8

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Leadership Strong Governance and leadership

Outcome 4.1 - A strategically focussed dynamic Council serving the community Strategic Community Plan Corporate Business Plan Outcome Strategies Action Actions No. 4.1.3 Maintain accountability 4.1.3.1 Council maintain financial and financial stability responsibility to ensure 4.1.3.3 Provide Council adequate the stability of the Shire and appropriate financial information on a timely basis

VOTING REQUIREMENT Simple Majority

COMMITTEE’S RESOLUTION Moved: Cr Weguelin Seconded: Cr Gilmore That the Audit and Risk Management Committee recommend that Council receive the updated Internal Audit Risk Management Report- Dashboard update.

Carried 7/0

7.2 INTERNAL AUDIT – FINANCIAL MANAGEMENT REVIEW Applicant: Shire of Corrigin Date: 6/06/2019 Reporting Officer: Natalie Manton, Chief Executive Officer Disclosure of Interest: NIL File Ref: FM.0023 Attachment Ref: Attachment 7.2 - 2019 Financial Management System Review

SUMMARY The audit and Risk Management Committee is requested to consider the independent Financial Management Review.

BACKGROUND The Shire of Corrigin CEO, Ms Natalie Manton, requires assurance of the integrity of the Shire of Corrigin financial management systems to confirm the appropriateness and effectiveness of the systems and processes. An improvement plan will be to develop to work towards achieving best practice in future.

The Shire of Corrigin engaged AMD Chartered Accountants to provide the following services in relation to the requirements of Local Government Financial Management Regulation 5 and the Audit Regulation 17.  review current risk management policies, procedures and plans;  evaluate the financial internal control systems and procedures;  evaluate the operational internal control systems and procedures;  assess systems and processes for maintaining legislative compliance;  provide a list of any improvements identified during the review; and  provide a report including recommendations to assist the CEO to assess the appropriateness and effectiveness of the systems and procedures.

Financial Management Review The consultants conducted a Financial Management Review for the Shire of Corrigin under of the Local Government (Financial Management) Regulations 1996 Regulation 5 which requires the Chief Executive Officer (CEO) to ensure efficient systems and procedures are established for the local authority at least every three years. The last Financial Management Review Reg 5 was conducted in June 2016. The table below lists the key areas reviewed for the period 1 July 2018 to 31 March 2019:

 Bank reconciliations and Petty Cash  Trust Funds  Receipts and receivables  Rates  Fees and Charges  Purchases, payments and payables (Including Purchase Orders)  Salaries and wages  Credit Card procedures  Fixed Assets (Including acquisition and disposal of property)  Cost and administration overhead allocations  Minutes of meetings  Budget  Financial Reports  Registers (including Annual and Primary Returns)  Delegations  Audit Committee  Insurance  Storage of documents/record keeping  Plan for the future  General compliance and other matters

COMMENT The intent of the report is to provide the CEO with a clear understanding as to the appropriateness and effectiveness of the Shire's current systems and processes. The review includes a list of recommendations for improvements to systems and processes.

The draft report was submitted to the CEO for review prior to being submitted to the Audit Committee and Council and management comments have been added.

STATUTORY ENVIRONMENT Local Government (Audit) Regulations 1996 Local Government (Financial Management) Regulations 1996 Regulation 5

POLICY IMPLICATIONS 3.1 Risk Management Policy

FINANCIAL IMPLICATIONS NIL

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Leadership Strong Governance and leadership

VOTING REQUIREMENT Simple Majority

COMMITTEE’S RESOLUTION Moved: Cr Gilmore Seconded: Cr Mason That Audit and Risk Management Committee recommend that Council receives and notes the Chief Executive Officer’s Financial Management System Review (in accordance with Regulation 5 of the Local Government (Financial Management) Regulations 1996) which reports on the efficiency of the Shire of Corrigin systems and procedures.

Carried 7/0

7.3 INTERNAL AUDIT - RISK MANAGEMENT REVIEW Applicant: Shire of Corrigin Date: 6/06/2019 Reporting Officer: Natalie Manton, Chief Executive Officer Disclosure of Interest: NIL File Ref: FM.0047 Attachment Ref: Attachment 7.3 – 2019 Regulation 17 Review

SUMMARY The Audit and Risk Management Committee is requested to consider the independent Regulation 17 Review.

BACKGROUND The Shire of Corrigin CEO, Ms Natalie Manton, requires assurance of the integrity of the Shire of Corrigin risk management systems, internal controls and legislative compliance. It is also necessary to confirm the appropriateness and effectiveness of the systems and processes and to develop an improvement plan to work towards achieving best practice in future.

Risk Management, Internal Control and Legislative Compliance The Local Government Audit Regulations 1996 Regulation 17 requires the CEO to review the appropriateness and effectiveness of a local government's systems in relation to risk management, internal control and legislative compliance. Each of these areas is to be the subject of a review at least once every three calendar years and reported to the Audit and Risk Management Committee.

The external Risk Management Review (Audit Regulation 17) was conducted at the same time as the Financial Management Review. The last formal review under Regulation 17 was conducted in house and reported to the Audit Committee in December 2016.

Risk Management The scope of the Regulation 17 review included the following areas as outlined in the Department of Local Government Guidance Note 9 Audit in Local Government:  Review risk management systems and operating risks.  Review business continuity plan.  Assess the internal processes for determining and managing material operating risks in accordance with the local government’s identified tolerance for risk, with regard to; o potential non-compliance with legislation, regulations and standards and local government’s policies. o important accounting judgements or estimates that prove to be wrong. o litigation and claims. o misconduct, fraud and theft. o significant business risks, recognising responsibility for general or specific risk areas, for example, environmental risk, occupational health and safety, and how they are managed by the local government.  Risk reports identifying key risks, the status and the effectiveness of the risk management systems, to ensure that identified risks are monitored and new risks are identified, mitigated and reported.  Assess the adequacy of local government processes to manage insurable risks and ensure the adequacy of insurance cover.  Review the effectiveness of the local government’s internal control system with management and the internal and external auditors.  Assess whether management has controls in place for unusual types of transactions and/or any potential transactions that might carry more a high degree of risk.  Assess the local government’s procurement framework and whether these policies and procedures are being applied.  Ascertain whether fraud and misconduct risks have been identified, analysed, evaluated, an appropriate treatment plan has been implemented, communicated, monitored and there is regular reporting and ongoing management of fraud and misconduct risks.

Internal Control Internal control is a key component of a sound governance framework, in addition to leadership, long-term planning, compliance, resource allocation, accountability and transparency. Strategies to maintain sound internal controls are based on risk analysis of the internal operations of a local government. An effective and transparent internal control environment is built on the following key areas:  integrity and ethics;  policies and delegated authority;  levels of responsibilities and authorities;  audit practices;  information system access and security;  management operating style; and  human resource management and practices.

Internal control systems involve policies and procedures that safeguard assets, ensure accurate and reliable financial reporting, promote compliance with legislation and achieve effective and efficient operations and may vary depending on the size and nature of the local government. Aspects of an effective control framework will include:  delegation of authority;  documented policies and procedures;  trained and qualified employees;  system controls;  effective policy and process review;  regular internal audits;  documentation of risk identification and assessment; and  regular liaison with auditor and legal advisors.

The following controls were reviewed:  separation of roles and functions, processing and authorisation;  control of approval of documents, letters and financial records;  comparison of internal data with other or external sources of information;  limit of direct physical access to assets and records;  control of computer applications and information system standards;  limit access to make changes in data files and systems;  regular maintenance and review of financial control accounts and trial balances;  comparison and analysis of financial results with budgeted amounts;  the arithmetical accuracy and content of records;  report, review and approval of financial payments and reconciliations; and  comparison of the result of physical cash and inventory counts with accounting records.

Legislative Compliance The compliance programs of a local government are a strong indication of attitude towards meeting legislative requirements. The review considered the Audit Committee’s monitoring of compliance programs including:  Compliance with legislation and regulations;  Annual Compliance Audit Return and reporting to Council the results of that review;  Procedures for receiving and treating complaints, including confidential and anonymous employee complaints.  Obtain assurance that adverse trends are identified and review management’s plans to deal with these.  Management disclosures in financial reports.  Whether the internal and/or external auditors have regard to compliance and ethics risks in the development of their audit plan and in the conduct of audit projects and report compliance and ethics issues to the Audit Committee.

 Compliance frameworks dealing with relevant external legislation and regulatory requirements.  Legislative and regulatory requirements imposed on Audit Committee members, including not misusing their position to gain an advantage for themselves or another or to cause detriment to the local government and disclosing conflicts of interest.

COMMENT The intent of the report is to provide the CEO with a clear understanding as to the appropriateness and effectiveness of the Shire's current systems and processes and articulate any areas for improvement. The review includes a list of recommendations for improvements to systems and processes.

The draft report was submitted to the CEO for review prior to being submitted to the Audit Committee and Council and management comments have been added.

STATUTORY ENVIRONMENT Local Government (Audit) Regulations 1996 Local Government Audit Regulations 1996 Regulation 17

POLICY IMPLICATIONS 3.1 Risk Management Policy FINANCIAL IMPLICATIONS NIL

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Leadership Strong Governance and leadership

VOTING REQUIREMENT Simple Majority

COMMITTEE’S RESOLUTION Moved: Cr Weguelin Seconded: Cr Mason That Audit and Risk Management Committee recommend that Council receives and notes the Chief Executive Officer’s review (in accordance with Regulation 17 of the Local Government (Audit) Regulations 1996) on the appropriateness and effectiveness of the Shire of Corrigin systems and procedures with regard to risk management, internal control and legislative compliance. Carried 7/0 16

7.4 INTERNAL AUDIT - ANNUAL LEAVE ACCRUALS AND LONG SERVICE LEAVE Applicant: Shire of Corrigin Date: 6/06/2019 Reporting Officer: Natalie Manton, Chief Executive Officer Disclosure of Interest: NIL File Ref: PER.0051 Attachment Ref: Attachment 7.4 - Excess Annual and Long Service Leave Accrual Report

SUMMARY Council resolved in 2017 that Shire management continue to provide Annual Leave and Long Service Leave progress reports to the Committee.

BACKGROUND Excess annual leave was previously noted as an area of risk by auditors. Over the past year the Audit and Risk Management Committee have reviewed the excess annual and long service leave at the quarterly meetings.

In June 2018 there was a significant leave liability of $498,900 and 10 staff members with excess leave. The previous management culture of the organisation did not identify excess leave and encourage it to be taken. In June 2018 staff were sent a memo outlining the importance of taking and encouraging them to reduce leave balances over the next 2-3 months. The memo outlined the following risks associated with excess leave excessive leave accruals:  Increased financial liability due to accumulated leave accruals;  Wellbeing effects of employees not having time away from work and risk of burnout;  Decrease in productivity;  Risk of covering up fraudulent activities; and  Increase in contract or relief staff to cover periods of extended leave.

At this time there were eight employees in the works department with annual leave in excess of two years. With a works staff of approximately 20 it was challenging having staff on leave while ensuring there were enough resources available to complete the capital works program and shire activities.

At the Audit and Risk Management Committee meeting on 11 June 2018 and the following resolution was passed: 1. That a policy/procedure be developed to provide guidelines for the management of leave for Shire of Corrigin employees. 2. The CEO and Manager of Works direct employees in the works department to reduce the excess leave in the next two months prior to the commencement of the 2018/19 road construction program or consider cash out option to reduce leave accruals over eight weeks.

The Memo sent to employees in June 2018 noted that employees with excess annual leave would need to reduce their excess leave within the next two months prior to the commencement of the 2018/19 road construction program.

Employees covered by the existing Enterprise Agreement 2014 were advised that they were entitled to cash out their annual leave with the following conditions:  At least four weeks annual leave must be retained.  There must be a signed, written agreement with their employer on each occasion (that outlines the amount of leave being cashed out, the amount they will be paid and the date it will be paid).

 The payment for the cashed out leave has to be the same as what the employee would have been paid if they took the leave.  It is unlawful for an employer to force (or try to force) an employee to make (or not make) an agreement to cash out annual leave.

At the September 2018 meeting of the Audit and Risk Management Committee the leave liability had been reduced to $450,000 and the number of staff with leave in excess of 8 weeks was reduced to seven.

In October 2018 five staff members were sent letters directing them to take their excess leave. All five of the employees had taken leave between June and September 2018 but their annual leave balance was still in excess of two years. A complicating factor was the Enterprise Agreement which only allowed a maximum of two weeks leave to be paid out and some staff having both excess annual and long service leave.

A new leave policy was adopted by Council on 16 October 2018 outlining the management of annual and long service leave.

COMMENT The Shire of Corrigin previously had a significant current liability for annual and long service leave and this was previously raised by auditors as an issue to be managed to ensure financial stability as well as maintain adequate staff resources to deliver services to the Council and community.

Having employees with excessive leave accruals can have the following impact:  Increased financial liability due to accumulated leave accruals;  Increased financial liability due to increments in employee rate of pay, as the rate of pay is the current rate at the time at which is taken or paid, not the time at which it was accrued;  Wellbeing effects of employees not having time away from work and risk of burnout;  Decrease in productivity;  Risk of covering up fraudulent activities; and  Increase in contract or relief staff to cover periods of extended leave.

As per the Long Service Leave Regulations, the rate of pay for Long Service Leave entitlement is capped at 10 years and 6 months meaning that any future increases in a staff member’s pay beyond 10 years and 6 months does not automatically apply to the rate of pay at the time they take Long Service Leave. The Regulations provide for at least two months’ notice in writing of an intention to take the leave.

In July 2019 any staff with an excess of two years leave will be sent a letter reminding them to reduce their leave balance by either taking leave or cashing out up to the maximum allowable limit. Works staff with excess leave will be encouraged to take leave in July and August prior to the commencement of the new roads construction program.

STATUTORY ENVIRONMENT Local Government Act 1995, Local Government (Long Service Leave) Regulations Shire of Corrigin Enterprise Agreement 2018

POLICY IMPLICATIONS 5.26 Leave Policy

FINANCIAL IMPLICATIONS Current liability for annual and long service leave has been reduced during 2018 and 2019 to $293,026 and will be further reduced in the next 3 months with leave already booked to be taken.

COMMUNITY AND STRATEGIC OBJECTIVES Shire of Corrigin Strategic Community Plan 2017-2027 and Corporate Business Plan 2017- 2021:

Objective: Leadership Strong Governance and leadership

VOTING REQUIREMENT Simple Majority

COMMITTEE’S RESOLUTION Moved: Cr Hickey Seconded: Cr Mason That the Audit and Risk Management Committee receive and note the Excess Annual and Long Service Leave Report.

Carried 7/0

8. GENERAL BUSINESS Cr Baker noted In discussion with the Shire of Quairading the Auditor General suggested that it was preferable to have a limited number of people on the Audit Committee rather than the whole Council. The Committee felt that the whole Council on Audit and Risk Management was beneficial.

9. MEETING CLOSURE The Chairperson, Cr L Baker closed the meeting at 7.33pm.

CENTRAL COUNTRY ZONE

Minutes

Friday 24 May 2019 WB Eva Pavilion, Brookton Highway, Brookton

Commencing at 9.40am

Central Country Zone Meeting 24 May 2019

Table of Contents

1.0 OPENING AND WELCOME ...... 3 1.1 Welcome – Cr Katrina Crute, President Shire of Brookton ...... 3 2.0 ATTENDANCE AND APOLOGIES ...... 3 3.0 DECLARATION OF INTEREST ...... 4 4.0 ANNOUNCEMENTS ...... 4 5.0 GUEST SPEAKERS ...... 4 5.1 Presentation by WALGA CEO Mr Nick Sloan (9.45am) ...... 4 5.2 A New Way of Thinking about Power Ms Caren McLaren Power Ledger and Mr Mark Imrie BSC (10.15am) ...... 5 6.0 MINUTES ...... 5 6.1 Confirmation of Minutes – Friday 3 May 2019 (Attachment) ...... 5 6.2 Business Arising from Minutes of Previous Zone Meetings ...... 5 6.2.1 Item 10.6 State Government Consultation within the Wheatbelt – 30 November 2018 ...... 5 6.2.2 Item 10.5 Customer Service Standards for Collection Network of Container Deposit Scheme – Shire of Cuballing - 30 November 2018 ...... 6 6.2.3 Item 12.1 Induction before Nomination – Shire of Wagin 15 March 2019 ...... 7 6.2.4 Item 12.1 RAV 4 Network – Shire of Williams 3 May 2019 ...... 7 6.3 Minutes of the Executive Committee Meeting – Wednesday 8 May 2019 (Attachment) ...... 7 7.0 WESTERN AUSTRALIAN LOCAL GOVERNMENT ASSOCIATION (WALGA) BUSINESS ...... 9 7.1 State Councillor Report ...... 9 7.2 WALGA Status Report ...... 10 7.3 Review of WALGA State Council Agenda - Matters for Decision ...... 10 7.4 Review of WALGA State Council Agenda - Matters for Noting/Information ...... 10 7.5 Review of WALGA State Council Agenda - Organisational Reports ...... 10 7.6 Review of WALGA State Council Agenda - Policy Forum Reports ...... 10 7.7 WALGA President’s Report ...... 10 8.0 FINANCE ...... 11 8.1 Central Country Zone 2019/2020 Budget ...... 11 9.0 ZONE REPORTS ...... 14 9.1 Zone President’s Report ...... 14 9.2 Local Government Agricultural Freight Group ...... 14 9.3 Great Southern District Emergency Management Committee (DEMC) ...... 15 9.4 Wheatbelt South Regional Road Group ...... 15 10.0 ZONE BUSINESS - MEMBER COUNCIL MATTERS ...... 17 10.1 Matters for Noting (Attachment) ...... 17 10.2 Managing Public Health Risks at Events in WA (Attachments) ...... 18 10.3 Management of Public Health Risks Related to Offensive Trades in Western Australia (Attachments) ...... 20 10.4 Future Wheatbelt Conference ...... 22 11.0 ZONE BUSINESS - OTHER BUSINESS/URGENT BUSINESS ...... 23 12.0 ZONE BUSINESS - EMERGING ISSUES ...... 23 12.1 Attendance at Central Country Zone Meetings ...... 23 13.0 MEMBERS OF PARLIAMENT ...... 23

Central Country Zone Meeting 24 May 2019 1

14.0 OTHER REPRESENTATIVES REPORTS ...... 23 14.1 Department of Local Government, Sport and Cultural Industries (Attachment)...... 23 14.2 Wheatbelt Development Commission ...... 23 14.3 Regional Development Australia (RDA) Wheatbelt (Attachment) ...... 23 14.4 Main Roads WA ...... 23 15.0 DATE, TIME AND PLACE OF NEXT MEETING ...... 23 16.0 CLOSURE ...... 24

Central Country Zone Meeting 24 May 2019 2

Minutes

Central Country Zone of WALGA

Friday 24 May 2019, commencing at 9.40am

1.0 OPENING AND WELCOME

1.1 Welcome – Cr Katrina Crute, President Shire of Brookton

Cr Katrina Crute, President Shire of Brookton extended a welcome to delegates and guests and outlined some of the current community planning and processes that are being used to deliver services to the community.

Following some comments since the meeting on the presentation Cr Crute has suggested that any local governments wanting to gaining a greater understanding of the Shire of Brookton’s IPR process is encouraged to contact the Shire President or CEO.

2.0 ATTENDANCE AND APOLOGIES

Attendance

Cr Mark Conley (Chair) President, Shire of Cuballing Cr Dee Ridgway President, Shire of Beverley Cr Katrina Crute President, Shire of Brookton Cr Neil Walker Deputy President, Shire of Brookton Mr Ian Darcy CEO, Shire of Brookton Cr Lyn Baker President, Shire of Corrigin Ms Natalie Manton CEO, Shire of Corrigin Mr Gary Sherry CEO, Shire of Cuballing Cr Rodney Duckworth Deputy President, Shire of Kulin Mr Garrick Yandle CEO, Shire of Kulin Cr Jeanette De Landgrafft President, Shire of Lake Grace Ms Denise Gobbart CEO, Shire of Lake Grace President Leigh Ballard President, Shire of Narrogin Mr Dale Stewart CEO, Shire of Narrogin Cr Bill Mulroney President, Shire of Pingelly Cr Peter Wood Councillor, Shire of Pingelly Mr Mark Dacombe A/CEO Shire of Pingelly Cr Brett McGuinness Deputy President, Shire of Quairading Cr Jill McRae Councillor, Shire of Quairading Cr Brendan Whitely President, Shire of Wandering Mr Ray Hooper A/CEO Shire of Wandering Cr Ray Harrington OAM President, Shire of West Arthur Ms Nicole Wasmann CEO, Shire of West Arthur Cr Jarrad Logie President, Shire of Williams Mr Geoff McKeown CEO, Shire of Williams

Mr Bruce Wittber, Joint Executive Officer

WALGA Representatives

Mr Nick Sloan, Chief Executive Officer Mr Tony Brown, Executive Manager Governance & Organisational Services

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Guests

Mr Craig Manton Regional Manager, Wheatbelt Region Main Roads WA Mr Tony Humphreys A/Operations Manager, MRWA Central Wheatbelt Region Ms Mandy Walker Director Regional Development, RDA Wheatbelt Inc Mr Chris Evans Project/Funding Support, RDA Wheatbelt Inc Ms Pip Kirby Regional Manager, Wheatbelt Development Commission Ms Caren McLaren Business Development and Sales Executive Powerledger Mr Mark Imrie Managing Director BSC Solar Mr Shannon Hewitt General Manager Clean Tech Energy Mr John Hammerton Director, Generation Green Mr Luke Stevens Senior Legislation and Strategy Officer, Local Government Department of Local Government, Sport and Cultural Industries

Apologies

Hon Mia Davies MLA Member for Central Wheatbelt Hon Colin De Grussa MLC Member for Agricultural Region Hon Laurie Graham MLC Member for Agricultural Region Hon Darren West MLC Member for Agricultural Region

Shire of Dumbleyung Shire of Wagin Shire of Wickepin

Cr Chris Pepper Deputy President, Shire of Beverley Mr Stephen Gollan CEO, Shire of Beverley Cr Eliza Dowling Deputy President, Shire of Cuballing Cr Barry West President, Shire of Kulin Cr Steve Hunt Deputy President, Shire of Lake Grace Cr Tim Weise Deputy President, Shire of Narrogin Cr David Freebairn Deputy President, Shire of Pingelly Cr Wayne Davies President, Shire of Quairading Mr Graeme Fardon CEO, Shire of Quairading

3.0 DECLARATION OF INTEREST

Nil

4.0 ANNOUNCEMENTS

Nil

5.0 GUEST SPEAKERS

5.1 Presentation by WALGA CEO Mr Nick Sloan (9.45am)

With the recent appointment of Mr Nick Sloan to the position of Chief Executive Officer of WALGA he has agreed to attend the Central Country Zone Meeting to present on his “vision” for WALGA and the local government sector.

10.25am Meeting adjourned for morning tea

10.47am meeting resumed following morning tea

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5.2 A New Way of Thinking about Power Ms Caren McLaren Power Ledger and Mr Mark Imrie BSC (10.15am)

Presentation by Ms Caren McLaren, Business Development and Sales Executive Powerledger, and Mr Mark Imrie, Managing Director BSC on the development of more reliable and affordable energy solutions in regional WA.

Power Ledger and BSC have been working with regional local governments to enhance the way communities can access reliable energy sources.

A copy of the PowerPoint presentation is attached to the Minutes.

6.0 MINUTES

6.1 Confirmation of Minutes – Friday 3 May 2019 (Attachment)

Presenting the Minutes of the Central Country Zone Meeting held Friday 3 May 2019.

RECOMMENDATION:

That the Minutes of the Meeting of the Central Country Zone held Friday 3 May 2019 be confirmed as a true and accurate record of the proceedings.

RESOLUTION: Moved: Cr Mulroney Seconded: Cr De Landgrafft That the Minutes of the Meeting of the Central Country Zone held Friday 3 May 2019 be confirmed as a true and accurate record of the proceedings. CARRIED

6.2 Business Arising from Minutes of Previous Zone Meetings

6.2.1 Item 10.6 State Government Consultation within the Wheatbelt – 30 November 2018

This matter was considered at the Zone Meeting on 30 November 2018 when it was resolved as follows:

RESOLUTION: Moved: President Ballard Seconded: Cr Ball 1. That the Central Country Zone write to the Minister for Regional Development expressing concern that on occasions State Government Agencies, in conducting community and local government consultation, fail to hold consultations in various locations within the Wheatbelt which prevent relevant community input. 2. That a copy of the correspondence to the Minister be also sent to all Members of Parliament representing the Central Country Zone. CARRIED

Correspondence was prepared and sent to the Minister for Regional Development together with all local Members of Parliament.

As advised at the Zone Meeting on 3 May the Executive Officer has been in contact with the Minister’s office seeking a response. A preliminary response has been received from the Minister’s Office apologising for the delay but advising the Minister is seeking further information from her Department. The matter has been followed up again.

At the Zone meeting on 3 May the Executive Officer did note that the Minister for Health had recently announced further consultation on the issue of voluntary assisted dying in that additional forums would be held in Albany, Mandurah, Carnarvon, Karratha and Northam. It would seem that each of the nine Regional Development Commission areas is now being consulted.

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RECOMMENDATION:

That the matter be noted and the Executive Officer continue to monitor the extent of consultation in regional areas.

RESOLUTION: Moved: Cr Baker Seconded: Cr McGuinness That the matter be noted and the Executive Officer continue to monitor the extent of consultation in regional areas. CARRIED

6.2.2 Item 10.5 Customer Service Standards for Collection Network of Container Deposit Scheme – Shire of Cuballing - 30 November 2018

This matter was considered at the Zone Meeting on 30 November 2018 when it was resolved as follows:

RESOLUTION: Moved: Mr Fardon Seconded: Cr West 1. That the Central Country Zone make a submission to the Department of Water and Environmental Regulation in relation to the draft Container Deposit Scheme (CDS) Customer Service Standards pointing out the following concerns:  lack of consideration of district/Shire population – Central Country Zone is of the view that within the Zone the minimum requirement in respect to refund point population thresholds should be the district population and not town population;  consideration of distance - the service standards of outer regional areas to provide a collection point within 100kms and travelling two hours to access a collection point is too great and will discourage participation in the CDS; and  lack of local refund points reducing impacting on use of CDS - the lack of local collection points could significantly reduce the positive impacts of the CDS in the Central Country Zone. 2. That a representative of the Department of Water and Environmental Regulation with knowledge of the Container Deposit Scheme and proposed Customer Service Standards be invited to attend the next meeting of the Zone.

CARRIED

As reported previously a submission on the Container Deposit Scheme Customer Service Standards was prepared and submitted by the 6 December 2018.

The Executive Officer has been advised that the Environment Minister Hon Stephen Dawson MLC has announced that Western Australia Return Recycle Renew Limited has been selected as the Scheme Coordinator to run the Western Australian CDS scheme.

The State Government has also approved the minimum network standards which establish the locations and operating hours of refund points across Western Australia.

The CDS website www.dwer.wa.gov.au/cds has been updated with the details of the Minimum Network Standards and Minimum Network Standards consultation summary as per the following link. https://www.der.wa.gov.au/images/CDS/CDS-Minimum%20network%20standards- consulation%20summary%2014%20May.pdf

The matter is submitted to determine if any further action is required.

Meeting Comment:

Tony Brown (WALGA) commented that Rebecca Brown, Manager Waste and Recycling (WALGA) is across the CDS and the Zone may consider inviting her to present at a future Zone Meeting.

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6.2.3 Item 12.1 Induction before Nomination – Shire of Wagin 15 March 2019

The Shire of Wagin referred to the inclusion in clause 15 of the Local Government Legislation Amendment Bill 2019 of the requirement for “all candidates to complete an online induction prior to nominating for election” and sought some clarification on what is meant by the induction and what process is going to be used if a person nominating has not completed the induction course.

The Executive Officer has not followed the matter up as yet but has been watching the progress of the legislation to see if anything substantive is provided.

In the Local Government Act Amendment Bill 2019 s4.48 of the Act is to be amended to insert the requirement for a candidate to complete an induction course prior to their nomination to be a councillor or elector President or Mayor. This course will be set in regulations.

At this point there does not seem to be any clarification around the process for completion of the course.

The Minister for Local Government in the consideration of the Bill in detail noted in respect to s4.48 the following:

Mr D.A. TEMPLEMAN: Every person who nominates for council will be required to declare that they have participated in the candidate induction session at the time of nomination. There are penalties for making false or misleading statements on the nomination form and, as the member is aware, the current maximum penalty is a $5 000 fine or one year’s imprisonment. (extract from Hansard Tuesday 9 April p2301)

The Executive Officer understands that the progress of the Bill in the Legislative Council is such that any delay may affect the opportunity to have the induction process in place for the 2019 elections.

No doubt further information will become available in due course but in the interim does the Shire of Wagin wish to take the matter further?

Noted

6.2.4 Item 12.1 RAV 4 Network – Shire of Williams 3 May 2019

Geoff McKeown, CEO Shire of Williams raised an issue around “low volume road conditions” on RAV 4 Network roads.

The details of the ‘Type A’ Low Volume Road condition are included in the Prime Mover, Trailer Combinations Operating Conditions document published by Main Roads.

What is of concern to the Shire is that it appears that the ‘Type A’ Low Volume Road condition has been placed on roads that previously did not have this condition.

Mal Shervill (WALGA) indicated he would seek further detail from Main Roads who have been in contact with the Shire of Williams.

As a result of discussions and emails Geoff McKeown believes it may be useful for local governments to be aware of the ability to change some of the conditions in the published in the ‘Type A’ Low Volume Road Conditions. However given the complexity of the issue it would be appropriate for further discussion so there is a better understanding that can avoid any misunderstanding in the future.

Noted

6.3 Minutes of the Executive Committee Meeting – Wednesday 8 May 2019 (Attachment)

Presenting the Minutes of the Executive Committee Meeting held Wednesday 8 May 2019.

Executive Officer Comment:

Any recommendations from the meeting are included as separate agenda items.

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RECOMMENDATION:

That the Minutes of the Meeting of the Central Country Zone Executive Committee held Wednesday 8 May 2019 be received.

RESOLUTION: Moved: Cr De Landgrafft Seconded: President Ballard That the Minutes of the Meeting of the Central Country Zone Executive Committee held Wednesday 8 May 2019 be received. CARRIED

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7.0 WESTERN AUSTRALIAN LOCAL GOVERNMENT ASSOCIATION (WALGA) BUSINESS Zone delegates to consider the Matters for Decision contained in the WA Local Government Association State Council Agenda and put forward resolutions to Zone Representatives on State Council

7.1 State Councillor Report

Cr Phillip Blight

Central Country Zone State Councillor Report WALGA State Council Meeting 8 May 2019

The following comments/notes are provided on the WALGA State Council Meeting held on Wednesday 8 May 2019

Item 4.1 Emerging Issue The issue of combustible cladding was raised and debated the result being that Local Government will not take responsibility to undertake a State-wide Audit of combustible cladding on privately owned buildings.

Item 5.2 Third Party Appeals This issue was debated and the following amendment was moved: and in future give consideration to broadening Third Party Appeal Rights to other parties relating to Development Assessment Panel decisions

At the Zone meeting there was some concern around the implications of broadening the appeal rights that might extend to LG planning decisions so I argued and voted against the amendment.

It was carried and became part of the motion for which I then voted in favour.

Item 5.5 Community Technical Reference Group (05-018-02-0010 KD)

WALGA RECOMMENDATION That the establishment of a Community Technical Reference Group be endorsed.

This item was accepted with a name change to be Community Industry Reference Group.

Most zones accepted the remaining recommendations as proposed by the secretariat and they were passed without debate.

Item 7.1.4 Report on Key Activities, People and Place (01-006-03-0014 JB) I recommend that delegates read and discuss the items in the report:  Being the: National Redress Scheme;  Public Health Risks at Events; and  Aboriginal Heritage Act 1972 Review.

Lastly I am hearing that stage one of the LG Act review is stalling in the State Upper House. If delegates have the opportunity to speak to their local members about this to gain support it would be worthwhile. Any delay may see the changes not enacted by the next round of LG elections.

RECOMMENDATION:

That the State Councillor Report be received.

Central Country Zone Meeting 24 May 2019 9

RESOLUTION: Moved: Cr Crute Seconded: Cr Mulroney That the State Councillor Report be received. CARRIED

7.2 WALGA Status Report

No report

7.3 Review of WALGA State Council Agenda - Matters for Decision

Background:

WALGA State Council meets five times each year and as part of the consultation process with Member Councils circulates the State Council Agenda for input through the Zone structure.

The Zone is able to provide comment or submit an alternate recommendation that is then presented to the State Council for consideration.

As this meeting is being held “out of sync” with the WALGA State Council Meetings there are no matters for consideration.

7.4 Review of WALGA State Council Agenda - Matters for Noting/Information

No State Council matters for noting

7.5 Review of WALGA State Council Agenda - Organisational Reports

No State Council organisational reports

7.6 Review of WALGA State Council Agenda - Policy Forum Reports

No State Council policy forum reports

7.7 WALGA President’s Report

No WALGA President’s Report

At this point the Chair, with the consensus of the meeting moved to agenda item 10.4 Future Wheatbelt Conference.

Central Country Zone Meeting 24 May 2019 10

8.0 FINANCE

8.1 Central Country Zone 2019/2020 Budget

Reporting Officer: Bruce Wittber, Executive Officer

Disclosure of Interest: Nil

Date: 13 May 2019

Attachments: Nil

Background:

At the Central Country Zone Executive Committee Meeting held Wednesday 8 March 2019 some preliminary discussion occurred on the Zone’s 2019/2020 Budget, with the Executive Committee resolving as follows:

RESOLUTION: Moved: Cr De Landgrafft Seconded: Cr Blight That the Central Country Zone 2019/2020 Budget be prepared on the basis of no increase in Member Subscriptions and the draft budget be presented to the Executive Committee at its meeting on Wednesday 8 May 2019. CARRIED

The draft budget for 2019/2020 has been presented to the Executive Committee who in turn now present the Draft 2019/2020 Budget (see following page) to the Central Country Zone for adoption.

Executive Officer Comment:

The following notes are provided in regard to the Draft 2019/2020 Budget:

1. The anticipated surplus carried forward from 2018/2019 is likely to be around $35,000. At the Executive Committee Meeting held on 8 March 2019 it was agreed that there would be no increase in the Member Subscription for 2019/2020. 2. Interest rates remain low so any surplus funds only attract a small amount of interest. 3. The allocations in the accounts related to the Executive Officer expenses take account of the estimated Executive Officer costs for the financial year. The amount of travel and accommodation has been retained at the same amount as for 2018/2019 budget as during 2018/2019 there were several in-person meetings for the Local Government Act Review, which will not occur in 2019/2020. 4. An allocation of $3,000 has been included in the budget to provide funds to undertake recruitment of a Zone Executive Officer as the current Executive Officer contract expires on the 30 June 2020. 5. These accounts relate to the operations of the Zone including catering, audit costs and contribution to the operations of the Local Government Grain Freight Group. The account Zone Expenses – In- Person Meetings includes the cost of catering for the Zone meetings held during the year. An allocation of $1,500 has been included for each of the four meetings together with an amount for other meetings that are held such as in-person Executive Committee. 6. This allocation provides for the cost of the accounting service and subscription for the use of Xero. 7. An allocation has not been included for a Wheatbelt Conference as there has been no indication as to whether a conference will be held in 2020. 8. Given that the operations of Healthy Wheatbelt has ceased no allocation has been made. 9. This was a new allocation in 2018/2019 to give the Zone some flexibility should it wish to pursue advocacy on a particular issue of interest to the Zone. No funds have been used during 2018/2019 (to date) but it is an important to retain the allocation if an issue arises that may require the Zone to advocate a position. 10. These accounts include an allocation for Zone delegates’ attendance at meetings and related travel costs. The account Zone Representative – Honorarium incorporates an amount to cover the costs of honorariums for the President, State Councillor and Executive Committee members. It is also noted that the number of in-person meetings has however reduced for the Local Government Central Country Zone Meeting 24 May 2019 11

Grain Freight Group as some meetings are now held by teleconference. This in turn reduces the amount claimed. The allocation may be impacted by any decision on honorariums and meeting fees

Included within this agenda is item 10.4 Future Wheatbelt Conference and depending upon the outcome of the discussion the budget may need to also include an allowance for the conduct of a Wheatbelt Conference in 2020. The meeting may wish to discuss Item 10.4 before this item. A change of this nature will not affect the subscription for each Member Council.

This item was considered after agenda item 10.4 Future Wheatbelt Conference

RECOMMENDATION:

That the Draft Budget for the year ending 30 June 2020, as presented, be adopted with a general subscription for each Member Council set at $3,780 (excluding GST).

RESOLUTION: Moved: Cr Baker Seconded: Cr Duckworth That the Draft Budget for the year ending 30 June 2020, as presented, be adopted with a general subscription for each Member Council set at $3,780 (excluding GST). CARRIED

Central Country Zone Meeting 24 May 2019 12

Central Country Zone WALGA Draft Budget 2019/2020

Proposed 2018/2019 To 31 March Estimated to 30 Budget Budget 2019 June 2019 2019/2020 Notes

Receipts General Subscriptions 56700 $ 56,700.00 $ 56,700.00 $ 56,700 1 Reimbursements Interest Earned 300 $ 218.30 $ 250.00 $ 250 2 Sundry Receipts 0 GST $ 7,852.00 $ 7,852.00

Total Receipts 57000 $ 64,770.30 $ 64,802.00 $ 56,950

Payments Executive Officer - Other 100 $ 100.00 $ 100 3 Executive Officer - Office Expenses, Phone, Internet 1000 $ 463.86 $ 800.00 $ 1,000 3 Executive Officer - Professional Services 36000 $ 22,509.87 $ 33,000.00 $ 36,000 3 Executive Officer - Travel and Accommodation 3100 $ 2,476.57 $ 3,500.00 $ 3,100 3 Executive Officer Recruitment Process 0 $ - $ - $ 3,000 4

Zone Expenses - Audit Costs 1050 $ 918.43 $ 918.43 $ 1,100 5 Zone Expenses - Bank Fees 100 $ - $ - $ 100 5 Zone Expenses - In-Person Meetings 7000 $ 3,006.82 $ 5,700.00 $ 7,000 5 Zone Expenses - Teleconference Meetings 2000 $ 882.43 $ 1,800.00 $ 1,800 5 Zone Expenses - Grain Freight 1100 $ - $ 1,100.00 $ 1,100 5

Zone Expenses - Financial Management 1250 $ 1,312.97 $ 1,900.00 $ 2,000 6 Zone Expenses - Wheatbelt Conference Sponsorship 0 $ - $ - $ - 7 Zone Expenses - Healthy Wheatbelt 3000 $ - $ - $ - 8 Zone Expenses - Other 500 $ 167.38 $ 167.38 $ 500 Zone Expenses - Advocacy 3000 $ - $ - $ 3,000 9

Zone Representative - Honoraria 3000 $ - $ 3,000.00 $ 3,000 10 Zone Representative - Meeting Fees 3200 $ - $ 3,200.00 $ 3,200 10 Zone Representative - Travel Costs 2800 $ - $ 2,800.00 $ 2,800 10

Sundry Payments Reimbursements

GST $ 7,839.40 $ 7,839.40 Total Payments 68200 $ 39,577.73 $ 65,825.21 $ 68,800

Net Receipts (Payments) -11200 $ 25,192.57 -$ 1,023.21 -$ 11,850 OPENING CASH 1 July 27183 $ 36,202.10 $ 36,202.10 $ 35,179

ESTIMATED CASH BALANCE 30 June $15,983 $ 61,394.67 $ 35,178.89 $ 23,329

Central Country Zone Meeting 24 May 2019 13

9.0 ZONE REPORTS

9.1 Zone President’s Report

Cr Mark Conley

9.2 Local Government Agricultural Freight Group

Cr Katrina Crute

Local Government Agricultural Freight Group Meeting 2nd May 2019

In Person meeting at Main Roads (Redcliffe)

 Harvest Mass Management Access Arrangements 2019 Harvest Main Roads advised that the access arrangements under HMMS will be returning to their original form and that is for managing Mass during Harvest. The unrated routes component that existed last year will not be in place this year, and if you are intending on travelling on a road without RAV access you need to apply to have that road added to the network prior to Harvest through the normal application procedures.

If you applied for a road last year and it did not make it onto the network you may be able to apply for a Local Access Arrangement Permit but this will be very limited and only apply to the person with the permit, so multiple farmers/contractors will each need to apply individually for access. The draft notification will be circulated to LGAFG members for feedback prior to releasing to the public.

 CA07 LG Condition of Access – Heavy Vehicle Permits WALGA has completed their initial investigations and there are some very different uses of the CA07 with three distinct areas, Mining Industry, Timber Industry & Agricultural Industry. The report has gone to Main Roads and the Minister for Transport, WALGA just waiting for a response – this status remains unchanged.

There was a lot of discussion around the CA07 condition, it is an area that always generates a lot of discussion, and there still needs to be a lot of work done with LG’s to understand its use.

 Revitalising Ag Freight Region Strategy Draft is with Minister for Transport, WALGA pushing for public consultation period to be in early 2019 rather than over the Christmas period – the Draft is still with the Minister.

 Towed Ag Implements The new rules have been released, it is highly recommended that people get across these; the new Dept of Transport Guideline Document is being re-written to bring it into alignment with the rule changes and should be available shortly.

 Westport The group have requested a meeting with Nicole Lockwood to talk to her about the Westport proposal and the effect on the supply change in the Ag Regions.

RECOMMENDATION:

That the report on the Local Government Agricultural Freight Group Meeting held on 2nd May 2019 be received.

Central Country Zone Meeting 24 May 2019 14

RESOLUTION: Moved: Cr Walker Seconded: Cr McGuinness That the report on the Local Government Agricultural Freight Group Meeting held on 2nd May 2019 be received. CARRIED

9.3 Great Southern District Emergency Management Committee (DEMC)

President Ballard

No report

9.4 Wheatbelt South Regional Road Group

Cr Katrina Crute, Chair of Wheatbelt South Regional Road Group

WBS Regional Road Group Update

RRG Chairs Meeting – 8th March 2019  More accurate reporting on status of projects is required.  Roads 2030 to be reviewed to Roads 2035 We will need to start looking at submitting 3 year works programs  Discussion around modernising the Procedures o Reference the new State to LG agreement o Recognise Technical Groups o Inclusion of the Bridge Inspection requirements o Visual Road Inspections o LG’s to provide data for IRIS database (?? Not sure this acronym is correct – my shorthand is somewhat unreliable)

There will be an opportunity for all RRG to review and changes to the procedures.  Strategic approach to Clearing Permits, with the view to having a 5 year clearing application covering all projects; Cuballing is working with WALGA and trialling this process. Of the 253 clearing permit applications submitted by LG’s from 2016- 2018 only 10 were appealed by the Wildflower Society.  Blackspot funding 19/20 of the 79 applications only 26% were ineligible down from 42% so a good improvement on the applications submitted.  A Schedule for Level 1 Bridge inspections is being developed.

State Advisory Council (SAC) – 11th April @ Main Roads (East Perth)  I was invited to attend due to the unavailability of another LG Elected Member, I found the meeting to be very useful in my understanding on how the State to LG Agreement works amongst other things.

Secondary Freight Network Project:

ROSI Funding Announcement – Gingin 27th March – Deputy PM ($70m)

Regional Economic Development Funding Announcement – Northam 10th April ($100,000)

Working Group Meeting – @ WALGA 15th April

Minister for Transport – Senior Policy Advisor John Clydesdale – 6th May

Nicole Lockwood – Chair of Freight of Logistics Council – 6th May

Since the Federal Government Funding Announcement then the subsequent announcement about the groups successful RED funding application, a lot of time has been spent firming up the future direction of the group. We have been very concerned that the Federal Government money was going to have to be split between the State and WSFN but on Monday 6th May it was confirmed by the Department of Transport that the $70m must be spent on LG roads within the framework of the WSFN, it was funded under a 80/20 arrangement, with the State having to commit 20% ($18m); this state have said yes (should Central Country Zone Meeting 24 May 2019 15

be in the State budget announcement) with the condition that the 20% is 2/3 State & 1/3 LG’s. So, based on that for an $88m project LG’s will need to commit $6m towards the project. The details of which will be worked out after the State budget is handed down, and the Federal Election is done and dusted so we can be sure that the funding won’t be taken away. The only hitch being the Federal money is in the outer years of the ROSI program, so some juggling of cashflow by the state may need to occur, but once again we have to be patient as we work these details out.

I have requested (via all CEO’s in the RRG) that they ask their councils to reaffirm their commitment to the project, and the $6000 allocation be put to the project management plan in the 19/20 budget; this coupled with the State’s $100,000 of RED funding will see us being able to employ a project manager to oversee the design and priority assessment of the routes, to enable a construction plan to be formulated. This commitment is a priority of the group and we absolutely must have all 42 LG’s agreeing to the project management and the overall project; we need those confirmation letters no later than the 8th June.

RECOMMENDATION:

That the update report of the Wheatbelt South Regional Road Group be received.

RESOLUTION: Moved: Cr Mulroney Seconded: Cr Whitely That the update report of the Wheatbelt South Regional Road Group be received. CARRIED

Central Country Zone Meeting 24 May 2019 16

10.0 ZONE BUSINESS - MEMBER COUNCIL MATTERS

10.1 Matters for Noting (Attachment)

. Records Management in Local Government – Office of Auditor General (Attachment) The audit objective was to determine if local government entities effectively manage their records to promote accountable and transparent decision making. This report is a “snapshot” of the recording keeping practices of four local governments.

The report made the following recommendations:

All LGs, including those not sampled in this audit, should review their recordkeeping policies and procedures to ensure they adequately support their RKP. LGs should implement:

• regular and thorough records training • regular reviews of staff recordkeeping practices • timely disposal of records • adequate protection over digital records.

Under section 7.12A of the Local Government Act 1995, all sampled LGs are required to prepare an action plan addressing significant matters relevant to their entity for submission to the Minister for Local Government within 3 months of this report being tabled in Parliament and for publication on the entity’s website. The action plan for every LG in our sample should address each point above.

RECOMMENDATION:

That the matter listed for noting be received.

RESOLUTION: Moved: Cr Crute Seconded: Cr Baker That the matter listed for noting be received. CARRIED

Central Country Zone Meeting 24 May 2019 17

10.2 Managing Public Health Risks at Events in WA (Attachments)

Reporting Officer: Bruce Wittber, Executive Officer

Disclosure of Interest: Nil

Date: 15 May 2019

Attachments: Managing Public Health Risks at Events in WA Discussion Paper Copy of Discussion Paper Online Survey Questions

Background:

Currently public risks at events are managed by local governments through the Health (Miscellaneous Provisions) Act 1911 Part VI and the Health (Public Buildings) Regulations 1992.

With all existing regulations under the Health (Miscellaneous Provisions) Act 1911 being reviewed as part of the implementation of the Public Health Act 2016, there is an opportunity to decouple events from public buildings in regulation and assess how to manage them most effectively.

The Department of Health (the DOH) has prepared a Discussion Paper (copy attached) which presents a number of reforms for discussion based on preliminary consultation with local government (the primary enforcers of the legislation) and event industry representatives.

Submissions are required by 5:00pm (WST), Friday the 21st June 2019.

Executive Officer Comment:

In the introduction in response to the question of why the Department of Health is reviewing the risks it notes:

The review must determine whether the associated public health risks should continue to be regulated under the new regulatory framework, or whether they can be effectively managed through a guideline, local law or other legislation instead. (p7).

Currently the risks are managed through the Public Building Regulations which it is noted were not written “with events in mind” and consequently are not fit for purpose.

The DOH within the Discussion Paper are considering a number of options including event specific regulations, deregulation or maintaining the status quo. According to the Discussion Paper based on some preliminary consultation the preferred approach of the DOH is to address the public health risks associated with events under the Public Health Act, by developing an event-specific regulation which does not include public buildings (which will be managed under their own legislation).(p7).

It is expected that any regulation will be scaled to reflect the level of risk with the regulations being supported by guidelines.

The DOH has developed three options for future management of events as outlined below and which are considered in more details commencing on page 21 of the Discussion Paper:

Central Country Zone Meeting 24 May 2019 18

The Discussion Paper provides a number of questions which will assist in responding to the issue.

The most important aspect of the proposals is addressed as Part 7 commencing on page 27 of the Discussion Paper.

The online survey (a copy of which is attached to the agenda) can be accessed at: https://consultation.health.wa.gov.au/environmental-health-directorate/events-regulation-review

The matter is submitted for the Zone’s consideration and determination of whether it wishes to make a formal submission to both WALGA and the DOH and if so what process will be used to do so.

Meeting Comment:

It was agreed to deal with agenda item 10.2 Managing Public Health Risks at Events in WA and 10.3 Management of Public Health Risks Related to Offensive Trades in Western Australia together.

RESOLUTION: Moved: President Ballard Seconded: Cr McGuinness That the Central Country Zone does not make a submission in respect to Managing Public Health Risks at Events in WA and Management of Public Health Risks Related to Offensive Trades in Western Australia and any submission will be left to individual Member Councils. CARRIED

Central Country Zone Meeting 24 May 2019 19

10.3 Management of Public Health Risks Related to Offensive Trades in Western Australia (Attachments)

Reporting Officer: Bruce Wittber, Executive Officer

Disclosure of Interest: Nil

Date: 15 May 2019

Attachments: Management of Public Health Risks Related to Offensive Trades in Western Australia Discussion Paper Copy of Online Survey Questions

Background:

With the introduction of the Public Health Act 2016 (Public Health Act) in WA, environmental health legislation including the:

 Health (Offensive Trades Fees) Regulations 1976 (Offensive Trades Regulations),  Health (Miscellaneous Provisions) Act 1911 [Health (MP) Act], Part VII, Division 2, Sections 186 – 198 is being reviewed and either repealed or replaced with new management strategies in accordance with the new regulatory framework.

Currently, offensive trades are specified under Schedule 2 of the Health (MP) Act. Trades can be added or deleted from Schedule 2 by proclamation (s.186(1)-(2)). Currently 13 trades are specified in Schedule 2 and there have been 13 variations by proclamation, 8 of which are additions. The offensive trades include abattoirs, piggeries, dye works, laundries and places for storing, drying, or preserving bones, hides, hoofs or skins, to name a few.

Local governments have the statutory responsibility for approving the establishment (s.187) and the subsequent registration (s.191) of offensive trades. Under local laws (s.190), local governments can regulate the conditions under which an offensive trade may be undertaken.

The Department of Health (the DOH) has prepared a Discussion Paper (copy attached) which outlines the following three options for the future management of offensive trades in WA:

 Option A: Retain status quo in an updated framework. In this option the Department of Health (DOH) would attempt to replicate the current regulatory requirements as far as practicable.

 Option B: Repeal health legislation related to offensive trades in the Health (Miscellaneous Provisions) Act 1911 (Health (MP) Act) and develop model local laws & a guideline. In this option the DOH would repeal the current provisions related to offensive trades under the Health (MP) Act and develop model local laws with licensing/registration provisions specific to offensive trades under the Local Government Act 1995. This option would allow local governments to autonomously manage the public health risks and develop local laws according to the types of offensive trades in their districts.

 Option C: Repeal the current provisions related to offensive trades in the Health (MP) Act and develop a guideline. This option would allow local governments to manage the public health risks from these businesses using the general public health duty (Part 3) along with the enforcement tools of the Public Health Act 2016 (Public Health Act). The guideline would provide assistance on how the general public health duty can be used by local governments.

Submissions are required by Wednesday 31 July 2019.

Central Country Zone Meeting 24 May 2019 20

Executive Officer Comment:

The Discussion Paper provides details of access to an online survey (a copy of which is attached to the agenda) and can be accessed at: https://consultation.health.wa.gov.au/environmental-health-directorate/offensive-trades-regulation-review/

The matter is submitted for the Zone’s consideration and determination of whether it wishes to make a formal submission to both WALGA and the DOH and if so what process will be used to do so.

Refer to the resolution for Agenda item 10.2

Central Country Zone Meeting 24 May 2019 21

10.4 Future Wheatbelt Conference

Reporting Officer: Bruce Wittber, Executive Officer

Disclosure of Interest: Nil

Date: 15 May 2019

Attachments: Nil

Background:

Zone delegates will be aware that in April 2018 the last Wheatbelt Conference (the Conference) was held in Jurien Bay. The Conference is a collaborative arrangement between the Avon Midland Country Zone, Central Country Zone and Great Eastern Country Zone with the Conference in the past being managed from both an administrative and financial point of view by the Executive Officer for Great Eastern Country Zone.

The Conference is now held every two years with previous conferences being held in York, Merredin, Kellerberrin, York and Narrogin.

The Central Country Zone has previously contributed $3,000 (excl GST) as sponsorship to each conference.

The issue was discussed at the Zone Executive Meeting Wednesday 8 May 2019 when it was resolved as follows:

RESOLUTION: Moved: Cr McGuinness Seconded: Cr De Landgrafft That the matter be deferred until the Zone Meeting on 24 May 2019 and in the interim the Executive Officer contact the Avon Midland and Great Eastern Country Zones with respect to their intentions in relation to the conduct of a Wheatbelt Conference in 2020. CARRIED

Executive Officer Comment:

The Executive Officer has spoken to the Executive Officer for both Avon Midland (Robert Dew) and Great Eastern (Tony Brown) Country Zones as to whether there has been any discussion on the future of the Wheatbelt Conference within the respective Zones.

Both advised that the future of the Wheatbelt Conference or a decision to hold a conference in 2020 had not been formally discussed but it was proposed to raise the issue at the next Zone meeting in late June 2019.

The Executive Officer acknowledges the interest of delegates in attending the Conference however is also mindful that it is difficult to keep developing new and interesting topics and finding suitable keynote speakers at an affordable cost to attendees.

The matter is listed for consideration.

Meeting Comment:

The meeting considered whether or not to support the holding of a conference in 2020, with views both “for” and “against” expressed.

RESOLUTION: Moved: Cr Ridgway Seconded: President Ballard That the Central Country Zone does not support the holding of a Wheatbelt Conference in 2020 however the Zone will review the decision in relation to future Wheatbelt Conferences in May 2020. CARRIED

Central Country Zone Meeting 24 May 2019 22

11.0 ZONE BUSINESS - OTHER BUSINESS/URGENT BUSINESS

Nil

12.0 ZONE BUSINESS - EMERGING ISSUES (The intent of the item is to enable Member Councils to bring to the attention of the delegates a matter that is developing. It is proposed that the matter will be tabled for discussion but not decision and then enable Member Councils to take the information away and consider an outcome for possible consideration at the next Zone meeting.)

12.1 Attendance at Central Country Zone Meetings

The Zone President Cr Conley raised a concern relating to attendance at Zone Meetings and late apologies and enquired as to what value the delegates saw in attending the meetings particularly when the May Zone meeting does not consider any WALGA business.

The Executive Officer advised the meeting that he had received advice from three Councils that they were unable to attend just a day or so from the Zone meeting which meant it was too late to amend numbers for catering etc.

13.0 MEMBERS OF PARLIAMENT

Nil

14.0 OTHER REPRESENTATIVES REPORTS

14.1 Department of Local Government, Sport and Cultural Industries (Attachment)

Department of Local Government, Sport and Cultural Industries

April – May 2019 WALGA Zone Update attached

14.2 Wheatbelt Development Commission

Ms Pip Kirby, Wheatbelt Development Commission

14.3 Regional Development Australia (RDA) Wheatbelt (Attachment)

Ms Mandy Walker, Director Regional Development, RDA Wheatbelt Inc

A Wheatbelt RDA Update Report is attached to the Minutes

14.4 Main Roads WA

Mr Craig Manton, Regional Manager, Wheatbelt Region Main Roads WA Mr Tony Humphreys, A/Operations Manager, MRWA Central Wheatbelt Region

15.0 DATE, TIME AND PLACE OF NEXT MEETING

Friday 21 June 2019 -Teleconference Friday 30 August 2019 – Shire of Beverley

Central Country Zone Meeting 24 May 2019 23

16.0 CLOSURE

There being no further business the Chair declared the meeting closed at 12.33pm.

DECLARATION

These minutes were confirmed by the Central Country Zone at the meeting held on 21 June 2019

Signed ______Person presiding at the meeting at which these minutes were confirmed

Central Country Zone Meeting 24 May 2019 24

DECLARATION

These minutes were confirmed by the Central Country Zone at the meeting held on

Signed ______Person presiding at the meeting at which these minutes were confirmed

Central Country Zone Meeting 24 May 2019 25

WHEATBELT SOUTH REGIONAL ROAD GROUP MINUTES Meeting of the Wheatbelt South Regional Road Group held at the Shire of Wickepin Community Centre, Wickepin Friday, 01 March 2019 commencing 09h30

1 Distribution List:

RRG Chairperson: Cr K. Crute, Shire of Brookton RRG Deputy Chairperson: Cr G. Robins, Shire of Kulin

Sub Group Elected RRG Delegates (8) Cr B. Whitely, Shire of Wandering, Hotham-Dale SG (confirmed to 2019) Cr B. Mulroney (Proxy), Shire of Pingelly, Hotham-Dale SG (confirmed to 2019) Cr L. Shaw (Proxy), Shire of Beverley, Hotham-Dale SG (confirmed to 2019) Cr R. Walker, Shire of Wagin, Lakes SG (confirmed to 2019) Cr G. Robins, Shire of Kulin, Lakes SG (confirmed to 2019) Cr N. Green (Proxy), Shire of Dumbleyung, Lakes SG (confirmed to 2019) Cr J. Russell (Proxy), Shire of Wickepin, Lakes SG (confirmed to 2019) Cr K. King, Shire of West Arthur, Narrogin SG (confirmed to 2019) Cr N. Walker, Shire of Narrogin, Narrogin SG (confirmed to 2019) Cr M. Conley (Proxy), Shire of Cuballing, Narrogin SG (confirmed to 2019) Cr R. Cole, Shire of Narembeen, Roe SG (confirmed to 2019) Cr L. Baker, Shire of Corrigin, Roe SG (confirmed to 2019) Cr I. Dolton (Proxy), Shire of Bruce Rock, Roe SG (confirmed to 2019)

LOCAL GOVERNMENT CEOs (18), Secretariat to State Advisory Committee (1) WALGA (1) MRWA Wheatbelt, Narrogin (2)

2 Welcome address by Chairperson, Record of Attendance and Apologies Chairperson, Katrina Crute, welcomed everyone to the meeting.

Attendance as per register:

Katrina Crute Chairperson Shire of Brookton Julie Russell Voting Delegate (Lakes) Shire of Wickepin Grant Robins Voting Delegate (Lakes) Shire of Kulin Brendan Whitley Voting Delegate (Hotham-Dale) Shire of Wandering Bill Mulroney Voting Delegate (Hotham-Dale) Shire of Pingelly Lyn Baker Voting Delegate (Roe) Shire of Corrigin Rhonda Cole Voting Delegate (Roe) Shire of Narembeen Scott Ballantyne Voting Delegate (Narrogin) Shire of Cuballing Stephen Gollan Chief Executive Officer Shire of Beverley Steve Thomson Manager Infrastructure Shire of Brookton Ram Rajagopalan Deputy President Shire of Bruce Rock Glenn Casley Works Manager Shire of Bruce Rock Natalie Manton Chief Executive Officer Shire of Corrigin Bruce Brennan Works Manager Shire of Cuballing Bronwyn Dew Deputy Chief Executive Officer Shire of Cuballing Calvin Shotter Works Manager Shire of Dumbleyung

Minutes WBS RRG meeting – 01 March 2019 1

Allen Cooper A/Chief Executive Officer Shire of Dumbleyung Mia Dohnt Chief Executive Officer Shire of Kondinin Ian Holland Technical Services Shire of Kondinin Garrick Yandle Chief Executive Officer Shire of Kulin Denise Gobbart Chief Executive Officer Shire of Lake Grace Jeanette DeLandgraft President Shire of Lake Grace Chris Jackson Chief Executive Officer Shire of Narembeen Torre Evans Executive Manager Shire of Narrogin Keenan Wenning Technical Officer Shire of Narrogin Mark Dacombe Acting Chief Executive Officer Shire of Pingelly Barry Gibbs Director Technical Services Shire of Pingelly Allan Rourke Manager of Works Shire of Quairading Nicole Wasmann Chief Executive Officer Shire of West Arthur Mark Hook Chief Executive Officer Shire of Wickepin Geoff McKeown Chief Executive Officer Shire of Williams Amanda O’Halloran Chief Executive Officer Shire of Wandering Rodney Thornton Roadwise WALGA Ian Duncan Executive Manager - Infrastructure WALGA David Kellie Heavy Vehicle Services MRWA Chase Rampant Heavy Vehicle Services MRWA Kevin Pethick Manager Budget & Programming MRWA Craig Manton Regional Manager Wheatbelt MRWA Louise Adamson Operations Manager Narrogin MRWA Allison Hunt LGIM MRWA Jacqui Early Business Services Officer MRWA

Apologies:

Dale Stewart Chief Executive Officer Shire of Narrogin Cr Walker Shire of Narrogin Graeme Fardon Chief Executive Officer Shire of Quairading Cr Conley Shire of Cuballing Cr Dalton Shire of Bruce Rock Cr Shaw Shire of Beverley Cr Green Shire of Dumbleyung Cr Lukins Shire of Dumbleyung Cr Browning Shire of Kondinin Cr Jones Shire of Kondinin Cr King Shire of West Arthur

3 Confirmation of minutes

The minutes of the Wheatbelt South Regional Road Group meeting held 26 July 2018 were provided at Addendum 1.

Motion: That the minutes of the WBS RRG meeting held 26/7/2018 be accepted as a true and correct record with the following amendment:

1/3/2019 Minutes 1 March 2019 WBS RRG meeting 2

Page 2 - amend job titles as follows: Julie Russell – President – Shire of Wickepin Mark Hook – Chief Executive Officer – Shire of Wickepin

Moved: R. Cole Seconded: B. Mulroney Carried 7/0

4 Business arising from previous minutes Nil.

5 Correspondence

Outwards:  Addendum 2a - Email dated 31 July 2018 to all Wheatbelt South Councils – FW: Local Government Commodity Freight Roads Fund (CFRF): call for project applications 2019-20 and 2020-21  Addendum 2b - Email dated 16 August 2018 to all Wheatbelt South Councils – Progress Payment Certificate Form update - Main Roads Website - Local Government  Addendum 2c - Email dated 22 August 2018 to all Wheatbelt South Councils – FW: Local Government Commodity Freight Roads Fund (CFRF): call for project applications 2019-20 and 2020-21  Addendum 2d - Email dated 19 September 2018 to all Wheatbelt South Councils – 2019/2020 MCA submissions  Addendum 2e – Email dated 27 September 2018 to all Wheatbelt South Councils - FW: 2017/18 WANDRRA Eligible Disaster Proclamation Notification “AGRN822 Flooding in the Wheatbelt (February 2018)”  Addendum 2f – Email dated 08 October 2018 to all Wheatbelt South Councils - FW: Disaster Recovery Funding Arrangements (DRFA-WA) Update [MRWA]  Addendum 2g – Email dated 19 November 2018 to all Wheatbelt South Councils - State Black Spot Guidelines - Amended November 2018  Addendum 2h - Letter dated 02 November 2018, on behalf of the Wheatbelt South Regional Road Group, in support of the Wheatbelt Secondary Freight Route Project (WSFR) submission  Addendum 2i – Email dated 05 November 2018 to all Wheatbelt South Councils - FW: Regional Road Group Report November 2018  Addendum 2j - Email dated 09 November 2018 to all Wheatbelt South Councils - FW: Ministerial Approval for 2018/19 Local Roads Program  Addendum 2k – Email dated 21 February 2019 to all Wheatbelt South Councils - Regional Road Group Report February 2019

Inwards:  Addendum 2e – Email dated 07 February 2019 from the Shire of Williams - RE: RRG Road Project Grant - Williams Darkan Road

Moved: L. Baker Seconded: G. Robins Carried: 7/0.

1/3/2019 Minutes 1 March 2019 WBS RRG meeting 3

6 Technical Working Group Representatives are:

Mrs. K. Crute, Shire President of Brookton as Chair Mr S. Gollan, CEO Shire of Beverly for Hotham-Dale SG Ms A. O’Halloran, Shire of Wandering for Hotham-Dale SG Mr P. Webster, CEO Shire of Wagin for Lakes SG Mr M. Hook, Shire of Wickepin for Lakes SG Mr G. Sherry, CEO Shire of Cuballing for Narrogin SG Mr G. McKeown, CEO Shire of Williams for Narrogin SG Mr A. Cooper, CEO Shire of Quairading for Roe SG Mr G. Casley, Manager Works and Services Shire of Bruce Rock for Roe SG

Minutes for the Technical Committee Meetings held on 04 October 2018 and 15 February 2019 were at Addenda 3a and 3b respectively.

No actions resulted from the 15 February meeting, other than the assessment and prioritisation of the 2019/20 WBS RRG road project funding MCA submissions were accepted for recommendation to the WBS RRG, with a proviso.

Moved: R. Cole. Seconded: B. Mulroney Carried: 7/0.

7 WBS RRG Internal Reports

7.1 WBS RRG Chairperson’s Report – Was attached at Addendum 4.

7.2 WBS RRG Direct Grants, Road Projects (including severe weather events) Black Spots, Commodity Route & State Initiatives funding

7.2a 2018-2019 WBS RRG Road Project Funding The summarised WBS RRG 2018 - 2019 Funding and Recoup Register’s report was attached at Addendum 5a. As at 19 February 2019, 44% of Road Project Funding was yet to be claimed. The full WBS RRG 2018-2019 Funding and Recoup Register was attached Addendum 5b

Please note that the WBS RRG 2018-2019 Funding and Recoup Register will be provided to all WBS RRG councils at the start of each month, and shows allocated funding to councils and claims made against specific projects.

The register does not record Federal R2R funded projects, nor funding for local roads bridge projects.

Clearing permits are still proving to be a hindrance to a number of Shires, causing delays to projects.

Shires should advise the Sub Group Secretary, Technical Committee and WBS RRG Secretariat if they might not expend their full allocations by 30 June 2019. The

1/3/2019 Minutes 1 March 2019 WBS RRG meeting 4

Technical Committee can then ascertain whether an alternate LG in the Sub Group may be able to use the funds.

7.2b 2019-2020 WBS RRG Road Project Funding The indicative funding for 2019 - 2020 had not been received at the time of going to print. The MCA submissions have been captured by Sub Groups and ranked according to priority and points. These can be reviewed in the proposed draft program at Addendum 5c (Please note this is a draft only and adjustments are yet to be made to account for 2019 – 2020 funding)

Motion: That the current program be endorsed, with the proviso that adjustments may be made once the final budget is received. Those Shires which are already over the maximum allocation will be requested to make changes where necessary.

Direct Grant Funding has been fully claimed. A summary of the 2018 – 2019 Direct Grants was attached at Addendum 5d

State Black Spot Funding as at 19 February 2019, 76% of State Black Spot Funding and 8% of Federal Black Spot Funding was yet to be claimed. Adjustments to under expended projects is in progress. The report was attached at Addendum 5e.

Federal and State Black Spot funding applications for 2019 – 2020 are pending approval.

Commodity Route Supplementary Funding – Projects statuses were included at Addendum 5a. As at 19 February 2019, the final 20% of Pingelly’s Commodity Route project was yet to be claimed.

Nine applications were received from WBS for 2019/2020 and 2020/2021 Commodity Route funding, as well as an application for funds for the Secondary Freight Route project.

In the draft approval, the indication is that Wickepin, Pingelly and West Arthur could receive funding from the $5 million allocation. Corrigin Narrogin and Pingelly could receive funding from the $10 million allocation. Final allocation and approval is still pending.

Regional Run-off Road Funding – there is no indication that the state government is to provide RRoR funding for 2019-2020.

Other funding sources if applicable to the WBS RRG have yet to be advised at the time of going to print.

7.3 Report on Severe Weather Event Estimates and Claims – WANDRRA and Abnormal A report was attached at Addendum 6.

1/3/2019 Minutes 1 March 2019 WBS RRG meeting 5

Councils were reminded that the deadline for claims for AGRN 743, AGRN 761 and AGRN 767 is 30 June 2019. AGRN 781 and AGRN 822 have been activated and the affected Shires are to submit claims to Main Roads. Any events after 01 November 2018 will be administered by DFES under the DRFA- WA determination. Shires are encouraged to familiarise themselves with the Determination, which can be found on the DFES website.

7.6 State Road Funds to Local Government Agreement Advice Only – For 2019 - 2020, there has been no indication or advice of any alteration to the existing funding formula of 75/25 for road project funding distribution to all regional road groups.

8 Agenda Items on Notice

Nil

9 Administrative - External Presentations, Reports and State Advisory Committee (SAC) Minutes

 Main Roads – Portfolio Stakeholder Approach – Craig Manton Department of Transport and Public Transport Authority in the Wheatbelt

- PTA/DOT want an improved presence in the region - Craig Manton will be point of contact – no responsibility – report only - They want feedback on what works and doesn’t work - Aim is to make the Transport portfolio run smoother - There will be a review to see if any benefits.

Presentation attached.

 Main Roads – General condition of road network – Craig Manton - Reseal program has led to a lot of shoves on the network - Maintenance activity to get through winter - Regular inspections every 2 weeks - MMIS database holds information - Accessible to DAC to prioritise issues - Budget restrictions.

Questions and answers Q. Julie Russell – Would it be possible for the Shires be contracted by MRWA to do the work? If LGA can repair issues quicker, it would be more cost effective and safer. A. Craig Manton – We can work with Shires but it comes down to money and the hierarchy of funding based on safety.

Q. Katrina Crute – Can a Shire escalate any shoves that they are concerned about? A. Craig Manton – If there is a “near miss” this could move it up the list of priorities. Shires need to report any near misses to MRWA for flagging.

1/3/2019 Minutes 1 March 2019 WBS RRG meeting 6

Q. Mark Hook – outlined issues with repairs failing. Noted 90 defects between Yealering turn off and Wickepin town site. Issues with signage, delineation, white lines etc. He has sent an email to Allison. A. Craig Manton – there was a faulty batch of regulatory signs which faded quickly.

Q. Garrick Yandle – How does the pilot work with rail? A. Craig Manton – PTA will meet with ARC. There has been an issue with ARC not maintaining the rail reserve, which is to be addressed.

Q. Mark Hook – issue of Stop signs on unused tier 3 rail. There was talk of changing to Give Way signs. A. Craig Manton – MRWA sit on the Level Crossing Committee. There are legislative controls over railways. The Tier 3 is not officially closed and so there is still a requirement for regulated stops. There may be some changes to 80km zones. Any capital upgrade to a level crossing triggers a safety review to bring it up to current standards – regardless of whether the line is in use or not.

WANDRRA – MRWA Wheatbelt have had their first engagement with DFES under new scheme when a bridge burnt down. MRWA have been through the process if anyone needs assistance.

 Main Roads - Heavy Vehicle Services – David Kellie & Chase Rampant Harvest Mass Management and RAV Networks - Harvest Mass Management started in 2009 to address issues with loading in paddock and getting to nearest RAV. - 2016 – Introduction of First & Last Mile to access RAV, which required self- assessment of roads - 2017 – HVS reviewed this process and found that self-assessment was unlawful but it was too late to change for that harvest period - 2018 – There was a requirement to request access of roads. List of endorsed routes could be passed on. 40km speed limit and flashing lights required. - There is a dedicated team looking at upgrades – 1300 roads to be assessed. Starting in the Mid-West and working to the Wheatbelt. - HVS will be contacting the Shires for support - So far 21 roads have been identified as not suitable. - Note: “Upgrade” does not mean any physical work will be carried it is really just a “review” of the RAV rating. - Shires do not have regulatory authority to allow access. - CA07 – Shire authority - RAV – MRWA authority - If it’s on the map you can check the conditions – if CA07 a letter of authority is required from Shire - Be aware that the list of endorsed roads is used for enforcement. Calvin Shotter raised issue of RAV access on Tarrin Rock Road. Dave said to send it to him for review. Garrick Yandle asked if a letter is required when using Tarrin Rock Road. Dave

1/3/2019 Minutes 1 March 2019 WBS RRG meeting 7

said there are 2 conditions when it letter is required – if CA07 or if road is wet – then the transporter needs letter from Shire.

Mark Hook had a query on “through routes”. Dave said “no through” route was usually dictated by the Shire. The wording has changed recently – “pick up, delivery, or garage”. Internal discussion to resolve issues.

Geoff McKeown – when an LG is seeking assessment from HVS, is there the opportunity to get advice from HVS on what is required for the upgrade, to reduce time. Dave said yes, but it depends on the works. HVS do an initial assessment then pass to the region for input. HVS can give in principal approval but still have to do an assessment of the works. Feel free to contact him at any time to discuss.

 State Advisory Committee (SAC) – Kevin Pethick The SAC Agenda and Minutes can be found on the Main Roads website. There were no questions raised

 WALGA Regional Road Group Report – Ian Duncan The Regional Road Group Reports for November 2018 and February 2019 were provided at Addenda 2b and 2d respectively.

- Concerned to hear there are issues with clearing permits. There is a proposal to get people to the table to discuss ways to improve. Will call for LG representation. - HV access – CA07 causing issues with: major developments (e.g. mines, stockyards); Additional Mass conditions. - State Funds – focus on bridges and local roads - Rail – interface agreements with ARC coming up for renewal 20/21. - Rural Ag Freight Route - Craig Manton –discussion on bridge inspections – LGs need a record of maintenance to access funding. Opportunity for training if required.

 WALGA RoadWise Report – Rodney Thornton - Simon Grieve – new Director - Road Safety Strategy Forums - Grants for road safety week from 6-12 May - $1000 – prevention of trauma. - Working with car yards on 5 star vehicle safety - Crash Car trailer is available for events - WBS – no fatalities in 2019.

10 WBS RRG Sub Groups – Minutes and Reports

Hotham-Dale Sub Group (Secretary Stephen Gollan) Minutes of Lakes Sub-Group meeting – not available at time of going to print.

Lakes Sub Group (Secretary Matthew Gilfellon) Minutes of Lakes Sub-Group meeting – not available at time of going to print.

1/3/2019 Minutes 1 March 2019 WBS RRG meeting 8

Narrogin Sub Group (Secretary Geoff McKeown) Minutes of Lakes Sub-Group meeting – not available at time of going to print.

Roe Sub Group (Secretary Chris Jackson) Minutes of Roe Sub-Group meeting – not available at time of going to print.

11 General Business 11.1 Speed Zone Request Forms There is a new form to complete in order to request a speed zone review. The form is to be submitted to [email protected], for the attention of Gren Putland. The form can be found at Addendum 7 and will be posted on the Main Roads website.

11.2 Shire of Williams Request to Use Surplus Funds to Extend Works - as per email at Addendum 2d:

The Shire of Williams has achieved some savings on the pavement repair and reseal costs on their current road project on the Williams-Darkan Road SLK 0.00-7.00. The Shire is seeking approval to extend the scope of works on Williams-Darkan Road to include the section SLK 7.00-11.00 and to amend the MCA submission for 2019 - 2020 from 7.00-11.00 to SLK 11.00-16.00 and SLK 21.07-21.17. The Shire has submitted amended MCAs for both projects. The ranking and funding of these is not affected by this adjustment.

Motion: That the Shire of William’s proposal to alter their 2018/19 Road Program to include SLK 7.00-11.00 and to adjust their MCA submission for 2019 – 2020 on Darkan-Williams Road from SLK 7.00-11.00 to SLK 11.00-16.00 and SLK 21.07-21.17, be endorsed by the WBS RRG

Moved: S. Ballantyne Seconded: G. Robins Carried: 7/0

Items raised from the floor:

Rhonda Cole – Wants to make a general declaration about the condition of the WBS roads, they are deteriorating.

Garrick Yandle – Has had a query on the status of Commodity Route funding for the Secondary Freight Route, the application was not funded, but this is not our only application.

Julie Russell – Gave a reminder to Shires to ask Council to roll over the $6000 contribution for the Secondary Freight Route Project to next financial year.

Allan Rourke – The Shire of Quairading is concerned about damage to the Quairading-Lund road, due to MRWA contractors carting gravel at high volume without permission from Shire. The Shire has had to use its own funds to repair.

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Craig Manton – In response to Allan Rourke – the Sub-Contractor was doing shoulder works. That road is an open RAV network so they are allowed to use it. However, in future, MRWA will confirm which route the Sub-Contractors intend using, to limit any damage.

Craig Manton – The mines are engaging with Shires and MRWA. CBH and others simply use the RAV network.

12 Next Meeting Date It is proposed to hold the next meeting of the WBS RRG at the end of July 2019. Venue to be Wickepin Community Centre. Meeting will commence 9.30am SHARP

13 Meeting Closed: 11.15 am

1/3/2019 Minutes 1 March 2019 WBS RRG meeting 10 LIST OF ACCOUNTS DUE AND SUBMITTED TO COUNCIL FOR THE MONTH OF MAY 2019

CHQ/EFT DATE NAME DESCRIPTION AMOUNT BANK EFT13758 09/05/2019 DEPT OF MINES, INDUSTRY REGULATION & SAFETY BUILDING SERVICES LEVY FOR APRIL 2019 $ 288.25 TRUST EFT13759 09/05/2019 J.H. PIETRZAK (CORRIGIN VET) BOND REFUND $ 50.00 TRUST EFT13835 20/05/2019 PUBLIC TRANSPORT AUTHORITY CANCELLED - ABA PAYMENT FILE DID NOT GENERATE $ - TRUST EFT13836 20/05/2019 SHIRE OF CORRIGIN - MUNICIPAL CANCELLED - ABA PAYMENT FILE DID NOT GENERATE $ - TRUST EFT13837 20/05/2019 PUBLIC TRANSPORT AUTHORITY TRANSWA TICKET SALES FOR APRIL 2019 $ 59.62 TRUST EFT13838 20/05/2019 SHIRE OF CORRIGIN - MUNICIPAL TRANSWA TICKET COMMISSION FOR APRIL 2019 $ 14.93 TRUST 20403 09/05/2019 CORRIGIN ROTARY CLUB DONATION FOR COOKING 2019 ANZAC DAY BREAKFAST $ 500.00 MUNI 20404 09/05/2019 PRICE CONSULTING GROUP PTY LTD CONSULTANCY SERVICES - CEO PERFORMANCE REVIEW SUPPORT $ 3,521.76 MUNI 20405 09/05/2019 SYNERGY ELECTRICITY CHARGES $ 3,870.60 MUNI 20406 09/05/2019 WATER CORPORATION OF WA WATER CHARGES $ 717.48 MUNI 20407 09/05/2019 SHIRE OF CORRIGIN PAYROLL DEDUCTIONS $ 191.00 MUNI 20408 20/05/2019 SYNERGY ELECTRICITY CHARGES $ 10,599.95 MUNI 20409 20/05/2019 WATER CORPORATION OF WA WATER CHARGES $ 15,567.01 MUNI 20410 23/05/2019 SHIRE OF CORRIGIN PAYROLL DEDUCTIONS $ 184.00 MUNI EFT13760 09/05/2019 AL & S CROSSLAND PLANT HIRE $ 1,617.00 MUNI EFT13761 09/05/2019 ARROW BRONZE NICHE WALL PLAQUE - BETTY WARD $ 453.58 MUNI EFT13762 09/05/2019 BEST OFFICE SYSTEMS PHOTOCOPYING - ADMIN OFFICE & RESOURCE CENTRE $ 686.55 MUNI EFT13763 09/05/2019 BGC QUARRIES 52.72 TONNES OF BLUE METAL AGGREGATE $ 2,832.32 MUNI EFT13764 09/05/2019 CORRIGIN HOTEL REFRESHMENTS AND CATERING $ 197.96 MUNI EFT13765 09/05/2019 CORRIGIN OFFICE SUPPLIES STATIONERY SUPPLIES $ 1,219.04 MUNI EFT13766 09/05/2019 CORRIGIN PHARMACY FIRST AID SUPPLIES FOR SWIMMING POOL $ 70.94 MUNI EFT13767 09/05/2019 CORRIGIN ROADHOUSE REFRESHMENTS AND CATERING $ 300.00 MUNI EFT13768 09/05/2019 CORRIGIN TYREPOWER PLANT REPAIRS - TRAILER $ 49.00 MUNI EFT13769 09/05/2019 ELDERS RURAL SERVICES AUSTRALIA LIMITED SPRAYING CHEMICALS $ 1,505.75 MUNI EFT13770 09/05/2019 EXURBAN PTY LTD TOWN PLANNING CONSULTANCY SERVICES FOR MARCH 2019 $ 1,195.85 MUNI EFT13771 09/05/2019 GERALDINE SMITH STAFF REIMBURSEMENT $ 50.65 MUNI EFT13772 09/05/2019 JR & A HERSEY PTY LTD PERSONAL PROTECTIVE EQUIPMENT $ 688.64 MUNI EFT13773 09/05/2019 LOCAL GOVERNMENT PROFESSIONALS AUSTRALIA WA 2019 LIFT OFF MENTORING PROGRAM - C. OSPINA GODOY $ 780.00 MUNI EFT13774 09/05/2019 MALLEE TREE CAFE & GALLERY REFRESHMENTS AND CATERING $ 198.00 MUNI EFT13775 09/05/2019 NEU-TECH AUTO ELECTRICS PLANT REPAIRS - LOADER $ 115.50 MUNI EFT13776 09/05/2019 PERFECT COMPUTER SOLUTIONS PTY LTD LENOVO NOTEBOOK, COMPUTER CONSULTANCY $ 2,663.00 MUNI EFT13777 09/05/2019 THE BUTCHERS BLOCK REFRESHMENTS AND CATERING SUPPLIES $ 238.57 MUNI LIST OF ACCOUNTS DUE AND SUBMITTED TO COUNCIL FOR THE MONTH OF MAY 2019

CHQ/EFT DATE NAME DESCRIPTION AMOUNT BANK EFT13778 09/05/2019 TWINKARRI PTY LTD VERGE TREE PRUNING AND MULCHING $ 46,044.90 MUNI EFT13779 09/05/2019 WA CONTRACT RANGER SERVICES RANGER SERVICES $ 701.25 MUNI EFT13780 09/05/2019 WESTERN HYDRAULICS CORRIGIN PLANT REPAIRS - SMALL MISCELLANEOUS PLANT $ 190.28 MUNI EFT13781 09/05/2019 WESTERN MECHANICAL CORRIGIN PLANT SERVICE & REPAIRS - COMMUNITY BUS, UTE, ROLLER $ 4,482.89 MUNI EFT13782 15/05/2019 BULLARING CONTRACTORS WANDRRA - GRAVEL PIT REHABILITATION $ 25,550.25 MUNI EFT13783 15/05/2019 RED DUST HOLDINGS WANDRRA WORKS FOR THE MONTH OF FEBRUARY 2019 $ 134,544.30 MUNI EFT13784 16/05/2019 ABCO PRODUCTS PTY LTD CLEANING PRODUCTS FOR DOCTOR'S SURGERY $ 1,110.22 MUNI EFT13785 16/05/2019 AMPAC DEBT RECOVERY (WA) PTY LTD RATES RECOVERY AND ASSOCIATED LEGAL FEES $ 1,072.06 MUNI EFT13786 16/05/2019 ARROW BRONZE NICHE WALL PLAQUE $ 551.76 MUNI EFT13787 16/05/2019 AVON WASTE 5 WEEKS RUBBISH COLLECTION - APRIL 2019 $ 22,672.12 MUNI EFT13788 16/05/2019 BEST OFFICE SYSTEMS POSTAGE OF PRINTER CARTRIDGE FOR PHOTOCOPIER $ 17.00 MUNI EFT13789 16/05/2019 BOB WADDELL & ASSOCIATES PTY LTD CONSULTANCY SERVICES - ACCOUNTING $ 1,683.00 MUNI EFT13790 16/05/2019 BOC LIMITED CONTAINER SERVICE - DAILY TRACKING FEE $ 11.80 MUNI EFT13791 16/05/2019 BORAL CONSTRUCTION MATERIALS GROUP LTD SUPPLY 12 OF 205 LITRE DRUMS OF EMULSION $ 2,626.80 MUNI EFT13792 16/05/2019 BULLARING CONTRACTORS GRAVEL PIT REHABILITATION $ 1,410.75 MUNI EFT13793 16/05/2019 CARRAMAR RESOURCE INDUSTRIES 83 TONNES OF CONCRETE SAND $ 2,860.00 MUNI EFT13794 16/05/2019 CHADWEN HOLDINGS TRUST POSTAGE CHARGES & STATIONERY SUPPLIES FOR APRIL 2019 $ 148.50 MUNI EFT13795 16/05/2019 CORRIGIN ENGINEERING PTY LTD MANUFACTURE & INSTALL GOAL POST AT FOOTBALL OVAL $ 817.77 MUNI EFT13796 16/05/2019 CORRIGIN MEDICAL CENTRE STAFF PRE-EMPLOYMENT MEDICAL $ 175.00 MUNI EFT13797 16/05/2019 CORRIGIN NEWSAGENCY NEWSPAPERS & STATIONERY SUPPLIES FOR MARCH 2019 $ 177.00 MUNI EFT13798 16/05/2019 CORRIGIN OFFICE SUPPLIES STATIONERY SUPPLIES $ 17.45 MUNI EFT13799 16/05/2019 CORRIGIN TYREPOWER REPLACE TYRE ON GRADER $ 104.00 MUNI EFT13800 16/05/2019 CPS & STATEWIDE FIBREGLASS PTY LTD WORKS TO HYDROTHERAPY POOL $ 15,618.90 MUNI EFT13801 16/05/2019 EAGLE PRINTING CO STATIONERY SUPPLIES $ 979.00 MUNI EFT13802 16/05/2019 ELDERS RURAL SERVICES AUSTRALIA LIMITED SPRAYING CHEMICALS, SAFETY BOOTS $ 539.64 MUNI EFT13803 16/05/2019 FIRST HEALTH SERVICES CORRIGIN MEDICAL CENTRE SERVICE FEE FOR MAY 2019 $ 10,709.53 MUNI EFT13804 16/05/2019 FULTON HOGAN INDUSTRIES PTY LTD 10 TONNES OF COLD MIX $ 2,051.50 MUNI EFT13805 16/05/2019 GREAT SOUTHERN FUEL SUPPLIES FUEL SUPPLIES FOR APRIL 2019 $ 20,839.30 MUNI EFT13806 16/05/2019 HARRIS ZUGLIAN ELECTRICS ELECTRICAL REPAIRS AND INSPECTIONS $ 2,529.10 MUNI EFT13807 16/05/2019 IGA CORRIGIN REFRESHMENTS AND CATERING SUPPLIES $ 145.35 MUNI EFT13808 16/05/2019 KATEMS SUPERMARKET REFRESHMENTS AND CATERING SUPPLIES $ 304.34 MUNI EFT13809 16/05/2019 LANDGATE UPDATED DATA TO DISTRICT MAP, TOWNSITE IMAGERY $ 913.70 MUNI LIST OF ACCOUNTS DUE AND SUBMITTED TO COUNCIL FOR THE MONTH OF MAY 2019

CHQ/EFT DATE NAME DESCRIPTION AMOUNT BANK EFT13810 16/05/2019 LANDMARK 4 BUNDLES OF FENCE DROPPERS $ 680.94 MUNI EFT13811 16/05/2019 MCMILES INDUSTRIES PTY LTD REPAIRS TO SWIMMING POOL PLANT $ 122.86 MUNI EFT13812 16/05/2019 MELCHIORRE PLUMBING & GAS REPLACE EXISTING LEACH DRAINS AT ROTARY PARK TOILETS $ 5,079.78 MUNI EFT13813 16/05/2019 METAL ARTWORK CREATIONS STAFF NAME BADGES $ 25.30 MUNI EFT13814 16/05/2019 NEU-TECH AUTO ELECTRICS NEW AIR COMPRESSOR, SERVICE ROE EHO VEHICLE $ 2,189.00 MUNI EFT13815 16/05/2019 PERFECT COMPUTER SOLUTIONS PTY LTD COMPUTER CONSULTANCY - RESOLVE IT ISSUES $ 552.50 MUNI EFT13816 16/05/2019 RAYMOND VERNON 2019 LOTTO WINNINGS DISTRIBUTION $ 12.20 MUNI EFT13817 16/05/2019 REAC SYSTEMS MAINTENANCE TO POOL HEAT PUMP & AIRCONDITIONING UNIT $ 2,535.50 MUNI EFT13818 16/05/2019 SHIRE OF CORRIGIN - LICENSING INTERNAL TRANSFER DUE TO BANKING ERROR $ 44.30 MUNI EFT13819 16/05/2019 SIGMA CHEMICALS PUMP FOR SWIMMING POOL $ 990.22 MUNI EFT13820 16/05/2019 STIRLING FREIGHT EXPRESS FREIGHT CHARGES $ 206.11 MUNI EFT13821 16/05/2019 STS HEALTH SERVICE OF STERILISATION MACHINE AT DENTAL SURGERY $ 1,343.53 MUNI EFT13822 16/05/2019 THE BUTCHERS BLOCK REFRESHMENTS AND CATERING SUPPLIES $ 231.07 MUNI EFT13823 16/05/2019 THE WORKWEAR GROUP PTY LTD STAFF UNIFORM $ 436.05 MUNI EFT13824 16/05/2019 TURFCARE AUSTRALIA BLACK AND WHITE LINE MARKING PAINT $ 2,706.00 MUNI EFT13825 16/05/2019 WA LOCAL GOVERNMENT ASSOCIATION STAFF TRAINING - LOCAL GOVERNMENT ACT 1995 $ 1,134.00 MUNI EFT13826 16/05/2019 WATERMAN IRRIGATION BULLARING STANDPIPE CONTROLLER & SOFTWARE UPGRADE $ 6,341.50 MUNI EFT13827 16/05/2019 WESFARMERS KLEENHEAT GAS PTY LTD ANNUAL CYLINDER SERVICE CHARGE - 15 MCANDREW AVE $ 75.90 MUNI EFT13828 16/05/2019 WESTERN MECHANICAL CORRIGIN PLANT REPAIRS - PLATE COMPACTOR $ 257.50 MUNI EFT13829 16/05/2019 WHEATBELT BUSINESS NETWORK WHEATBELT CRC STRATEGY DAY - H. IVES $ 40.00 MUNI EFT13830 20/05/2019 ALLENS TRAFFIC MANAGEMENT TRAFFIC MANAGEMENT PLAN $ 1,017.50 MUNI EFT13831 20/05/2019 AUSTRALIAN TAXATION OFFICE BAS PAYMENT FOR APRIL 2019 $ 7,304.00 MUNI EFT13832 20/05/2019 CORRIGIN HARDWARE HARDWARE SUPPLIES $ 6,735.34 MUNI EFT13833 20/05/2019 KIRSTEN BIGLIN STAFF REIMBURSEMENT $ 116.50 MUNI EFT13834 20/05/2019 ONTHEGO GROUP PTY LTD SHIRE STAFF POLO SHIRTS $ 2,210.98 MUNI EFT13839 22/05/2019 AUSTRALIAN TAXATION OFFICE FBT RETURN 2019 $ 5,733.00 MUNI EFT13840 23/05/2019 MUNICIPAL EMPLOYEES UNION PAYROLL DEDUCTIONS $ 82.00 MUNI EFT13841 23/05/2019 SHIRE OF CORRIGIN OUTSIDE STAFF SOCIAL CLUB PAYROLL DEDUCTIONS $ 100.00 MUNI EFT13842 30/05/2019 BEST OFFICE SYSTEMS PHOTOCOPYING - ADMIN OFFICE & RESOURCE CENTRE $ 552.44 MUNI EFT13843 30/05/2019 BROWNLEY'S PLUMBING & GAS PLUMBING SERVICES $ 558.25 MUNI EFT13844 30/05/2019 BULLARING CONTRACTORS WANDRRA - GRAVEL PIT REHABILITATION $ 28,998.75 MUNI EFT13845 30/05/2019 CHADWEN HOLDINGS TRUST STATIONERY SUPPLIES $ 239.60 MUNI LIST OF ACCOUNTS DUE AND SUBMITTED TO COUNCIL FOR THE MONTH OF MAY 2019

CHQ/EFT DATE NAME DESCRIPTION AMOUNT BANK EFT13846 30/05/2019 CONNELLY IMAGES STAFF FAREWELL GIFT $ 154.00 MUNI EFT13847 30/05/2019 CORE BUSINESS AUSTRALIA SUPERVISION OF WORKS TO SHIRE ROAD ASSETS $ 39,884.92 MUNI EFT13848 30/05/2019 CORRIGIN NEWSAGENCY NEWSPAPERS & STATIONERY SUPPLIES FOR APRIL 2019 $ 114.20 MUNI EFT13849 30/05/2019 CORRIGIN WINDMILL MOTEL ACCOMMODATION FOR MOORE STEPHENS AUDITORS $ 660.00 MUNI EFT13850 30/05/2019 D4DATA PTY LTD SERVICE OF PALINTEST 9 PHOTOMETER FOR EHO $ 186.56 MUNI EFT13851 30/05/2019 DAVES TREE SERVICE PRUNE TREES AS PER WESTERN POWER DIRECTION $ 4,290.00 MUNI EFT13852 30/05/2019 DEPT OF WATER & ENVIRONMENTAL REGULATION ANNUAL LICENCE FEE- CORRIGIN WASTE MANAGEMENT FACILITY $ 974.53 MUNI EFT13853 30/05/2019 DEPT OF FIRE & EMERGENCY SERVICES 2018 / 2019 ESL - FOURTH QUARTER CONTRIBUTION $ 6,923.61 MUNI EFT13854 30/05/2019 EXTERIA 2 BIN LOCK POSTS $ 743.60 MUNI EFT13855 30/05/2019 HARRIS ZUGLIAN ELECTRICS ELECTRICAL REPAIRS AND INSPECTIONS $ 1,026.66 MUNI EFT13856 30/05/2019 HUTTON AND NORTHEY SALES METER READING - LOT 5 WALTON STREET $ 735.17 MUNI EFT13857 30/05/2019 JASON SIGNMAKERS SIGNS FOR TOWN DAMS AND TANKS $ 867.90 MUNI EFT13858 30/05/2019 JR & A HERSEY PTY LTD HEAVY DUTY CARGO NETS FOR CREW CAB TRUCKS $ 990.00 MUNI EFT13859 30/05/2019 JULIA BAKER 2019 LOTTO WINNINGS DISTRIBUTION $ 15.75 MUNI EFT13860 30/05/2019 KEWDALE HIRE PLANT HIRE $ 2,750.00 MUNI EFT13861 30/05/2019 LG CORPORATE SOLUTIONS PTY LTD CONSULTANCY SERVICES - BUDGET REVIEW DOCUMENT $ 726.00 MUNI EFT13862 30/05/2019 LAWN DOCTOR SOIL TESTING OF FOOTBALL AND HOCKEY FIELDS $ 594.00 MUNI EFT13863 30/05/2019 MCPEST PEST CONTROL TERMITE INSPECTIONS & REPORTS OF SHIRE BUILDINGS $ 4,147.00 MUNI EFT13864 30/05/2019 MOMAR AUSTRALIA PTY LTD SPRAYING CHEMICALS $ 2,383.43 MUNI EFT13865 30/05/2019 NARROGIN PETALS & BLOOM FLORIST 2019 ANZAC DAY WREATH $ 110.00 MUNI EFT13866 30/05/2019 NEU-TECH AUTO ELECTRICS PLANT SERVICE & REPAIRS - VARIOUS PLANT ITEMS $ 6,208.86 MUNI EFT13867 30/05/2019 PM FUCHSBICHLER PUMP OUT SEPTIC TANKS AND GREASE TRAP $ 1,400.00 MUNI EFT13868 30/05/2019 PRIMARIES OF WA GAS BOTTLE FOR BBQ TRAILER $ 33.26 MUNI EFT13869 30/05/2019 RAY WHITE NARROGIN SHIRE PROPERTY INSPECTIONS APRIL 2019 $ 1,983.00 MUNI EFT13870 30/05/2019 STABILISATION TECHNOLOGY BULYEE ROAD - PAVEMENT INVESTIGATION & REPORTING $ 6,930.00 MUNI EFT13871 30/05/2019 TOLL TRANSPORT PTY LTD FREIGHT CHARGES $ 10.73 MUNI EFT13872 30/05/2019 TURBO SETTLEMENTS PROVIDE SETTLEMENT SERVICE FOR PATHWAY PURCHASING $ 1,582.39 MUNI EFT13873 30/05/2019 WA CONTRACT RANGER SERVICES RANGER SERVICES $ 748.00 MUNI EFT13874 30/05/2019 WESTERN ENGINEERING CORRIGIN PLANT SERVICE & REPAIRS - HEDGE TRIMMER, LOADER $ 733.00 MUNI EFT13875 30/05/2019 WESTERN MECHANICAL CORRIGIN PLANT SERVICE & REPAIRS - EXCAVATOR, PRIME MOVER $ 2,871.70 MUNI EFT13876 30/05/2019 WESTERN TYRES CORRIGIN NEW TYRES FOR CREW CAB TRUCK & UTILITY $ 1,958.00 MUNI DD10495.1 01/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 584.45 LIC LIST OF ACCOUNTS DUE AND SUBMITTED TO COUNCIL FOR THE MONTH OF MAY 2019

CHQ/EFT DATE NAME DESCRIPTION AMOUNT BANK DD10497.1 02/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 1,427.85 LIC DD10499.1 03/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 631.30 LIC DD10501.1 06/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 1,617.35 LIC DD10513.1 07/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 2,590.85 LIC DD10517.1 08/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 2,762.10 LIC DD10519.1 09/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 694.90 LIC DD10521.1 10/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 889.85 LIC DD10523.1 13/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 722.00 LIC DD10525.1 14/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 85.35 LIC DD10532.1 15/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 379.25 LIC DD10534.1 16/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 616.50 LIC DD10567.1 17/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 940.45 LIC DD10569.1 20/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 3,022.20 LIC DD10578.1 21/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 1,510.60 LIC DD10580.1 22/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 2,293.80 LIC DD10587.1 23/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 362.05 LIC DD10589.1 24/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 575.35 LIC DD10591.1 27/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 1,950.05 LIC DD10593.1 28/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 560.70 LIC DD10597.1 29/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 1,575.85 LIC DD10599.1 30/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 2,353.55 LIC DD10601.1 31/05/2019 DEPARTMENT OF TRANSPORT - P/L DOT DIRECT DEBIT $ 97.50 LIC DD10562.1 01/05/2019 WESTNET PTY LTD INTERNET CHARGES $ 50.07 MUNI DD10563.1 01/05/2019 WESTNET PTY LTD INTERNET CHARGES $ 129.95 MUNI DD10564.1 01/05/2019 WESTNET PTY LTD INTERNET CHARGES $ 59.95 MUNI DD10565.1 01/05/2019 WESTNET PTY LTD INTERNET CHARGES $ 89.95 MUNI DD10527.1 06/05/2019 NATIONAL AUSTRALIA BANK CREDIT CARD PAYMENTS $ 920.00 MUNI DD10507.1 08/05/2019 WA SUPER PAYROLL DEDUCTIONS $ 9,604.71 MUNI DD10507.2 08/05/2019 AVANTEOS INVESTMENTS LTD PAYROLL DEDUCTIONS $ 111.53 MUNI DD10507.3 08/05/2019 FIRSTWRAP PLUS SUPER AND PENSION PAYROLL DEDUCTIONS $ 186.31 MUNI DD10507.4 08/05/2019 HOSTPLUS SUPERANNUATION FUND SUPERANNUATION CONTRIBUTIONS $ 255.73 MUNI DD10507.5 08/05/2019 AUSTRALIAN SUPER SUPERANNUATION CONTRIBUTIONS $ 1,208.62 MUNI LIST OF ACCOUNTS DUE AND SUBMITTED TO COUNCIL FOR THE MONTH OF MAY 2019

CHQ/EFT DATE NAME DESCRIPTION AMOUNT BANK DD10507.6 08/05/2019 BT SUPER FOR LIFE SUPERANNUATION CONTRIBUTIONS $ 605.96 MUNI DD10507.7 08/05/2019 AMP SUPERANNUATION SAVINGS TRUST SUPERANNUATION CONTRIBUTIONS $ 222.26 MUNI DD10507.8 08/05/2019 SUNSUPER SUPERANNUATION FUND SUPERANNUATION CONTRIBUTIONS $ 159.57 MUNI DD10556.1 11/05/2019 TELSTRA MOBILE PHONE CHARGES $ 322.94 MUNI DD10557.1 17/05/2019 TELSTRA PHONE CHARGES $ 12.20 MUNI DD10555.1 19/05/2019 CLASSIC FUNDING GROUP PTY LTD RESOURCE CENTRE PHOTOCOPIER LEASE PAYMENT $ 237.60 MUNI DD10575.1 22/05/2019 WA SUPER PAYROLL DEDUCTIONS $ 9,858.69 MUNI DD10575.2 22/05/2019 AVANTEOS INVESTMENTS LTD PAYROLL DEDUCTIONS $ 110.74 MUNI DD10575.3 22/05/2019 FIRSTWRAP PLUS SUPER AND PENSION PAYROLL DEDUCTIONS $ 178.86 MUNI DD10575.4 22/05/2019 HOSTPLUS SUPERANNUATION FUND SUPERANNUATION CONTRIBUTIONS $ 327.19 MUNI DD10575.5 22/05/2019 AUSTRALIAN SUPER SUPERANNUATION CONTRIBUTIONS $ 1,271.04 MUNI DD10575.6 22/05/2019 BT SUPER FOR LIFE SUPERANNUATION CONTRIBUTIONS $ 592.15 MUNI DD10575.7 22/05/2019 AMP SUPERANNUATION SAVINGS TRUST SUPERANNUATION CONTRIBUTIONS $ 218.27 MUNI DD10575.8 22/05/2019 MATRIX SUPERANNUATION & ROLLOVER DIVISION SUPERANNUATION CONTRIBUTIONS $ 62.50 MUNI DD10575.9 22/05/2019 SUNSUPER SUPERANNUATION FUND SUPERANNUATION CONTRIBUTIONS $ 65.84 MUNI DD10558.1 27/05/2019 TELSTRA PHONE CHARGES $ 70.42 MUNI DD10559.1 27/05/2019 TELSTRA PHONE CHARGES $ 261.71 MUNI DD10560.1 27/05/2019 TELSTRA PHONE CHARGES $ 102.65 MUNI DD10561.1 27/05/2019 TELSTRA PHONE CHARGES $ 34.95 MUNI DD10581.1 30/05/2019 TELSTRA PHONE CHARGES $ 485.00 MUNI DD10582.1 30/05/2019 TELSTRA PHONE CHARGES $ 158.17 MUNI JNL 09/05/2019 PAYROLL FORTNIGHTLY PAYROLL PAYMENT PPE 08/05/2019 $ 54,820.43 MUNI JNL 23/05/2019 PAYROLL FORTNIGHTLY PAYROLL PAYMENT PPE 22/05/2019 $ 55,947.80 MUNI $ 690,402.91

MUNICIPAL ACCOUNT PAYMENTS $ 661,746.26 TRUST ACCOUNT PAYMENTS $ 412.80 LICENSING ACCOUNT PAYMENTS $ 28,243.85 EDNA STEVENSON TRUST ACCOUNT PAYMENTS $ - $ 690,402.91

SHIRE OF CORRIGIN NAB BUSINESS MASTERCARD PAYMENTS OF ACCOUNTS BY CREDIT CARD FOR THE STATEMENT PERIOD: 29 MARCH 2019 TO 29 APRIL 2019

DATE DETAILS DESCRIPTION AMOUNT CARD NUMBER 4557-XXXX-XXXX-4143 23/04/2019 FORUM ADVOCATING CULTURAL & ECO TOURISM FACET WILDFLOWER TOURISM WORKSHOP - H IVES $ 95.00 23/04/2019 BUSINESS NEWS PTY LTD 1 YEAR SUBSCRIPTION - N MANTON $ 825.00 CREDIT CARD TOTAL $ 920.00 CARD NUMBER 4557-XXXX-XXXX-9989 CREDIT CARD TOTAL $ - BILLING ACCOUNT $ - TOTAL CREDIT CARD PAYMENTS $ 920.00

I, Catherine Ospina Godoy, Manager Finance, have reviewed the credit card payments and confirm that from the descriptions on the documentation provided that ; - all transactions are expenses incurred by the Shire of Corrigin; - all purchases have been made in accordance with the Shire of Corrigin policy and procedures; - all purchases are in accordance with the Local Government Act 1995 and associated regulations; - no misuse of the any corporate credit card is evident .

Catherine Ospina Godoy 15 / 05 /2019 . Signature ` SHIRE OF CORRIGIN

STRATEGIC COMMUNITY PLAN 2017 - 2027 Contents

Foreword………………………………………………………………………………………… 4 Integrated Planning and Reporting Framework………………………………. 6 Profile of the Shire of Corrigin………………………………………………………… 8 Community Engagement………………………………………………………………. 10 Structure of the Strategic Community Plan………………………………….. 13 Objectives and Outcomes…………………………………………………………….. 15 Economic Objective………………………………………………………………………. 16 Environment Objective…………………………………………………………………. 18 Social Objective……………………………………………………………………………. 20 Leadership Objective……………………………………………………………………. 22 Services and Facilities…………………………………………………………………… 25 Resource Capacity………………………………………………………………………… 26 Strategic Risk Management………………………………………………………….. 27 References and Acknowledgements…………………………………………….. 29

Shire of Corrigin 9 Lynch Street PO Box 221 Corrigin WA 6375 P: 08 9063 2203 F: 08 9063 2005 E: [email protected]

2 Our Vision “Corrigin – strengthening our community now, to grow and prosper into the future”

Shire of Corrigin Strategic Community Plan 2017 – 2027 3 Foreword

We are proud to present the Shire of Corrigin Strategic Community Plan 2017 – 2027. The Strategic Community Plan shares our visions and aspirations for the future and outlines how we will, over the next decade, work towards a brighter future for the Shire of Corrigin community.

This Strategic Community Plan could not have been produced without the input of the local community. We are grateful to the community for their response and especially to those who took the time to provide input into the Strategic Community Plan. Your responses gave us valuable insight into your vision for the future.

We believe we have captured the community’s aspirations and have reflected these in our desired outcomes. As a local government, we will work in partnership with the community and other key stakeholders to deliver these outcomes using the strategies we have detailed in this Strategic Community Plan.

We look forward to continuing our focus to ensure the Shire of Corrigin community is ‘a proud community enjoying our rural lifestyle, cultural heritage and natural environment’.

Lyn Baker Rob Paull PRESIDENT CHIEF EXECUTIVE OFFICER

June 2017

What is the Strategic Community Plan

The Strategic Community Plan is the highest-level planning document in the Integrated Planning and Reporting process. This Strategic Community Plan is designed to be a ‘living’ document that guides the development of the Shire of Corrigin community for at least the next ten years.

One of the key features of the strategic community planning process is community engagement and the part it plays in influencing the Shire’s strategic direction as it seeks to achieve the community’s long term vision and aspirations.

Strategic community planning is a recurring process, requiring constant refinement and review. Every second year a desktop review of this Strategic Community Plan is scheduled to occur which will alternate with a comprehensive review every four years to ensure the Strategic Community Plan remains in line with the community’s vision, aspirations and objectives. How the Strategic Community Plan will be used

The Strategic Community Plan outlines how the Shire will, over the long term, work towards a brighter future for the Shire of Corrigin community as it seeks to achieve its vision inspired by the community’s aspirations.

Looking to the future, the Strategic Community Plan will influence how the Shire uses its resources to deliver services to the community. The Strategic Community Plan forms the primary driver for all other planning undertaken by the Shire.

The Shire of Corrigin intends to use the Strategic Community Plan in several ways, including:

• Guide Council priority setting and decision making; • Be a mechanism for the ongoing integration of local planning initiatives; • Inform the decision making of other agencies and organisations, including community and State Government; • Provide a rationale to pursue grants and other resources by demonstrating how specific projects align with the aspirations of our community, within the strategic direction of the Shire; • Inform potential investors and developers of our community’s key priorities, and the way we intend to grow and develop; • Engage local businesses, community groups and residents in various ways to contribute to the Shire’s future; and • Provide a framework for monitoring progress against our vision. Importantly, plans are only effective if adequate resources are dedicated to ensure they can be delivered.

The strategies are prioritised and actions applied (after a further assessment of available resources) through the development of a Corporate Business Plan. Strategic performance indicators will be used to report back to the community on the Shire’s performance in achieving the outcomes.

Shire of Corrigin Strategic Community Plan 2017 – 2027 5 Integrated Planning and Reporting Framework

All Western Australian local governments are required to prepare a Plan for the Future for their district under Section 5.56(1) of the Local Government Act 1995. The Plan for the Future comprises the following two key strategic documents1, which a local government is required to have regard for when forming its annual budget.

Strategic Community Plan – Council’s principal 10-year strategy and planning tool. It is the principal guiding document for the remainder of the Shire’s strategic planning as community engagement is central to this Strategic Community Plan.2

Corporate Business Plan – Council’s 4-year planning document. The core components of this Corporate Business Plan include a 4-year delivery program, aligned to the Strategic Community Plan and accompanied by 4-year financial projections.2

Development of the Strategic Community Plan and Corporate Business Plan is undertaken in accordance with the Integrated Planning and Reporting Framework and Guidelines. An essential element of the Integrated Planning and Reporting process is to enable community members and stakeholders to participate in shaping the future of the community and in identifying issues and solutions. It is designed to articulate the community’s vision, aspirations, outcomes and priorities for the future of the district.

Importantly, the Strategic Community Plan and Corporate Business Plan are informed by several other key plans and processes. The connection between the community and the Shire’s strategic plans, annual budget and corporate documents developed to guide the Shire in delivering services to the community are shown in the diagram below. The term of each key plan is shown in the blue circles.

Diagram: Integrated Planning and Reporting Cycle2

1Local Government (Administration) Regulations 1996, Paragraph 19BA. 2 Department of Local Government and Communities, Integrated Planning and Reporting: Framework and Guidelines, September 2016

“a fantastic, progressive Shire of Corrigin Strategic Community Plan 2017 – 2027 community and Shire7 ” Profile of the Shire of Corrigin

Demographic Trend

In 2015, the Shire of Corrigin estimated resident population was 1,0833, with no significant variation forecast. The chart below reflects the percentage of the estimated resident population within each age grouping for the Shire of Corrigin (represented by the green (2011) and blue (2015) lines) and Western Australia (represented by the orange (2011) and purple (2015) dotted lines).

% of Population by Age Group

25%

20%

15%

10%

Corrigin 2011 Corrigin Est 2015 WA 2011 WA Est 2015

When comparing the Shire’s demographic to Western Australia (reflected by the dotted orange and purple lines), the Shire has a lower proportion of residents in the 0-44 year old age bracket, with many in this group leaving for schooling and early career opportunities. The percentage of the resident population from 45 to 84 years is noticeably higher than the State average with the percentage over 55 increasing from 2011 to 2015. This may be due to the combination of long term residents remaining in the Shire and people of this age group choosing to settle in the area for the lifestyle.

3 Australian Bureau of Statistics 2011, Corrigin (S) (LGA 52100), Population and People Profile

Corrigin Natural and Built Environment

The Natural Landscape

Corrigin is a rural community located in the heart of the Wheatbelt region, 234 km south-east of Perth in Western Australia.

The Shire covers 3,095 square kilometres of agricultural farmland, crown land and town sites. At 1,200ha in size, the Corrigin Nature Reserve is one of the largest and most important areas of remnant vegetation in the central Wheatbelt. Like most of the Wheatbelt, Corrigin experiences some beautiful sights during the wildflower season, which is usually in September / October every year. Located 20kms from town, Gorge Rock is a natural rock pool which was once the local swimming hole. A walk to the top offers spectacular panoramic views of the Corrigin countryside. Many native animals and birds inhabit the surrounding natural bushland.

The Built Environment

The Shire of Corrigin consists of a main town site: Corrigin, and three smaller localities at Bullaring, Bulyee and Bilbarin which support agricultural areas surrounding the towns.

The major industry in the district is agriculture, producing mainly cereal crops and sheep, with a variety of smaller industries including retail, steel fabrication, machinery sales and service located in the townsite. The most common industries in which people from the Shire of Corrigin work are agriculture, rental, hiring and real estate services, construction and retail trade4.

The Shire hosts a modern day care facility as well as a District High School catering for students from kindergarten through to secondary schooling. The Shire offers a range of health care services and facilities including a hospital, doctor and pharmacy. A range of recreational and leisure activities are available to the community including football, cricket, hockey, netball, basketball, tennis, 18 hole golf, lawn bowls, squash, 50m swimming pool, hydrotherapy pool, pistol/rifle shooting and darts.

4 Australian Bureau of Statistics 2011, Corrigin (S) (LGA 52100), Economy and Industry Profile

Shire of Corrigin Strategic Community Plan 2017 – 2027 9 Community Engagement

The Strategic Community Plan review process commenced in April 2017 and sought to obtain the community’s aspirations, vision and objectives for the future, as well as obtaining feedback in relation to Shire services and facilities.

The campaign was promoted and advertised in the local newspaper, newsletters, local noticeboards, the Shire of Corrigin website and Facebook page, CRC and Community & Public Notices Facebook pages and included a link to the electronic survey form. The survey was mailed out to all residents and community groups and key stakeholders were emailed and/or mailed invitations to attend the workshop.

A summary of the community communications undertaken to seek community involvement is provided below.

A summary of the community engagement response is provided on the following page.

Community Response

The community engagement provided valuable insight into the key issues and aspirations as identified by the residents and ratepayers. Importantly for the Council, these views have established and confirmed clear priorities and shaped the visions, values, objectives and strategies documented in this Strategic Community Plan.

The community survey responses were from a range of age groups and locations, as represented in the charts below.

Percentage of respondents by Percentage of respondents by

age location 50% 100% 45% 90% 40% 80% 35% 70% 30% 60%

25% 50% 20% 40% 15% 30% 10% 20% 5% 10%

0% 0% 0-15 16-24 25-49 50-70 71+ Bullaring Corrigin Outside Shire

A community and key stakeholder workshop was held in Corrigin on 22 May 2017 at the Corrigin Recreation and Events Centre. Responses were received from 127 individuals, who either completed the survey or attended the community workshop.

A summary of the community responses received from the two engagement processes is provided below.

Shire of Corrigin Strategic Community Plan 2017 – 2027 11 Community Response (continued)

Survey respondents rated their perspective of the importance and their level of satisfaction with current and anticipated Shire services. Based on the survey results, the relative importance and satisfaction of various Shire services, community facilities and infrastructure was determined.

Services and facilities with a higher than average importance to the community are reflected in the top half of the chart below. Services and facilities the community is most satisfied with are reflected in the right half of the chart below.

Relative Importance and Satisfaction with the Shire’s Services and Facilities

High Importance | Low Satisfaction High Importance | High Satisfaction

Medical | health Medical facilities Aged person services accommodation Emergency services

Roads infrastructure Aged | seniors services

Customer service

Public toilets Support for Economic development volunteers Waste management Community Youth services Rubbish | recycling engagement kerbside collection Strategic planning Town planning Childcare | playgroup

Increasing Importance Increasing Low Importance | Low Satisfaction Low Importance | High Satisfaction Increasing Satisfaction

Structure of the Strategic Community Plan

Based on community engagement, the Strategic Community Plan sets out the vision for the Shire’s future and captures the community’s aspirations and values.

A strategic objective has been developed for each of four key themes of community interest, being:

• Economic: A strong, diverse economy supporting agriculture, local business and attracting new industry; • Environment: An attractive natural and built environment for the benefit of current and future generations; • Social: An effectively serviced, inclusive and resilient community; and • Leadership: Strong governance and leadership. Desired outcomes for each objective have been determined and strategies to achieve the outcomes established. In undertaking the review, the Shire had regard for the community’s feedback, current and future resources, strategic performance indicators and demographic trends. Commentary on each of these is provided within the Strategic Community Plan.

For each strategic objective, the following information has been provided:

• A summary of the major issues highlighted by the community; • A selection of community comments; • Tables of strategies to achieve the desired outcomes; and • Strategic performance indicators to monitor achievement of desired outcomes. The structure of the Strategic Community Plan within the overall Integrated Planning and Reporting Framework and its relationship to the annual budget is represented in the diagram below.

Diagram: The Integrated Planning Structure

Shire of Corrigin Strategic Community Plan 2017 – 2027 13 “a lovely town and great people” 14

Objectives and Outcomes

Based on the community feedback received, the Shire of Corrigin has set out four key objectives within this Strategic Community Plan as it delivers services to the community. An objective has been defined for each of four key themes, being: social, economic, environment and leadership. Each of the four objectives has a number of desired outcomes the Shire is aiming to achieve over the 10+ years of this Strategic Community Plan.

The following summarises the desired outcomes of working toward the strategic objectives in achieving the Shire’s vision. The tables on the following pages detail the strategies developed to achieve these desired outcomes and the strategic performance indicators to provide a signal of whether the Shire is meeting the objectives and will be monitored and reported.

Outcome 1.1 A well planned and connected transport and ECONOMIC communications network within the district A strong, diverse economy Outcome 1.2 Adequate land availability for development supporting agriculture, local business and attracting new industry Outcome 1.3 Well supported diverse industry and business

Outcome 2.1 A natural environment for the benefit and ENVIRONMENT enjoyment of current and future generations An attractive natural and built environment for the benefit of Outcome 2.2 A well-managed built environment current and future generations

SOCIAL Outcome 3.1 An inclusive, welcoming and active community An effectively serviced, inclusive and resilient Outcome 3.2 A community for all ages community

Outcome 4.1 A strategically focussed, dynamic Council LEADERSHIP serving the community Strong governance and leadership Outcome 4.2 An effective and efficient organisation

As the Shire strives to achieve these outcomes, the community will be kept informed of the progress by means of the Annual Report.

Shire of Corrigin Strategic Community Plan 2017 – 2027 15

Economic Objective

A strong, diverse economy supporting agriculture, local business and attracting new industry Community Feedback Comments from The community recognise it is important to support the agricultural industry, the Community: as the primary economic driver for the district, for economic stability and growth. Maintaining existing business whilst supporting new development and industry is important to the community. “Corrigin is a vibrant Economic Aspirations and Opportunities town, which we would Creating economic growth and employment opportunities is challenging for hope should keep the district, with increased promotion of the region seen as a priority. growing” Opportunities for small business development and industry diversification were identified by the community, with a desire to see further development.

Maintaining and improving the transport and communication network “Good local throughout the district is seen as essential to the continued economic businesses who go out prosperity. of their way to provide service”

“Encourage businesses into town to ensure stable population and secure future”

“Continue to grow and provide a high level of service to the population”

Economic Objective

A strong, diverse economy supporting agriculture, local business and attracting new industry

The following outcomes and strategies have been identified to achieve this objective. Strategic Outcome 1.1 A well planned and connected transport Performance

and communications network within the Indicators: district 1.1.1 Develop and implement road asset management plans Roads Condition 1.1.2 Maintain transport network in line with asset (implementation of Asset management plans Management Plan) 1.1.3 Lobby for improved telecommunications infrastructure ______to service the district

Land availability Outcome 1.2 Adequate land availability for (variety of land available) development ______1.2.1 Identify appropriate land available for development Economic and Tourism 1.2.2 Review Local Town Planning Scheme Strategy (development and Outcome 1.3 Well supported diverse industry and implementation) business ______

1.3.1 Develop and implement an Economic and Tourism Strategy for the district

Shire of Corrigin Strategic Community Plan 2017 – 2027 17

Environment Objective

An attractive natural and built environment for the benefit of current and future generations Community Feedback Comments from The community values its beautiful natural environment with native reserves, granite rocks, wildflowers, bird life and tree covered bushland the Community: blending with agricultural land. Existing built infrastructure, including roads, parks, buildings and facilities contribute to a valued lifestyle and community life. “Great looking town with a good range of Environment Aspirations and Opportunities facilities” The community appreciate the local attractions, both the built heritage and natural environment and would like these to be protected and enhanced for the enjoyment of current and future generations.

“The town has Managing and enhancing the Shire’s significant natural environment along wonderful facilities in with the built infrastructure are important to the community. most areas- sporting,

medical, cultural, business, education,

aged care services”

“We are lucky to have great sporting facilities and old aged care. A great hospital, fantastic doctor, thriving main street”

“A beautiful place with granite outcrops and beautiful open paddocks”

Environment Objective

An attractive natural and built environment for the benefit of current and future generations

The following outcomes and strategies have been identified to achieve this objective.

Outcome 2.1 A natural environment for the benefit and enjoyment of current and future generations

2.1.1 Manage the natural environment within available resources 2.1.2 Provide effective and efficient waste management

services 2.1.3 Collaborate with community groups to enhance the natural environment

Outcome 2.2 A well-managed built environment

2.2.1 Review and implement asset management plans within available resources 2.2.2 Maintain the integrity of heritage buildings within available resources 2.2.3 Enhance and maintain our townscape

Shire of Corrigin Strategic Community Plan 2017 – 2027 19

Social Objective

An effectively serviced, inclusive and resilient community

Community Feedback The residents highly value the strong sense of community displayed in the Comments from Shire of Corrigin. The community groups and facilities were highlighted as strong elements that make Corrigin special. The community recognise that the Community: Corrigin has an ageing resident population, with consideration required for this growing demographic in future planning.

The medical, health and education services currently provided in Corrigin are “A great sense of viewed as very important. The education options are well regarded, with community” support for higher education opportunities to be made available within the district.

Social Aspirations and Opportunities “It's safe with friendly locals and has most Retention of the strong sense of a community lifestyle is of key importance, with an expressed wish to see more events organised during the year, services” encouraging engagement and integration of the community.

Retention and development of the medical, health and aged care services “An increase in the and accommodation are seen as essential to the district, with an expressed desire for these to be further developed. care and housing of the elderly is of the utmost importance with a facility for extra care”

“Continue to encourage and support our good variety of sporting clubs, young and older participants.”

Social Objective

An effectively serviced, inclusive and resilient community

The following outcomes and strategies have been identified to achieve this objective.

Outcome 3.1 An inclusive, welcoming and active Strategic community Performance 3.1.1 Work in partnership with community and sporting groups Indicators:

3.1.2 Continue to provide infrastructure to support social wellbeing of the community Social media activity 3.1.3 Facilitate, encourage and support community events (maintain level of posts and engagement rate) 3.1.4 Collaborate with emergency service and community volunteers ______

Community facilities useage rates Outcome 3.2 A community for all ages (maintain reasonable level of useage) 3.2.1 Implement Aged Friendly Community Plan ______3.2.2 Collaborate with key stakeholders to encourage youth engagement Community 3.2.3 Continue to support family services participation levels in 3.2.4 Ongoing support for the provision of health and activities and events associated services (increase number of participants |attendees) ______

Age Friendly Community Plan (implementation)

Shire of Corrigin Strategic Community Plan 2017 – 2027 21

Leadership Objective

Strong governance and leadership

Community Feedback Comments from The community prides itself on offering a country lifestyle and a welcoming friendly environment. To retain these important traits, the community the Community: acknowledged that unity is essential. The community wants the Shire to continue to advocate for increased services and infrastructure on its behalf. “The Shire is well developed in all areas Leadership Aspirations and Opportunities and caters for mostly The community would like the Shire to continue to service the needs of the everyone.” district through the provision and delivery of a high level of governance and accountability.

The Council is committed to strategic forward thinking, strong “Desire to continue to representation and providing the community with leadership. We will be progressive proactively communicate and acknowledge local feedback to ensure the services we deliver are representative of our community’s needs. without losing the country charm” Opportunities exist to work to leverage partnerships through greater collaboration. A primary aim is to continually enhance community capacity and investment whilst maximising efforts to advocate and lobby for more funding, resources and better services. “Keep progressing and maintain services that are available now”

“Remain progressive and continue to meet the needs of the community”

Leadership Objective

Strong governance and leadership

The following outcomes and strategies have been identified to achieve this objective.

Strategic Outcome 4.1 A strategically focussed, dynamic Council serving the community Performance

4.1.1 Provide leadership, communication and active Indicators: engagement with the community

4.1.2 Undertake strategic planning and ensure legislative Statutory financial ratios compliance (maintain healthy ratios) 4.1.3 Maintain accountability and financial responsibility to ______

ensure the stability of the Shire Employee retention rates (maintain / increase) Outcome 4.2 An effective and efficient organisation ______

4.2.1 Review and implement the Workforce Plan Integrated planning and 4.2.2 Continue to improve operational efficiencies and provide reporting status effective services (implementation of 4.2.3 Maintain a strong customer focus strategies and actions in 4.2.4 Provide a positive and effective workplace accordance with Corporate Business Plan) ______

Percentage of projects completed on time and within budget (100%) ______

Shire of Corrigin Strategic Community Plan 2017 – 2027 23 “Corrigin is a beautiful town and community24 ”

Services and Facilities

Services and facilities provided by the Shire have been linked with the relevant strategies in the Strategic Community Plan in the following table. The table provides a connection between the services and facilities and the desired outcomes and community vision for the Shire of Corrigin.

Shire of Corrigin Strategic Community Plan 2017 – 2027 25 Resource Capacity

This Strategic Community Plan was developed with an understanding of the Shire’s current resource capacity, including financial, workforce and asset resources. Whilst future resource capacity is not currently known, expected future resource capacity was considered in the development of this Strategic Community Plan.

At 30 June 2016, the Shire had the following current resource profile5. Future resource capacity is partially dependent on other levels of government, however the following long term trends expected in each resource level are provided in the table below.

Resource Current Future Trend Workforce 31 FTE Stable Infrastructure Assets $121,775,902 Increasing Property, Plant and Equipment $27,058,939 Stable Cash Backed Reserves $1,299,013 Increasing Borrowings $1,945,368 Reducing Annual Rates Revenue $2,209,902 Stable | Increasing Annual Revenue $4,346,032 Stable | Increasing Annual Expenditure $7,432,991 Stable | Increasing

Review and further development of Asset Management Plans, the Workforce Plan and Long Term Financial Plan will influence expected future resource levels for consideration during Corporate Business Planning and Annual Budget processes.

5 Shire of Corrigin Annual Financial Report 2015-16

Strategic Risk Management

It is important to consider the external and internal context in which the Shire of Corrigin operates, relative to risk, in order to understand the environment in which the Shire seeks to achieve its strategic objectives.

The external and internal factors identified and considered during the preparation of this Strategic Community Plan are set out below.

External Factors Internal Factors Increasing community expectations in relation to The objectives and strategies contained in the

service levels and service delivery. Council’s current Strategic Community Plan. Rapid changes in information technology changing the The timing and actions contained in the Council’s

service delivery environment. Corporate Business Plan. Increased compliance requirements due to Organisational size, structure, activities and location. Government Policy and Legislation.

Cost shifting by Federal and State Governments. Human resourcing levels and staff retention.

Reducing external funding for infrastructure and Current organisational strategy and culture. operations. Increasing population and economic development resulting in greater pressure on the natural The financial capacity of the Shire. environment and its resources. Changes in agricultural practices and the associated Allocation of resources to achieve strategic outcomes. social impacts. Increasing community expectations and regulations in Maintenance of corporate records. relation to waste management.

Climate change and subsequent response. Current organisational systems and processes.

Shire of Corrigin Strategic Community Plan 2017 – 2027 27 “We are a safe caring community where people can have a good28 life”

References and Acknowledgements

Acknowledgement and appreciation is expressed to the ratepayers and residents of the Shire of Corrigin for their time and effort in being a part of the community engagement process and for their invaluable input into the Strategic Community Plan.

The Shire of Corrigin Strategic Community Plan 2017 – 2027, has been developed by engaging the community and other stakeholders. Council’s Elected Members, management and staff have also had input to the development of the Strategic Community Plan. Much of the information contained in this Strategic Community Plan has been derived from documents in the public domain and liaison with key stakeholders and the community.

Reference to the following documents or sources were made during the preparation of the Strategic Community Plan: • Shire of Corrigin Strategic Community Plan 2013 - 2023; • Council website: www.corrigin.wa.gov.au; • Australian Bureau of Statistics 2011, Corrigin (S) (LGA 52100), Population and People Profile, viewed 13 June 2017, http://stat.abs.gov.au; • Australian Bureau of Statistics 2011, Corrigin (S) (LGA 52100), Economy and Industry Profile, viewed 13 June 2017, http://stat.abs.gov.au; • Shire of Corrigin Annual Financial Report 2015 – 2016; and • Shire of Corrigin Age Friendly Community Report and Plan, August 2016.

Review of the Strategic Community Plan

In accordance with statutory requirements, the Strategic Community Plan is reviewed and updated on a 4- year review cycle including community consultation, with a desktop review being undertaken every 2 years.

Document Management

Status: Final | V2.2 Date of Adoption: 20 June 2017

Shire of Corrigin Strategic Community Plan 2017 – 2027 29

For further details on the Strategic Community Plan please contact Shire of Corrigin 9 Lynch Street PO Box 221 Corrigin WA 6375 P: 08 9063 2203 F: 08 9063 2005 E: [email protected]

Corporate Business Plan 2018 – 2022

Reviewed June 2019 and adopted by Council Res ***

Contents

Planning Framework ...... 3 Forecast Statement of Funding ...... 5 Capital Program ...... 6 Service Delivery ...... 7 Economic Objective ...... 8 Economic Objective (continued) ...... 9 Environment Objective ...... 11 Environment Objective (continued) ...... 12 Social Objective ...... 13 Social Objective (continued) ...... 14 Leadership Objective ...... 15 Measuring Success ...... 18 Services and Facilities ...... 19

Corrigin – strengthening our community now to grow and prosper into the future

Shire of Corrigin 9 Lynch Street PO Box 221 CORRIGIN WA 6375 P: 08 9063 2203 E: [email protected]

Shire of Corrigin Corporate Business Plan 2018-2021 2

Planning Framework

This Corporate Business Plan 2018-2021, together with the Strategic Community Plan 2017-2027, comprise the Shire of Corrigin’s Plan for the Future and have been prepared to achieve compliance with the Local Government (Administration) Regulations 1996. Under Local Government (Administration) Regulations 1996 Regulation 19DA (3), a Corporate Business Plan for a district is to: a) set out, consistently with any relevant priorities in the Strategic Community Plan, a local government’s priorities for dealing with the objectives and aspirations of the community in the district; and b) govern a local government’s internal business planning by expressing a local government’s priorities by reference to operations that are within the capacity of the local government’s resources; and c) develop and integrate matters relating to resources, including asset management, workforce planning and long-term financial planning. In the preparation of the annual budget the local government is to have regard to the contents of the Plan for the Future to comply with Section 6.2(2) of the Local Government Act 1995. Development of the Plan has also been influenced by the Department of Local Government, Sport and Cultural Industries. Strategic Community Plan The Shire of Corrigin community had a strong involvement and voice in the development of the Strategic Community Plan. Commencing in April 2017, the community were invited to share their visions and aspirations for the future of the Shire of Corrigin. The Plan has subsequently been reviewed and updated to reflect the community aspirations. This information provided a valuable insight into the key issues and aspirations, as held by the local community. These views have helped establish clear priorities and shaped the visions, values, objectives and strategies contained within the Strategic Community Plan 2017 - 2027. The following four key strategic objectives were defined within the Plan.

ECONOMIC ENVIRONMENT A strong, diverse economy An attractive natural and built supporting agriculture, local environment for the benefit of business and attracting new current and future generations industry

SOCIAL LEADERSHIP An effectively serviced, Strong governance and inclusive and resilient leadership community

Shire of Corrigin Corporate Business Plan 2018-2021 3

Planning Framework (continued)

Corporate Business Plan Achieving the community’s vision and the Shire’s strategic objectives requires the development of actions to address each strategy contained within the Strategic Community Plan. Careful operational planning and prioritisation is required to achieve the objectives and desired outcomes due to the limited resources available. This planning process is formalised by the development of our Corporate Business Plan. The Corporate Business Plan then converts the Strategic Community Plan into action through the adoption of an Annual Budget. Actions requiring funding will only be undertaken once approved within the statutory budget and subject to funding availability. Along with achieving the community aspirations and objectives, the Corporate Business Plan draws on information contained within the following strategic documents. Asset Management Plan During 2018/19 the Shire of Corrigin reviewed the Asset Management Plans for major asset classes in accordance with Council’s Asset Management Policy. The Asset Management Plans form a component of an overall Asset Management Strategy which addresses the Shire’s current asset management processes and sets out the steps required to continuously improve the management of Shire controlled assets. A combined Long Term Financial Plan and Asset Management Plan was developed with the assistance of Moore Stephens. Capital renewal estimates will be included in the annual budget and longer term budgets to the extent the financial and workforce resources are available to enable the renewals to occur. Workforce Plan The Workforce Plan was reviewed and adopted by Council on 17 July 2018 (Council Resolution 110/2018) and provides the workforce management and resource strategies necessary to deliver the objectives, outcomes and strategies of the Shire’s Strategic Community Plan. Workforce issues have been considered during the development of this Corporate Business Plan and the financial impacts of the Workforce Plan will be captured within the Long Term Financial Plan review. A combination of workforce and financial constraints has influenced the prioritisation of actions within this Plan. Long Term Financial Plan The Shire of Corrigin is planning for a positive and financial stable future. The Shire seeks to maintain service levels into the future while maintaining a healthy financial position. The Long Term Financial Plan was reviewed by management from June to August 2018 and adopted by Council on 18 September 2018 (Council Resolution 158/2018). The review considered all Council’s plans, adopted and under review. The Corporate Business Plans has been developed with consideration of available resources. The Long Term Financial Plan will directly impact on the capabilities of delivery of the Corporate Business Plan. As a result the Corporate Business Plan may need reviewing on completion of the Long Term Financial Plan. Review of Plan In accordance with statutory requirements, the Corporate Business Plan is reviewed and updated annually to assess the progress of projects and realign the Plan’s actions and priorities based on current information and available funding. The review of this Plan occurred following a major review of the Strategic Community Plan in 2017.

Shire of Corrigin Corporate Business Plan 2018-2021 4

Forecast Statement of Funding

The following Forecast Statement of Funding is extracted from the Long Term Financial Plan to provide an indication of the net funding available from operational activities.

Shire of Corrigin Corporate Business Plan 2018-2021 5

Capital Program

A number of projects are forecast to be undertaken during the life of the Plan which result in capital expenditure and are summarised below:

Shire of Corrigin Corporate Business Plan 2018-2021 6

Service Delivery

The Shire of Corrigin delivers services to the community in line with its community vision, aspirations and the four key strategic objectives set out within the Strategic Community Plan. Each of the four objectives has several outcomes the Shire seeks to achieve over the next 10 years of the Strategic Community Plan. For each objective, one or more desired outcomes has been defined along with strategies to achieve these outcomes. The outcomes were developed after considering the community engagement process and other external factors such as the available plans published by other government agencies. The table below summarises the desired outcomes under each of the four key themes and strategic objectives.

Outcome 1.1 A well planned and connected ECONOMIC transport and communications A strong, diverse network within the district economy supporting Outcome 1.2 Adequate land availability for agriculture, local development business and attracting Outcome 1.3 Well supported diverse industry and new industry business

ENVIRONMENT Outcome 2.1 A natural environment for the benefit and enjoyment of current and future An attractive natural and generations built environment for the benefit of current and Outcome 2.2 A well-managed built environment future generations

SOCIAL Outcome 3.1 An inclusive, welcoming and active An effectively serviced, community inclusive and resilient community Outcome 3.2 A community for all ages

Outcome 4.1 A strategically focussed dynamic LEADERSHIP Council serving the community Strong governance and leadership Outcome 4.2 An effective and efficient organisation The following tables reflect the actions to be undertaken for each strategy. The progress of the actions has been reviewed and updated using the following criteria:  not completed  partially completed  completed  to be completed  ongoing operations

Shire of Corrigin Corporate Business Plan 2018-2021 7

Economic Objective

A strong, diverse economy supporting agriculture, local business and attracting new industry The following tables reflect the actions to be undertaken for each strategy. The prioritisation of the actions is reflected by a square indicating when the action is planned to be undertaken. Outcome 1.1 A well planned and connected transport and communications network within the district 2017- 2018- 2019- 2020- 2021- Strategy Action No. Actions 2022 Onwards 18 19 20 21 22

Develop and 1.1.1.1 Develop a road asset implement management plan      road asset including network hierarchy management and service levels. plans. 1.1.1.2 Develop a footpath management plan, including hierarchy and      service levels

1.1.1.3 Road asset management plan and footpath management plan to be     incorporated in the review and expansion of the Asset Management Plan (AMP) 1.1.1.4 Road asset management plan and footpath management plan to be       implemented through road works program. Maintain 1.1.2.1 Prepare and review an transport annual Road Works network in line Program for a minimum of with asset a 10 year period outlining management future capital renewals,       plans upgrades and expansions within Councils available funding aligned to asset management plan. 1.1.2.2 Prepare and review an annual Footpath Works Program for a minimum of a 4 year period outlining future capital renewals,       upgrades and expansions within Councils available funding aligned to asset management plan. 1.1.2.3 Advocate for the       Secondary Freight Project.

Shire of Corrigin Corporate Business Plan 2018-2021 8

Economic Objective (continued)

Outcome 1.1 A well planned and connected transport and communications network within the district 2017-18 2022 Strategy Action No. Actions 2018-19 2019-20 2020-21 2021-22 Onwards Lobby for improved 1.1.3.1 Advocate for telecommunications improved infrastructure to telecommunications       service the district within the district by identifying and reporting 'black spots'. 1.1.3.2 Advocate for improved communications infrastructure within the district by lobbying stakeholders to meet       the needs of the district, both residential and commercial, now and into the future

Outcome 1.2 Adequate land availability for development Action 2017- 2018- 2019- 2020- 2021- 2022 Strategy Actions No. 18 19 20 21 22 Onwards

Identify appropriate 1.2.1.1 Identify appropriate land land available for and provide the development opportunity for additional industrial land and lifestyle lots to encourage       the expansion of industrial & retail business, including a review of the Town Planning Scheme Review Local Town 1.2.2.1 Update the Shire of Planning Scheme Corrigin's Planning Scheme to allow increased residential      density by changing classifications from R12.5 to R17.5 1.2.2.2 Provide, maintain and review Town Planning Scheme to support      development along with orderly and proper planning

Shire of Corrigin Corporate Business Plan 2018-2021 9

Outcome 1.3 Well supported diverse industry and business

Action Strategy Actions 2017-18 2018-19 2019-20 2020-21 2021-22 2022 Onwards No.

Develop and 1.3.1.1 Develop an affordable implement an Economic and Tourism Economic Tourism Development Strategy  Strategy for the for the District based on district Regional Opportunities 1.3.1.2 Implement Economic & Tourism Develop       Strategy 1.3.1.3 Economic & Tourism Develop strategies, programs & initiatives to       be incorporated in LTFP and annual budgets

Shire of Corrigin Corporate Business Plan 2018-2021 10

Environment Objective

An attractive natural and built environment for the benefit of current and future generations The following tables reflect the actions to be undertaken for each strategy. The prioritisation of the actions is reflected by a square indicating when the action is planned to be undertaken. Outcome 2.1 A natural environment for the benefit and enjoyment of current and future generations Action 2017- 2018- 2019- 2020- 2021- 20212 Strategy Actions No. 18 19 20 21 22 Onwards Manage the 2.1.1.1 Develop a Natural Resource natural Management Plan, including the       environment identification of unique natural within available resources resources 2.1.1.2 Natural Resource Management strategies, programs & initiatives to       be incorporated in LTFP and annual budgets 2.1.1.3 Implement Natural Resource

Management Plan.    2.1.1.4 Provide adequate infrastructure which allows the enjoyment of Council's natural resources,       including reserves, but does not cause harm to the area. 2.1.1.5 Support the local agricultural section  by lobbying stake holders to address       local concerns and issues facing the industry now and into the future Provide effective 2.1.2.1 Maintain an effective and efficient and efficient waste transfer station that allows for       management expansion and rehabilitation services 2.1.2.2 Provide a suitable area for green

waste disposal       2.1.2.3 Provide an effective and efficient recycling service, including the       collection of glass and cardboard 2.1.2.4 In collaboration with neighbouring local governments, maintain a waste       disposal site that allows for expansion and rehabilitation Collaborate with 2.1.3.1 Identify environment educational community groups programs and engage with suitable    to enhance the agencies for the delivery of such natural programs environment 2.1.3.2 Work in collaboration with groups and organisations to deliver projects and programs that promote and       protect the District's natural resource

Shire of Corrigin Corporate Business Plan 2018-2021 11

Environment Objective (continued)

Outcome 2.2 A well-managed built environment Action 2017- 2022 Strategy Actions 2018-19 2019-20 2020-21 2021-22 No. 18 Onwards Review and 2.2.1.1 Assess Council’s built implement asset environment current management plans condition and establish future capital and within available    resources maintenance requirements to meet required service levels.

2.2.1.2 Maintain and review Asset Management Plans (AMP) for Council’s built       environment.

2.2.1.3 AMP for Council’s built environment to be     incorporated into LTFP.

2.2.1.4 Manage existing building and structures to ensure

they are safe and comply       with legislative requirements Maintain the integrity 2.2.2.1 Identify and update of heritage buildings Municipal Heritage Inventory   within available and Conservation Plans resources 2.2.2.2 Municipal heritage inventory & conservation plans to be

identified and incorporated     into AMP & LTFP Enhance and 2.2.3.1 Manage and maintain the maintain our Council’s parks, gardens townscape and open space at       appropriate service levels and standards. 2.2.3.2 Manage and maintain Council’s townscape infrastructure, both natural and built to enhance the       appearance and services of the townscape within the district. 2.2.3.3 Townscape enhancement projects and initiatives

incorporated in Council’s     AMP & LTFP.

Shire of Corrigin Corporate Business Plan 2018-2021 12

Social Objective

An effectively serviced, inclusive and resilient community

The following tables reflect the future actions to be undertaken for each strategy. The prioritisation of the actions is reflected by a square indicating when the action is planned to be undertaken.

Outcome 3.1 An inclusive, welcoming and active community Action 2022 Strategy Actions 2017-18 2018-19 2019-20 2020-21 2021-22 No. Onwards

Work in partnership 3.1.1.1 Provide support in leadership & with community and governance of local sports clubs and       sporting groups groups 3.1.1.2 Assist sport and recreation clubs in       accessing grant funding opportunities Continue to provide 3.1.2.1 Provide well serviced and maintained infrastructure to infrastructure that can be utilised by support social the community for the provision of       wellbeing of the social and wellbeing activities in community accordance with asset management plan. Facilitate, encourage 3.1.3.1 Promote and support local events with and support emphases on events that promote       community events visitation of the Shire. 3.1.3.2 Engage and facilitate the community to encourage the establishment and       continuation of local events. Collaborate with 3.1.4.1 Engage with the community, in emergency service and particular volunteers and volunteer community volunteers organisations to establish how the       community can ensure a going sustainable volunteer services / roles within the community. 3.1.4.2 Continue to lobby the key stakeholders to ensure the necessary       support is provided for volunteer services who support Corrigin

Shire of Corrigin Corporate Business Plan 2018-2021 13

Social Objective (continued)

Outcome 3.2 A community for all ages Action 2017- 2018- 2019- 2020- 2022 Strategy Actions 2021-22 No. 18 19 20 21 Onwards

Implement Aged 3.2.1.1 Undertake programs, strategies and Friendly Community initiatives from Aged Friendly

Plan Community Plan and incorporate     them in Council’s AMP & LTFP 3.2.1.2 Services and facilities within the Shire provides for a aged friendly       Community 3.2.1.3 Collaborate with key stakeholders for the provision of sustainable       aged care facilities and services. 3.2.1.4 Support current and future groups and organisations for the provision

of aged care facilities and services       within the district. 3.2.1.5 Lobby stakeholders to ensure the necessary services to support aged       care are accessible in Corrigin Collaborate with key 3.2.2.1 Collaborate with key stake holders, stakeholders to including youth within the district to      encourage youth develop a youth strategy. engagement 3.2.2.2 Implement Youth Strategy for the district       3.2.2.3 Promote opportunities for youth development, employment and       activities. Continue to support 3.2.3.1 Support current and future groups family services and organisations for the provision     of family facilities and services       within the district Ongoing support for 3.2.4.1 Ensure that the residents have the provision of regular access to a medical health and practitioner and support the medical       associated services practitioner in the delivery of these services 3.2.4.2 Work with neighbouring local governments, key stake holders to have a collaborative approach to       the provision of medical and allied health services to the region 3.2.4.3 Support the health services by lobbying stake holders (to address     local concerns and issues facing       the industry now and into the future 3.2.4.4 Representation on key Boards and associations for the delivery of       health services to the district 3.2.4.5 Support of local groups for the provision of health services within       the district

Shire of Corrigin Corporate Business Plan 2018-2021 14

Leadership Objective

Strong governance and leadership

The following tables reflect the future actions to be undertaken for each strategy. The prioritisation of the actions is reflected by a square indicating when the action is planned to be undertaken.

Outcome 4.1 A strategically focussed dynamic Council serving the Community Action 2022 Strategy Actions 2017-18 2018-19 2019-20 2020-21 2021-22 No. Onwards

Provide leadership, 4.1.1.1 Elected members provide strategic communication and leadership for the benefit of the       active engagement community. with the community 4.1.1.2 Council is represented on key local organisations and provide feedback and advise to Council on       their issues, programs and initiatives 4.1.1.3 Develop and implement a community engagement strategy including community surveys,       community reference groups and council representation on strategic community groups 4.1.1.4 Provide a vibrant, up to date (contents & technology), user friendly website for both the Shire       of Corrigin and CRC which proactively engages with residents 4.1.1.5 Use print, electronic and social media to inform residents of key       decisions, options considered and any implications of decisions Undertake strategic 4.1.2.1 Review Council's Community planning and ensure Strategic Plan to ensure it legislative compliance remains aligned to the      community’s vision, aspirations and desired outcomes 4.1.2.2 Annual review of Council's policies  and Corporate Business Plan      4.1.2.3 Regular review of IPR documents & Informing strategies, including     LTFP, AMP, Workforce Plan

Shire of Corrigin Corporate Business Plan 2018-2021 15

Leadership Objective (continued)

Outcome 4.1 A strategically focussed dynamic Council serving the Community Action 2017- 2017- 2018- 2019- 2020- 2021 Strategy Actions No. 18 18 19 20 21 Onwards Maintain 4.1.3.1 Council maintain financial stability  accountability and      financial 4.1.3.3 Regular reviews of Council’s responsibility to LTFP to ensure the long term     ensure the stability of financial stability of the Shire the Shire 4.1.3.5 Provide Council adequate and appropriate financial information       on a timely basis

Outcome 4.2 An effective and efficient organisation Action 2018- 2019- 2020- 2021- 2022 Strategy Actions 2017-18 No. 19 20 21 22 Onwards

Review and 4.2.1.1 Review and implement the implement the Workforce Plan       Workforce Plan Workforce plan to have resource consideration to the objectives of       the SCP & CBP 4.2.1.2 Workforce plan strategies, programs & initiatives to be      incorporated in LTFP and annual       budgets Continue to improve 4.2.2.1 Review delivery of services for operational operational and cost effective       efficiencies and efficiencies provide effective 4.2.2.2 Set appropriate Fees & Charges for services applicable services that promote     the use of services and limits the       reliance of rate funding. Maintain a strong 4.2.3.1 Review and implementation of customer focus Council’s Customer Service       Charter. 4.2.3.2 Provide a vibrant, up to date (contents & technology), user friendly website for both the Shire of       Corrigin and CRC which proactively engages with residents 4.2.3.3 Employ professional customer service workforce who have the required knowledge and training including the provision of adequate     resources (intranet / policy /       information on services etc.) to ensure a good standard of Customer Service

Shire of Corrigin Corporate Business Plan 2018-2021 16

Outcome 4.2 An effective and efficient organisation Action 2018- 2019- 2020- 2021- 2022 Strategy Actions 2017-18 No. 19 20 21 22 Onwards

Provide a positive 4.2.4.1 Develop and implement a workforce and effective plan and appropriate human workplace resource management policies and       procedures to meet current and future workforce needs 4.2.4.2 Provide a positive workplace that enables for the development and support of employees in delivering       an effective and coherent workplace

Shire of Corrigin Corporate Business Plan 2018-2021 17

Measuring Success

The intended outcome of this Plan is to align the community’s visions and aspirations for the future of the Shire of Corrigin to the Shire’s objectives. Success will be measured by both quantifiable and non-quantifiable outcomes. Strategic performance indicators provide an indication of whether the Shire is meeting the objectives and will be monitored and reported. The strategic performance indicators and desired trend for each objective are provided in the table below.

Objectives Key Performance Indicators

 Road Condition: implementation of Asset Management Plan A strong, diverse  Telecommunications infrastructure meets the needs of the economy supporting community. agriculture, local  Land availability: variety of land available business and  Town Planning Scheme: Reviewed

ECONOMIC attracting new industry  Economic and Tourism Strategy: development and implementation

 Natural Resource Management Plan: development and An attractive natural implementation and built environment  Statutory asset management ratios: maintain healthy ratios for the benefit of  Compliance with waste management regulations: maintain current and future compliance  Municipal Heritage Inventory and Conservation Plans: generations development and implementation

ENVIRONMENT  Quality of public open space and sports grounds: maintained  Social media activity: maintain level of posts and engagement rates  Community facilities usage rates: maintain reasonable level of

usage An effectively  Community participation levels in activities and events: increase serviced, inclusive and number of participants |attendees resilient community

SOCIAL  Sustainable emergency services and community organisations  Age Friendly Community Plan: implementation  Youth Strategy: development and implementation  Health services meets the needs of the community

 Communication and engagement: maintain level of engagement rates

 Statutory financial ratios: maintain healthy ratios  Workforce Plan: Review and implementation  Service delivery: completed on time and within budget Strong governance  Customer Service Charter: Review and implementation and leadership  Employee retention rates: maintain / increase  Integrated planning and reporting status: implementation of strategies and actions in accordance with Corporate Business

CIVIC LEADERSHIPCIVIC Plan Percentage of projects completed on time and within budget: 100%

Services and Facilities

Services and facilities provided by the Shire have been linked with the relevant strategies in the Plan in the following table. The table provides a connection between the services and facilities and the desired outcomes and community vision for the Shire of Corrigin.

For further details on the Corporate Business Plan please contact: Shire of Corrigin 9 Lynch Street PO Box 221 CORRIGIN WA 6375 P: 08 9063 2203 F: 08 9063 2005 E: [email protected]

2019 - 2020 Schedule of Fees and Charges

Strengthening our community now to grow and prosper into the future www.corrigin.wa.gov.au

SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from General Purpose Funding Per Local law, Policy) Code CODE GST GST applicable 18/19 Property Enquiry Fees LGA S6.16 Statement of rates (financial)- written 03121 C $ 54.55 $ 5.45 $ 60.00 p Confirmation of orders & Requisitions - written 03121 C $ 68.18 $ 6.82 $ 75.00 Combined statement/confirmation 03121 C $ 122.73 $ 12.27 $ 135.00 p Reprint of rate notice - current year 03121 C $ 5.45 $ 0.55 $ 6.00 Reprint of rate notice - each previous year 03121 C $ 7.27 $ 0.73 $ 8.00

Rate Fees and Debt Recovery Local Govt Act 1995 Rate instalment fee (cost for 3 instalments $33.00) Per Instalment LGA6.45 (3) 03119 F $ 10.00 Payment arrangement fee per assessment Per annum 03119 C $ 32.73 $ 3.27 $ 36.00 Dishonour fee (includes administration fee) LGA S6.16 14553 C $ 32.73 $ 3.27 $ 36.00 Debt recovery fee - administration fee LGA S6.16 03119 C Actual Cost Issue of notice of discontinuance LGA S6.16 03113 C Actual Cost Penalty interest on rate & service charges - arrears LGA S6.51 FM 70-71 03115 11% Penalty interest on rate & service charges - current LGA S6.51 FM 70-71 03115 11% Penalty interest on current rates - instalments LGA S6.45 (3) 03115 5.5%

Rate Book Full listing - email (excel document) LGA S6.16 03121 C $ 68.18 $ 6.82 $ 75.00 Note: Before purchase a statutory declaration must be made stating that it will not be copied, used for any commercial purpose, and/or provided to any other person

Note: Statutory fees are subject to change without notice if regulations are amended SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Governance Per Local law, Policy) Code CODE GST GST applicable 18/19

Publications - Council Local Govt Act 1995 Note: All public documents can be download free of charge from www.corrigin.wa.gov.au) Council minutes, including postage Per annum LGA S6.16 04150 C $ 92.73 $ 9.27 $ 102.00 Sale of Electoral Roll 04150 C $ 45.45 $ 4.55 $ 50.00 Sale of Shire District Map (B&W): 04150 C $ 16.36 $ 1.64 $ 18.00 Sale of Shire District Map (colour): 04150 C $ 31.82 $ 3.18 $ 35.00

Photocopying Shire Administration A4 black and white (per page) Per page LGA S6.16 04150 C $ 0.59 $ 0.06 $ 0.65 A4 colour (per page) Per page LGA S6.16 04150 C $ 2.27 $ 0.23 $ 2.50 A3 black and white (per page) Per page LGA S6.16 04150 C $ 0.73 $ 0.07 $ 0.80 A3 colour (per page) Per page LGA S6.16 04150 C $ 2.73 $ 0.27 $ 3.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Governance Per Local law, Policy) Code CODE GST GST applicable 18/19 Freedom of Information FOI Act 1992 Note: Statutory fees are subject to change without notice if regulations are amended Application fee under Section 12(1)(e) of Act Per application FOI S.16.(1) 04150 C $ 27.27 $ 2.73 $ 30.00 Per hour charge for staff dealing with FOI application Per Hour FOI S.16.(1) 04150 C $ 27.27 $ 2.73 $ 30.00 Per hour charge for supervised access Per Hour FOI S.16.(1) 04150 C $ 27.27 $ 2.73 $ 30.00 Per hour charge for staff time photocopying Per Hour FOI S.16.(1) 04150 C $ 27.27 $ 2.73 $ 30.00 Per page charge for photocopying Per page FOI S.16.(1) 04150 C $ 0.18 $ 0.02 $ 0.20 Per hour charge for staff transcribing information from a tape or other device Per Hour FOI S.16.(1) 4150 C $ 27.27 $ 2.73 $ 30.00 Charge for duplicating a tape, film or computer information FOI S.16.(1) 04150 Actual Cost Delivery, packaging & postage FOI S.16.(1) 04150 C Actual Cost For an applicant who is a) impecunious in the opinion of the agency or b) the holder of a current valid pensioner concession the charge is reduced by 25% FOI S.16.(1) 4150 C $ 20.45 $ 2.05 $ 22.50 Advanced deposit which may be required by an agency under section 18(1) or 18(4) of the Act, expressed as a percentage of the estimated charges which will be payable in excess of the application fee FOI S.18(1) 04150 25% Further advance deposit: which may be required by an agency under section 18(4) of the Act, expressed as a percentage of the estimated charges which will be payable in excess of the application fee FOI S.18(4) 04150 75%

Election Nomination Fee Nomination by candidate (to be refunded if candidate receives at least 5% of total number of the votes included in the count.) LG (Elections) Regs 26.1 T15 F $ 80.00 $ - 80

Note: Statutory fees are subject to change without notice if regulations are amended SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Law, Order, and Public Safety Per Local law, Policy) Code CODE GST GST applicable 18/19

Ranger After Hours Call Out Fee Local Govt. Act 1995 s6.16 Applicable in cases of livestock wandering on roads, attacking dogs, injured animals Per incident and illegal burning off 05204 C $ 227.27 $ 22.73 $ 250.00 *note that in addition to the above fee, labour private rate maybe applicable to recoup time taken to address this issue at hand.

Abandoned Vehicles Impound Fees Control of Vehicles Act 1978 (as Amended) Nov 2016 Impound fee Per vehicle C $ 54.55 $ 5.45 $ 60.00 p Storage Fee Per Day C $ 6.36 $ 0.64 $ 7.00 p Cartage and storage - within Corrigin town site Per vehicle C $ 163.64 $ 16.36 $ 180.00 Cartage and storage - Outside of Corrigin town site Per vehicle C $ 227.27 $ 22.73 $ 250.00

Pound Fees and Charges Local Govt Act 1995 S6.16 Dogs Dog Reg. 2013 Seizure and return of dog without impounding Per dog 05203 C $ 36.36 $ 3.64 $ 40.00 Seizure and impounding of a dog Per dog 05203 C $ 59.09 $ 5.91 $ 65.00 Sustenance of dog in pound per day - week day Per dog/day 05203 C $ 16.36 $ 1.64 $ 18.00 Sustenance of dog in pound per day - Sat & Sun Per dog/day 05203 C $ 32.73 $ 3.27 $ 36.00 Return of impounded dog normal hours (8.30 - 3.30) Per dog 05203 C $ 36.36 $ 3.64 $ 40.00 Return of impounded dog outside normal hours Per dog 05203 C $ 63.64 $ 6.36 $ 70.00 Destruction/disposal of dog Per Dog 05203 C Actual cost + 20% Any vet fees where such attention is necessary 05203 C Actual cost + 20% Surrender of a dog Per Dog 05203 C $ 27.27 $ 2.73 $ 30.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Law, Order, and Public Safety Per Local law, Policy) Code CODE GST GST applicable 18/19 Cats Cat Reg. 2012 Seizure and return of cat without impounding Per cat 05203 C $ 36.36 $ 3.64 $ 40.00 Seizure and impounding of a cat Per cat 05203 C $ 59.09 $ 5.91 $ 65.00 Sustenance of cat in pound per day - week day Per cat/day 05203 C $ 16.36 $ 1.64 $ 18.00 Sustenance of cat in pound per day - Sat & Sun Per cat/day 05203 C $ 32.73 $ 3.27 $ 36.00 Return of impounded cat normal hours (8.30 - 3.30) Per cat 05203 C $ 36.36 $ 3.64 $ 40.00 Return of impounded cat outside normal hours Per Cat 05203 C $ 63.64 $ 6.36 $ 70.00 Destruction/disposal of cat Per Cat 05203 C Actual cost + 20% Any vet fees where such attention is necessary 05203 C Actual cost + 20% Surrender of a cat Per Cat 05203 C $ 27.27 $ 2.73 $ 30.00

Animal trap Local Govt Act 1995 S6.16 Animal Trap Hire - per week (maximum 2 weeks) Per week 05204 C $ 7.27 $ 0.73 $ 8.00 Animal trap Hire - bond only Per Trap T12 N $ 20.00 $ - $ 20.00

Dog Registration/Licence Fees Dog Reg. 2013 Note: Statutory fees are subject to change without notice if regulations are amended Dogs kept in approved kennel establishment licenced under section 27 of the Act, where not otherwise registered - Annual Fee Per Annum Dog Reg. 2013 S17(3)(2g) 05202 F $ 200.00 $ - $ 200.00

Lifetime registration - sterilised dog Per Dog Dog Reg. 2013 S17(3)(2e)(ii) F $ 100.00 $ - $ 100.00 Lifetime registration - Unsterilised dog Per Dog Dog Reg. 2013 S17(3)(2f)(ii) F $ 250.00 $ - $ 250.00

3 years - Unsterilised dog Per Dog Dog Reg. 2013 S17(3)(2d)(ii) F $ 120.00 $ - $ 120.00 1 year - Unsterilised dog Per Dog Dog Reg. 2013 S17(3)(1a) F $ 50.00 $ - $ 50.00 1 year - Unsterilised dangerous dog Per Dog Dog Reg. 2013 S17(3)(1b) F $ 50.00 $ - $ 50.00

3 years - sterilised dog Per Dog Dog Reg. 2013 S17(3)(2c)(ii) F $ 42.50 $ - $ 42.50

1 year sterilised dog Per Dog Dog Reg. 2013 S17(3)(2b)(ii) F $ 20.00 $ - $ 20.00 Pensioner concession as defined for dog Per Dog 50% of fee Droving/farm dog concession as defined Per Dog 25% of fee Guide dog registration fee Per Dog No Charge Registration after 31 May in any year, for that registration year Per Dog 50 % of fee 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Law, Order, and Public Safety Per Local law, Policy) Code CODE GST GST applicable 18/19 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Law, Order, and Public Safety Per Local law, Policy) Code CODE GST GST applicable 18/19 Cat Registration/Licence Fees Cat Reg. 2012 Note: Statutory fees are subject to change without notice if regulations are amended Fee for application for grant or renewal of approval to breed cats - Per breeding Cat (male or female) Per cat Cat Reg. 2012 S1(4) 05207 F $ 100.00 $ - $ 100.00 Lifetime registration - sterilised cat Per cat Cat Reg. 2012 Sch.1 item(3) F $ 100.00 $ - $ 100.00 3 years - sterilised cat Per cat Cat Reg. 2012 Sch.1 item(2) F $ 42.50 $ - $ 42.50

1 year sterilised cat Per cat Cat Reg. 2012 Sch.1 item(1(b)) F $ 20.00 $ - $ 20.00

Registration after 31 May in any year, for that registration year Per cat Cat Reg. 2012 Sch.1 item(1(a)) F $ 10.00 $ - $ 10.00 Pensioner concession as defined for cat Per cat 50% of fee

Animal Environment Nuisance Cattery - annual registration fee Per Annum Local Law S2.4(7)(c) C $ 27.27 $ 2.73 $ 30.00 p

Offences against the Bush Fires Act Bush Fire Act 1954 1st inspection (free of charge) C $ - $ - $ - 1st and final notice C $ - $ - $ - Registered final notice C $ 45.45 $ 4.55 $ 50.00 Administration / inspection fee per hour or part thereof C $ 68.18 $ 6.82 $ 75.00 Administration / inspection fee for issuing a final demand C $ 22.73 $ 2.27 $ 25.00 Administration / inspection fee for preparing an enforcement certificate in relation to an infringement notice C $ 18.18 $ 1.82 $ 20.00

Note: Statutory fees are subject to change without notice if regulations are amended SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Education and Welfare Per Local law, Policy) Code CODE GST GST applicable 18/19

Resource Centre Fees Local Govt. Act 1995 s6.16 Annual Memberships Seniors/School Students/Concession Card Holders Per Annum 08250 C $ 22.73 $ 2.27 $ 25.00 Sporting & Community Groups Per Annum 08250 C $ 22.73 $ 2.27 $ 25.00 Individuals/Businesses Per Annum 08250 C $ 31.82 $ 3.18 $ 35.00

Internet & Computer Use Local Govt. Act 1995 s6.16 Seniors, School Students & Concession Card Holders - ½ Hour (min) 08251 C $ 1.82 $ 0.18 $ 2.00 Seniors, School Students & Concession Card Holders - 1 Hour 08251 C $ 3.64 $ 0.36 $ 4.00 Non Member - ½ hour (min) 08251 C $ 3.64 $ 0.36 $ 4.00 p Non Member - 1 hour 08251 C $ 6.36 $ 0.64 $ 7.00 Member - ½ hour (min) 08251 C $ 2.73 $ 0.27 $ 3.00 Member - 1 hour 08251 C $ 5.45 $ 0.55 $ 6.00 Email checking (10 Minutes) 08251 C $ 1.82 $ 0.18 $ 2.00 Wireless Hotspot Per 1/2hr 08251 C $ 3.64 $ 0.36 $ 4.00 p Wireless Hotspot Per hour 08251 C $ 7.27 $ 0.73 $ 8.00 p

Secretarial Services - Larger jobs quoted on Local Govt. Act 1995 s6.16 Non Member - ¼ hour (min) Per 1/4 hr 08252 C $ 11.82 $ 1.18 $ 13.00 Non Member - ½ hour per 1/2hr 08252 C $ 22.73 $ 2.27 $ 25.00 Non Member - 1 hour per 1hr 08252 C $ 45.45 $ 4.55 $ 50.00 Member - ¼ hour (min) Per 1/4hr 08252 C $ 10.91 $ 1.09 $ 12.00 p Member - ½ hour per 1/2hr 08252 C $ 20.91 $ 2.09 $ 23.00 p Member - 1 hour per 1hr 08252 C $ 40.91 $ 4.09 $ 45.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Education and Welfare Per Local law, Policy) Code CODE GST GST applicable 18/19 Digital Local Govt. Act 1995 s6.16 Non Members - CD Burning - done by staff (includes cost of CD) 08252 C $ 15.45 $ 1.55 $ 17.00 Members - CD Burning - done by staff (includes cost of CD) 08252 C $ 10.91 $ 1.09 $ 12.00 p CD-R Sale (including cover) 08252 C $ 9.09 $ 0.91 $ 10.00

Digital Photography (completed by Staff) Local Govt. Act 1995 s6.16 Non Member - ¼ hour (min) Per 1/4 hr 08252 C $ 14.55 $ 1.45 $ 16.00 Member - ¼ hour (min) Per 1/4 hr 08252 C $ 10.91 $ 1.09 $ 12.00 p

Scanning / emailing Local Govt. Act 1995 s6.16 Non Member - Co-Coordinator Scans - Per 15 Minutes Per 1/4 hr 08252 C $ 11.82 $ 1.18 $ 13.00 p Member - Co-Coordinator Scans - Per 15 Minutes Per 1/4 hr 08252 C $ 10.91 $ 1.09 $ 12.00 p

Laminating Local Govt. Act 1995 s6.16 Non Member - 1st Metre 08252 C $ 20.00 $ 2.00 $ 22.00 Non Member - Per Metre over 1m 08252 C $ 15.45 $ 1.55 $ 17.00 Non Member - A3 08252 C $ 5.45 $ 0.55 $ 6.00 Non Member - A4 08252 C $ 3.64 $ 0.36 $ 4.00 Non Member - Business Cards 08252 C $ 1.82 $ 0.18 $ 2.00 p Member - 1st Metre 08252 C $ 15.45 $ 1.55 $ 17.00 Member - Per Metre over 1m 08252 C $ 10.91 $ 1.09 $ 12.00 p Member - A3 08252 C $ 4.55 $ 0.45 $ 5.00 Member - A4 08252 C $ 3.64 $ 0.36 $ 4.00 Member - Business Cards 08252 C $ 0.91 $ 0.09 $ 1.00

Binding Local Govt. Act 1995 s6.16 Non Member - Plastic Comb (up to 100 pgs) 08253 C $ 6.36 $ 0.64 $ 7.00 p Non Member - Plastic Comb (up to 240 pgs) 08253 C $ 8.18 $ 0.82 $ 9.00 Member - Plastic Comb (up to 100 pgs) 08253 C $ 4.55 $ 0.45 $ 5.00 p Member - Plastic Comb (up to 240 pgs) 08253 C $ 6.36 $ 0.64 $ 7.00 p

Folding Local Govt. Act 1995 s6.16 Non Member - Per 100 pages 08253 C $ 14.55 $ 1.45 $ 16.00 Member - Per 100 pages 08253 C $ 10.91 $ 1.09 $ 12.00 p 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Education and Welfare Per Local law, Policy) Code CODE GST GST applicable 18/19 Photocopies (Black & White) Corrigin Resource Centre Local Govt. Act 1995 s6.16 Non Member - A4 08253 C $ 0.27 $ 0.03 $ 0.30 Non Member - A3 08253 C $ 0.55 $ 0.05 $ 0.60 Non Member - A4 (dbl.sided) 08253 C $ 0.55 $ 0.05 $ 0.60 Non Member -A3 (dbl.sided) 08253 C $ 1.36 $ 0.14 $ 1.50 p Member - A4 08253 C $ 0.18 $ 0.02 $ 0.20 Member - A3 08253 C $ 0.45 $ 0.05 $ 0.50 p Member - A4 (dbl.sided) 08253 C $ 0.45 $ 0.05 $ 0.50 Member - A3 (dbl.sided) 08253 C $ 0.91 $ 0.09 $ 1.00

Facsimiles (Sending) Local Govt. Act 1995 s6.16 Non Member - 1st Page 08253 C $ 2.73 $ 0.27 $ 3.00 Non Member - Additional Pages (per page) 08253 C $ 0.27 $ 0.03 $ 0.30 Non Member - International Number (per page) 08253 C $ 6.36 $ 0.64 $ 7.00 Member - 1st Page 08253 C $ 1.82 $ 0.18 $ 2.00 Member - Additional Pages (per page) 08253 C $ 0.23 $ 0.02 $ 0.25 Member - International Number - (per Page) 08253 C $ 4.55 $ 0.45 $ 5.00

Facsimiles (Receiving) Local Govt. Act 1995 s6.16 Non Member - Per page Per page 08253 C $ 0.55 $ 0.05 $ 0.60 Member - Per page Per page 08253 C $ 0.36 $ 0.04 $ 0.40

Colour Printing (Laserprinter) Local Govt. Act 1995 s6.16 Non Member - A4 Per page 08253 C $ 1.18 $ 0.12 $ 1.30 Non Member - A3 Per page 08253 C $ 2.50 Member - A4 Per page 08253 C $ 1.00 Members - A3 Per page 08253 C $ 1.82 $ 0.18 $ 2.00

Colour Photo printing Local Govt. Act 1995 s6.16 Non Member - A4 Per page 08253 C $ 6.82 $ 0.68 $ 7.50 Member - A4 Per page 08253 C $ 5.91 $ 0.59 $ 6.50 Non Member - 5" x 7" Per page 08253 C $ 3.18 $ 0.32 $ 3.50 Member - 5" x 7" Per page 08253 C $ 2.73 $ 0.27 $ 3.00 Non Member - 4" x 6" Per page 08253 C $ 1.36 $ 0.14 $ 1.50 Member - 4" x 6" Per page 08253 C $ 1.14 $ 0.11 $ 1.25 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Education and Welfare Per Local law, Policy) Code CODE GST GST applicable 18/19 Equipment Hire (20% deposit for Non Members)(10% discount for Members) Local Govt. Act 1995 s6.16 Half Day - White Board Per half day 08254 C $ 13.64 $ 1.36 $ 15.00 Half Day - Data Projector Per half day 08254 C $ 40.91 $ 4.09 $ 45.00 Half Day - Laptop Computer Per half day 08254 C $ 40.91 $ 4.09 $ 45.00 Half Day - Easel Whiteboard Per half day 08254 C $ 9.09 $ 0.91 $ 10.00 Half Day - Portable Projector Screen Per half day 08254 C $ 13.64 $ 1.36 $ 15.00 Half Day - Engraver Per half day 08254 C $ 13.64 $ 1.36 $ 15.00 Half Day - Digital Scanner Per half day 08254 C $ 24.55 $ 2.45 $ 27.00 Full Day - White Board Per full day 08254 C $ 27.27 $ 2.73 $ 30.00 Full Day - Overhead Projector Per full day 08254 C $ 27.27 $ 2.73 $ 30.00 Full Day - Data Projector Per full day 08254 C $ 68.18 $ 6.82 $ 75.00 Full Day - Laptop Computer Per full day 08254 C $ 68.18 $ 6.82 $ 75.00 Full Day - Easel Whiteboard Per full day 08254 C $ 18.18 $ 1.82 $ 20.00 Full Day - Portable Projector Screen Per full day 08254 C $ 27.27 $ 2.73 $ 30.00 Full Day - Engraver Per full day 08254 C $ 27.27 $ 2.73 $ 30.00 Full Day - Digital Scanner Per full day 08254 C $ 27.27 $ 2.73 $ 30.00 NLIS Hire - 3 Day hire Per 3 days 08254 C $ 13.64 $ 1.36 $ 15.00

Conference Room Hire (10% discount to Members) Local Govt. Act 1995 s6.16 1 Hour - Minimum Per hour 08255 C $ 27.27 $ 2.73 $ 30.00 Half Day - Local Hirer Per half day 08255 C $ 45.45 $ 4.55 $ 50.00 Full Day - Local Hirer Per full day 08255 C $ 68.18 $ 6.82 $ 75.00 Half Day - Non Local Per half day 08255 C $ 68.18 $ 6.82 $ 75.00 Full Day - Non Local Per full day 08255 C $ 136.36 $ 13.64 $ 150.00 1 Hour - Minimum - Non Local Per hour 08255 C $ 40.91 $ 4.09 $ 45.00

Video Conference / Room Hire Local Govt. Act 1995 s6.16 IP Video Conferencing - 1 hour Per hour 08255 C $ 27.27 $ 2.73 $ 30.00 Hire of Video Conference Room only - 1 Hour Per hour 08255 C $ 27.27 $ 2.73 $ 30.00 Hire of Video Conference Room only - Half day Per half day 08255 C $ 36.36 $ 3.64 $ 40.00 Hire of Video Conference Room only - Full day per full day 08255 C $ 45.45 $ 4.55 $ 50.00 Hire of Video Conference room required before 9am and after 4.30pm will be charged an additional hourly rate for time occur outside these hours Per hour 08255 C $ 72.73 $ 7.27 $ 80.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Education and Welfare Per Local law, Policy) Code CODE GST GST applicable 18/19 Training Room Hire Local Govt. Act 1995 s6.16 6 Computers on Windows 7 (Broadband Internet) - Half Day Per half day 08255 C $ 136.36 $ 13.64 $ 150.00 6 Computers on Windows 7 (Broadband Internet) - Full Day per full day 08255 C $ 181.82 $ 18.18 $ 200.00 Hire of Training room required before 9am and after 4.30pm will be charged an additional hourly rate for time occur outside these hours Per hour 08255 C $ 72.73 $ 7.27 $ 80.00

Office Hire - Desk/Chair/Phone Local Govt. Act 1995 s6.16 1 Hour (minimum) Per page 08255 C $ 27.27 $ 2.73 $ 30.00 1- 4 Hours Per page 08255 C $ 36.36 $ 3.64 $ 40.00 4 plus hours Per page 08255 C $ 50.00 $ 5.00 $ 55.00 Weekly Per page 08255 C $ 136.36 $ 13.64 $ 150.00 Hire of Office room required before 9am and after 4.30pm will be charged an additional hourly rate for time occur outside these hours Per hour 08255 C $ 72.73 $ 7.27 $ 80.00

Room Hire Catering Local Govt. Act 1995 s6.16 Tea / Coffee - per head Per head 08255 C $ 1.82 $ 0.18 $ 2.00 Morning / Afternoon Tea - includes Tea, Coffee & Biscuits - per head Per head 08255 C $ 3.64 $ 0.36 $ 4.00 Catering is cost plus 30% 08255 Actual costs + 30%

Computer Training Local Govt. Act 1995 s6.16 Non Member - 1/2 Hour Per 1/2 hr 08255 C $ 22.73 $ 2.27 $ 25.00 Member - 1/2 Hour Per 1/2 hr 08255 C $ 20.91 $ 2.09 $ 23.00 p Non Member - 1 Hour per 1 hr 08255 C $ 45.45 $ 4.55 $ 50.00 Member - 1 Hour per 1 hr 08255 C $ 40.91 $ 4.09 $ 45.00

BBQ Trailer Hire Local Govt. Act 1995 s6.16 BBQ Trailer Hire Bond - payable by all users Per Hire T13 N $ 200.00 $ - $ 200.00 Community Groups Per hire 08254 C $ 45.45 $ 4.55 $ 50.00 Businesses Per hire 08254 C $ 63.64 $ 6.36 $ 70.00 Commercial Per hire 08254 C $ 90.91 $ 9.09 $ 100.00 Cleaning Fee - per hour Per hour 08254 C $ 59.09 $ 5.91 $ 65.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Education and Welfare Per Local law, Policy) Code CODE GST GST applicable 18/19 Sale of Books Local Govt. Act 1995 s6.16 Sale of Phone Books Per book 08256 C $ 7.73 $ 0.77 $ 8.50 p Corrigin Pioneering Days & Beyond Per book 08260 C $ 11.82 $ 1.18 $ 13.00 p History of Parraclu Per book 08260 C $ 31.82 $ 3.18 $ 35.00 Yealering Book Per book 08260 C $ 18.18 $ 1.82 $ 20.00 Tin Horse Highway Per book 08260 C $ 9.09 $ 0.91 $ 10.00 A Heritage ingrained (CBH) Per book 08260 C $ 18.18 $ 1.82 $ 20.00 Sale of Post Cards Per book 08260 C $ 1.36 $ 0.14 $ 1.50 Sale of Wrapping Paper 08260 C $ 1.82 $ 0.18 $ 2.00 Sale of Eco Bags - small Per bag 08260 C $ 2.27 $ 0.23 $ 2.50 Sale of Eco Bags - large Per bag 08260 C $ 3.64 $ 0.36 $ 4.00

Movie Club Membership Local Govt. Act 1995 s6.16 Annual Membership 08261 C $ 40.91 $ 4.09 $ 45.00 Visitor (per session) 08261 C $ 4.55 $ 0.45 $ 5.00

Room / Building Rentals Local Govt. Act 1995 s6.16 Toy Library Annual Rental of CRC room Per annum 08264 C $ 363.64 $ 36.36 $ 400.00 Giggle Pots Building Rental as per contract Per annum 08350 C $ 0.91 $ 0.09 $ 1.00

Phone Book Advertising Local Govt. Act 1995 s6.16 Business listing only Per listing C $ 13.64 $ 1.36 $ 15.00 Half Page Advert Per advert C $ 45.45 $ 4.55 $ 50.00 Full page Advert Per advert C $ 90.91 $ 9.09 $ 100.00

Note: Statutory fees are subject to change without notice if regulations are amended SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Health Per Local law, Policy) Code CODE GST GST applicable 18/19

Annual Registration - Offensive Trades Health (Offensive Trades Fees) Regulations 1976 Amended 2014

Registration of the offensive trades specified in schedule 2 of the Act. Or any process or class of trade declared to be an offensive trade under section 186 of the Act. Slaughterhouses 07350 F $ 298.00 $ - $ 298.00 Piggeries 07350 F $ 298.00 $ - $ 298.00 Artificial manure depots 07350 F $ 211.00 $ - $ 211.00 Bone mills 07350 F $ 171.00 $ - $ 171.00 Places for storing, drying or preserving bones 07350 F $ 171.00 $ - $ 171.00 Fat melting, fat extracting or tallow melting establishments 07350 F 1. Butcher shops and similar 07350 F $ 171.00 $ - $ 171.00 2. Larger establishments 07350 F $ 298.00 $ - $ 298.00 Blood drying 07350 F $ 171.00 $ - $ 171.00 Gut scraping, preparation of sausage skins 07350 F $ 171.00 $ - $ 171.00 Fellmongeries 07350 F $ 171.00 $ - $ 171.00 Manure works 07350 F $ 211.00 $ - $ 211.00 Fish curing establishments 07350 F $ 211.00 $ - $ 211.00 Laundries, dry cleaning establishments 07350 F $ 147.00 $ - $ 147.00 Bone merchant premises 07350 F $ 171.00 $ - $ 171.00 Flock factories 07350 F $ 171.00 $ - $ 171.00 Knackeries 07350 F $ 298.00 $ - $ 298.00 Poultry processing establishments 07350 F $ 298.00 $ - $ 298.00 Poultry farming 07350 F $ 298.00 $ - $ 298.00 Rabbit farming 07350 F $ 298.00 $ - $ 298.00 Any other offensive trade not specified 07350 F $ 298.00 $ - $ 298.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Health Per Local law, Policy) Code CODE GST GST applicable 18/19 Notification & Registration of a food premises business Food Act 2008 and Food Regulations 2009 Registration of a food premises business - one off fee applicable on registration only per premises 07452 F $ 165.00 $ - $ 165.00 Receival of written notification in respect of food premises to conduct a food business to per premises Food Act 2008 (s107) a Local Government * 07452 F $ 60.00 $ - $ 60.00 *This fee is not applicable to community and charitable groups that handle low risk foods. Notification of a new propiertor (Should the food business change hands and the food premises conducts theFood same Act type2008 of (s107, business s113). as the LGA S6.16 07452 C $ 59.09 $ 5.91 $ 65.00

Food Business Inspection Fees Inspection persuant to a Food Act 2008 Annual Fee LGA. S6.16 Div 5 Annual Inspection of a food premises business - Low Risk* Charitable and community groups are exempt 07452 C $ 54.55 $ 5.45 $ 60.00 Annual Inspection of a food premises business - Medium / High Risk 07452 C $ 100.00 $ 10.00 $ 110.00 *That sell only pre-packaged non-potentially hazard food (eg: newsagents selling pre- packaged confectionary or hairdressers service tea/coffee in connection with another service)

Other Food related fees Food spoilt (supervision of destruction) - per hour LGA. S6.16 07452 C $ 63.64 $ 6.36 $ 70.00 Cost of destruction or disposal of forfeited item Food Act 2008 (s54) 07452 At Costs 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Health Per Local law, Policy) Code CODE GST GST applicable 18/19 Trading in Public Places (includes Itinerant Food Vendors) Local Govt Act S6.16 Stall Holder - Single events Per Application 07754 C $ 9.09 $ 0.91 $ 10.00 Stall Holder - Community / non-for profit group Per Application 07754 C $ - $ - $ - Trading - Application fee Per Application 07754 C $ 18.18 $ 1.82 $ 20.00 Trading - single event / 1 week Per Application 07754 C $ 36.36 $ 3.64 $ 40.00 Trading - Up to 1 month Per Application 07754 C $ 72.73 $ 7.27 $ 80.00 Trading - up to 6 months Per Application 07754 C $ 136.36 $ 13.64 $ 150.00 Trading - Annual Per Application 07754 C $ 272.73 $ 27.27 $ 300.00

Local Laws Application for registration - lodging house Health Local Laws S8.3 C $ 181.82 $ 18.18 $ 200.00 Renewal of Registration of a lodging house Health Local Laws S8.5 C $ 90.91 $ 9.09 $ 100.00

Animal Environment Nuisance Cattery - annual registration fee Annual Local Law S2.4(7)(c) C $ 27.27 $ 2.73 $ 30.00

Animal Environment Nuisance Keeping of bees permit Local Law S2.13(d) C $ 27.27 $ 2.73 $ 30.00

Animal Environment Nuisance Application for a permit to keep farm animals Local Law S2.22(d) C $ 27.27 $ 2.73 $ 30.00

Animal Environment Nuisance Keeping a miniature horse - annual registration fee Annual Local Law S2.27(1) C $ 27.27 $ 2.73 $ 30.00

Animal Environment Nuisance Keeping of miniature pig - annual registration fee Annual Local Law S2.28(4) C $ 27.27 $ 2.73 $ 30.00 Fees in relation to the Animal Environment Nuisance Law will be enforced once the local law is adopted.

Health (Treatment of Sewage Onsite Effluent Disposal and Disposal of Liquid Waste) Regulation 1974 (as amended)

Application fee F $ 118.00 $ - $ 118.00 Issuing of a permit to use an apparatus (i.e. inspection fee) F $ 118.00 $ - $ 118.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Health Per Local law, Policy) Code CODE GST GST applicable 18/19 Caravan Parks & Camping Caravan Park Grounds Act 1995 & Regs 1997 Sch 3 Caravan park (minimum charge) Regs. 45. (sch 3 (1a)) 13250 F $ 200.00 $ - $ 200.00 or fee based on number of sites as per the following (whichever is the greater); Regs. 45. (sch 3 (1b)) 13250 1. Long and short stay sites (per site) Regs. 45. (sch 3 (1b)) 13250 F $ 6.00 $ - $ 6.00 2. Camp sites (per site) Regs. 45. (sch 3 (1b)) 13250 F $ 3.00 $ - $ 3.00 3. Overflow sites (per site) Regs. 45. (sch 3 (1b)) 13250 F $ 1.50 $ - $ 1.50 Transfer of caravan park licence Regs. 55. (sch 3 (4)) 13250 F $ 100.00 $ - $ 100.00 Additional fee for renewal after expiry Regs. 53. (sch 3 (2)) 13250 F $ 20.00 $ - $ 20.00 Caravan Park lease per annum As per Contract 13250 As per contract + CPI increase pa

Health (Public Building) Public Buildings Regulations 1992 New public building inspection fee C $ 100.00 $ 10.00 $ 110.00 New public building - not for profit / community group - inspection fee C $ 18.18 $ 1.82 $ 20.00

Health and Amenity Administration Sampling - Food / Water / Asbestos Local Govt Act 1995 s6.16 C At Costs EHO Hourly Rate Local Govt Act 1995 s6.16 C $ 86.36 $ 8.64 $ 95.00 A EHO hourly rate will be applied to any application process where it has been determined that the amount of time taken to obtain required information and conduct inspections has been deemed excessive to normal time provisions

Property rental Local Govt Act 1995 s6.16 Family Day Care Centre Rental - not suitable for public use Per week 07100 C $ 45.45 $ 4.55 $ 50.00 Infant Health Clinic Rental - not suitable for public use Per week 07102 C $ 27.27 $ 2.73 $ 30.00 Dental Surgery Per week 07751 C $ 63.64 $ 6.36 $ 70.00 Wellness Centre Per day 07750 C $ 54.55 $ 5.45 $ 60.00 p Optus Lease of Lot 620 Camm Street as per contract. per annum 13153 As per contact + CPI annual increase Red Cross CAC Building Rental as per lease per annum 13156 C As per contact + CPI annual increase

Note: Statutory fees are subject to change without notice if regulations are amended SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Housing Per Local law, Policy) Code CODE GST GST applicable 18/19

Staff Housing: Residential Tenancies Act 1987 36 Camm Street Per fortnight T $ 55.00 $ - $ 55.00 p 32 Camm Street Per fortnight 09150 T $ 143.00 $ - $ 143.00 p 2 Spanney Street Per fortnight 09152 T $ 143.00 $ - $ 143.00 p 23 McAndrew Avenue Per fortnight 09154 T $ 143.00 $ - $ 143.00 p 1 Spanney Street Per fortnight 09155 T $ 143.00 $ - $ 143.00 p 10 Lawton Way Per fortnight 09156 T $ 143.00 $ - $ 143.00 p

*** House provided to employees as part of their employee package or contract Employees who resigned will be allowed 4 weeks to vacate the property with rental at the above rates, rates will be increased to market value for any tenancy passed 4 weeks (or as approved by the CEO) 4x2 Residential Property - Market value Per week T $ 330.00 $ - $ 330.00 3x1 / 3x2 Residential property - Market Value Per week T $ 280.00 $ - $ 280.00

Other Housing: Residential Tenancies Act 1987 TBA Single Persons Units - Jose St - existing agreements* Per week 09251 T $ 160.00 $ - $ 160.00 p Single Persons Units - Jose St - new agreements* Per week 09251 T $ 155.00 $ - $ 155.00 p Single Persons Units - Seimons Ave - existing agreements* Per week 09250 T $ 155.00 $ - $ 155.00 p Single Persons Units - Seimons Ave - new agreements* Per week 09250 T $ 195.00 $ - $ 195.00 p Single Persons Units - (per week)* - Staff - existing agreements 09251 T $ 125.00 $ - $ 125.00 p *Rental subject to Joint Venture Conditions - rental not to be more that 25% of tenants income or market value, whichever is less. Current arrangement 50% 25 Seimons Avenue Per week market value 09251 T $ 330.00 $ - $ 330.00 p GROH Rentals as per agreement, increasing by CPI on review date 11 McAndrew Ave - Ed Dept GROH Residence (per week) DHW 09252 T $ 340.00 $ - $ 340.00 p 14 Courboules Cres - Ed Dept GROH Residence (per week) DHW 09252 T $ 340.00 $ - $ 340.00 51 Goyder Street - Police GROH Residence (per week) DHW 09252 T $ 340.00 $ - $ 340.00 3 Janes Drive - GROH Residence (per week) DHW 09252 T $ 400.00 $ - $ 400.00

Note: Statutory fees are subject to change without notice if regulations are amended SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Community Amenities Per Local law, Policy) Code CODE GST GST applicable 18/19

Rubbish Service Charges: Waste Avoidance & Resource Recovery Act 2007. S67 Domestic Rubbish Service - 1st Service - Includes 120L Bin + 240L Recycling Bin Per Service TBA - pending Rates adoption 10150 F $ - $ - $ - q Holder of Pensioner Card Domestic Rubbish Service TBA - pending Rates adoption 10150 F $ - $ - $ - q Commercial Rubbish Service - 1st Service - Includes 240L Bin + 240L Recycling Bin TBA - pending Rates adoption 10150 F $ - $ - $ - q For a 2nd 120L Normal Bin TBA - pending Rates adoption 10150 F $ - $ - $ - q For a 2nd 240L Normal Bin TBA - pending Rates adoption 10150 F $ - $ - $ - q Extra Recycling Service - 240 Litre Bin TBA - pending Rates adoption 10150 F $ - $ - $ - q Replacement bins / lids - Avon Waste replace parts due to normal wear & tear or charge owner for repairs or replacement bin

Corrigin Tip Disposal Charges Local Govt. Act 1995 s6.16 Waste Oil Disposal per Ltr 10156 C $ 0.18 $ 0.02 $ 0.20 p Loads - greater than a tonne 10156 C $ 54.55 $ 5.45 $ 60.00 Wrapped Asbestos Waste - per cubic metre and part of thereof 10156 C $ 68.18 $ 6.82 $ 75.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Community Amenities Per Local law, Policy) Code CODE GST GST applicable 18/19 Bendering Waste Site Local Govt. Act 1995 s6.16 Bulk Commercial/Industrial insert waste - per tonne Per tonne 07850 C $ 45.45 $ 4.55 $ 50.00 p Bulk Demolition waste - per tonne Per tonne 07850 C $ 45.45 $ 4.55 $ 50.00 p Wrapped Asbestos Waste - per cubic mtr and part of thereof Per cubic mtr 07850 C $ 100.00 $ 10.00 $ 110.00 p Contaminated waste soil Per cubic mtr 07850 C $ 100.00 $ 10.00 $ 110.00 Contaminated asbestos soil Per cubic mtr 07850 C $ 40.91 $ 4.09 $ 45.00 p Minimum charge for wrapped asbestos waste 07850 C $ 40.91 $ 4.09 $ 45.00 p

Plus Asbestos mobilisation / treatment fee ( or cost price plus 30% which ever is greater 07850 C $ 190.91 $ 19.09 $ 210.00 Refuse delivery - Western Areas - Rubbish Per tonne 07850 C $ 50.00 $ 5.00 $ 55.00 p Refuse Delivery - Skip Bins - 3m3 Per Bin 07850 C $ 18.18 $ 1.82 $ 20.00 p Refuse Delivery - Skip Bins - 4.5m3 Per Bin 07850 C $ 22.73 $ 2.27 $ 25.00 p Refuse Delivery - Hook Bins - 10m3 Per Bin 07850 C $ 45.45 $ 4.55 $ 50.00 Refuse Delivery - Hook Bins - 12m3 Per Bin 07850 C $ 54.55 $ 5.45 $ 60.00 Refuse Delivery - Hook Bins - 15m3 Per Bin 07850 C $ 68.18 $ 6.82 $ 75.00 Power Poles (with and without butt ends) Per pole 07850 C $ 50.00 $ 5.00 $ 55.00 Putrescible waste per 1m3 07850 C $ 13.64 $ 1.36 $ 15.00 p Admin / Supervision fee Per Hour 07850 C $ 86.36 $ 8.64 $ 95.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Community Amenities Per Local law, Policy) Code CODE GST GST applicable 18/19 Planning Planning & Development Act Schedule 2 - Maximum fees for certain planning services (r47) 2005 1 Determining a development application (other than for an extractive industry) where the estimated cost of development is: Planning Bulletin 93/2013 (a) not more than $50,000 Planning & Development 10650 F $ 147.00 $ - $ 147.00 0.32% of estimated cost of development (no GST) (b) more than $50,000 but not more than $500,000 Regulations 2009 (Part 7 Local 10650 1,700 + 0.257% for every $1 > $500,000 (no GST) (c) more than $500,000 but not more than $2.5 million Government Planning Charges) 10650 7,161 + 0.206% for every $1 > $2.5 million (no (d) more than $2.5 million but not more than $5 million 10650 GST) 12,633 + 0.123% for every $1 > $5 million (no (e) more than $5 million but not more than $21.5 million 10650 GST) (f) more than $21.5 million 10650 F $ 34,196 $ - $ 34,196 2 Determining a development application (other than for an extractive industry) where the The fee in item 1 plus, by way of penalty, twice development has commenced or been carried out 10650 that fee (no GST) 3 Determining a development application for an extractive industry where the development has not commenced or been carried out 10650 F $ 739.00 $ - $ 739.00 4 Determining a development application for an extractive industry where the development The fee in item 3 plus, by way of penalty, twice has commenced or been carried out 10650 that fee (no GST) 5A Determining an application to amend or cancel development approval 10650 F $ 295.00 $ - $ 295.00 5 Provision of a subdivision clearance (a) not more than 5 lots Per lot 10650 F $ 73.00 $ - $ 73.00 $73 per lot for first 5 lots & then $35 per lot (no GST) (b) more than 5 lots but not more than 195 lots 10650 (c) more than 195 lots 10650 F $ 7,393 $ - $ 7,393 6 Determining an initial application for approval of a home occupation where the home occupation has not commenced 10650 F $ 222.00 $ - $ 222.00 7 Determining an initial application for approval of a home occupation where the home The fee in item 6 plus, by way of penalty, twice occupation has commenced 10650 that fee (no GST) 8 Determining an application for the renewal of an approval of a home occupation where the application is made before the approval expires 10650 F $ 73.00 $ - $ 73.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Community Amenities Per Local law, Policy) Code CODE GST GST applicable 18/19 9 Determining an application for the renewal of an approval of a home occupation where The fee in item 8 plus, by way of penalty, twice the application is made after the approval has expired 10650 that fee (no GST) 10 Determining an application for a change of use or for an alteration or extension or change of a non conforming use to which item 1 does not apply, where the change or the alteration, extension or change has not commenced or been carried out 10650 F $ 295.00 $ - $ 295.00 11 The fee in item 10 plus, by way of penalty, Determining an application for a change of use or for an alteration or extension or twice that fee (no GST) change of a non conforming use to which item 2 does not apply, where the change or the alteration, extension or change has not commenced or been carried out 10650 12 Providing a zoning certificate 10650 F $ 73.00 $ - $ 73.00 13 Reply to a property settlement questionnaire 10650 F $ 73.00 $ - $ 73.00 14 Providing written planning and/or engineering advice (Note1) per hour, or part thereof 10650 F $ 73.00 $ - $ 73.00 Note 1: Written planning advice includes, but is not limited to, the following: 10650 F $ - $ - - the issue of advice in response to the submission of urban water management plans - the issue of advice in response to the submission of dust management plan - the issue of advice in response to the submission of landscape plans - the issue of advice in response to the submission of engineering drawings

Such fees are not payable where the above mentioned documents are required to satisfy development/subdivision approval conditions or as part of a local structure plan

Costs and expenses of any specific assessment advice, title searches, technical resources or equipment that is required in relation to the assessment of a planning application (e.g. environmental assessment, legal advice, heritage advice, urban design, acoustic assessments, retail assessments, traffic assessments, or modelling etc) will be billed once costs and expenses are incurred and are payable prior to the determination of the proposal 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Community Amenities Per Local law, Policy) Code CODE GST GST applicable 18/19 Scheme Amendments, Local Structure Plan & Amendments Planning & Development Regs Scheme Amendments 2009

(a) Upon lodgement of the Scheme Amendment request with the local government. Reg. 47 10650 C $ 1,350 $ 135 $ 1,485

(b) following initiation of Scheme Amendment by the local government and prior to referral to the EPA for environmental clearance Reg. 47 10650 C $ 1,350 $ 135 $ 1,485 Structure Plan (a) upon lodgement of the Structure Plan with the local government Structure Plans, Activity Centre Plans or Development Plans (a) upon lodgement of the Structure Plan, Activity Centre Plan or Development Plan with the local government. 10650 C $ 1,350 $ 135 $ 1,485 (b) following adoption of the Structure Plan, Activity Centre Plan or Development Plan by the local government and prior to public advertising. 10650 C $ 1,350 $ 135 $ 1,485 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Community Amenities Per Local law, Policy) Code CODE GST GST applicable 18/19

Development Assessment Panels Planning & Development (Development Assessment Panels) Amendment Regs 2018 1 A DAP application where the estimated cost of the development is; (a) not less than $2 million and less than $7 million 10650 F $ 1,350 $ 135 $ 5,603.00 (b) not less than $7 million and less than $10 million 10650 F $ 1,350 $ 135 $ 8,650.00 (c) not less than $10 million and less than $12.5 million 10650 F $ 1,350 $ 135 $ 9,411.00 (d) not less than $12.5 million and less than $15 million 10650 F $ 1,350 $ 135 $ 9,411.00 (e) not less than $15 million and less than $17.5 million 10650 F $ 1,350 $ 135 $ 9,948.00 (f) not less than $17.5 million and less than $20 million 10650 F $ 1,350 $ 135 $ 10,218.00 (g) $20 million or more 10650 F $ 1,350 $ 135 $ 10,486.00 2 An application under r.17 10650 F $ 1,350 $ 135 $ 241.00

Additional Fees Specialist review and/or consultation costs recoverable under Section 49 of the Planning & Development Regs Planning and Development Regulations 2009. Payable prior to determination of 2009. S49 1 proposal 2 Application for extension of term of planning approval* 10650 C $ 250.00 $ 25.00 $ 275.00 3 Application for amending or revoking a development application* 10650 C $ 300.00 $ 30.00 $ 330.00

Land Matters/ Closures - Right of Way, Roads and Pedestrian Access Ways (a) Initial Request 10650 C $ - $ - $ - (c) Advertising 10650 C At Costs + 20% (d) Valuation 10650 C At Costs + 20%

Section 40 (Certificate of Local Planning Authority) Liquor Licensing (a) Community or sporting group 10650 C $ - $ - $ - (b) Commercial premises 10650 F $ 50.00 $ - $ 50.00 Preliminary Consideration of Development Applications 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Community Amenities Per Local law, Policy) Code CODE GST GST applicable 18/19 Cemetery Fees Cemeteries Act 1986 S53

Grant of Right of Burial Grant of right of burial & grave reservation 10750 C $ 118.18 $ 11.82 $ 130.00 Copy of "Grant of Right of Burial" 10750 C $ 22.73 $ 2.27 $ 25.00 Renewal of expired grant of right of burial 10750 C $ 81.82 $ 8.18 $ 90.00 Reissue of grant of burial/registration of assigned grant - after 25 year period 10750 C $ 68.18 $ 6.82 $ 75.00 Transfer of grant of right 10750 C $ 45.45 $ 4.55 $ 50.00

Interment Fee (including grave diggings) Cemeteries Act 1986 S53 Standard burial, digging of grave (2.1 depth - standard) 10750 C $ 681.82 $ 68.18 $ 750.00 p Standard burial, digging of grave (2.4 depth - standard) - 1st Interment 10750 C $ 745.45 $ 74.55 $ 820.00 p Standard burial, existing grave (2.4 depth - standard) - 2nd interment 10750 C $ 745.45 $ 74.55 $ 820.00 p Digging of an infant grave 10750 C $ 272.73 $ 27.27 $ 300.00 *standard grave= to accommodate standard casket (2040 x 600 x 350) - oblong or oversize caskets occur additional fees - see penalty fee section

Exhumation Cemeteries Act 1986 S53 Exhumation fee & Reinterment 10750 C $ 909.09 $ 90.91 $ 1,000.00 p

Monumental Work Cemeteries Act 1986 S53 Annual licence fee 10750 C $ 54.55 $ 5.45 $ 60.00 p Single licence/permit fee 10750 C $ 36.36 $ 3.64 $ 40.00 p Additional works/clean-up required by Shire At cost C $ - $ - $ - q

Funeral Directors Licence Cemeteries Act 1986 S53 Annual fee 10750 C $ 109.09 $ 10.91 $ 120.00 p Single funeral permit 10750 C $ 45.45 $ 4.55 $ 50.00 p

Repository for Disposal of Ashes Cemeteries Act 1986 S53 Niche wall reservation, single and double (non refundable) includes grant of burial 10750 C $ 63.64 $ 6.36 $ 70.00 p Niche wall (single) Interment (to be completed by staff) 10750 C $ 118.18 $ 11.82 $ 130.00 Niche wall (double) Interment (to be completed by staff) 10750 C $ 154.55 $ 15.45 $ 170.00 Transfer of ashes to new position 10750 C $ 50.00 $ 5.00 $ 55.00 Niche Wall Plaque & Freight Cost (price on application and to be paid by customer prior plaque is ordered ) 10751 C actual costs + 20% 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Community Amenities Per Local law, Policy) Code CODE GST GST applicable 18/19 Additional Fees (chargeable in addition to scheduled fees) Cemeteries Act 1986 S53 Insufficient notice (less than 48 hours notice) 10750 C $ 272.73 $ 27.27 $ 300.00 Interment after 2:30pm per hour or part thereof per hour C $ 68.18 $ 6.82 $ 75.00 Interment of oblong or oversized casket per Interment C $ 181.82 $ 18.18 $ 200.00 Interment on Saturday 10750 C $ 136.36 $ 13.64 $ 150.00 Interment on Sunday or Public Holiday 10750 C $ 227.27 $ 22.73 $ 250.00 Additional works/clean-up required by Shire per hour 10750 C $ 72.73 $ 7.27 $ 80.00 Installation of Ashes at head of exitisting grave per hour 10750 C $ 136.36 $ 13.64 $ 150.00 Re-opening of Grave 10750 C $ 590.91 $ 59.09 $ 650.00 Hand Digging of Grave (within restricted plots where plant doesnot fit) 10750 C $ - $ - $ -

Search Fees (involving staff) Local Govt. Act 1995 s6.16 For up to two internments or memorial locations only 10750 C $ 50.00 $ 5.00 $ 55.00 For each additional location enquiry or search requiring information additional to location 10750 C $ 40.91 $ 4.09 $ 45.00 Photocopies of records (per copy) 10750 C $ 0.45 $ 0.05 $ 0.50 Digital photograph sent via email 10750 C $ 9.09 $ 0.91 $ 10.00 Each additional photo in any format 10750 C $ 9.09 $ 0.91 $ 10.00

Community Bus Local Govt. Act 1995 s6.16 Community Bus Hire (Hirer to refill bus on return) Per km 10753 C $ 0.68 $ 0.07 $ 0.75 Insurance Claim excess fee, on the event of damage, payable by hirer 10753 C $ 454.55 $ 45.45 $ 500.00 Cleaning Fee 10753 C $ 59.09 $ 5.91 $ 65.00

Note: Statutory fees are subject to change without notice if regulations are amended SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Recreation & Culture Per Local law, Policy) Code CODE GST GST applicable 18/19 Equipment LGA S6.16 PA System Hire Per day 11353 C $ 63.64 $ 6.36 $ 70.00

Swimming Pool LGA S6.16 Season Pass Season Pass - Family (2 Adults, 2 Children) Extra children charged as Child pass Per pass 11250 C $ 227.27 $ 22.73 $ 250.00 p Season Pass - Adult Per pass 11250 C $ 100.00 $ 10.00 $ 110.00 p Season Pass - Child under 16yrs Per pass 11250 C $ 63.64 $ 6.36 $ 70.00 p Season Pass - Pensioner Concession Per pass 11250 C $ 63.64 $ 6.36 $ 70.00 p Prices for Seasonal passes are halved from 15 January

General Admission General Admittance - Adult per admission 11250 C $ 3.64 $ 0.36 $ 4.00 General Admittance - Child/Student per admission 11250 C $ 2.73 $ 0.27 $ 3.00 p General Admittance - Pensioner concession per admission 11250 C $ 2.27 $ 0.23 $ 2.50 p General Admittance - 3 yrs and under per admission 11250 C $ - $ - $ - General Admittance - Spectator (no swimming) 11250 C $ 2.27 $ 0.23 $ 2.50

Indoor Heated Pool Indoor Heated Pool - Adult Per session 11250 C $ 6.36 $ 0.64 $ 7.00 Indoor Heated Pool - Child up to 4 years Per session 11250 C $ 3.18 $ 0.32 $ 3.50 Indoor Heated Pool - Child/Student up to 16 years Per session 11250 C $ 4.55 $ 0.45 $ 5.00 Indoor Heated Pool - Bulk pass (10 Admissions, expires 30/6) 11250 C $ 54.55 $ 5.45 $ 60.00 Indoor Heated Pool - Carer (accompanying) - no charge $ - $ - $ - Indoor Heated Pool - Pensioner concession - 25% discount 11250 C

Swimming Lessons Swimming Lessons - 1st child Per 1/2 hour / child 11250 C $ 13.64 $ 1.36 $ 15.00 p Swimming Lessons - 2nd or more children Per 1/2 hour / child 11250 C $ 12.73 $ 1.27 $ 14.00 p Private Swimming Lesson Per 1/2 hour 11250 C $ 36.36 $ 3.64 $ 40.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Recreation & Culture Per Local law, Policy) Code CODE GST GST applicable 18/19 Other Classes Aqua Aerobics - per class Per session 11250 C $ 13.64 $ 1.36 $ 15.00 q Aqua Aerobics - per course (10 classes) Per course 11250 C $ 127.27 $ 12.73 $ 140.00 q 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Recreation & Culture Per Local law, Policy) Code CODE GST GST applicable 18/19

Hall & Pavilion Hire Fees & Charges LGA S6.16 Town Hall - Community Groups, Clubs & School Less than 4 Receptions, Dinners, Private parties etc. Hours 11150 C $ 68.18 $ 6.82 $ 75.00 Receptions, Dinners, Private parties etc. Full Day 11150 C $ 131.82 $ 13.18 $ 145.00 Per hr (2 hrs Meetings, Seminars etc. min) 11150 C $ 18.18 $ 1.82 $ 20.00 Use of Kitchen facilities only Per Hour 11150 C $ 13.64 $ 1.36 $ 15.00 Less than 4 Use of Kitchen facilities only Hours 11150 C $ 50.00 $ 5.00 $ 55.00 Use of Kitchen facilities only Full Day 11150 C $ 100.00 $ 10.00 $ 110.00 Sporting events - Badminton, Yoga, etc. Per hour 11150 C $ 13.64 $ 1.36 $ 15.00 Per Hour (min 2 Set up / rehearsal hrs) 11150 C $ 18.18 $ 1.82 $ 20.00 Town Hall - Commercial / Private Less than 4 Receptions, Dinners, Private parties etc. Hours 11150 C $ 100.00 $ 10.00 $ 110.00 Receptions, Dinners, Private parties etc. Full Day 11150 C $ 196.36 $ 19.64 $ 216.00 Per hr (2 hrs Meetings, Seminars etc. min) 11150 C $ 27.27 $ 2.73 $ 30.00 Use of Kitchen facilities only Per Hour 11150 C $ 18.18 $ 1.82 $ 20.00 Less than 4 Use of Kitchen facilities only Hours 11150 C $ 68.18 $ 6.82 $ 75.00 Use of Kitchen facilities only Full Day 11150 C $ 131.82 $ 13.18 $ 145.00 Sporting events - Badminton, Yoga, etc. Per hour 11150 C $ 18.18 $ 1.82 $ 20.00 Per Hour (min 2 Set up / rehearsal hrs) 11150 C $ 27.27 $ 2.73 $ 30.00 Town Hall - Bonds Receptions, Dinners, Private parties, weddings etc. (with alcohol) T13 N $ 200.00 $ - $ 200.00 p **Bonds will be refunded after inspection / return of key and additional 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Recreation & Culture Per Local law, Policy) Code CODE GST GST applicable 18/19

CWA Hall Hire - Community Groups, Clubs & School Hire of CWA Hall Per Hour 11150 C $ 4.55 $ 0.45 $ 5.00 Less than 4 Hire of CWA Hall Hours 11150 C $ 18.18 $ 1.82 $ 20.00 Hire of CWA Hall Full Day 11150 C $ 32.73 $ 3.27 $ 36.00 Set up / rehearsal Per hour 11150 C $ 4.55 $ 0.45 $ 5.00 CWA Hall Hire - Commercial Private Hire of CWA Hall Per Hour 11150 C $ 5.45 $ 0.55 $ 6.00 Less than 4 Hire of CWA Hall Hours 11150 C $ 22.73 $ 2.27 $ 25.00 Hire of CWA Hall Full Day 11150 C $ 40.91 $ 4.09 $ 45.00 CWA Hall Equipment Hire Hire of Plastic Trestle Tables per table Per table 11150 C $ 5.00 $ 0.50 $ 5.50 Hire of Plastic Chairs - per chair Per chair 11150 C $ 1.00 $ 0.10 $ 1.10

Corrigin Recreation & Events Centre - Community Groups, Clubs & School Less than 4 Function room, includes Kitchen - Reception, dinners, private parties etc. Hours 11351 C $ 118.18 $ 11.82 $ 130.00 Function room, includes Kitchen - Reception, dinners, private parties etc Full Day 11351 C $ 236.36 $ 23.64 $ 260.00 Per Hour (min 2 Meeting Or Office Rooms hrs) 11351 C $ 13.64 $ 1.36 $ 15.00 Meeting Or Office Rooms Per Day 11351 C $ 45.45 $ 4.55 $ 50.00 Use of kitchen facilities only Per Hour 11351 C $ 18.18 $ 1.82 $ 20.00 Half Day - less Use of kitchen facilities only than 4 hours 11351 C $ 45.45 $ 4.55 $ 50.00 Use of kitchen facilities only Full Day 11351 C $ 90.91 $ 9.09 $ 100.00 Kiosk only per day 11351 C $ 36.36 $ 3.64 $ 40.00 Kiosk plus kitchen hire per day 11351 C $ 109.09 $ 10.91 $ 120.00 Per Hour (min 2 Set up / rehearsal hrs) 11150 C $ 22.73 $ 2.27 $ 25.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Recreation & Culture Per Local law, Policy) Code CODE GST GST applicable 18/19 Corrigin Recreation & Events Centre - Commercial / Private Less than 4 Function room, includes Kitchen - Reception, dinners, private parties etc. Hours 11351 C $ 181.82 $ 18.18 $ 200.00 Function room, includes Kitchen - Reception, dinners, private parties etc Full Day 11351 C $ 363.64 $ 36.36 $ 400.00 Per Hour (min 2 Meeting Or Office Rooms hrs) 11351 C $ 18.18 $ 1.82 $ 20.00 Meeting Or Office Rooms Per Day 11351 C $ 90.91 $ 9.09 $ 100.00 Use of kitchen facilities only Per Hour 11351 C $ 27.27 $ 2.73 $ 30.00 Half Day - less Use of kitchen facilities only than 4 hours 11351 C $ 68.18 $ 6.82 $ 75.00 Use of kitchen facilities only Full Day 11351 C $ 131.82 $ 13.18 $ 145.00 Kiosk only per day 11351 C $ 72.73 $ 7.27 $ 80.00 Kiosk plus kitchen hire per day 11351 C $ 181.82 $ 18.18 $ 200.00 Per Hour (min 2 Set up / rehearsal hrs) 11150 C $ 27.27 $ 2.73 $ 30.00 Low impact classes - yoga etc - ***Once 100hrs have been booked/paid a discounted rate of Per Hour (min 1 $20.00 ph will apply thereafter hr) 11150 C $ 22.73 $ 2.27 $ 25.00 Indoor Court area Sports Hall - Sporting Activity - ***Once 100hrs have been booked/paid a discounted rate of $20.00 ph will apply thereafter Per Hour 11351 C $ 22.73 $ 2.27 $ 25.00 p Sports Hall - Reception POA* 11351 C $ - $ - *POA - Price on application - to be approved by the CEO 11351 C $ - $ - 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Recreation & Culture Per Local law, Policy) Code CODE GST GST applicable 18/19 Squash Court Squash Court Per Hour 11351 C $ 13.64 $ 1.36 $ 15.00 p Squash Court Membership Membership - Individual Monthly 11351 C $ 31.82 $ 3.18 $ 35.00 Membership - Individual Quarterly 11351 C $ 81.82 $ 8.18 $ 90.00 Membership - Individual Annually 11351 C $ 290.91 $ 29.09 $ 320.00 Membership - Family Monthly 11351 C $ 116.36 $ 11.64 $ 128.00 Membership - Family Quarterly 11351 C $ 283.64 $ 28.36 $ 312.00 Membership - Family Annually 11351 C $ 763.64 $ 76.36 $ 840.00 Change Rooms Change rooms only Per day 11351 C $ 45.45 $ 4.55 $ 50.00 Miscellaneous Fee Swipe card deactivation / activation fee 11351 C $ 27.27 $ 2.73 $ 30.00 * In the event that a CREC swipe key is not returned within the required timeframe and the swipe card is deactivated to ensure security of the building, the above key deactivation fee will apply. Should the key be returned and the swipe card re-activated, the above fee will be applicable again 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Recreation & Culture Per Local law, Policy) Code CODE GST GST applicable 18/19

Facility Bonds Key bonds - applicable to all facilities per key T13 N $ 50.00 $ - $ 50.00 Lost key replacement fee (key bond withheld to cover fee) per key C $ 45.45 $ 4.55 $ 50.00 If Council determines that due to a lost key that locks to the facility need to be replace, the hirer, in addition to the above fee will be charged Actual for replacing locks and keys plus the replacement key fee. C Actual Costs + Lost key replacement fee Corrigin Recreation & Events Centre Bond - for large events / weddings/ birthday parties Per hire T13 $ 500.00 $ 500.00 **Bonds will be refunded after inspection / return of key and additional

Other fees - All Facilities Basic Cleaning Fee Per Hour C $ 59.09 $ 5.91 $ 65.00 Booking cancellation - more than 14 days notice Per booking C 20% of fee payable Booking cancellation - Less than 14 days notice C 100% of fee payable Back up booking fee Per booking C $ 22.73 $ 2.27 $ 25.00

*back up booking fee (non-refundable) is applicable where a venue is temporary booked as a back up facility. Should the facility be used, this fee will be deducted from the Hire Fee Call out fee - Lock / Unlock, Activate / inactive alarm C $ 227.27 $ 22.73 $ 250.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Recreation & Culture Per Local law, Policy) Code CODE GST GST applicable 18/19 Annual Rentals of Main Oval & Recreation Facilities Corrigin Football Club Per Season 11350 C $ 3,636.36 $ 363.64 $ 4,000.00 Corrigin Ladies Hockey Club Per Season Increase-lights & facility usage 11350 C $ 1,818.18 $ 181.82 $ 2,000.00 p Corrigin Cricket Club Per Season 11350 C $ 1,363.64 $ 136.36 $ 1,500.00 Corrigin Netball Club Per Season Increase-lights & facility usage 11350 C $ 1,818.18 $ 181.82 $ 2,000.00 p Swimming Club Levy Per Season C $ 209.09 $ 20.91 $ 230.00 Corrigin Agricultural Society Per Season 11350 C $ 272.73 $ 27.27 $ 300.00 Squash Club Per Season 11350 C $ 272.73 $ 27.27 $ 300.00 Basketball Club - Junior Per Season 11350 C $ 227.27 $ 22.73 $ 250.00 Storage Cage Fee Per Season 11350 C $ 272.73 $ 27.27 $ 300.00 p

Oval and Oval Lights: Half Power (per hour) Per hour 11352 C $ 45.45 $ 4.55 $ 50.00 p Full Power (per hour) Per hour 11352 C $ 90.91 $ 9.09 $ 100.00 p Oval Hire Only (per day) Per Day 11352 C $ 72.73 $ 7.27 $ 80.00 p Oval Hire with cricket pitch preparation (per day) Per Day 11352 C $ 227.27 $ 22.73 $ 250.00 Sporting Carnivals, includes use of oval, change rooms Kitchen / kiosk Per day C $ 90.91 $ 9.09 $ 100.00

Tourism Books Corrigin History Book Per book 11651 C $ 10.00 $ 1.00 $ 11.00 Moments in Time Per book 13225 C $ 31.82 $ 3.18 $ 35.00 p Moments in Time, including postage Per book 13225 C $ 50.00 $ 5.00 $ 55.00 p

Library Services LGA S6.16 Lost/Damaged books 11501 Actual cost +20%

Note: Statutory fees are subject to change without notice if regulations are amended SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Economic Services Per Local law, Policy) Code CODE GST GST applicable 18/19

Department of Commerce - Building Fees Building Act Fees 2018/19

Certified Application for a Building Permit - Building Classification 1a & 10 - Minimum Fee Minimum fee 13350 F $ 105.00 $ - $ 105.00 p Certified Application for a Building Permit - Building Classification 1a & 10 $ * % 0.19% Certified Application for a Building Permit - Building Classification 1b, 2-9 - Minimum Fee Minimum fee 13350 F $ 105.00 $ - $ 105.00 p Certified Application for a Building Permit - Building Classification 1b, 2-9 $ * % F 0.09% Uncertified Building Application Minimum fee 13350 F $ 97.70 $ 105.00 p Uncertified Building Application $ * % F 0.32% Demolition Permit Demolition Permit - 1a & 10 13350 F $ 105.00 $ - $ 105.00 p Demolition Permit 1b, 2-9 Per storey 13350 F $ 105.00 $ - $ 105.00 p Application to extend the time during which a building of demolition permit has effect 13350 F $ 105.00 $ - $ 105.00 p Other Building Fees Application for an occupancy permit for completed buildings 13350 F $ 105.00 $ - $ 105.00 p Application for a temporary occupancy permit for incomplete buildings 13350 F $ 105.00 $ - $ 105.00 p Application for modification of an occupancy permit for additional use of building on a temporary basis 13350 F $ 105.00 $ - $ 105.00 p Application for a replacement occupancy permit for permanent change of building’s use, classification 13350 F $ 105.00 $ - $ 105.00 p Application for occupancy permit or building approval certificate for registration of strata scheme, plan of subdivision - Minimum Fee Minimum fee 13350 F $ 107.70 $ - $ 107.70 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Economic Services Per Local law, Policy) Code CODE GST GST applicable 18/19 Application for occupancy permit or building approval certificate for registration of strata scheme, plan of subdivision Per unit 13350 F $ 10.80 $ - $ 10.80 Application for occupancy certificate for a building in respect of which unauthorised work has been done $ * % F 0.18% $ - Application for a building approval certificate for an existing building where unauthorised work has not been done Minimum fee 13350 F $ 97.70 $ 105.00 Application for a building approval certificate for an existing building where unauthorised work has not been done $* % 13350 F 0.38% $ - $ 105.00 p Application to extend the time during which an occupancy permit or building approval certificate has effect 13350 F $ 105.00 $ - $ 105.00 p Building Service Levy

Building Permit Certified or Uncertified Less then $45,000 (includes BSL Admin Fee) Minimum fee T3 N $ 61.65 $ - $ 61.65 Building Permit Certified or Uncertified $45,000 or over T3 N 0.137% Demolition Licence < $45,000 (Includes BSL Admin Fee) Minimum fee T3 N $ 61.65 $ - $ 61.65 Demolition Licence >$45,000 T3 N 0.137% Occupancy Permit (Includes BSL Admin Fee) T3 N $ 61.65 $ - $ 61.65 Unauthorised Building work less then $45,000 Minimum fee T3 N $ 123.30 $ - $ 123.30 Unauthorised Building work $45,000 or over T3 N 0.274% BSL Admin Fee (to be withheld by the permit authority) 13351 F $ 5.00 $ - $ 5.00 BCITF Levy BCITF Levy T2 N 0.20% BCITF Admin Fee (to be withheld by the permit authority) 13352 F $ 8.25 $ - $ 8.25

Private Swimming Pool Inspection fees One Off Swimming Pool Inspection - requested by owner/agent outside mandatory inspection regime 10650 C $ 136.36 $ 13.64 $ 150.00 Mandatory Swimming Pool Inspection Fee - Every 4 years Building Regs, S53 10650 C $ 52.23 $ 5.22 $ 57.45

Dog Cemetery Dog Burial Fee Per Burial 13251 C $ 227.27 $ 22.73 $ 250.00 Dog Burial Fee (weekends, public holidays or RDO) Per Burial 13251 C $ 454.55 $ 45.45 $ 500.00 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Economic Services Per Local law, Policy) Code CODE GST GST applicable 18/19 Standpipes Commercial standpipe water usage - Connolly Parade North and Bullaring per 1000 litres 13750 F $ 8.35 $ - $ 8.35 p Community standpipe water usage - Connolly Parade South per 1000 litres 13750 F $ 2.53 $ - $ 2.53 p Application for standpipe access (includes swipe card) Per application 13750 C $ 22.73 $ 2.27 $ 25.00 p Application for replacement and additional standpipe swipe card Per card 13750 C $ 22.73 $ 2.27 $ 25.00 p Deactivating swipe card due to non payment Per card 13750 C $ 31.82 $ 3.18 $ 35.00

Saleyards Saleyards Commissions (per sale/per head): Per head 13450 C $ 0.41 $ 0.04 $ 0.45 p

Note: Statutory fees are subject to change without notice if regulations are amended SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Transport Per Local law, Policy) Code CODE GST GST applicable 18/19 Crossover Fees Local Govt Act 1995 s6.16 Crossover - subsidy allowance (50% council contribution) 12254 F $ 817.75 $ - $ 817.75 Crossover inspection fee per crossover (one per block) 12254 C $ 29.09 $ 2.91 $ 32.00

Road Closures Road Traffic Act Street event - supply and removal of single road closure signage (basic signs only) Per event 12254 C $ 124.05 $ 12.40 $ 136.45 Street event - bond for damages to signage and road infrastructure assets 12254 N $ 500.00 Application - temporary - up to 4 weeks - administration 12254 C At Costs Application - permanent - administration 12254 C At Costs *Actual costs includes recovery of advertising, legal fees, and incidentals

Directional Signage Local Govt Act 1995 s6.16 Rural street numbering Per sign 12254 C $ 31.82 $ 3.18 $ 35.00 p Sign on an existing post Per sign 12254 C $ 204.55 $ 20.45 $ 225.00 Sign on and new post Per sign 12254 C $ 295.45 $ 29.55 $ 325.00

Note: Statutory fees are subject to change without notice if regulations are amended SHIRE OF CORRIGIN SCHEDULE FEES & CHARGES 2019/2020

2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Other Property & Services Per Local law, Policy) Code CODE GST GST applicable 18/19 Other Debt Recovery

Dishonour fee (includes administration fee) LGA S6.16 14553 C $ 32.73 $ 3.27 $ 36.00 Debt recovery fee - administration fee 03119 C Actual Costs

Materials for sale LGA S6.16 Screened Gravel (per tonne) Per tonne 13851 C $ 54.55 $ 5.45 $ 60.00 Blue Metal (per tonne) Per tonne 14154 C $ 72.73 $ 7.27 $ 80.00 Blue Metal Dust (per tonne) Per tonne 14154 C $ 54.55 $ 5.45 $ 60.00 Premix (per tonne) Per tonne 14154 C $ 181.82 $ 18.18 $ 200.00 Concrete (per cubic metre) Includes delivery within town site 5m³ or more Per cubic mtr 14154 C $ 278.18 $ 27.82 $ 306.00 Concrete (per cubic metre) Includes delivery 2.5m³ to 5m³ Per cubic mtr 14154 C $ 325.45 $ 32.55 $ 358.00 (minimum concrete supply 2.5m³) $2 per km to travel out of town site. 14154 C $ 1.82 $ 0.18 $ 2.00 2 $20 per m for setting up for cement works. 14154 C $ 18.18 $ 1.82 $ 20.00 Concrete 25 MPA Per cubic mtr 14154 C $ 278.18 $ 27.82 $ 306.00 Concrete 30 MPA Per cubic mtr 14154 C $ 300.91 $ 30.09 $ 331.00 Concrete 40 MPA Per cubic mtr 14154 C $ 323.64 $ 32.36 $ 356.00 Top Soil (per tonne) Per tonne 14154 C $ 18.18 $ 1.82 $ 20.00 Sand (per tonne) Per tonne 14154 C $ 36.36 $ 3.64 $ 40.00 Washed/Creek Sand (per tonne) Per tonne 14154 C $ 40.91 $ 4.09 $ 45.00 Mixed Gravel and Yellow Sand (per tonne) Per tonne 14154 C $ 27.27 $ 2.73 $ 30.00 Normal Gravel (per tonne) Per tonne 14154 C $ 18.18 $ 1.82 $ 20.00 Kerbs (each) each 14154 C $ 2.18 $ 0.22 $ 2.40 Concrete Slabs (each) each 14154 C $ 2.18 $ 0.22 $ 2.40 Mulch/Woodchips (per cubic Metre) Per cubic mtr 14154 C $ 20.00 $ 2.00 $ 22.00 - All materials delivery at cost

Gravel Royalties (Payable to landowners when gravel is extracted from property) Per cubic mtr 14102 C $ 0.50 $ 0.05 $ 0.55 2019/20 Fees including Variance Reference (Act, Regulation, G/L GST Fees Exc GST if from Other Property & Services Per Local law, Policy) Code CODE GST GST applicable 18/19

Plant Hire Rates - Private Works - per hour LGA S6.16 Graders Per hour 14154 C $ 181.82 $ 18.18 $ 200.00 p 13 Tonne Truck CR5 Per hour 14154 C $ 177.27 $ 17.73 $ 195.00 p 6 Tonne Truck CR4 Per hour 14154 C $ 159.09 $ 15.91 $ 175.00 p Crew cab Per hour 14154 C $ 145.45 $ 14.55 $ 160.00 Ute Per hour 14154 C $ 109.09 $ 10.91 $ 120.00 Prime Mover & Tipping Trailer Per hour 14154 C $ 168.18 $ 16.82 $ 185.00 p Prime Mover & Lowbed Trailer Per hour 14154 C $ 168.18 $ 16.82 $ 185.00 p Concrete Truck Per hour 14154 C $ 213.64 $ 21.36 $ 235.00 p Road Train Per hour 14154 C $ 213.64 $ 21.36 $ 235.00 p Water Truck Per hour 14154 C $ 213.64 $ 21.36 $ 235.00 p Large Loaders CR8 & CR14 Per hour 14154 C $ 186.36 $ 18.64 $ 205.00 p Small Loaders CR2 Per hour 14154 C $ 177.27 $ 17.73 $ 195.00 p Multi-Wheel Roller Per hour 14154 C $ 190.91 $ 19.09 $ 210.00 p Pannell Vibrating Roller Per hour 14154 C $ 177.27 $ 17.73 $ 195.00 p Excavator Per hour 14154 C $ 181.82 $ 18.18 $ 200.00 p Cherry Picker Per hour 14154 C $ 150.00 $ 15.00 $ 165.00 p Skid Steel Loader Per hour 14154 C $ 140.91 $ 14.09 $ 155.00 p Caterpillar Forklift Per hour 14154 C $ 168.18 $ 16.82 $ 185.00 p Kubota Mower Per hour 14154 C $ 140.91 $ 14.09 $ 155.00 p Spray Trailer Per hour 14154 C $ 140.91 $ 14.09 $ 155.00 p Stump Muncher (Including Tractor) Per hour 14154 C $ 177.27 $ 17.73 $ 195.00 p Small Tractor Per hour 14154 C $ 122.73 $ 12.27 $ 135.00 p Large Tractor Per hour 14154 C $ 122.73 $ 12.27 $ 135.00 p SP Roller (Small) Per hour 14154 C $ 159.09 $ 15.91 $ 175.00 p Other small misc equipment Per Day 14154 C $ 72.73 $ 7.27 $ 80.00 p **All equipment is hired as wet hire - plant & operator - if works are to be carried out outside of ordinary hours or on weekends, RDO or public holidays an increase of 30% will apply per hour Charges for private works carried out by Council are based on recovery of plant operating costs, employee costs and administration costs. Labour rates - Private Works - per additional staff required exc Plant Labour - ordinary hours (Mon- Friday) 7am to 4pm per hour 14154 C 77.27 7.73 $ 85.00 p Overtime labour rate will be rated at 1.5* labour per hour rate (Mon-Friday-after hours) Per hour 14154 C $ 115.91 $ 11.59 $ 127.50 p Per hour (min 3 Overtime labour rate will be rated at 2* labour per hour rate (Sat & Sun) hrs) 14154 C $ 154.55 $ 15.45 $ 170.00 p Per hour (min 3 Overtime labour rate will be rated at 3.5* labour per hour rate (public holiday) hrs) 14154 C $ 270.45 $ 27.05 $ 297.50 p

Note: Statutory fees are subject to change without notice if regulations are amended

D E L E G A T I O N R E G I S T E R

Current as at 18 June 2019

Table of Contents

1 LOCAL GOVERNMENT ACT 1995 DELEGATIONS ...... 1 Council to Committees of Council ...... 1 1.1.1 Audit and Risk Committee...... 1 Council to CEO ...... 2 1.2.1 Appoint Authorised Persons ...... 2 1.2.2 Powers of Entry ...... 3 1.2.3 Declare Vehicle is Abandoned Vehicle Wreck ...... 4 1.2.4 Confiscated or Uncollected Goods ...... 5 1.2.5 Disposal of Sick or Injured Animals ...... 6 1.2.6 Close Thoroughfares to Vehicles ...... 7 1.2.7 Expressions of Interest for Goods and Services ...... 8 1.2.8 Tenders for Goods and Services...... 9 1.2.9 Panels of Pre-Qualified Suppliers for Goods and Services...... 12 1.2.10 Application of Regional Price Preference Policy ...... 14 1.2.11 Disposing of Property ...... 15 1.2.12 Payments from the Municipal or Trust Funds ...... 17 1.2.13 Defer, Grant Discounts, Waive or Write Off Debts ...... 18 1.2.14 Power to Invest and Manage Investments ...... 20 1.2.15 Rate Record Amendment...... 21 1.2.16 Agreement as to Payment of Rates and Service Charges...... 22 1.2.17 Recovery of Rates or Service Charges ...... 23

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1.2.18 Recovery of Rates Debts – Require Lessee to Pay Rent ...... 24 1.2.19 Recovery of Rates Debts - Actions to Take Possession of the Land ...... 25 1.2.20 Rate Record – Objections ...... 26 CEO to Employees ...... 27 1.3.1 Financial Management Systems and Procedures ...... 27

2 BUILDING ACT 2011 DELEGATIONS ...... 28 Council to CEO / Employees ...... 28 2.1.1 Grant a Building Permit ...... 28 2.1.2 Demolition Permits ...... 29 2.1.3 Occupancy Permits or Building Approval Certificates ...... 30 2.1.4 Designate Employees as Authorised Persons...... 31 2.1.5 Building Orders ...... 32 2.1.6 Inspection and Copies of Building Records ...... 34 2.1.7 Referrals and Issuing Certificates ...... 35 Private Pool Barrier – Alternative and Performance Solutions ...... 36 2.1.8 Smoke Alarms – Alternative Solutions ...... 37

3 BUSH FIRES ACT 1954 DELEGATIONS ...... 38 Council to CEO, President and Bush Fire Control Officer ...... 38 3.1.1 Make Request to FES Commissioner – Control of Fire ...... 38 3.1.2 Prohibited Burning Times - Vary ...... 39 3.1.3 Prohibited Burning Times – Control Activities ...... 40 3.1.4 Restricted Burning Times – Vary and Control Activities ...... 41 3.1.5 Control of Operations Likely to Create Bush Fire Danger ...... 43 3.1.6 Burning Garden Refuse / Open Air Fires ...... 44 3.1.7 Firebreaks ...... 46 3.1.8 Appoint Bush Fire Control Officer/s and Fire Weather Officer ...... 47 3.1.9 Control and Extinguishment of Bush Fires ...... 48 3.1.10 Recovery of Expenses Incurred through Contraventions of this Act ...... 49 3.1.11 Prosecution of Offences ...... 50

4 CAT ACT 2011 DELEGATIONS ...... 51 Council to CEO ...... 51 4.1.1 Cat Registrations ...... 51 4.1.2 Cat Control Notices ...... 52 4.1.3 Approval to Breed Cats ...... 53 4.1.4 Appoint Authorised Persons ...... 54 4.1.5 Recovery of Costs – Destruction of Cats ...... 55 4.1.6 Applications to Keep Additional Cats ...... 56

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4.1.7 Reduce or Waiver Registration Fee ...... 57

5 DOG ACT 1974 DELEGATIONS ...... 58 Dog Act Delegations Council to CEO ...... 58 5.1.1 Part Payment of Sterilisation Costs / Directions to Veterinary Surgeons ...... 58 5.1.2 Refuse or Cancel Registration ...... 59 5.1.3 Appoint Authorised Persons ...... 61 5.1.4 Recovery of Moneys Due Under this Act ...... 62 5.1.5 Dispose of or Sell Dogs Liable to be Destroyed ...... 63 5.1.6 Dangerous Dog Declared or Seized – Deal with Objections and Determine when to Revoke ...... 64 5.1.7 Determine Recoverable Expenses for Dangerous Dog Declaration ...... 65

6 FOOD ACT 2008 DELEGATIONS ...... 66 Council to CEO ...... 66 6.1.1 Determine Compensation ...... 66 6.1.2 Prohibition Orders ...... 67 6.1.3 Food Business Registrations ...... 68 6.1.4 Appoint Authorised Officers and Designated Officers ...... 69 6.1.5 Debt Recovery and Prosecutions ...... 70 6.1.6 Food Businesses List – Public Access ...... 71

7 PUBLIC HEALTH ACT 2015 DELEGATIONS ...... 72 Council to CEO ...... 72 7.1.1 Appoint Authorised Officer or Approved Officer (Asbestos Regs)...... 72 7.1.2 Enforcement Agency Reports to the Chief Health Officer ...... 73 7.1.3 Designate Authorised Officers ...... 74 7.1.4 Determine Compensation for Seized Items ...... 75 7.1.5 Commence Proceedings ...... 76

8 STATUTORY AUTHORISATIONS AND DELEGATIONS TO LOCAL GOVERNMENT FROM STATE GOVERNMENT ENTITIES ...... 77 Environmental Protection Act 1986 ...... 77 8.1.1 Noise Control – Environmental Protection Notices [Reg.65(1)] ...... 77 8.1.2 Noise Management Plans – Keeping Log Books, Noise Control Notices, Calibration and Approval of Non-Complying Events ...... 78 8.1.3 Noise Management Plans – Construction Sites ...... 79 Planning and Development Act 2005 ...... 80 8.2.1 Instrument of Authorisation - Sign Development Applications for Crown Land as Owner ...... 80 8.2.2 WA Planning Commission – Section 25 of the Strata Titles Act 1985 ...... 83 Main Roads Act 1930 ...... 84

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8.3.1 Traffic Management - Events on Roads ...... 84 8.3.2 Traffic Management – Road Works ...... 87 Road Traffic (Vehicles) Act 2012 ...... 89 8.4.1 Approval for Certain Local Government Vehicles as Special Use Vehicles .... 89

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1. Local Government Act 1995 Delegations

1 Local Government Act 1995 Delegations

Council to Committees of Council

1.1.1 Audit and Risk Committee

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Local Government Act 1995: Delegate: s.5.16 Delegation of some powers and duties to certain committees Power that enables a delegation s.7.1B Delegation of some powers and duties to audit committees to be made Express Power or Duty Local Government Act 1995: Delegated: s.7.12A(2), (3) & (4) Duties of Local Government with respect to audits

Delegate: Audit and Risk Committee Function: 1. Authority to meet with the City’s Auditor at least once every This is a precis only. year on behalf of the Council [s.7.12A(2)]. Delegates must act with full understanding of the 2. Authority to: legislation and conditions relevant to this delegation. i. examine the report of the Auditor and determine matters that require action to be taken by the Shire of Corrigin; and ii. ensure that appropriate action is taken in respect of those matters [s.7.12A(3)]. 3. Authority to review and endorse the Shire of Corrigin’s report on any actions taken in response to an Auditor’s report, prior to it being forwarded to the Minister [s.7.12A(4)]. Council Conditions a. This delegation is not to be used where a Management on this Delegation: Letter or Audit Report raises significant issues and the Local Government’s meeting with the Auditor must be directed to the Council. Express Power to Sub- NIL. Sub-delegation is prohibited by s.7.1B. Delegate:

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2. Building Act 2011 Delegations

Council to CEO

1.2.1 Appoint Authorised Persons

Delegate: Chief Executive Officer Function: 1. Authority to appoint persons or classes of persons as This is a precis only. authorised persons for the purpose of fulfilling prescribed Delegates must act with full functions within the Local Government Act 1995 and its understanding of the legislation and conditions subsidiary legislation, including Local Government Act relevant to this delegation. Regulations, the Local Government (Miscellaneous Provisions) Act 1960 and Local Laws made under the Local Government Act. [s.3.24 and s.9.10]. 2. Authority to appoint ‘authorised officers’ under Regulation 70(2) of the Building Regulations 2012 and section 9.16 of the Local Government Act 1995 for the purposes of issuing Building Act 2011 Infringement Notices in accordance with section 6(b) of the Criminal Procedures Act 2004. (Building Reg.70(2) prescribes s.9.10(1) of the Local Government Act 1995 as the enabling power for appointment of ‘authorised officers’.) 3. Authority to appoint authorised person for the purposes of section 15 the Graffiti Vandalism Act 2016, which prescribes Part 9 of the Local Government Act 1995 as the enabling power. Council Conditions a. A register of Authorised Persons is to be maintained as a on this Delegation: Local Government Record.

b. Only persons who are appropriately qualified and trained may be appointed as Authorised persons. Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.2 Powers of Entry

Delegate: Chief Executive Officer Function: 1. Authority to exercise powers of enter to enter onto land to This is a precis only. perform any of the local Government functions under this Delegates must act with full Act, other than entry under a Local Law [s.3.28]. understanding of the legislation and conditions 2. Authority to give notice of entry [s.3.32]. relevant to this delegation. 3. Authority to seek and execute an entry under warrant [s.3.33]. 4. Authority to execute entry in an emergency, using such force as is reasonable [s.3.34(1) and (3)]. 5. Authority to give notice and effect entry by opening a fence [s.3.36]. Council Conditions a. Delegated authority may only be used, where there is on this Delegation: imminent or substantial risk to public safety or property.

Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.3 Declare Vehicle is Abandoned Vehicle Wreck

Delegate: Chief Executive Officer Function: 1. Declare that an impounded vehicle is an abandoned This is a precis only. vehicle wreck [s.3.40A(4)]. Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions a. Disposal of a declared abandoned vehicle wreck to be on this Delegation: undertaken in accordance with Delegated Authority 1.2.4 Disposing of Confiscated or Uncollected Goods or alternatively, referred for Council decision. Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.4 Confiscated or Uncollected Goods

Delegate: Chief Executive Officer Function: 1. Authority to refuse to allow goods impounded under s.3.39 This is a precis only. or 3.40A to be collected until the costs of removing, Delegates must act with full impounding and keeping them have been paid to the local understanding of the legislation and conditions government. [s.3.46] relevant to this delegation. 2. Authority to sell or otherwise dispose of confiscated or uncollected goods or vehicles that have been ordered to be confiscated under s.3.43 [s.3.47]. 3. Authority to recover expenses incurred for removing, impounding, and disposing of confiscated or uncollected goods [s.3.48]. Council Conditions a. Disposal of confiscated or uncollected goods, including on this Delegation: abandoned vehicles, with a market value less than $20,000 may, in accordance with Functions and General Regulation 30, be disposed of by any means considered to provide best value, provided the process is transparent and accountable. Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.5 Disposal of Sick or Injured Animals

Delegate: Chief Executive Officer Function: 1. Authority to determine when an impounded animal is ill or This is a precis only. injured, that treating it is not practicable, and to humanely Delegates must act with full destroy the animal and dispose of the carcass [s.3.47A(1)]. understanding of the legislation and conditions 2. Authority to recover expenses incurred for removing, relevant to this delegation. impounding, and disposing of confiscated or uncollected goods [s.3.48]. Council Conditions a. Delegation only to be used where the Delegate’s on this Delegation: reasonable efforts to identify and contact an owner have failed. Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.6 Close Thoroughfares to Vehicles

Delegate: Chief Executive Officer Function: 1. Authority to close a thoroughfare (wholly or partially) to This is a precis only. vehicles or particular classes of vehicles for a period not Delegates must act with full exceeding 4-weeks [s.3.50(1)]. understanding of the legislation and conditions 2. Authority to determine to close a thoroughfare for a period relevant to this delegation. exceeding 4-weeks and before doing so, to:  give; public notice, written notice to the Commissioner of Main Roads and written notice to prescribed persons and persons that own prescribed land; and  consider submissions relevant to the road closure/s proposed [s.3.50(1a), (2) and (4)]. 3. Authority to revoke an order to close a thoroughfare [s.3.50(6)]. 4. Authority to partially and temporarily close a thoroughfare without public notice for repairs or maintenance, where it is unlikely to have significant adverse effect on users of the thoroughfare [s.3.50A] 5. Before doing anything to which section 3.51 applies, take action to notify affected owners and give public notice that allows reasonable time for submissions to be made and consider any submissions made before determining to fix or alter the level or alignment of a thoroughfare or draining water from a thoroughfare to private land [s3.51]. Council Conditions a. If, under s.3.50(1), a thoroughfare is closed without giving on this Delegation: local public notice, local public notice is to be given as soon as practicable after the thoroughfare is closed [s.3.50(8)]. b. Maintain access to adjoining land [s.3.52(3)] (relevant to a Townsite only). Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.7 Expressions of Interest for Goods and Services

Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.8 Tenders for Goods and Services

Delegator: Local Government Power / Duty assigned in legislation to: Express Power to Local Government Act 1995: Delegate: s.5.42 Delegation of some powers or duties to the CEO Power that enables a delegation s.5.43 Limitations on delegations to the CEO to be made Express Power or Duty Local Government Act 1995: Delegated: s.3.57 Tenders for providing goods or services Local Government (Functions and General) Regulations 1996: r.11 When tenders have to be publicly invited r.13 Requirements when local government invites tenders though not required to do so r.14 Publicly inviting tenders, requirements for r.18 Rejecting and accepting tenders r.20 Variation of requirements before entry into contract r.21A Varying a contract for the supply of goods or services Delegate: Chief Executive Officer Function: 1. Authority to call tenders [F&G r.11(1)]. This is a precis only. Delegates must act with full 2. Authority to, because of the unique nature of the goods or understanding of the services or for any other reason it is unlikely that there is legislation and conditions more than one supplier, determine a sole supplier relevant to this delegation. arrangement [F&G r.11(f)]. 3. Authority to undertake tender exempt procurement, in accordance with the Purchasing Policy requirements, where the total consideration under the resulting contract is $200,000 or less and the expense is included in the adopted Annual Budget [F&G.r.11(2). 4. Authority to invite tenders although not required to do so [F&G r.13]. 5. Authority to determine in writing, before tenders are called, the criteria for acceptance of tenders [F&G r.14(2a)]. 6. Authority to determine the information that is to be disclosed to those interested in submitting a tender [F&G r.14(4)(a)]. 7. Authority to vary tender information after public notice of invitation to tender and before the close of tenders, taking reasonable steps to ensure each person who has sought copies of the tender information is provided notice of the variation [F&G r.14(5)]. 8. Authority to evaluate tenders, by written evaluation, and decide which is the most advantageous [F&G r.18(4)]. 9. Authority to accept, or reject tenders, only within the $value detailed as a condition on this Delegation and in accordance with the requirements of the Functions and General Regulations [F&G r.18(2) and (4)].

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2. Building Act 2011 Delegations

10. Authority to determine that a variation proposed is minor in context of the total goods or services sought through the invitation to tender, subject to a maximum 10% variation and within the $value detailed in condition (c) on this Delegation, and to then negotiate minor variations with the successful tenderer before entering into a contract [F&G r.20(1) and (3)]. 11. Authority to seek clarification from tenderers in relation to information contained in their tender submission [F&G r.18(4a)]. 12. Authority to decline any tender [F&G r.18(5)]. 13. If the chosen tenderer is unable or unwilling to form a contract OR the minor variation cannot be agreed with the successful tenderer, so that the tenderer ceases to be the chosen tenderer, authority to choose the next most advantageous tender to accept [F&G r.20(2)] 14. Authority to: i. Vary a contract that has been entered into with a successful tenderer, provided the variation/s do not change the scope of the original contract or increase the contract value beyond 10%. ii. Exercise an extension option that was included in the original tender specification and contract in accordance with r.11(2)(j). [F&G r.21A]. 15. Authority to accept another tender where within 6-months of either accepting a tender, a contract has not been entered into OR the successful tenderer agrees to terminate the contract [F&G r.18(6) & (7)]. Council Conditions a. Sole supplier arrangements may only be approved where a on this Delegation: record is retained that evidences:

i. A detailed specification; ii. The outcomes of market testing of the specification; iii. The reasons why market testing has not met the requirements of the specification; and iv. Rationale for why the supply is unique and cannot be sources through other suppliers; b. Tenders may only be called where there is an adopted budget for the proposed goods or services, with the exception being in the period immediately prior to the adoption of a new Annual Budget and where the:  proposed goods or services are required to fulfil a routine contract related to the day to day operations of the Local Government,  current supply contract expiry is imminent,

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2. Building Act 2011 Delegations

 value of the proposed new contract has been included in the draft Annual Budget proposed for adoption, and  The tender specification includes a provision that the tender will only be awarded subject to the budget adoption by the Council. c. In accordance with s.5.43, tenders may only be accepted and panels of pre-qualified suppliers established, where the total consideration under the resulting contract is $200,000 or less and the expense is included in the adopted Annual Budget. d. In accordance with the requirements of Shire of Corrigin Purchasing Policy as it relates to tendering. Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.9 Panels of Pre-Qualified Suppliers for Goods and Services

Delegate: Chief Executive Officer Function: 1. Authority to determine that a there is a continuing need for This is a precis only. the goods or services proposed to be provided by a panel Delegates must act with full of pre-qualified suppliers [F&G r.24AC(1)(b)]. understanding of the legislation and conditions 2. Authority to, before inviting submissions, determine the relevant to this delegation. written criteria for deciding which application should be for inclusion in a panel of pre-qualified suppliers should be accepted [F&G r.24AD(3)]. 3.. Authority to vary panel of pre-qualified supplier information after public notice inviting submissions has been given, taking reasonable steps to each person who has enquired or submitted an application is provided notice of the variation [F&G r.24AD(6)]. 4. Authority to reject an application without considering its merits, where it was submitted at a place and within the time specified, but fails to comply with any other requirement specified in the invitation [F&G r.24AH(2)]. 5. Authority to assess applications, by written evaluation of the extent to which the submission satisfies the criteria for deciding which applicants to accept, and decide which applications to accept as most advantageous [F&G r.24AH(3)]. 6. Authority to request clarification of information provided in a submission by an applicant [F&G r.24AH(4)]. 7. Authority to decline to accept any application [F&G r.24AH(5). 8. Authority to enter into contract, or contracts, for the supply of goods or services with a pre-qualified supplier, as part of a panel of pre-qualified suppliers for those particular goods or services [F&G r.24AJ(1)].

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2. Building Act 2011 Delegations

Council Conditions a. In accordance with s.5.43, panels of pre-qualified suppliers on this Delegation: may only be established, where the total consideration under the resulting contract is $200,000 or less and the expense is included in the adopted Annual Budget. Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

13 Delegation Register Shire of Corrigin

2. Building Act 2011 Delegations

1.2.10 Application of Regional Price Preference Policy

Delegate: Chief Executive Officer Function: 1. Authority to decide when not to apply the regional price This is a precis only. preference policy to a particular future tender [F&G r.24G]. Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions NIL on this Delegation:

Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

14 Delegation Register Shire of Corrigin

2. Building Act 2011 Delegations

1.2.11 Disposing of Property

Delegate: Chief Executive Officer Function: 1. Authority to dispose of property to: This is a precis only. Delegates must act with full (a) to the highest bidder at public auction [s.3.58(2)(a)]. understanding of the legislation and conditions (b) to the person who at public tender called by the local relevant to this delegation. government makes what is considered by the delegate to be, the most acceptable tender, whether or not it is the highest tenders [s.3.58(2)(b)] 2. Authority to dispose of property by private treaty only in accordance with section 3.58(3) and prior to the disposal, to consider any submissions received following the giving of public notice [s.3.58(3)]. Council Conditions a. Disposal of land or building assets is limited to matters on this Delegation: specified in the Annual Budget and in any other case, a Council resolution is required. b. In accordance with s.5.43, disposal of property, for any single project or where not part of a project but part of a single transaction, is limited to a maximum value of $20,000 or less. c. When determining the method of disposal:  Where a public auction is determined as the method of disposal: o Reserve price has been set by independent valuation. o Where the reserve price is not achieved at auction, negotiation may be undertaken to achieve the sale at up to a -10% variation on the set reserve price.  Where a public tender is determined as the method of disposal and the tender does not achieve a reasonable price for the disposal of the property, then the CEO is to determine if better value could be achieved through another disposal method and if so, must determine not to accept any tender and use an alternative disposal method.  Where a private treaty is determined [s.3.58(3)] as the method of disposal, authority to:

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2. Building Act 2011 Delegations

o Negotiate the sale of the property up to a -10% variance on the valuation; and o Consider any public submissions received and determine if to proceed with the disposal, ensuring that the reasons for such a decision are recorded. d. Where the market value of the property is determined as being less than $20,000 (F&G r.30(3) excluded disposal) may be undertaken:  Without reference to Council for resolution; and  In any case, be undertaken to ensure that the best value return is achieved however, where the property is determined as having a NIL market value, then the disposal must ensure environmentally responsible disposal. Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

16 Delegation Register Shire of Corrigin

2. Building Act 2011 Delegations

1.2.12 Payments from the Municipal or Trust Funds

Delegate: Chief Executive Officer Function: 1. Authority to make payments from the municipal or trust This is a precis only. funds [r.12(1)(a)]. Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions a. Authority to make payments is subject to annual budget on this Delegation: limitations.

Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

17 Delegation Register Shire of Corrigin

2. Building Act 2011 Delegations

1.2.13 Defer, Grant Discounts, Waive or Write Off Debts

Delegate: Chief Executive Officer Function: 1. Waive a debt which is owed to the Shire of Corrigin This is a precis only. [s.6.12(1)(b)]. Delegates must act with full understanding of the 2. Grant a concession in relation to money which is owed to legislation and conditions the Shire of Corrigin [s.6.12(1)(b)]. relevant to this delegation. 3. Write off an amount of money which is owed to the Shire of Corrigin [s.6.12(1)(c)] Council Conditions a. This Delegation does not apply to debts, which are on this Delegation: prescribed as debts that are taken to be a rate or service charge. b. A debt may only be waived where: i. It is up to $2,000 and considered solely on its merits. ii It is for the waiving of fees up to an amount of $500 and only where in the opinion of the Chief Executive Officer, the organisation that seeks the waiver is a charitable organisation or not for profit community groups in accordance with Policy 2.8. c. A concession may only be granted where: i. It is up to $2,000 and considered solely on its merits. ii To an amount of $500 and only where in the opinion of the Chief Executive Officer, the organisation that seeks the waiver is a charitable organisation or not for profit community groups in accordance with Policy 2.8. d. A debt may only be written off where all necessary measures have been taken to locate / contact the debtor and where costs associated continued action to recover the debt will outweigh the net value of the debt if recovered by the Shire of Corrigin. i. Limited to individual debts valued below $1,000 if it is more than 12 months old or less than $200 if it is between 90 days and 12 months old, or cumulative debts of a debtor valued below $1,000 over a 12 month period. Write off of debts greater than these values must be referred for Council decision.

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2. Building Act 2011 Delegations

Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.14 Power to Invest and Manage Investments

Delegate: Chief Executive Officer Function: 1. Authority to invest money held in the municipal fund or trust This is a precis only. fund that is not, for the time being, required for any other Delegates must act with full purpose [s.6.14(1)]. understanding of the legislation and conditions 2. Authority to establish and document internal control relevant to this delegation. procedures to be followed in the investment and management of investments [FM r.19]. Council Conditions a. All investment activity must comply with the Financial on this Delegation: Management Regulation 19C and Council Policy 2.13.

b. A report detailing the investment portfolio’s performance, exposures and changes since last reporting, is to be provided as part of the Monthly Financial Reports. c. Procedures are to be systematically documented and retained in accordance with the Record Keeping Plan, and must include references that enable recognition of statutory requirements and assign responsibility for actions to position titles. d. Procedures are to be administratively reviewed for continuing compliance and confirmed as ‘fit for purpose’ and subsequently considered by the Audit and Risk Committee at least once every 3 financial years. [Audit r.17] Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.15 Rate Record Amendment

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to determine any requirement to amend the rate This is a precis only. record for the 5-years preceding the current financial year Delegates must act with full [s.6.39(2)(b)]. understanding of the legislation and conditions relevant to this delegation. Council Conditions a. Delegates must comply with the requirements of s.6.40 of on this Delegation: the Act.

Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.16 Agreement as to Payment of Rates and Service Charges

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to make an agreement with a person for the This is a precis only. payment of rates or service charges [s.6.49]. Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions a. Agreements must be in writing and must ensure acquittal of on this Delegation: the rates or service charge debt before the next annual rates or service charges are levied. Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.17 Recovery of Rates or Service Charges

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to recover rates or service charges, as well as This is a precis only. costs of proceedings for the recovery, in a court of Delegates must act with full competent jurisdiction [s.6.56(1)]. understanding of the legislation and conditions relevant to this delegation. Council Conditions NIL on this Delegation:

Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.18 Recovery of Rates Debts – Require Lessee to Pay Rent

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to give notice to a lessee of land in respect of This is a precis only. which there is an unpaid rate or service charge, requiring Delegates must act with full the lessee to pay its rent to the Shire of Corrigin [s.6.60(2)]. understanding of the legislation and conditions 2. Authority to recover the amount of the rate or service relevant to this delegation. charge as a debt from the lessee if rent is not paid in accordance with a notice [s.6.60(4)]. Council Conditions NIL on this Delegation:

Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.19 Recovery of Rates Debts - Actions to Take Possession of the Land

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Local Government Act 1995: Delegate: s.5.42 Delegation of some powers or duties to the CEO Power that enables a delegation s.5.43 Limitations on delegations to the CEO to be made Express Power or Duty Local Government Act 1995: Delegated: s.6.64(1) & (3) Actions to be taken s,6.69(2) Right to pay rates, service charges and costs, and stay proceedings s.6.71 Power to transfer land to Crown or local government s.6.74 Power to have land revested in Crown if rates in arrears 3 years

Delegate: Chief Executive Officer Function: 1. Authority to take possession of land and hold the land This is a precis only. against a person having an estate or interest in the land Delegates must act with full where rates or service charges have remained unpaid for understanding of the legislation and conditions at least three years [s.6.64(1)], including: relevant to this delegation. i. lease the land, or ii. sell the land; or where land is offered for sale and a contract of sale has not been entered into after 12 months: I. cause the land to be transferred to the Crown [s.6.71 and s.6.74]; or II. cause the land to be transferred to the Shire of Corrigin [s.6.71]. 2. Authority to lodge (and withdraw) a caveat to preclude dealings in respect of land where payment of rates or service charges imposed on that land is in arrears [s.6.64(3)]. 3. Authority to agree terms and conditions with a person having estate or interest in land and to accept payment of outstanding rates, service charges and costs within 7 days of and prior to the proposed sale [s.6.69(2)]. Council Conditions a. In accordance with s.6.68(3A), this delegation cannot be on this Delegation: used where a decision relates to exercising a power of sale without having, within the previous 3-years attempted to recover the outstanding rates / changes through a court under s.6.56, as s.6.68(3A) requires that the reasons why court action has not been pursued must be recorded in Council Minutes. Express Power to Sub- Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees

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2. Building Act 2011 Delegations

1.2.20 Rate Record – Objections

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2. Building Act 2011 Delegations

CEO to Employees 1.3.1 Financial Management Systems and Procedures

Delegator: Chief Executive Officer Power / Duty assigned in legislation to:

Express Power to Local Government Act 1995: Delegate: s.5.44 CEO may delegate some powers and duties to other employees Power that enables a delegation to be made Express Power or Duty Local Government (Financial Management) Regulations 1996: Delegated: r.5 CEO’s Duties as to financial management

Delegate/s: Manager Finance Function: 1. Authority to establish systems and procedures which give This is a precis only. effect to internal controls and risk mitigation for the: Delegates must act with full understanding of the i. Collection of money owed to the Shire of Corrigin; legislation and conditions relevant to this delegation. ii. Safe custody and security of money collected or held by the Shire of Corrigin; iii. Maintenance and security of all financial records, including payroll, stock control and costing records; iv. Proper accounting of the Municipal and Trust Funds, including revenue, expenses and assets and liabilities; v. Proper authorisation of employees for incurring liabilities, including authority for initiating Requisition Orders, Purchase Orders and use of Credit and Transaction Cards; vi. Making of payments in accordance with Delegated Authority 1.2.12; vii. Preparation of budgets, budget reviews, accounts and reports as required by legislation or operational requirements. [FM r.5]. CEO Conditions on a. Procedures are to be systematically documented and this Delegation: retained in accordance with the Record Keeping Plan, and must include references that enable recognition of statutory requirements and assign responsibility for actions to position titles. b. Procedures are to be administratively reviewed for continuing compliance and confirmed as ‘fit for purpose’ and subsequently considered by the Audit and Risk Committee at least once each financial year. [Audit r.17] Express Power to Sub- NIL. Delegate:

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2. Building Act 2011 Delegations

2 Building Act 2011 Delegations Council to CEO / Employees 2.1.1 Grant a Building Permit

Delegator: Permit Authority (Local Government) Power / Duty assigned in legislation to:

Express Power to Building Act 2011: Delegate: s.127(1) & (3) Delegation: special permit authorities and local government Power that enables a delegation to be made Express Power or Duty Building Act 2011: Delegated: s.18 Further Information s.20 Grant of building permit s.22 Further grounds for not granting an application s.27(1) and (3) Impose Conditions on Permit

Building Regulations 2012: r.23 Application to extend time during which permit has effect (s.32) r.24 Extension of time during which permit has effect (s.32(3)) r.26 Approval of new responsible person (s.35(c)) Delegate: Chief Executive Officer Function: 1. Authority to require an applicant to provide any This is a precis only. documentation or information required to determine a Delegates must act with full building permit application [s.18(1)]. understanding of the legislation and conditions 2. Authority to grant or refuse to grant a building permit relevant to this delegation. [s.20(1) & (2) and s.22]. 3. Authority to impose, vary or revoke conditions on a building permit [s.27(1) and(3)]. 4. Authority to determine an application to extend time during which a building permit has effect [r.23]. i. Subject to being satisfied that work for which the building permit was granted has not been completed OR the extension is necessary to allow rectification of defects of works for which the permit was granted [r.24(1)] ii. Authority to impose any condition on the building permit extension that could have been imposed under s.27 [r.24(2)]. 5. Authority to approve, or refuse to approve, an application for a new responsible person for a building permit [r.26]. Council Conditions NIL on this Delegation:

Express Power to Sub- Building Act 2011: Delegate: s.127(6A) Delegation: special permit authorities and local governments (powers of sub-delegation limited to CEO)

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2. Building Act 2011 Delegations

2.1.2 Demolition Permits

Delegator: Permit Authority (Local Government) Power / Duty assigned in legislation to:

Express Power to Building Act 2011: Delegate: s.127(1) & (3) Delegation: special permit authorities and local government Power that enables a delegation to be made Express Power or Duty Building Act 2011: Delegated: s.18 Further Information s.21 Grant of demolition permit s.22 Further grounds for not granting an application s.27(1) and (3) Impose Conditions on Permit

Building Regulations 2012 r.23 Application to extend time during which permit has effect (s.32) r.24 Extension of time during which permit has effect (s.32(3)) r.26 Approval of new responsible person (s.35(c))

Delegate: Chief Executive Officer Function: 1. Authority to require an applicant to provide any This is a precis only. documentation or information required to determine a Delegates must act with full demolition permit application [s.18(1)]. understanding of the legislation and conditions 2. Authority to grant or refuse to grant a demolition permit on relevant to this delegation. the basis that all s.21(1) requirements have been satisfied [s.20(1) & (2) and s.22]. 3. Authority to impose, vary or revoke conditions on a demolition permit [s.27(1) and(3)]. 4. Authority to determine an application to extend time during which a demolition permit has effect [r.23]. i. Subject to being satisfied that work for which the demolition permit was granted has not been completed OR the extension is necessary to allow rectification of defects of works for which the permit was granted [r.24(1)] ii. Authority to impose any condition on the demolition permit extension that could have been imposed under s.27 [r.24(2)]. 5. Authority to approve, or refuse to approve, an application for a new responsible person for a demolition permit [r.26]. Council Conditions NIL on this Delegation:

Express Power to Sub- Building Act 2011: Delegate: s.127(6A) Delegation: special permit authorities and local governments (powers of sub-delegation limited to CEO)

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2. Building Act 2011 Delegations

2.1.3 Occupancy Permits or Building Approval Certificates

Delegator: Permit Authority (Local Government) Power / Duty assigned in legislation to:

Express Power to Building Act 2011: Delegate: s.127(1) & (3) Delegation: special permit authorities and local government Power that enables a delegation to be made Express Power or Duty Building Act 2011: Delegated: s.55 Further information s.58 Grant of occupancy permit, building approval certificate s.62(1) and (3) Conditions imposed by permit authority s.65(4) Extension of period of duration

Building Regulations 2012 r.40 Extension of period of duration of time limited occupancy permit or building approval certificate (s.65) Delegate: Chief Executive Officer Function: 1. Authority to require an applicant to provide any This is a precis only. documentation or information required in order to Delegates must act with full determine an application [s.55]. understanding of the legislation and conditions 2. Authority to grant, refuse to grant or to modify an relevant to this delegation. occupancy permit or building approval certificate [s.58]. 3. Authority to impose, add, vary or revoke conditions on an occupancy permit [s.62(1) and (3)]. 4. Authority to extend, or refuse to extend, the period in which an occupancy permit or modification or building approval certificate has effect [s.65(4) and r.40]. Council Conditions NIL on this Delegation:

Express Power to Sub- Building Act 2011: Delegate: s.127(6A) Delegation: special permit authorities and local governments (powers of sub-delegation limited to CEO)

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2. Building Act 2011 Delegations

2.1.4 Designate Employees as Authorised Persons

Delegator: Permit Authority (Local Government) Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to designate an employee as an authorised This is a precis only. person [s.96(3)]. Delegates must act with full understanding of the 2. Authority to revoke or vary a condition of designation as an legislation and conditions authorised person or give written notice to an authorised relevant to this delegation. person limiting powers that may be exercised by that person [s.99(3)]. Council Conditions a. Decisions under this delegated authority should be in on this Delegation: accordance with r.5 of the Building Regulations 2012.

Express Power to Sub- Building Act 2011: Delegate: s.127(6A) Delegation: special permit authorities and local governments (powers of sub-delegation limited to CEO)

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2. Building Act 2011 Delegations

2.1.5 Building Orders

Delegator: Permit Authority (Local Government) Power / Duty assigned in legislation to:

Express Power to Building Act 2011: Delegate: s.127(1) & (3) Delegation: special permit authorities and local government Power that enables a delegation to be made Express Power or Duty Building Act 2011: Delegated: s.110(1) A permit authority may make a building order s.111(1) Notice of proposed building order other than building order (emergency) s.117(1) and (2) A permit authority may revoke a building order or notify that it remains in effect s.118(2) and (3) Permit authority may give effect to building order if non- compliance s.133(1) A permit authority may commence a prosecution for an offence against this Act

Delegate: Chief Executive Officer Function: 1. Authority to make Building Orders in relation to: This is a precis only. Delegates must act with full a. Building work understanding of the legislation and conditions b. Demolition work relevant to this delegation. c. An existing building or incidental structure [s.110(1)]. 2. Authority to give notice of a proposed building order and consider submissions received in response and determine actions [s.111(1)(c)]. 3. Authority to revoke a building order [s.117]. 4. If there is non-compliance with a building order, authority to cause an authorised person to: a. take any action specified in the order ; or b. commence or complete any work specified in the order; or c. if any specified action was required by the order to cease, to take such steps as are reasonable to cause the action to cease [s.118(2)]. 5. Authority to take court action to recover as a debt, reasonable costs and expense incurred in doing anything in regard to non-compliance with a building order [s.118(3)]. 6. Authority to initiate a prosecution pursuant to section 133(1) for non-compliance with a building order made pursuant to section 110 of the Building Act 2011. Council Conditions NIL on this Delegation:

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2. Building Act 2011 Delegations

Express Power to Sub- Building Act 2011: Delegate: s.127(6A) Delegation: special permit authorities and local governments (powers of sub-delegation limited to CEO)

33 Delegation Register Shire of Corrigin

2. Building Act 2011 Delegations

2.1.6 Inspection and Copies of Building Records

Delegator: Permit Authority (Local Government) Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to determine an application from an interested This is a precis only. person to inspect and copy a building record [s.131(2)]. Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions NIL on this Delegation:

Express Power to Sub- Building Act 2011: Delegate: s.127(6A) Delegation: special permit authorities and local governments (powers of sub-delegation limited to CEO)

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2. Building Act 2011 Delegations

2.1.7 Referrals and Issuing Certificates

Delegator: Permit Authority (Local Government) Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to refer uncertified applications under s.17(1) to a This is a precis only. building surveyor who is not employed by the local Delegates must act with full government [s.145A(1)]. understanding of the legislation and conditions 2. Authority to issue a certificate for Design Compliance, relevant to this delegation. Construction Compliance or Building Compliance whether or not the land subject of the application is located in the Shire of Corrigin’s District [s.145A(2)].

Council Conditions NIL on this Delegation:

Express Power to Sub- Building Act 2011: Delegate: s.127(6A) Delegation: special permit authorities and local governments (powers of sub-delegation limited to CEO)

35 Delegation Register Shire of Corrigin

2. Building Act 2011 Delegations

Private Pool Barrier – Alternative and Performance Solutions

Delegator: Permit Authority (Local Government) Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to approve requirements alternative to a fence, This is a precis only. wall, gate or other component included in the barrier, if Delegates must act with full satisfied that the alternative requirements will restrict understanding of the legislation and conditions access by young children as effectively as if there were relevant to this delegation. compliance with AS 1926.1 [r.51(2)] 2. Authority to approve a door for the purposes of compliance with AS 1926.1, where a fence or barrier would cause significant structural or other problem which is beyond the control of the owner / occupier or the pool is totally enclosed by a building or a fence or barrier between the building and pool would create a significant access problem for a person with a disability [r.51(3)] 3. Authority to approve a performance solution to a Building Code pool barrier requirement if satisfied that the performance solution complies with the relevant performance requirement [r.51(5)]. Council Conditions NIL on this Delegation:

Express Power to Sub- Building Act 2011: Delegate: s.127(6A) Delegation: special permit authorities and local governments (powers of sub-delegation limited to CEO)

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2. Building Act 2011 Delegations

2.1.8 Smoke Alarms – Alternative Solutions

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Building Act 2011: Delegate: s.127(1) & (3) Delegation: special permit authorities and local government Power that enables a delegation to be made Express Power or Duty Building Regulations 2012: Delegated: r.55 Terms Used (alternative building solution approval) r.61 Local Government approval of battery powered smoke alarms

Delegate: Chief Executive Officer Function: 1. Authority to approve alternative building solutions which This is a precis only. meet the performance requirement of the Building Code Delegates must act with full relating to fire detection and early warning [r.55]. understanding of the legislation and conditions 2. Authority to approve or refuse to approve a battery relevant to this delegation. powered smoke alarm and to determine the form of an application for such approval [r.61]. Council Conditions NIL on this Delegation:

Express Power to Sub- Building Act 2011: Delegate: s.127(6A) Delegation: special permit authorities and local governments (powers of sub-delegation limited to CEO)

37 Delegation Register Shire of Corrigin

3. Bush Fires Act 1954 Delegations

3 Bush Fires Act 1954 Delegations

Council to CEO, President and Bush Fire Control Officer

3.1.1 Make Request to FES Commissioner – Control of Fire

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to request on behalf of the Shire that the FES This is a precis only. Commissioner authorise the Bush Fire Liaison Officer or Delegates must act with full another person to take control of fire operations [s.13(4)]. understanding of the legislation and conditions relevant to this delegation. Council Conditions NIL on this Delegation:

Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

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3. Bush Fires Act 1954 Delegations

3.1.2 Prohibited Burning Times - Vary

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Bush Fires Act 1954: Delegate: s.48 Delegation by local government Power that enables a delegation to be made Express Power or Duty Bush Fires Act 1954: Delegated: s.17(7) Prohibited burning times may be declared by Minister Bush Fire Regulations 1954: r.15 Permit to burn (Act s.18), form of and apply for after refusal etc. r.38C Harvesters, power to prohibit use of on certain days in restricted or prohibited burning times r.39B Crop dusters etc., use of in restricted or prohibited burning times

Delegate: President and Chief Bush Fire Control Officer (jointly) Function: 1. Authority, where seasonal conditions warrant it, to This is a precis only. determine a variation of the prohibited burning times, after Delegates must act with full consultation with an authorised CALM Act officer [s.17(7)]. understanding of the legislation and conditions relevant to this delegation. Council Conditions a. Decisions under s,17(7) must be undertake jointly by both on this Delegation: the President and the Chief Bush Fire Control Officer and must comply with the procedural requirements of s.17(7B) and (8).

Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

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3. Bush Fires Act 1954 Delegations

3.1.3 Prohibited Burning Times – Control Activities

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Bush Fires Act 1954: Delegate: s.48 Delegation by local government Power that enables a delegation to be made Express Power or Duty Bush Fires Act 1954: Delegated: s.17(7) Prohibited burning times may be declared by Minister s.27(3) Prohibition on use of tractors or engines except under certain conditions s.28(4) and (5) Occupier of land to extinguish bush fire occurring on own land Bush Fire Regulations 1954: r.15 Permit to burn (Act s.18), form of and apply for after refusal etc. r.38C Harvesters, power to prohibit use of on certain days in restricted or prohibited burning times r.39B Crop dusters etc., use of in restricted or prohibited burning times

Delegate: Chief Executive Officer Function: 1. Authority to determine permits to burn during prohibited This is a precis only. burning times that have previously been refused by a Bush Delegates must act with full Fire Control Officer [r.15]. understanding of the legislation and conditions 2. Authority to declare that the use of any harvesting relevant to this delegation. machinery on any land under crop during the whole or any part of any Sunday or public holiday in the whole or a specified part of the District during Restricted Burning Times is prohibited, unless written consent of a Bush Fire Control Officer is obtained [r.38C]. 3. Authority to determine, during a Prohibited Burning Time, if a firebreak around a landing ground for an aeroplane has been satisfactorily prepared [r.39B(2)]. 4. Authority to issue directions, during a Prohibited Burning Time, to a Bush Fire Control Officer, regarding matters necessary for the prevention of fire on land used as a landing ground for an aeroplane [r.39B(3)]. 5. Authority to prohibit the use of tractors, engines or self- propelled harvester, during a Prohibited Burning Times, and to give permission for use of same during the Restricted Burning Time subject to compliance with requirements specified in a notice s.27(3). Council Conditions a. Decisions under s,17(7) must be undertake jointly by both on this Delegation: the President and the Chief Bush Fire Control Officer and must comply with the procedural requirements of s.17(7B) and (8). Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

40 Delegation Register Shire of Corrigin

3. Bush Fires Act 1954 Delegations

3.1.4 Restricted Burning Times – Vary and Control Activities

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Bush Fires Act 1954: Delegate: s.48 Delegation by local government Power that enables a delegation to be made Express Power or Duty Bush Fires Act 1954: Delegated: s.18(5), (11) Restricted burning times may be declared by FES Commissioner s.22(6) and (7) Burning on exempt land and land adjoining exempt land s.27(3) Prohibition on use of tractors or engines except under certain conditions s.28(4) and (5) Occupier of land to extinguish bush fire occurring on own land Bush Fire Regulations 1954: r.15 Permit to burn (Act s.18), form of and apply for after refusal etc. r.15C Local Government may prohibit burning on certain days r.38C Harvesters, power to prohibit use of on certain days in restricted or prohibited burning times r.39B Crop dusters etc., use of in restricted or prohibited burning times

Delegate: Chief Executive Officer Function: 1. Authority, where seasonal conditions warrant it and after This is a precis only. consultation with an authorised CALM Act officer, to Delegates must act with full determine to vary the restricted burning times in respect of understanding of the legislation and conditions that year [s.18(5)]. relevant to this delegation. a. Authority to determine to prohibit burning on Sundays or specified days that are public holidays in the District [r.15C]. 3. Authority to determine permits to burn during restricted times that have previously been refused by a Bush Fire Control Officer [r.15]. 4. Authority to arrange with the occupier of exempt land, the occupier of land adjoining it and the Bush Fire Brigade to cooperate in burning fire-breaks and require the occupier of adjoining land to provide by the date of the burning, ploughed or cleared fire-breaks parallel to the common boundary [s.22(6) and (7)]. 5. Authority to declare that the use of any harvesting machinery on any land under crop during the whole or any part of any Sunday or public holiday in the whole or a specified part of the District during Restricted Burning Times is prohibited, unless written consent of a Bush Fire Control Officer is obtained [r.38C]. 6. Authority to determine, during a Restricted Burning Time, if a firebreak around a landing ground for an aeroplane has been satisfactorily prepared [r.39B].

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3. Bush Fires Act 1954 Delegations

7. Authority to issue directions, during a Restricted Burning Time, to a Bush Fire Control Officer, regarding matters necessary for the prevention of fire on land used as a landing ground for an aeroplane [r.39B(3)]. 8. Authority to prohibit the use of tractors, engines or self- propelled harvester, during a Restricted Burning Times, and to give permission for use of same during the Restricted Burning Time subject to compliance with requirements specified in a notice s.27(3). Council Conditions NIL on this Delegation:

Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

42 Delegation Register Shire of Corrigin

3. Bush Fires Act 1954 Delegations

3.1.5 Control of Operations Likely to Create Bush Fire Danger

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Bush Fires Act 1954: Delegate: s.48 Delegation by local government Power that enables a delegation to be made Express Power or Duty Bush Fires Act 1954: Delegated: s.27D Requirements for carriage and deposit of incendiary material Bush Fires Regulations 1954: r.39C Welding and cutting apparatus, use of in open air r.39CA Bee smoker devices, use of in restricted or prohibited burning times etc. r.39D Explosives, use of r.39E Fireworks, use of

Delegate: Chief Executive Officer Function: 1. Authority to give directions to a Bush Fire Control Officer This is a precis only. regarding matters necessary for the prevention of fire Delegates must act with full arising from: understanding of the legislation and conditions a. a person operating a bee smoker device during a relevant to this delegation. prescribed period [r.39CA(5)]. b. a person operating welding apparatus, a power operated abrasive cutting disc [r.39C(3)]. c. a person using explosives [r.39D(2)]. d. a person using fireworks [r.39E(3) 2. Authority to determine directions or requirements for the carriage and deposit of incendiary materials (hot or burning ash, cinders, hot furnace refuse, or any combustible matter that is burning) [s.27D]. Note: this authority is also prescribed to a Bush Fire Control Officer, a Bush Fire Liaison Officer or an authorised CALM Act officer. Council Conditions NIL on this Delegation:

Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

43 Delegation Register Shire of Corrigin

3. Bush Fires Act 1954 Delegations

3.1.6 Burning Garden Refuse / Open Air Fires

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Bush Fires Act 1954: Delegate: s.48 Delegation by local government Power that enables a delegation to be made Express Power or Duty Bush Fires Act 1954: Delegated: s.24F Burning garden refuse during limited burning times s.24G Minister or local government may further restrict burning of garden refuse s.25 No fire to be lit in open air unless certain precautions taken s.25A Power of Minister to exempt from provisions of section 25

Bush Fires Regulations 1954: r.27(3) Permit, issue of

Delegate: Chief Executive Officer Function: 1. Authority to give written permission, during prohibited times This is a precis only. and restricted times, for an incinerator located within 2m of Delegates must act with full a building or fence, only where satisfied it is not likely to understanding of the legislation and conditions create a fire hazard [s.24F(2)(b)(ii) and (4)]. relevant to this delegation. 2. Authority to prohibit or impose restrictions on the burning of garden refuse that is otherwise permitted under s.24F [s.24G(2)]. a. Authority to issue directions to an authorised officer as to the manner in which or the conditions under which permits to burn plants or plant refuse shall be issued in the District [r.27(3) and r.33(5)]. b. Authority to prohibit (object to) the issuing of a permit for the burning of a proclaimed plan growing upon any land within the District [r.34]. 3. Authority to provide written approval, during prohibited times and restricted times, for fires to be lit for the purposes of: a. camping or cooking [s.25(1)(a)]. b. conversion of bush into charcoal or for the production of lime, in consultation with an authorised CALM Act officer [s.25(1)(b)]. 4. Authority to prohibit the lighting of fires in the open air for the purposes of camping or cooking for such period during the prohibited burning times as specified in a note published in the Gazette and newspaper circulating in the District and authority to vary such notice [s.25(1a) and (1b)]. 5. Authority to serve written notice on a person to whom an exemption has been given under s.25 for lighting a fire in

44 Delegation Register Shire of Corrigin

3. Bush Fires Act 1954 Delegations

open air, prohibiting that person from lighting a fire and to determine conditions on the notice [s.25A(5)]. Council Conditions NIL on this Delegation:

Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

45 Delegation Register Shire of Corrigin

3. Bush Fires Act 1954 Delegations

3.1.7 Firebreaks

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Bush Fires Act 1954: Delegate: s.48 Delegation by local government Power that enables a delegation to be made Express Power or Duty Bush Fires Act 1954: Delegated: s.33 Local government may require occupier of land to plough or clear fire-breaks Delegate: Chief Executive Officer Function: 1. Authority to give written notice to an owner or occupier of This is a precis only. land or all owners or occupiers of land within the District, Delegates must act with full requiring, to the satisfaction of the Shire: understanding of the legislation and conditions a. clearing of firebreaks as determined necessary and relevant to this delegation. specified in the notice; and b. act in respect to anything which is on the land and is or is likely to be conducive to the outbreak of a bush fire or the spread or extension of a bush fire; and c. as a separate or coordinated action with any other person carry out similar actions [s.33(1)]. 2. Authority to direct a Bush Fire Control Officer or any other employee to enter onto the land of an owner or occupier to carry out the requisitions of the notice which have not been complied with [s.33(4)]. a. Authority to recover any costs and expenses incurred in doing the acts, matters or things required to carry out the requisitions of the notice [s.33(5)]. Council Conditions NIL on this Delegation:

Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

46 Delegation Register Shire of Corrigin

3. Bush Fires Act 1954 Delegations

3.1.8 Appoint Bush Fire Control Officer/s and Fire Weather Officer

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to appoint persons to be Bush Fire Control This is a precis only. Officers for the purposes of the Bush Fires Act 1954; and Delegates must act with full understanding of the 2. Authority to issue directions to a Bush Fire Control Officer legislation and conditions to burn on or at the margins of a road reserve under the relevant to this delegation. care, control and management of the Shire of Corrigin [s.38(5A)] 3. Authority to appoint a Fire Weather Officer, selected from Bush Fire Control Officers previously appointed and where more than one Fire Weather Officer is appointed, define a part of the District in which each Fire Weather Officer shall have exclusive right to exercise the powers of s.38(17). [s.38(8) and (9)]. a. Authority to appoint deputy Fire Weather Officer/s as considered necessary and where two or more deputies are appointed, determine seniority [s.38(10)]. Council Conditions a. The delegation is limited to the appointment of members of on this Delegation: volunteer bush fire brigades, Shire Rangers and Emergency Services Staff. b. In the case of appointment of members of volunteer bush fire brigades, the delegation shall only be exercised where there is a recommendation to appoint from the Bush Fire Advisory Committee; and c. The delegation does not extend to the appointment of Chief or Deputy Chief Bush Fire Control Officers. Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

47 Delegation Register Shire of Corrigin

3. Bush Fires Act 1954 Delegations

3.1.9 Control and Extinguishment of Bush Fires

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to prohibit or postpone the lighting of a fire, This is a precis only. despite a permit having been issued, where in the opinion Delegates must act with full of the Delegate the lighting of a fire would be or become a understanding of the legislation and conditions source of danger by escaping from the land on which it is relevant to this delegation. proposed to be lit [s.46(1A)]. a. Where it is proposed that the fire will be lit on land within 3kms of the boundary of forest land, and an authorised CALM Act office is not available or has not exercised the power to prohibit or proposed a fire considered to become a source of danger, then the Delegate may make the decision [s.46(1B)]. Council Conditions NIL on this Delegation:

Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

48 Delegation Register Shire of Corrigin

3. Bush Fires Act 1954 Delegations

3.1.10 Recovery of Expenses Incurred through Contraventions of this Act

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to recover expenses incurred as a result of an This is a precis only. offence against the Bush Fires Act, being expenses Delegates must act with full incurred through the fulfilment of a duty or doing anything understanding of the legislation and conditions for which the Act empowered or required the Shire of relevant to this delegation. Corrigin or those on behalf of the Shire of Corrigin to do [s.58].

Council Conditions NIL on this Delegation:

Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

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3. Bush Fires Act 1954 Delegations

3.1.11 Prosecution of Offences

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Bush Fire Control Officer Shire Ranger Function: 1. Authority to institute and carry on proceedings against a This is a precis only. person for an offence alleged to be committed against this Delegates must act with full Act [s.59]. understanding of the legislation and conditions 2. Authority to serve an infringement notice for an offence relevant to this delegation. against this Act [s.59A(2)]. Council Conditions NIL on this Delegation:

Express Power to Sub- NIL – Sub-delegation is prohibited by s.48(3) Delegate:

50 Delegation Register Shire of Corrigin

4. Cat Act 2011 Delegations

4 Cat Act 2011 Delegations

Council to CEO

4.1.1 Cat Registrations

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Cat Act 2011: Delegate: s.44 Delegation by local government Power that enables a delegation to be made Express Power or Duty Cat Act 2011: Delegated: s.9 Registration s.10 Cancellation of registration s.11 Registration numbers, certificates and tags Cat Regulations 2012 Schedule 3, cl.1(4) Fees Payable

Delegate: Chief Executive Officer Function: 1. Authority to grant, or refuse to grant, a cat registration or This is a precis only. renewal of a cat registration [s.9(1)]. Delegates must act with full understanding of the 2. Authority to refuse to consider an application for legislation and conditions registration or renewal where an applicant does not comply relevant to this delegation. with a requirement to give any document or information required to determine the application [s.9(6)]. 3. Authority to cancel a cat registration [s.10]. 4. Authority to give the cat owner a new registration certificate or tag, if satisfied that the original has been stolen, lost, damaged or destroyed [s.11(2)]. 5. Authority to reduce or waive a registration or approval to breed fee, in respect of any individual cat or any class of cats within the Shire of Corrigin’s District [Regs. Sch. 3 cl.1(4)]. Council Conditions a. Notices of decisions must include advice as to Objection on this Delegation: and Review rights in accordance with Part 4, Division 5 of the Cat Act 2011. Express Power to Sub- Cat Act 2011: Delegate: s.45 Delegation by CEO of local government

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4. Cat Act 2011 Delegations

4.1.2 Cat Control Notices

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Cat Act 2011: Delegate: s.44 Delegation by local government Power that enables a delegation to be made Express Power or Duty Cat Act 2011: Delegated: s.26 Cat control notice may be given to cat owner

Delegate: Chief Executive Officer Function: 1. Authority to give a cat control notice to a person who is the This is a precis only. owner of a cat ordinarily kept within the Shire of Corrigin’s Delegates must act with full District [s.26]. understanding of the legislation and conditions relevant to this delegation. Council Conditions Nil on this Delegation:

Express Power to Sub- Cat Act 2011: Delegate: s.45 Delegation by CEO of local government

52 Delegation Register Shire of Corrigin

4. Cat Act 2011 Delegations

4.1.3 Approval to Breed Cats

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Cat Act 2011: Delegate: s.44 Delegation by local government Power that enables a delegation to be made Express Power or Duty Cat Act 2011: Delegated: s.37 Approval to Breed Cats s.38 Cancellation of approval to breed cats s.39 Certificate to be given to approved cat breeder Delegate: Chief Executive Officer Function: 1. Authority to grant or refuse to grant approval or renew an This is a precis only. approval to breed cats [s.37(1) and (2)]. Delegates must act with full understanding of the 2. Authority to refuse to consider an application for legislation and conditions registration or renewal where an applicant does not comply relevant to this delegation. with a requirement to give any document or information required to determine the application [s.37(4)]. 3. Authority to cancel an approval to breed cats [s.38]. 4. Authority to give an approved breeder a new certificate or tag, if satisfied that the original has been stolen, lost, damaged or destroyed [s.39(2)]. Council Conditions a. Notices of decisions must include advice as to Objection on this Delegation: and Review rights in accordance with Part 4, Division 5 of the Cat Act 2011. Express Power to Sub- Cat Act 2011: Delegate: s.45 Delegation by CEO of local government

53 Delegation Register Shire of Corrigin

4. Cat Act 2011 Delegations

4.1.4 Appoint Authorised Persons

Delegator: Local Government Power / Duty assigned in legislation to: Express Power to Cat Act 2011: Delegate: s.44 Delegation by local government Power that enables a delegation to be made Express Power or Duty Cat Act 2011: Delegated: s. 48 Authorised persons

Delegate: Chief Executive Officer Function: 1. Authority to appoint authorised persons by issuing a This is a precis only. certificate of authorisation [s.48]. Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions NIL on this Delegation:

Express Power to Sub- Cat Act 2011: Delegate: s.45 Delegation by CEO of local government

54 Delegation Register Shire of Corrigin

4. Cat Act 2011 Delegations

4.1.5 Recovery of Costs – Destruction of Cats

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Cat Act 2011: Delegate: s.44 Delegation by local government Power that enables a delegation to be made Express Power or Duty Cat Act 2011: Delegated: s.49(3) Authorised person may cause cat to be destroyed

Delegate: Chief Executive Officer Function: 1. Authority to recover the amount of the costs associated This is a precis only. with the destruction and the disposal of a cat [s.49(3)]. Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions NIL on this Delegation:

Express Power to Sub- Cat Act 2011: Delegate: s.45 Delegation by CEO of local government

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4. Cat Act 2011 Delegations

4.1.6 Applications to Keep Additional Cats

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Cat Act 2011: Delegate: s.44 Delegation by local government Power that enables a delegation to be made Express Power or Duty Cat (Uniform Local Provisions) Regulations 2013: Delegated: r.8 Application to keep additional number of cats r.9 Grant of approval to keep additional number of cats

Delegate: Chief Executive Officer Function: 1. Authority to require any document or additional information This is a precis only. required to determine an application [r.8(3)] Delegates must act with full understanding of the 2. Authority to refuse to consider an application if the legislation and conditions applicant does not comply with a requirement to provide relevant to this delegation. any document or information required to determine an application [r.8(4)]. 2. Authority to grant or refuse approval for additional number of cats specified in an application to be kept at the prescribed premises and to determine any condition reasonably necessary to ensure premises are suitable for the additional number of cats [r.9]. Council Conditions a. Notices of decisions must include advice as to Review on this Delegation: rights in accordance with r.11 of the Cat (Uniform Local Provisions) Regulations 2013. Express Power to Sub- Cat Act 2011: Delegate: s.45 Delegation by CEO of local government

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4. Cat Act 2011 Delegations

4.1.7 Reduce or Waiver Registration Fee

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Cat Act 2011: Delegate: s.44 Delegation by local government Power that enables a delegation to be made Express Power or Duty Cat Regulations 2012: Delegated: Schedule 3 Fees clause 1(4)

Delegate: Chief Executive Officer Function: 1. Authority to reduce or waiver a fee payable under Schedule This is a precis only. 3 clauses (2) or (3) in respect to any individual cat. Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions a. This delegation does NOT provide authority to determine to on this Delegation: reduce or waiver the fees payable in regard to any class of cat within the District. This matter requires a Council decision in accordance with s.6.16, 6.17 and 6.18 of the Local Government Act 1995. Express Power to Sub- Cat Act 2011: Delegate: s.45 Delegation by CEO of local government

57 Delegation Register Shire of Corrigin

5. Dog Act 1974 Delegations

5 Dog Act 1974 Delegations

Dog Act Delegations Council to CEO

5.1.1 Part Payment of Sterilisation Costs / Directions to Veterinary Surgeons

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to determine where a resident who is the owner This is a precis only. of a registered dog, would suffer hardship in paying the Delegates must act with full whole of the cost of sterilisation and determine to pay part understanding of the legislation and conditions of such costs to a maximum value of $100 [s.10A(1)(a) and relevant to this delegation. (3)]. 2. Authority to give written directions to a veterinary surgeon to be complied with as a condition of part payment of the cost of sterilisation [s.10A(1)(b) and (2)]. Council Conditions a. The Chief Executive Officer may further delegate (sub- on this Delegation: delegate) to employees which the CEO has determined as being suitably capable of fulfilling the powers and duties contained in this Delegation. Express Power to Sub- Dog Act 1976: Delegate: s.10AA(3) Delegation of local government powers and duties (NOTE – sub-delegation only permitted where delegation to the CEO expressly authorises sub-delegation)

58 Delegation Register Shire of Corrigin

5. Dog Act 1974 Delegations

5.1.2 Refuse or Cancel Registration

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Dog Act 1976: Delegate: s.10AA Delegation of local government powers and duties Power that enables a delegation to be made Express Power or Duty Dog Act 1976: Delegated: s.15(2) and (4A) Registration periods and fees s.16(3) Registration procedure s.17A(2) If no application for registration made s.17(4) and (6) Refusal or cancellation of registration Delegate: Chief Executive Officer Function: 1. Authority to determine to refuse a dog registration and This is a precis only. refund the fee, if any [s.16(2)]. Delegates must act with full understanding of the 2. Authority to direct the registration officer to refuse to effect legislation and conditions or renew or to cancel the registration of a dog, and to give relevant to this delegation. notice of such decisions, where: i. the applicant, owner or registered owner has been convicted of an offence or paid a modified penalty within the past 3-years in respect of 2 or more offences against this Act, the Cat Act 2011 or the Animal Welfare Act 2002; or ii. the dog is determined to be destructive, unduly mischievous or to be suffering from a contagious or infectious disease or iii. the delegate is not satisfied that the dog is or will be effectively confined in or at premises where the dog is ordinarily kept iv. the dog is required to be microchipped but is not microchipped; or v. the dog is a dangerous dog [s.16(3) and s.17A(2)]. 3. Authority to discount or waive a registration fee, including a concessional fee, for any individual dog or any class of dogs within the Shire’s District [s15(4A)]. 4. Authority to apply to a Justice of the Peace for an order to seize a dog where, following a decision to refuse or cancel a registration and the applicant / owner has not applied to the State Administration Tribunal for the decision to be reviewed. [s.17(4)]. i. Authority, following seizure, to determine to cause the dog to be detained or destroyed or otherwise disposed of as though it had be found in contravention of section 31, 32 or 33A and had not been claimed [s.17(6)]

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5. Dog Act 1974 Delegations

Council Conditions a. The Chief Executive Officer may further delegate (sub- on this Delegation: delegate) to employees which the CEO has determined as being suitably capable of fulfilling the powers and duties contained in this Delegation. Express Power to Sub- Dog Act 1976: Delegate: s.10AA(3) Delegation of local government powers and duties (NOTE – sub-delegation only permitted where delegation to the CEO expressly authorises sub-delegation)

60 Delegation Register Shire of Corrigin

5. Dog Act 1974 Delegations

5.1.3 Appoint Authorised Persons

Delegator: Local Government Power / Duty assigned in legislation to: Express Power to Dog Act 1976: Delegate: s.10AA Delegation of local government powers and duties Power that enables a delegation to be made Express Power or Duty Dog Act 1976: Delegated: s.11(1) Staff and Services

Delegate: Chief Executive Officer Function: 1. Authority to appoint Registration Officers to exercise the This is a precis only. powers and duties conferred on a Registration Officer by Delegates must act with full this Act [s.3]. understanding of the legislation and conditions 2. Authority to appoint authorised persons to exercise the relevant to this delegation. powers conferred on an authorised person by this Act [s.11(1)]. Council Conditions a. The Chief Executive Officer may further delegate (sub- on this Delegation: delegate) to employees which the CEO has determined as being suitably capable of fulfilling the powers and duties contained in this Delegation. Express Power to Sub- Dog Act 1976: Delegate: s.10AA(3) Delegation of local government powers and duities (NOTE – sub-delegation only permitted where delegation to the CEO expressly authorises sub-delegation)

61 Delegation Register Shire of Corrigin

5. Dog Act 1974 Delegations

5.1.4 Recovery of Moneys Due Under this Act

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to recover moneys, in a court of competent This is a precis only. jurisdiction, due in relation to a dog for which the owner is Delegates must act with full liable [s.29(5)]. understanding of the legislation and conditions relevant to this delegation. Council Conditions a. The Chief Executive Officer may further delegate (sub- on this Delegation: delegate) to employees which the CEO has determined as being suitably capable of fulfilling the powers and duties contained in this Delegation. Express Power to Sub- Dog Act 1976: Delegate: s.10AA(3) Delegation of local government powers and duties (NOTE – sub-delegation only permitted where delegation to the CEO expressly authorises sub-delegation)

62 Delegation Register Shire of Corrigin

5. Dog Act 1974 Delegations

5.1.5 Dispose of or Sell Dogs Liable to be Destroyed

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Dog Act 1976: Delegate: s.10AA Delegation of local government powers and duties Power that enables a delegation to be made Express Power or Duty Dog Act 1976: Delegated: s.29(11) Power to seize dogs Delegate: Chief Executive Officer Function: 1. Authority to dispose of or sell a dog which is liable to be This is a precis only. destroyed [s.29(11)]. Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions a. The Chief Executive Officer may further delegate (sub- on this Delegation: delegate) to employees which the CEO has determined as being suitably capable of fulfilling the powers and duties contained in this Delegation.

Express Power to Sub- Dog Act 1976: Delegate: s.10AA(3) Delegation of local government powers and duties (NOTE – sub-delegation only permitted where delegation to the CEO expressly authorises sub-delegation)

63 Delegation Register Shire of Corrigin

5. Dog Act 1974 Delegations

5.1.6 Dangerous Dog Declared or Seized – Deal with Objections and Determine when to Revoke

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Dog Act 1976: Delegate: s.10AA Delegation of local government powers and duties Power that enables a delegation to be made Express Power or Duty Dog Act 1976: Delegated: s.33F(6) Owners to be notified of making of declaration s.33G(4) Seizure and destruction s.33H(1), (2) and (5)Local government may revoke declaration or proposal to destroy

Delegate: Chief Executive Officer Function: 1. Authority to consider and determine to either dismiss or This is a precis only. uphold an objection to the declaration of a dangerous dog Delegates must act with full [s.33F(6)]. understanding of the legislation and conditions 2. Authority to consider and determine to either dismiss or relevant to this delegation. uphold an objection to seizure of a dangerous dog [s.33G(4)]. 3. Authority to revoke a declaration of a dangerous dog or revoke notice proposing to cause a dog to be destroyed, only where satisfied that the dog can be kept without likelihood of any contravention of this Act [s.33H(1)] i. Authority to, before dealing with an application to revoke a declaration or notice, require the owner of the dog to attend with the dog a course in behaviour and training or otherwise demonstrate a change in the behaviour of the dog [s.33H(2)]. Council Conditions a. The Chief Executive Officer may further delegate (sub- on this Delegation: delegate) to employees which the CEO has determined as being suitably capable of fulfilling the powers and duties contained in this Delegation. Express Power to Sub- Dog Act 1976: Delegate: s.10AA(3) Delegation of local government powers and duties (NOTE – sub-delegation only permitted where delegation to the CEO expressly authorises sub-delegation)

64 Delegation Register Shire of Corrigin

5. Dog Act 1974 Delegations

5.1.7 Determine Recoverable Expenses for Dangerous Dog Declaration

Delegator: Local Government Power / Duty assigned in legislation to:

Delegate: Chief Executive Officer Function: 1. Authority to determine the reasonable charge to be paid by This is a precis only. an owner at the time of payment of the registration fee Delegates must act with full under s.15, up to any maximum amount prescribed, having understanding of the legislation and conditions regard to the expenses incurred by the Local Government relevant to this delegation. in making inquiries, investigations and inspections concerning the behaviour of a dog declared to be dangerous [s.33H(5)]. Council Conditions a. The Chief Executive Officer may further delegate (sub- on this Delegation: delegate) to employees which the CEO has determined as being suitably capable of fulfilling the powers and duties contained in this Delegation. Express Power to Sub- Dog Act 1976: Delegate: s.10AA(3) Delegation of local government powers and duties (NOTE – sub-delegation only permitted where delegation to the CEO expressly authorises sub-delegation)

65 Delegation Register Shire of Corrigin

6. Food Act 2008 Delegations

6 Food Act 2008 Delegations

Council to CEO

6.1.1 Determine Compensation

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power or Duty Food Act 2008: Delegated: s.56(2) Compensation to be paid in certain circumstances s.70(2) and (3) Compensation

Delegate: Chief Executive Officer Shire Environmental Health Officers Function: 1. Authority to determine applications for compensation in This is a precis only. relation to any item seized, if no contravention has been Delegates must act with full committed and the item cannot be returned [s.56(2)]. understanding of the legislation and conditions 2. Authority to determine an application for compensation relevant to this delegation. from a person on whom a prohibition notice has been served and who has suffered loss as the result of the making of the order and who considers that there were insufficient grounds for making the order [s.70(2) and (3)]. Council Conditions a. In accordance with s.118(3)(b), this delegation is subject to on this Delegation: relevant Department of Health CEO Guidelines, as amended from time to time. b. Compensation under this delegation may only be determined upon documented losses up to a maximum of $500. Compensation requests above this value are to be reported to Council.

Express Power to Sub- NIL – Food Regulations 2009 do not provide for sub-delegation. Delegate:

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6. Food Act 2008 Delegations

6.1.2 Prohibition Orders

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Food Act 2008: Delegate: s.118Functions of enforcement agencies and delegation Power that enables a delegation (2)(b) Enforcement agency may delegate a function conferred on it to be made (3) Delegation subject to conditions [s.119] and guidelines adopted [s.120] (4) Sub-delegation permissible only if expressly provided in regulations Express Power or Duty Food Act 2008: Delegated: s.65(1) Prohibition orders s.66 Certificate of clearance to be given in certain circumstances s.67(4) Request for re-inspection Delegate: Chief Executive Officer Shire Environmental Health Officers Function: 1. Authority to serve a prohibition order on the proprietor of a This is a precis only. food business in accordance with s.65 of the Food Act Delegates must act with full 2008 [s.65(1)]. understanding of the legislation and conditions 2. Authority to give a certificate of clearance, where relevant to this delegation. inspection demonstrates compliance with a prohibition order and any relevant improvement notices [s.66]. 3. Authority to give written notice to proprietor of a food business on whom a prohibition order has been served of the decision not to give a certificate of clearance after an inspection [s.67(4)]. Council Conditions a. In accordance with s.118(3)(b), this delegation is subject to on this Delegation: relevant Department of Health CEO Guidelines, as amended from time to time. Express Power to Sub- NIL – Food Regulations 2009 do not provide for sub-delegation. Delegate:

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6. Food Act 2008 Delegations

6.1.3 Food Business Registrations

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power to Food Act 2008: Delegate: s.118Functions of enforcement agencies and delegation Power that enables a delegation (2)(b) Enforcement agency may delegate a function conferred on it to be made (3) Delegation subject to conditions [s.119] and guidelines adopted [s.120] (4) Sub-delegation permissible only if expressly provided in regulations Express Power or Duty Food Act 2008: Delegated: s.110(1) and (5) Registration of food business s.112 Variation of conditions or cancellation of registration of food businesses Delegate: Chief Executive Officer Shire Environmental Health Officers Function: 1. Authority to consider applications and determine This is a precis only. registration of a food business and grant the application Delegates must act with full with or without conditions or refuse the registration understanding of the legislation and conditions [s.110(1) and (5)]. relevant to this delegation. 2. Authority to vary the conditions or cancel the registration of a food business [s.112]. Council Conditions a. In accordance with s.118(3)(b), this delegation is subject to on this Delegation: relevant Department of Health CEO Guidelines, as amended from time to time, including but not limited to:  Food Act 2008 Regulatory Guideline No.1 Introduction of Regulatory Food Safety Auditing in WA  Food Unit Fact Sheet 8 – Guide to Regulatory Guideline No.1  WA Priority Classification System  Verification of Food Safety Program Guideline Express Power to Sub- NIL – Food Regulations 2009 do not provide for sub-delegation. Delegate:

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6. Food Act 2008 Delegations

6.1.4 Appoint Authorised Officers and Designated Officers

Delegator: Local Government Power / Duty assigned in legislation to: Express Power to Food Act 2008: Delegate: s.118Functions of enforcement agencies and delegation Power that enables a delegation (2)(b) Enforcement agency may delegate a function conferred on it to be made (3) Delegation subject to conditions [s.119] and guidelines adopted [s.120] (4) Sub-delegation permissible only if expressly provided in regulations Express Power or Duty Food Act 2008: Delegated: s.122(1) Appointment of authorised officers s.126(6), (7) and (13) Infringement Officers Delegate: Chief Executive Officer Function: 1. Authority to appoint a person to be an authorised officer for This is a precis only. the purposes of the Food Act 2008 [s.122(2)]. Delegates must act with full understanding of the 2. Authority to appoint an Authorised Officer appointed under legislation and conditions s.122(2) of this Act or the s.24(1) of the Public Health Act relevant to this delegation. 2016, to be a Designated Officer for the purposes of issuing Infringement Notices under the Food Act 2008 [s.126(13)]. 3. Authority to appoint an Authorised Officer to be a Designated Officer (who is prohibited by s.126(13) from also being a Designated Officer for the purpose of issuing infringements), for the purpose of extending the time for payment of modified penalties [s.126(6)] and determining withdrawal of an infringement notice [s.126(7). Council Conditions a. In accordance with s.118(3)(b), this delegation is subject to on this Delegation: relevant Department of Health CEO Guidelines, as amended from time to time, including but not limited to:  Appointment of Authorised Officers as Meat Inspectors  Appointment of Authorised Officers  Appointment of Authorised Officers – Designated Officers only  Appointment of Authorised Officers – Appointment of persons to assist with the discharge of duties of an Authorised Officer Express Power to Sub- NIL – Food Regulations 2009 do not provide for sub-delegation. Delegate:

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6. Food Act 2008 Delegations

6.1.5 Debt Recovery and Prosecutions

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power or Duty Food Act 2008: Delegated: s.54 Cost of destruction or disposal of forfeited item s.125 Institution of proceedings

Delegate: Chief Executive Officer Shire Environmental Health Officers Function: 1. Authority to recover costs incurred in connection with the This is a precis only. lawful destruction or disposal of an item (seized) including Delegates must act with full any storage costs [s.54(1)] and the costs of any understanding of the legislation and conditions subsequent proceedings in a court of competent relevant to this delegation. jurisdiction [s.54(3). 2. Authority to institute proceedings for an offence under the Food Act 2008 [s.125]. Council Conditions a. In accordance with s.118(3)(b), this delegation is subject to on this Delegation: relevant Department of Health CEO Guidelines, as amended from time to time. Express Power to Sub- NIL – Food Regulations 2009 do not provide for sub-delegation. Delegate:

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6. Food Act 2008 Delegations

6.1.6 Food Businesses List – Public Access

Delegator: Local Government Power / Duty assigned in legislation to:

Express Power or Duty Food Act 2008: Delegated: r.51 Enforcement agency may make list of food

Delegate: Chief Executive Officer Shire Environmental Health Officers Function: 1. Authority to decide to make a list of food businesses This is a precis only. maintained under s.115(a) or (b) publicly available [r.51]. Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions a. In accordance with s.118(3)(b), this delegation is subject to on this Delegation: relevant Department of Health CEO Guidelines, as amended from time to time. Express Power to Sub- NIL – Food Regulations 2009 do not provide for sub-delegation. Delegate:

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8. Public Health Act 2016 Delegations

7 Public Health Act 2015 Delegations

Council to CEO

7.1.1 Appoint Authorised Officer or Approved Officer (Asbestos Regs)

Delegator: Local Government Power / Duty assigned in legislation to: Express Power to Health (Asbestos) Regulations 1992: Delegate: r.15D(7) Infringement Notices Power that enables a delegation to be made Express Power or Duty Health (Asbestos) Regulations 1992: Delegated: r.15D(5) Infringement Notices

Delegate: Chief Executive Officer Function: 1. Authority to appoint a person or classes of persons as an This is a precis only. authorised officer or approved officer for the purposes of Delegates must act with full the Criminal Procedure Act 2004 Part 2 [r.15D(5)]. understanding of the legislation and conditions relevant to this delegation. Council Conditions a. Subject to each person so appointed being issued with a on this Delegation: certificate, badge or identity card identifying the officer as a person authorised to issue infringement notices [r.15D(6)]. Express Power to Sub- NIL – the Health (Asbestos) Regulations 1992 do not provide a power to sub- Delegate: delegate.

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8. Public Health Act 2016 Delegations

7.1.2 Enforcement Agency Reports to the Chief Health Officer

Delegator: Enforcement Agency (means Local Government vide s.4 definition) Power / Duty assigned in legislation to: Express Power to Public Health Act 2016: Delegate: s.21 Enforcement agency may delegate Power that enables a delegation to be made Express Power or Duty Public Health Act 2016 Delegated: s.22 Reports by and about enforcement agencies

Delegate: Shire Environmental Health Officer Function: 1. Authority to prepare and provide to the Chief Health This is a precis only. Officer, the Local Government’s report on the performance Delegates must act with full of its functions under this Act and the performance of understanding of the legislation and conditions functions by persons employed or engaged by the Shire of relevant to this delegation. Corrigin [s.22(1)] 2. Authority to prepare and provide to the Chief Health Officer, a report detailing any proceedings for an offence under this Act [s.22(2)]. Council Conditions NIL on this Delegation:

Express Power to Sub- NIL – Unless a Regulation enacted under the Public Health Act 2016, Delegate: specifically authorises a delegated power or duty of an enforcement agency to be further delegated [s.21(4)].

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8. Public Health Act 2016 Delegations

7.1.3 Designate Authorised Officers

Delegate: Chief Executive Officer Function: 1. Authority to designate a person or class of persons as This is a precis only. authorised officers for the purposes of: Delegates must act with full understanding of the i. The Public Health Act 2016 or other specified Act legislation and conditions relevant to this delegation. ii. Specified provisions of the Public Health Act 2016 or other specified Act iii. Provisions of the Public Health Act 2016 or another specified Act, other than the specified provisions of that Act. Including: a. an environmental health officer or environmental health officers as a class; OR b. a person who is not an environmental health officer or a class of persons who are not environmental health officers, OR c. a mixture of the two. [s.24(1) and (3)]. Council Conditions a. Subject to each person so appointed being; on this Delegation:  Appropriately qualified and experienced [s.25(1)(a)];

and  Issued with a certificate, badge or identity card identifying the authorised officer [s.30 and 31]. b. A Register (list) of authorised officers is to be maintained in accordance with s.27. Express Power to Sub- NIL – Unless a Regulation enacted under the Public Health Act 2016, Delegate: specifically authorises a delegated power or duty of an enforcement agency to be further delegated [s.21(4)].

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8. Public Health Act 2016 Delegations

7.1.4 Determine Compensation for Seized Items

Delegate: Chief Executive Officer Function: 1. Authority, in response to an application for compensation, This is a precis only. to determine compensation that is just and reasonable in Delegates must act with full relation to any item seized under Part 16 if there has been understanding of the legislation and conditions no contravention of the Act and the item cannot be relevant to this delegation. returned or has in consequence of the seizure depreciated in value [s.264]. Council Conditions a. Compensation is limited to a maximum value of $500, with on this Delegation: any proposal for compensation above this value to be referred for Council’s determination. Express Power to Sub- NIL – Unless a Regulation enacted under the Public Health Act 2016, Delegate: specifically authorises a delegated power or duty of an enforcement agency to be further delegated [s.21(4)].

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8. Public Health Act 2016 Delegations

7.1.5 Commence Proceedings

Delegate: Chief Executive Officer Function: 1. Authority to commence proceedings for an offence under This is a precis only. the Public Health Act 2016 [s.280] Delegates must act with full understanding of the legislation and conditions relevant to this delegation. Council Conditions NIL on this Delegation:

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8 Statutory Authorisations and Delegations to Local Government from State Government Entities

Environmental Protection Act 1986

8.1.1 Noise Control – Environmental Protection Notices [Reg.65(1)]

77 Delegation Register Shire of Corrigin

8.1.2 Noise Management Plans – Keeping Log Books, Noise Control Notices, Calibration and Approval of Non-Complying Events

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8.1.3 Noise Management Plans – Construction Sites

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Planning and Development Act 2005

8.2.1 Instrument of Authorisation - Sign Development Applications for Crown Land as Owner

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81 Delegation Register Shire of Corrigin

82 Delegation Register Shire of Corrigin

8.2.2 WA Planning Commission – Section 25 of the Strata Titles Act 1985

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Main Roads Act 1930

8.3.1 Traffic Management - Events on Roads A list of local governments authorised for Traffic Management for Events can be found on the Main Roads WA website here

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8.3.2 Traffic Management – Road Works A list of Local Governments authorised for the purposes of Road Traffic Code 2000 r.297(2) are available on Main Roads WA website here

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Road Traffic (Vehicles) Act 2012

8.4.1 Approval for Certain Local Government Vehicles as Special Use Vehicles

Donga to replace existing laundry and storeroom building

Bushfire Attack Level (BAL) Certificate Determined in accordance with AS 3959-2009

This Certificate has been issued by a person accredited by Fire Protection Association Australia under the Bushfire Planning and Design (BPAD) Accreditation Scheme. The certificate details the conclusions of the full Bushfire Attack Level Assessment Report (full report) prepared by the Accredited Practitioner.

Property Details and Description of Works

Unit no Street no Lot no Street name / Plan Reference Address Details 169 27186 205552 Barber Road Suburb State Postcode

Bullaring WA 6373 Local government Corrigin area Main BCA class of Use(s) of the Class 1a Detached laundry and sleep out the building building Description of the Relocated donga building or works

Determination of Highest Bushfire Attack Level

AS 3959 Assessment Effective Separation Vegetation Classification BAL Procedure Slope Distance Method 1 Class B Woodland Upslope 40m BAL – 12.5

BPAD Accredited Practitioner Details

Name Geoffrey Lush - BPAD27682 Company Details Lush Fire & Planning 3 Paterson Road Pinjarra WA 6208 0418954873 [email protected] I hereby certify that I have undertaken the assessment of the above site and determined the Bushfire Attack Level stated above in accordance with the requirements of AS 3959-2009 (Incorporating Amendments 1, 2 and 3).

Authorised Practitioner Stamp Reliance on the assessment and determination of the Bushfire Attack Level contained in this certificate should not extend beyond a period of 12 months from the date of issue of the certificate. If this certificate was issued more than 12 months ago, it is recommended that the validity of the determination be confirmed with the Accredited Practitioner and where required an updated certificate issued.

Bushfire Attack Level Assessment Report Prepared by a BPAD Accredited Practitioner

AS 3959 BAL Assessment Report This report has been prepared by an Accredited BPAD Practitioner using the Simplified Procedure (Method 1) as detailed in Section 2 of AS 3959 – 2009 (Incorporating Amendment Nos 1, 2 and 3). FPA Australia makes no warranties as to the accuracy of the information provided in the report. All enquiries related to the information and conclusions presented in this report must be made to the BPAD Accredited Practitioner. Property Details and Description of Works

Unit no Street no Lot no Plan Reference Street Name Address Details 169 27186 205552 Barber Road Suburb State Postcode

Bullaring WA 6373 Local government Corrigin area Main BCA class of Use(s) of the Class 1a Detached laundry and sleep out the building building Description of the Relocated donga building or works

Report Details

Report / Job Number Report Version Assessment Date Report Date 19-008 A 11 February 2019 14 February 2019

BPAD Accredited Practitioner Details

Name Geoffrey Lush Company Details

3 Paterson Rd Pinjarra WA 6208 0418954873 [email protected] Authorised Practitioner Stamp Reliance on the assessment and determination of the Bushfire Attack Level contained in this report should not extend beyond a period of 12 months from the date of issue of the report. If this report was issued more than 12 months ago, it is recommended that the validity of the determination be confirmed with the Accredited Practitioner and where required an updated report issued.

BAL Assessment Report

Site Assessment & Site Plans The assessment of this site / development was undertaken on Click here to enter a date. by a BPAD Accredited Practitioner for the purpose of determining the Bushfire Attack Level in accordance with AS 3959 - 2009 Simplified Procedure (Method 1).

Figure 1 Site Assessment Plan

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BAL Assessment Report

Figure 2 Photograph Locations

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BAL Assessment Report

Vegetation Classification All vegetation within 100m of the site / proposed development was classified in accordance with Clause 2.2.3 of AS 3959-2009. Each distinguishable vegetation plot with the potential to determine the Bushfire Attack Level is identified below.

Photo ID: 1 Plot: 1

Vegetation Classification or Exclusion Clause Class B Woodland - Woodland B-05 Description / Justification for Classification Eucalypts to 20m height with less than 30% foliage coverage generally as a windbreak with additional adjacent trees. No understorey and low surface fuel load of less than 15 tph.

Photo ID: 2 Plot: 1

Photo ID: 3 Plot: 2 Vegetation Classification or Exclusion Clause Excludable - 2.2.3.2(c) Multi Areas < 0.25Ha Description / Justification for Classification Small group of trees within house paddock area less than 0.25ha and 20m from the development site. Can also be considered as part of Plot 3 potentially being managed land.

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BAL Assessment Report

Photo ID: 4 Plot: 3

Vegetation Classification or Exclusion Clause Excludable - 2.2.3.2(f) Low Threat Vegetation Description / Justification for Classification Managed garden surrounding the existing dwelling and development site.

Photo ID: 5 Plot: 3 Vegetation Classification or Exclusion Clause Excludable - 2.2.3.2(f) Low Threat Vegetation Description / Justification for Classification House paddock and general farm yard area surrounding the house includes access tracks, outbuildings, gravel or short mown grass and very low fuel loads.

Photo ID: 6 Plot: 3 Vegetation Classification or Exclusion Clause Excludable - 2.2.3.2(f) Low Threat Vegetation Description / Justification for Classification House paddock and general farm yard area surrounding the house includes access tracks, outbuildings, gravel or short mown grass and very low fuel loads.

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BAL Assessment Report

Photo ID: 7 Plot: 4 Vegetation Classification or Exclusion Clause Class B Woodland - Woodland B-05 Description / Justification for Classification Eucalypts to 20m height with less than 30% foliage coverage generally as a windbreak with additional adjacent trees. No understorey and low surface fuel load of less than 15 tph.

Photo ID: 8 Plot: 4 Vegetation Classification or Exclusion Clause Class B Woodland - Woodland B-05 Description / Justification for Classification Eucalypts to 20m height with less than 30% foliage coverage generally as a windbreak with additional adjacent trees. No understorey and low surface fuel load of less than 15 tph.

Photo ID: 9 Plot: 5

Vegetation Classification or Exclusion Clause Class G Grassland – Tussock grassland G-22

Description / Justification for Classification Harvested cropping area also potentially used for grazing.

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BAL Assessment Report

Relevant Fire Danger Index The fire danger index for this site has been determined in accordance with Table 2.1 or otherwise determined in accordance with a jurisdictional variation applicable to the site.

Fire Danger Index

FDI 40 FDI 50 FDI 80 FDI 100 Table 2.4.5 Table 2.4.4 Table 2.4.3 Table 2.4.2

Potential Bushfire Impacts The potential bushfire impact to the site / proposed development from each of the identified vegetation plots are identified below.

Plot Vegetation Classification Effective Slope Separation (m) BAL 1 Class B Woodland Upslope 40m BAL – 12.5 2 Excludable – Clause 2.2.3.2(c) Flat 20m BAL – LOW 3 Excludable – Clause 2.2.3.2(f) N/A N/A BAL – LOW 4 Class B Woodland 1.5 Deg 45m BAL – 12.5 5 Class G Grassland Flat/Upslope 55m BAL – LOW Table 1: BAL Analysis

Determined Bushfire Attack Level (BAL) The Determined Bushfire Attack Level (highest BAL) for the site / proposed development has been determined in accordance with clause 2.2.6 of AS 3959-2009 using the above analysis.

Determined Bushfire Attack Level BAL – 12.5

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BAL Assessment Report

Appendix 1: Plans and Drawings

Plans and drawings relied on to determine the bushfire attack level

Drawing / Plan Description

Job Number Revision Date of Revision

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BAL Assessment Report

Appendix 2: Additional Information / Advisory Notes

EXPLANATORY NOTES - The following are advisory notes only.

A Bushfire Attack Level (BAL) Assessment is a means of measuring the severity of a buildings potential exposure ember attack, radiant heat and direct flame contact in a bushfire event, and thereby determining the construction measures required for the dwelling. The methodology used for the determination of the BAL rating and the subsequent building construction standards, are directly referenced from Australian Standard AS3959 Construction of Buildings in Bushfire Prone Areas.

The BAL rating is determined through the identification and assessment of the following parameters: ❖ Fire Danger Index (FDI) rating; assumed to be FDI – 80 for Western Australia; ❖ All classified vegetation within 100m of the subject building; ❖ Separation distance between the building and the classified vegetation source/s; and ❖ Slope of the land under the classified vegetation. ❖ AS3959:2009 has six (6) levels of BAL, based on the radiant heat flux exposure to the building, and also identifies the relevant sections for building construction as detailed below.

Bushfire Classified vegetation within Description of predicted bushfire attack and levels of AS3959 Attack Level 100m of the site and heat exposure Construction (BAL) flux exposure thresholds Section

BAL-LOW See clause 2.2.3.2 There is insufficient risk to warrant any specific 4 construction requirements. BAL-12.5 ≤ 12.5kW/m2 Ember attack 3 & 5 BAL-19 > 12.5kW/m2 to ≤ 19kW/m2 Increasing levels of ember attack and burning debris 3 & 6 ignited by wind borne embers together with increasing heat flux. BAL-29 > 19kW/m2 to ≤ 29kW/m2 Increasing levels of ember attack and burning debris 3 & 7 ignited by wind borne embers together with increasing heat flux. BAL-40 > 29kW/m2 to ≤ 40kW/m2 Increasing levels of ember attack and burning debris 3 & 8 ignited by wind borne embers together with increasing heat flux with the increased likelihood of exposure to flames. BAL-FZ > 40kW/m2 Direct exposure to flames from fire front in addition to heat 3 & 9 flux and ember attack.

The land within the prescribed BAL Setback is to be maintained as an Asset Protection Zone which should be managed as follows: ➢ Fences: within the APZ are constructed from non-combustible materials (e.g. iron, brick, limestone, metal post and wire). It is recommended that solid or slatted non-combustible perimeter fences are used. ➢ Objects: within 10 metres of a building, combustible objects must not be located close to the vulnerable parts of the building i.e. windows and doors. ➢ Fine Fuel load: combustible dead vegetation matter less than 6 millimetres in thickness reduced to and maintained at an average of two tonnes per hectare. ➢ Trees (> 5 metres in height): trunks at maturity should be a minimum distance of 6 metres from all elevations of the building, branches at maturity should not touch or overhang the building, lower branches should be

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BAL Assessment Report

removed to a height of 2 metres above the ground and or surface vegetation, canopy cover should be less than 15% with tree canopies at maturity well spread to at least 5 metres apart as to not form a continuous canopy. ➢ Shrubs (0.5 metres to 5 metres in height): should not be located under trees or within 3 metres of buildings, should not be planted in clumps greater than 5m2 in area, clumps of shrubs should be separated from each other and any exposed window or door by at least 10 metres. Shrubs greater than 5 metres in height are to be treated as trees. ➢ Ground covers (<0.5 metres in height): can be planted under trees but must be properly maintained to remove dead plant material and any parts within 2 metres of a structure, but 3 metres from windows or doors if greater than 100 millimetres in height. Ground covers greater than 0.5 metres in height are to be treated as shrubs. ➢ Grass: should be managed to maintain a height of 100 millimetres or less.

The applicable BAL construction measures do not guarantee that a building will survive a bushfire event on every occasion. This is substantially due to the degree of vegetation management, the unpredictable nature and behaviour of fire and extreme weather conditions.

The construction standards are only part of an overall approach to bushfire protection that landowners should be aware of. Other measures include having a suitable water supply, access and a bushfire survival plan. Further information regarding these measures can be found at: https://www.dfes.wa.gov.au/safetyinformation/fire/bushfire/Pages/default.aspx

P a g e | 10 CERTIFICATE FORM BA3

Certificate of design compliance Building Act 2011, section 19 PERMIT AUTHORITY Reference number Building Regulations 2012, regulation 4, 18A, 18B, 18C USE ONLY

BUILDING Reference number SURVEYING USE ONLY BA09-2019

1. Property this certificate relates to

Property street Unit no Street no Level Lot no address (provide lot 169 number where street number is not Street name Street type Street suffix known) BARBER ROAD Suburb State Postcode

BULLARING WA 6373

Local government

area Shire of CORRIGIN

Main BCA class of Class 1a the building Secondary BCA Third BCA class class (for multi- (for multi-purpose purpose buildings) buildings) Each restriction on use (if applicable) Use(s) of the Laundry/storeroom/bedroom building Description of the Transportable Building building(s) and building work

2. Applicable building standards

The edition of the Building Code applied in respect of this building or incidental structure

National Construction Code Volume 2 (Class 1& 10) Buildings Printed May 2015

Any declaration under section 39 of the Building Act 2011 made in respect of this building or incidental structure

Not Applicable

Bush fire prone areas (only required for the types of buildings or incidental structures stated below)

In respect of a Class 1, Class 2 or Class 3 building or an associated Class 10a building or deck that is located less than six (6) metres from the Class 1, Class 2 or Class 3 building:

Is the building or deck located in a bush fire prone area? Yes No (if No, continue to part 3)

Under regulation 31BA of the Building Regulations 2012, does a bush fire performance requirement apply to the building or deck? Yes. The Bushfire Attack Level or other measure is 12.5 No. Does not apply because of r.31BA(1A)(a) r.31BA(1A)(b) r.31BA(2)(a)

Form approved by the Building Commissioner on 30 June 2016 Page 1 of 4 BA3

3. Plans, specifications and other documents

Plans and specifications specified in accordance with section 19(3) of the Building Act 2011

Drawing numbers Aerial photos of site: (2 pages) , drawing of accommodation unit location in relation to residence, engineering drawing with specifications, reference drawings R374-01, R374-02, R374-03, 18003.06- dwg-A01 –S00, S01, S02, S03,S04, S05< S06 and a plan detailing the floor layout of the proposed building.,

Specifications : Engineering specifications certified by Robert Clauson BE MIE Aust 3234523

Technical documents : Copy of BAL Assessment Report (pages 1 -10) and BAL Certificate (1 pages) dated 14/2/2019

4. Other prescribed requirements

Details of any advice given by the FES Commissioner in respect of the plans and specifications (Class 2 to Class 9 buildings only)

Not Applicable

Details of any notification given to the FES Commissioner under regulation 15A(1) of the Building Regulations 2012 (Class 2 to Class 9 buildings only)

Not Applicable

Details of each alternative solution and the assessment methods used as required under regulation 18A of the Building Regulations 2012 for:  Class 2 to Class 9 buildings; or  Performance requirement P2.3.4 for Class 1 buildings in bush fire prone areas.

Not Applicable

5. Inspections and tests

List the applicable inspections and tests prescribed under section 36(2)(a) of the Building Act 2011 (i.e. as prescribed in regulations 27 and 28 and Schedule 3 of the Building Regulations 2012)

Not Applicable

Form approved by the Building Commissioner on 30 June 2016 Page 2 of 4 BA3

6. Declaration

1. This building or incidental structure, if completed in accordance with the plans, specifications and technical documents specified in part 3 of this certificate, will comply with each applicable building standard. 2. I have applied the edition of the Building Code specified in part 2 of this certificate in respect of the building or incidental structure. 3. A declaration under section 39 of the Building Act 2011 that a building standard does not apply or is modified in a way as specified in part 2 of this certificate in respect to this building or incidental structure has been made or has not been made. 4. Each alternative solution that is relied upon to establish compliance with a building standard is shown on the plans and specifications specified in part 3 of this certificate. Where required, I have made the necessary statements in part 4 of this certificate. 5. Where required by the regulations, plans and specifications provided in sufficient detail to allow assessment of compliance with the FES Commissioner’s operational requirements were provided to the FES Commissioner at least 15 business days prior to the date of this certificate. 6. Details of any advice given by the FES Commissioner in respect of the plans and specifications are set out in part 4 of this certificate. 7. I have notified the FES Commissioner of the details of any part of the FES Commissioner’s advice that is not incorporated in the plans and specifications specified in part 3 of this certificate and the reasons for not incorporating that advice and details of this notification are set out in part 4 of this certificate. 8. Where this certificate relates to a Class 1, Class 2 or Class 3 building or an associated Class 10a building or deck that is located less than six (6) metres from the Class 1, Class 2 or Class 3 building, I have made the required statements in part 2 of this certificate in respect to bush fire prone areas. 9. I am an independent building surveyor as defined in section 4 of the Building Act 2011.

Building surveying practitioner’s name DUNCAN WILSON

Street address Unit no Street no Level Lot no (provide lot number where street number is not Street name Street type Street suffix known) Suburb State Postcode Country (if not Australia)

OR PO Box no PO Box address 42 Suburb State Postcode Country (if not Australia)

Kalamunda WA 6926

Email address [email protected] Phone no Fax Phone/fax 92579999 92932715

Registration number Level Registration details BSP327 BSPL1

Building surveying Date practitioner’s signature 17 May, 2019

Form approved by the Building Commissioner on 30 June 2016 Page 3 of 4 BA3

7. Certificate issued by

Building surveying contractor / public City of Kalamunda authority’s name

Street address Unit no Street no Level Lot no (provide lot number where street number is not Street name Street type Street suffix known) Suburb State Postcode Country (if not Australia)

OR PO Box no PO Box address 42 Suburb State Postcode Country (if not Australia)

Kalamunda WA 6926

Email address [email protected] Phone no Fax Phone/fax 92579999 92932715

Registration details Registration number Level (contractors only) Name (print) Building surveying DUNCAN WILSON contractor/public Signature authority officer’s signature Date 17 May, 2019

Form approved by the Building Commissioner on 30 June 2016 Page 4 of 4 PERMIT FORM BA4 Building permit Building Act 2011, section 25 Permit number Building Regulations 2012, regulation 4, 21 BA09-2019

1. Builder details

Builder’s name Christopher Mason

Street address Unit no Street no Level Lot no (provide lot number 32 where street number Street name Street type Street suffix is not known) Janes Drive Suburb State Postcode Country (if not Australia)

CORRIGIN WA 6375

OR PO Box no PO Box address

Suburb State Postcode Country (if not Australia)

Registration number or owner-builder 41714 approval number (if applicable)

2. Details of building work

Property street Unit no Street no Level Lot no address (provide lot 169 number where street Street name Street type Street suffix number is not known) Barber Road Suburb State Postcode

BULLARING WA 6373

Nature of the building Transportable Building work

Stage(s) of work

Main BCA class Secondary BCA class (for multi- BCA class of the CLASS 1 a purpose buildings) building

Each restriction on use (if applicable) Use(s) of the building Outbuilding – laundry/storage/bedroom

Estimated value of building work (as $54183:00 determined by permit authority)

Form approved by the Building Commissioner on 30 June 2016 Page 1 of 2 BA4

3. Applicable certificate of design compliance

Certificate of design compliance No. issued by: Building surveying City of Kalamunda contractor/public authority’s name Phone no Fax Phone/fax 92579821 92932715

Email address [email protected] Date 17 May, 2019

4. Permit details

All building work permitted by this permit: 1. Must be carried out in accordance with the plans and specifications specified in the applicable certificate of design compliance for this building permit. 2. Must be carried out in accordance with any conditions set out below:

Conditions 1. All stormwater shall be contained on site and disposed of in a manner that will not cause nuisance, clear of the effluent disposal area, and all structures. 2. The building works shall comply with all the aspects of AS1170 -4 Structural design actions, including earthquake actions in Australia. 3. If Scheme Water is available to this property a copy of the plans and specifications subject to this Building Permit must be submitted to Water Corporation, for their approval and records.

3. Must be inspected and tested as prescribed under section 36(2)(a) of the Building Act 2011 (refer to the certificate of design compliance for the applicable list of inspections and tests that are to be listed here):

Inspections and tests The Builder is to undertake adequate inspections to ensure compliance with the National Construction Codes, Planning and Environmental Health Approvals, and any applicable standards.

Advice Note A signed Notice of Completion must be submitted to the Shire of CORRIGIN within 7 days of the completion of the building works covered by this permit. Penalty: a fine of $10,000. 4. A permit granted to do one or more stages of building work does not automatically entitle a person to be granted a further building permit for any other stage of the building work. Date 5. This permit is valid for two years from the date of this permit. OR valid until

Name Job title Issuing officer

Signature Date

Permit authority SHIRE of CORRIGIN

Form approved by the Building Commissioner on 30 June 2016 Page 2 of 2

2019 Financial Management

System Review

Shire of Corrigin

May 2019

29 May 2019

Ms Natalie Manton Chief Executive Officer Shire of Corrigin PO Box 221 CORRIGIN WA 6375

Dear Natalie

2019 FINANCIAL MANAGEMENT SYSTEMS REVIEW

We are pleased to present the findings and recommendations resulting from the Shire of Corrigin (the “Shire”) Local Government (Financial Management) Regulation 1996, Financial Management System Review.

This report relates only to procedures and items specified within the 2019 Financial Management System Review Services Request for Quotation and does not extend to any financial report of the Shire.

We recommend this report be read in conjunction with the 2019 Audit Regulation 17 Review report prepared by AMD in May 2019.

We would like to thank Catherine, Heather and the finance department for their co-operation and assistance whilst conducting our review.

Should there be matters outlined in our report requiring clarification or any other matters relating to our review, please do not hesitate to contact Melanie Blain or myself.

Yours sincerely AMD Chartered Accountants

MARIA CAVALLO CA Director

Table of Contents 1. Executive Summary ...... 4 2. Collection of money ...... 6 3. Custody and security of money ...... 7 4. Maintenance and security of the financial records ...... 8 5. Accounting for municipal or trust transactions ...... 13 6. Authorisation for incurring liabilities and making payments ...... 16 7. Maintenance of payroll, stock control and costing ...... 19 8. Preparation of budgets, budget reviews, accounts and reports required by the Act or the Regulations ...28 9. Guidance on Risk Assessment ...... 29

Inherent limitations Due to the inherent limitations of any internal control structure, it is possible that fraud, error or non-compliance with laws and regulations may occur and not be detected. Further, the internal control structure, within which the control procedures that have been subject to review, has not been reviewed in its entirety and, therefore, no opinion or view is expressed as to its effectiveness of the greater internal control structure. This review is not designed to detect all weaknesses in control procedures as it is not performed continuously throughout the period and the tests performed on the control procedures are on a sample basis. Any projection of the evaluation of control procedures to future periods is subject to the risk that the procedures may become inadequate because of changes in conditions, or that the degree of compliance with them may deteriorate.

We believe that the statements made in this report are accurate, but no warranty of completeness, accuracy or reliability is given in relation to the statements and representations made by, and the information and documentation provided by, the Shire of Corrigin management and personnel. We have indicated within this report the sources of the information provided. We have not sought to independently verify those sources unless otherwise noted with the report. We are under no obligation in any circumstance to update this report, in either oral or written form, for events occurring after the report has been issued in final form unless specifically agreed with the Shire of Corrigin. The review findings expressed in this report have been formed on the above basis.

Third party reliance This report was prepared solely for the purpose set out in this report and for the internal use of the management of the Shire of Corrigin. This report is solely for the purpose set out in the ‘Scope and Approach’ of this report and for the Shire of Corrigin’s information, and is not to be used for any other purpose or distributed to any other party without AMD's prior written consent. This review report has been prepared at the request of the Shire of Corrigin’s Chief Executive Officer or its delegate in connection with our engagement to perform the review as detailed in the 2019 Financial Management System Review Services Request for Quotation. Other than our responsibility to the Council and management of the Shire of Corrigin, neither AMD nor any member or employee of AMD undertakes responsibility arising in any way from reliance placed by a third party, including but not limited to the Shire of Corrigin external auditor, on this review report. Any reliance placed is that party's sole responsibility.

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1. Executive Summary

1.1. Background and Objectives The primary objective of our Financial Management System Review (FMSR) was to assess the adequacy and effectiveness of systems and controls in place within the Shire focusing on accounts payable, accounts receivable, human resources and payroll procedures; in accordance with the 2019 Financial Management System Review Services Request for Quotation (the “Review”).

The responsibility of determining the adequacy of the procedures undertaken by us is that of the Chief Executive Officer (CEO). The procedures were performed solely to assist the CEO in satisfying her duty under Section 6.10 of the Local Government Act 1995 and Regulation 5(1) of the Local Government (Financial Management) Regulations 1996.

Our findings included within this report are based on the site work completed by us on the 1st to 5th of April 2019. Findings are based on information provided and available to us during and subsequent to this site visit.

1.2. Summary of Findings The procedures performed and our findings on each of the focus areas are detailed in the following sections of the report:  Section 2 – Collection of money;  Section 3 - Custody and security of money;  Section 4 - Maintenance and security of the financial records;  Section 5 - Accounting for municipal or trust transactions;  Section 6 - Authorisation for incurring liabilities and making payments;  Section 7 - Maintenance of payroll, stock control and costing records; and  Section 8 - Preparation of budgets, budget reviews, accounts and reports required by the Local Government Act 1995 or the Local Government (Financial Management) Regulations 1996.

Following the completion of our review and subject to the recommendations outlined within sections 2 to 8, we are pleased to report that in context of the Shire’s overall internal control environment, policies, procedures and processes in place are appropriate, and have been operating effectively at the time of the review.

Findings reported by us are on an exceptions basis, and do not take into account the many focus areas tested during our review where policies, procedures and processes were deemed to be appropriate and in accordance with better practice.

The following tables provide a summary of the findings raised in this report:

Extreme Risk High Risk Medium Risk Low Risk

Number of new 0 1 9 8 issues reported For details on the review rating criteria, please refer to Section 9.

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Ref Issue Risk Rating 2. Collection of money We have no findings to raise in respect to the collection of money. 3. Custody and security of money We have no findings to raise in respect to the custody and security of money. 4. Maintenance and security of financial records Employee User Access Levels 4.2.1 Medium All staff with access to Synergy Soft have “Super user / Administrator” rights. IT Policies and Procedures 4.2.2 Medium A number of the Shire’s IT policies and procedures are not formally documented. Tender Register 4.2.3 No overarching tender register in place which lists all tenders. In addition, tender documentation Medium not stored in a single location. Perfect Computer Solutions 4.2.4 At the time of the review there was no documented agreement in place with IT service provider, Low PCS. 5. Accounting for municipal of trust transactions ATO Lodgements 5.2.1 High Late lodgement with the ATO of eight years of the Shire’s Fringe Benefit Tax Returns. Review of BAS Returns and Supporting Calculation 5.2.2 Business Activity Statement Returns and supporting documentation not consistently signed off Medium by both the preparer and independent reviewer. Month End Reconciliations 5.2.3 Fixed Asset and Reserves Reconciliation not completed on a monthly basis. In addition, Medium independent review not always evident due to no physical sign-off. Insurance Claims 5.2.4 Low Reliance placed on the insurer’s claims schedule. 6. Authorisation for incurring liabilities and making payments Credit Card Exceptions 6.2.1 Medium Credit card statements not currently independently reviewed. Signature Specimen 6.2.2 Low No signature specimen currently in place. 7. Maintenance of payroll, stock control and costing records Fuel Usage Analysis 7.2.1 Medium Further enhancement of the Shire’s fuel usage analysis recommended. Stock Management 7.2.2 Medium Where stock counts are completed, these are not subject to independent review. Overhead and Administration Allocations 7.2.3 No documented support for how the overhead and administration allocations were applied by Medium the Shire for the year ended 30 June 2019. Probation Review Process 7.2.4 Questionnaire not utilised nor is a letter issued to confirm when an employee satisfies probation Low requirements. Performance Review Process 7.2.5 One instance identified where an employee had not completed their 2018 Annual Performance Low Review. Excessive Annual Leave Balances 7.2.6 Low One instances identified of an employee with excessive annual leave balance. Termination Checklist 7.2.7 Although a checklist has been implemented, this was not used for a recently terminated Low employee. 8. Preparation of budgets, budget reviews, accounts and reports required by the Act or the Regulations We have no findings to raise in respect to the preparation of budgets, budget reviews, accounts and reports required by the Act or the Regulations.

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2. Collection of money

2.1. Scope and approach For the following locations operated by the Shire:  Corrigin Administration Office;  Swimming Pool;  Community Resources Centre; and  Corrigin Depot. we assessed the:  Documented internal controls, procedures and reconciliations in relation to all source of income;  Counted petty cash and float on hand ensuring materially correct;  Reviewed fees and charges schedule and ensure adequate internal controls in place over receipting;  Tested collection, receipting, invoicing and posting procedures over cash receipts on a sample basis; and  Reviewed credit control procedures in respect to sundry debtors and rate debtors.

2.2. Detailed findings and recommendations

Our review indicated key underlying policies and processes in relation to the collection of money are appropriate, in line with best practice and operating effectively.

According, we have no recommendations to raise in respect to the collection of money.

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3. Custody and security of money

3.1. Scope and approach  Conducted site visits of cash collection points to review the controls and procedures over the collection, receipting, recording and banking of cash collected offsite; and  Reviewed the security of cash and banking procedures to ensure appropriate controls and procedures are in place.

3.2. Detailed findings and recommendations

Our review indicated key underlying policies and processes in relation to the custody and security of money are appropriate, in line with best practice and operating effectively.

According, we have no recommendations to raise in respect to the custody and security of money.

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4. Maintenance and security of the financial records

4.1. Scope and approach  Reviewed information technology (IT) systems to assess physical security, access security, data backups, contingency plans, compliance and systems development; and  Reviewed registers maintained (including key register, tender register, gifts and travel registers etc.) and Council minutes.

Please note, our inquiries indicated no major IT projects have been completed at the time of our site visit therefore, our assessment to IT projects undertaken by the Shire of Corrigin from the planning to contractor selection to inception phase, was limited.

4.2. Detailed findings and recommendations

4.2.1. Employee User Access Levels Finding Rating: Medium

Perusal of the Shire’s Synergy Soft user access levels identified that all staff with access to this system have “Super user / Administrator” access levels.

Implications / Risks Increased risk of unauthorised user access by employees with access levels not relevant to their job description. Data in Synergy Soft could be manipulated by an employee to conceal fraud or error.

Recommendation We recommend a review be undertaken of staff current user access levels in Synergy Soft to determine whether their user access levels are appropriate for their role.

Management Comment Access to payroll module in Synergysoft is blocked for all staff who do not perform payroll functions as is file management and record keeping functions. Agree that access levels need to be further refined or modified to restrict access to areas relevant to job. CEO has an access level matrix that can be used to identify the access to View/Add/Modify. Training will be required to facilitate user levels as previous staff member with this knowledge has left.

Responsible Officer: Anita Stone Administration /Records Officer Completion Date: September 2019

4.2.2. IT Policies and Procedures Finding Rating: Medium

Our inquiries indicated the Shire does not have formal documented policies or procedures relating to the following:  Use of the Shire’s IT facilities; Policy Code of Conduct and Code of Behaviour  Appropriate internet use; Policy 5.19 Social Media Policy  Password and access controls; password changes are forced every 42 days  Access limitation controls; Access matrix used to set up new staff. Access to payroll module in Synergysoft is restricted and can not be accessed by staff not involved in payroll.

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 Data protection controls such as the use of personal file share accounts (i.e. Dropbox, OneDrive) and removable HDD/USB devices; and Drop box only used by CEO, ESO and Manager of Finance  Bring your own (BYO) devices. Induction handbook notes mobile devices such as mobile phones and ipods.

In addition, perusal of the Shire’s documented back-up procedure identified it lacked detail and does not currently reflect that the back-ups are restored and tested including the frequency of this exercise.

Implications / Risks  Increased risk of unauthorised infiltration of Shire’s IT infrastructure and access to confidential information.  Risk that existing procedures and practices in respect of the use of the Shire’s IT facilities, appropriate internet use, password and access controls, BYO devices, personal file sharing accounts and removable devices are not formally documented.

Recommendation We recommend policies and procedures outlining the terms and conditions in respect to those areas highlighted above be documented, approved, implemented and monitored on an ongoing basis.

Management Comment Monthly testing of backups is conducted by Perfect Computer Systems and is evidenced by monthly invoice and backup test reports. Forced password change every 42 days. CEO staff folder on shared drive is not accessible by staff. Synergysoft payroll module is restricted to payroll staff.

Agree that documentation of existing procedures and practices in respect of the use of the Shire’s IT facilities, appropriate internet use, password and access controls, BYO devices, personal file sharing accounts and removable devices could be better documented.

Responsible Officer: Governance Project Officer Completion Date: December 2019

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4.2.3. Tender Register Finding Rating: Medium

Our inquiries identified that there is no overarching tender register in place which lists all tenders. Rather the Shire completes an individual Tender Register form per tender which incorporates all the relevant details as required by the Local Government Regulations.

As a result, our testing of a sample of tenders1 identified the following:  Not all tender documentation was stored a single location. There is a tender register but it was not provided by staff at the time of the review.  For tenders managed through the WALGA eQuote system, the tender register does not appear to be completed  As part of the tender evaluation, the panel members are required to disclose whether there was a conflict of interest or not, however our testing identified that this part of the evaluation was not consistently completed. Conflict of interest was disclosed and the typed version of the evaluations shows I DO NOT have a conflict of interest. Any staff member with a conflict of interest was not permitted to evaluate the tenders.  No tender checklist is utilised by the Shire to ensure that a consistent approach is followed for all tenders. The Tender checklist was used on three tenders but agree it was not used on WALGA equotes. However a tender was not required as the suppliers were WALGA pre-qualified suppliers.

Implications / Risks  No holistic view of all tenders undertaken by the Shire.  Risk an actual or perceived conflict of interest is not disclosed and managed accordingly.  Risk the Shire is unable to demonstrate compliance with the Local Government Regulations.

Recommendation We recommend consideration be given to developing and implementing a tender register, the register could include the following (non-exhaustive list): this was already done for all but the WALGA equote tenders  The tenders number;  Title;  Decision to invite tenders;  Advertising details;  Closing date and time;  Opening date and time;  Opened in the presence of;  Tenderers name(s);  Amount;  Tender awarded by;  Minute number; and  Successful tenderer.

In addition, we recommend that the:  Shire ensures all relevant tender documentation is stored in a single one location whether hard copy or electronic; is currently stored in tender file in hard copy and on Central Records

1 Bullaring Contractors and Colas Western Australia

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 Tender register is completed for all tender’s including those tenders that are managed through the WALGA eQuote system; Although WALGA equotes are exempt tenders agree this would be good practice.  A tender checklist be developed and utilised for all tenders. A tender checklist has already been developed and is completed and filed for 3 of the tenders completed by the Shire of Corrigin in the past financial year. The checklist will need to be updated to include reminder to obtain Insurance Certificate of Currency once contract has been signed.

Management Comment See individual comments above Agree that improvements could be made to tenders and in future all tenders will be added to register including WALGA Equotes. Conflict of interest will continue to be identified and noted on any evaluations.

Responsible Officer: CEO/ESO Completion Date: August 2019

4.2.4. Perfect Computer Solutions Finding Rating: Low

Although we understand the Shire was in the process of drafting and negotiating an agreement with the Shire’s current IT service provider, Perfect Computer Solutions (PCS), at the time of completing this review, there was no documented agreement in place.

Implication / Risk  Risk that the Shire is not receiving value for money from PCS.  Risk that in the event of PCS’s terminating the agreement, the Shire will have a limited understanding of its own IT infrastructure, policies and procedures, practices applied and security mechanisms.  Risk that PCS is not going through a robust employment process resulting in inappropriate contractors having access to and potentially exploiting the Shire’s IT infrastructure and confidential information.

Recommendation We recommend that an assessment be conducted and formally documented of the service provided by PCS to determine whether the Shire is receiving adequate IT support and value for money. If Council concludes that PCS is providing adequate IT support and receiving value for money, then an agreement should be negotiated and signed off by both parties.

Management Comment Agree that value for money has not been demonstrated for IT provider but it is a specialised market and continuity of service and historical knowledge is an important consideration.

Agree that an assessment be conducted and formally documented of the service provided by PCS to determine whether the Shire is receiving adequate IT support and value for money. If Council concludes that PCS is providing adequate IT support and receiving value for money, then an agreement should be negotiated and signed off by both parties

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Responsible Officer: Governance Project Officer and Manager Finance Completion Date: December 2019

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5. Accounting for municipal or trust transactions

5.1. Scope and approach  Reviewed all monthly reconciliations including bank, sundry debtors, sundry creditors, fixed assets, rates debtors and rateable value reconciliations ensuring correctly reconciled and reviewed;  Reviewed and tested in detail most recent municipal and trust bank reconciliations prepared;  Reviewed processes in respect to BAS, FBT Return and other statutory returns preparation;  Reviewed use of reserve funds and determined whether changes in reserve purposes have been budgeted or public notice was provided;  Reviewed trust ledger balances; and  Reviewed policies and procedures in respect to insurance, recording claims and insuring newly acquired assets.

5.2. Detailed findings and recommendations

5.2.1. ATO Lodgements Finding Rating: High

Our testing of the completion of the Fringe Benefit Tax (FBT) Return(s) identified the Shire was late lodging eight years (returns relating to the year ended 31 March 2010 through to 31 March 2018) of FBT Returns with the Australian Tax Office (ATO). It is understood that the Shire CEO identified that these returns had not been lodged during July 2018, and once identified, the Shire CEO lodged the outstanding returns. Given the quick turnaround required to lodge the FBT returns, our inquiries indicated that the Shire was not completely satisfied with the FBT calculations used for submission to the ATO. The FBT returns had been calculated for periods 2012-2018 but had not been lodged with ATO. Issue was thoroughly investigated and action taken to address this matter with Public Sector Commission and disciplinary action taken again employee. In addition, we noted that the Shire does not have a documented FBT procedure in place. The payment of FBT is a statutory compliance responsibility so there is no need to have a procedure in place. The FBT liability must simply be determined using the ATO guidelines and paid.

Implications / Risks Non-compliance with statutory ATO requirements.

Recommendation We recommend the following:  Development of a FBT procedure which outlines a step by step guide of how FBT is calculated. This procedure should also include that the FBT calculations are reviewed independently prior to submission to the ATO and evidence of this independent review would be required. In addition, the procedure would note that the preparer is also required to sign-off the FBT calculations.  The previous year’s FBT calculations be reviewed and revised accordingly if any errors are identified.

Management Comment

It is not necessary to develop a procedure which outlines a step by step guide of how FBT is calculated as this is provided by the ATO. The previous problems were a result of employee failure rather than the process.

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FBT calculations were reviewed in 2019 independently prior to submission to the ATO and evidence provided on calculation sheets. The previous year’s FBT calculations were reviewed prior to being submitted to the ATO in 2018 and no errors were identified

The previous issues with non compliance of statutory ATO requirements have been addressed and action taken again former staff member.

CEO Recommendation that Manager of Finance attend annual training on FBT to keep up to date with latest requirements and ensure correct calculations.

Responsible Officer: CEO and Manager of Finance Completion Date:

5.2.2. Review of BAS Returns and Supporting Calculations Finding Rating: Medium

Our testing of a sample of Business Activity Statements (BAS) Returns identified the following:  November 2018 – supporting documentation such as the BAS Calculation Sheet – Balancing, Fuel Tax Reconciliation were not maintained on the BAS file. In addition, the preparer and independent reviewer had not signed-off the documentation that was on file supporting the November 2018 BAS Return lodged with the ATO.  February 2019 – the Fuel Tax Reconciliation was signed off by the preparer only, all other documentation was not signed off by either the preparer or the independent reviewer.

Implications / Risks Risk that errors and omissions are not detected and corrected in a timely manner.

Recommendation We recommend all supporting calculations for the BAS Returns is generated and filed with the BAS Return and that the BAS declaration and all supporting calculations are signed off accordingly by the preparer and the independent reviewer.

Management Comment Agree this documentation is to be reviewed and signed by independent reviewer

Responsible Officer: Manager of Finance Completion Date: June 2019

5.2.3. Month End Reconciliations Finding Rating: Medium

Our testing of the month end reconciliation procedures identified the following:  Fixed Assets – the Fixed Asset Register is not reconciled to the general ledger on a monthly basis.  Reserve – the Reserve Bank Account is not reconciled to the general ledger on a monthly basis, rather this account is reconciled at the time the term deposit matures.  Stevenson Trust – although this account is reconciled on a monthly basis, we identified that there was no evidence of independent review for the month of February 2019.

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 Investments – the account is reconciled on a monthly basis, however we identified that there was no evidence of independent review for the month of February 2019.

Implications / Risks Risk that errors and omissions are not detected and corrected in a timely manner.

Recommendation We recommend all key balance sheet accounts are reconciled on a monthly basis and that all reconciliations are signed off by both the preparer and the independent reviewer as evidence of this review.

Management Comment Agree that assets, reserve and trust accounts (including Stevenson Trust) need to be reviewed monthly to ensure accuracy of balance sheet, general ledger and also sub ledgers. These tasks are included on the monthly checklist for the Manager of Finance which includes review by CEO.

Responsible Officer: Manager of Finance Completion Date: June 2019

5.2.4. Insurance Claims Finding Rating: Low

Our inquiries indicated that with regards to insurance claims pertaining to motor vehicles, public liability and property, the Shire relies on the insurer, Zurich Insurance Claim Schedule which currently does not include key details such as date the claim was submitted to the insurer and the date the claim was closed.

For workers compensation claims, a register is maintained by the Shire, however the register lacks detail such as a description of the incident, the date the claim we submitted to the insurer, the date the claim was closed and the settlement amount.

In addition, the Shire does not currently have a documented workers compensation policy and/or procedure in place. There is a comprehensive manual outlining the workers compensation policies and procedures from LGIS so no need to develop additional documents.

Implications / Risks Risk of untimely recovery of costs associated with insurance events.

Recommendation We recommend consideration be given to creating an Insurance Claim Register which includes the date the claim was submitted to the insurer and the date the claim was closed, in addition to the details already contained within the Zurich claims report.

Management Comment

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Existing Insurance Claim Register be updated to include the date the claim was submitted to the insurer and the date the claim was closed, in addition to the details already contained within the Zurich claims report.

Workers compensation claims update is included in monthly checklist for Finance Officer and note added each month on claims progress or follow up actions.

Responsible Officer: Finance Officer Completion Date: August 2019

6. Authorisation for incurring liabilities and making payments

6.1. Scope and approach  Reviewed controls and procedures over the authorisation of purchase orders and making of payments;  Tested sample of payments to ensure compliance with stated procedures;  Reviewed credit card processes and procedures, and testing transactions on a sample basis;  Reviewed petty cash processes and procedures, and testing transactions on a sample basis;  Completed sample testing of asset additions and asset disposals;  Reviewed asset capitalisation and depreciation policy and ensure compliance with stated policies; and  Reviewed new loans received ensuring budgeted for or public notice provided.

6.2. Detailed findings and recommendations

6.2.1. Credit Card Exceptions Finding Rating: Medium

Our testing of a sample of credit card statements identified the following exceptions:  One receipt/invoice was missing to support expenditure incurred on one employee’s credit card during February 2019.  The Manager of Finance independently reviewed the July 2018, August 2018, January 2019 and February 2019 credit card statements for the Chief Executive Officer and Manager of Works and Services.

Implications / Risks

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 Risk that error of fraud may not be detected on a timely basis.  Risk that the person independently reviewing the Chief Executive Officer’s and Manager of Works and Services credit card statement does not appropriately question expenditure incurred on the credit card.

Recommendation We recommend supporting documentation is obtained and retained for all expenditure incurred using the Shire’s credit card and in the event that the receipt/invoice is lost (if expenditure is less than $82.50) the credit card holder should complete a lost receipt declaration.

In addition, we suggest consideration be given to a more senior Shire representative reviewing and signing off the employees’ credit card statements, for example, the Chief Executive Officer could review and sign-off the Manager of Works and Services credit card statements and the Council President could review and sign-off the Chief Executive Officer’s credit card statements.

Management Comment The current credit card review and reporting process was developed in response to the outcomes of the CCC findings of credit card fraud in local governments.

The existing supporting documentation for credit card expenditure is adequate with the card holder signing to confirm that expenditure was incurred and description. A note was added to the relevant credit card statement to explain that no receipt was provided from the Corrigin Hotel for refreshments ($18) for the Australia Day guest speaker and her family on the evening before her presentation. There is no need for a separate declaration for a missing receipt for such a small amount. A receipt was obtained for the following transaction on the same evening for the meals for the guest speaker.

It is not considered necessary to have a more senior staff member review the credit card statements as the existing arrangement already provides for the CEO to sign the Manager of Works credit card statement. The Finance Officer reviews credit card expenditure as part of the monthly creditors and payment processing function. The Manager of Finance also reviews credit card expenditure and supporting documentation to check that it is a legitimate expense. The Manager of Finance is the next most senior position and the employee does not have a credit card so is considered independent.

At the meeting of the Audit and Risk Management Committee in June 2018 the credit limit was reduced from $40,000 to $20,000 with the CEO limit reduced to $10,000 and the Deputy CEO and Manager of Works reduced to $5,000. The credit card for the Deputy CEO was shredded following their departure in July 2018 leaving the CEO and Manager of Works as the only credit card holders. Both card holders have signed a credit card agreement outlining the correct usage of the card.

Both the CEO and Manager of Works credit card statements and a description of expenditure are reviewed monthly by the full council with an item included in the Council agenda.

The CEO and Manager of Works Credit Card Declarations are included as an attachment to the Council agenda and are publicly available on the Shire of Corrigin website each month.

File with hard copies of credit card statements are available for Councillors to review in council chambers on Council meeting day.

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Responsible Officer: Completion Date:

6.2.2. Signature Specimen Finding Rating: Low

Our inquiries indicate that there is currently no Council signature specimen list in place.

Implications / Risk Risk someone without the appropriate delegated authority signs a document approving a Contract/Agreement, transaction which could be enforceable by another party.

Recommendation We recommend the development of a signature specimen list for all of those with delegated authority.

Management Comment There is currently a specimen signature at the bank to verify signatories on financial transactions.

There are limited staff members who are authorised signatories including CEO, Deputy CEO (currently vacant) Manager of Works, Building Officer, Environmental Health Officer and limited authorisation for administration staff for minor expenditure such as catering. Their signatures are well known by all staff and there are many documents available on both the physical and electronic files that include an example of the signature of authorised signatories.

Policy 2.11 authorisation to Purchase Goods and Services outlines the purchasing limits for employees and is reviewed by Finance Officer on financial transactions such as purchase orders and invoices. The Policy is reviewed annually by Council as part of the overall policy review.

Acting Manager of Works and Acting CEO provided with letter confirming authorisation as signatory.

Contracts and agreements are generally signed following Council resolution and co-signed by President along with Common Seal.

A specimen signature list is not necessarily going to stop someone without the appropriate delegated authority signing a document approving a Contract/Agreement, transaction which could be enforceable by another party. If an officer was to sign a document, contract or agreement without appropriate authorisation it would be a disciplinary matter.

Responsible Officer: CEO Completion Date:

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7. Maintenance of payroll, stock control and costing

7.1. Scope and approach  Completed site visit to the Depot to review security over stocks held and allocation / costings of stocks used (including fuel and inventory stocks);  Reviewed of the allocation of public works overheads, plant operating costs and administration overheads completed;  Reviewed payroll controls and procedures to ensure effective controls are in place, and complete tests on a sample basis to ensure these controls were operating effectively;  Reviewed procedures and policies in place in respect of human resource management legislative and compliance requirements, recruitment, performance appraisal, disciplinary and termination procedures and leave entitlements;  Reviewed listing of leave taken by employees ensuring authorised leave forms completed; and  Reviewed annual leave balances and identify employees with more than eight weeks annual leave.

7.2. Detailed findings and recommendations

7.2.1. Fuel Usage Analysis Finding Rating: Medium

Our inquiries indicated fuel usage analysis by individual motor vehicle/plant item on a per vehicle/plant item basis (i.e. consumption per 100kms or plant hour vs book consumption) is not currently prepared on a periodic and/or rotational basis and subject to independent review.

Furthermore, our inquiries indicate that the Shire is not currently utilising a GPS navigational system to track motor vehicles, analyse mileage against fuel purchased, excessive travel (outside of set perimeters), speeding etc.

In addition, we identified the following pertaining to the management of fuel usage at the Shire:  The Supplier’s Invoice – Authorised form which is attached to the Great Southern Fuel Supplies Statement makes provision for authorisation, however our testing identified that this was not physically signed as evidence of authorisation. Furthermore, the Great Southern Fuel Supplies Statement was not stamped with the goods/services received stamp due to this expenditure being exempt from raising a purchase order.  The stock receipt transaction and authorisation pertaining to the fuel for the Depot - provision is made for review and authorisation, however our testing identified that the form had not been signed as evidence of review and authorisation.  The Fuel Card Register that lists all the fuel cards held by the Shire is potentially out of date with no employee responsible for maintaining the register.  When fuelling up at the Depot, the operator is not required to input the odometer reading.  The Shire does not currently have a fuel usage policy in place.

Implications / Risks Risk Shire assets are used for unauthorised personal use and/or purchasing fuel using the Shire’s fuel card/fuelling up at the Depot for their own personal assets.

Recommendation

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We recommend:  The Shire investigate the appropriate method to be able to analyse the use of fuel holistically, for example create a monthly spreadsheet that combines the fuel purchased on the Great Southern Fuel Supplies and fuel issued from the Depot. This spreadsheet should capture each Shire motor vehicle and detail every transaction in a chronological order. Once set up, the fuel usage per asset should be analysed to see whether the employee is fuelling up several times a day, over the weekend, late at night and excessive fuel purchased against the expected route the employee is travelling etc.

 The Shire investigate the possibility of purchasing a GPS navigational system to assist with the monthly analysis (i.e. the Shire would be able to track where the motor vehicle travelled to/from and check to see this aligned with the fuel usage, where the employee was supposed to be and travelled outside of their set perimeter). In addition to the advantages already noted for purchasing such a system, a GPS navigational system is a great tool for ensuring the safety of employees, providing the Shire with the ability to locate the asset in an emergency and the employees’ ability for the employee to set off the duress if they find themselves in an emergency situation.

 The ‘Supplier’s Invoice – Authorised’ form and Fuel Stock Receipt transaction form be appropriately reviewed and signed off as evidence of authorisation. In addition, the Great Southern Fuel Supplies Statements be stamped with the goods/services received stamped and populated accordingly.  The Fuel Card Register be reviewed to ensure that it is factually correct. In addition, a Shire representative be allocated with the responsibility of maintaining the register.  Development and implementation of a fuel usage policy.

Management Comment Monthly fuel invoices are randomly checked and analysed by Manager of Finance and CEO to check that the correct fuel is purchased for the vehicle ie petrol for petrol car and diesel for diesel and that amounts are reasonable for the vehicles. Weekend and multiple fills ups is checked by Manager of Finance and CEO.

Depot is closed to staff on weekends so no access to bulk fuel.

Consideration of GPS on vehicles would depend on budgetary constraints. With an outside staff of < 20 the Manager of Works and Leading Hand are generally well aware of where the staff are working and fuel usage.

Actual fuel litres is receipted into stock system based on invoice litres.

Great Southern Fuel invoices are stamped and signed to confirm goods and services received, quantities checked and authorisation to pay invoice. Approved for payment by Manager of Works and CEO. Statements are not stamped but we don’t pay on statement- we pay on invoice so not sure that this is necessary.

Log books are kept by staff who have a car/ ute included as part of their salary package which includes odometre readings. It would be possible to review fuel usage for these vehicles as total km and total fuel usage is known.

Unsure what the ‘Supplier’s Invoice – Authorised’ form refers to?

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Fuel Stock Receipt transactions can be reviewed and signed off as part of Manager of Finance Monthly checklist as evidence of review and authorisation.

Fuel Card Register has been updated by Manager of Finance and will be reviewed annually.

A fuel usage policy is not required as stealing or misappropriation of shire resources and assets is covered by the Staff Code of Conduct and Code of Behaviour. Dishonest or illegal behaviour such as stealing will be dealt with as a disciplinary matter and termination if warranted.

Responsible Officer: CEO/ Finance Officer Completion Date: Annual review of fuel card register June

7.2.2. Stock Management Finding Rating: Medium

Our inquiries made during our site visits identified that although the Depot complete stock counts on a monthly basis, no independent spot checks of these counts is completed.

Implications / Risks Risk stock is misappropriated and/or misstated.

Recommendation We recommend stock count sheets be signed by the individual performing the count and be subject to independent review and sign off.

Management Comment

Independent confirmation of stock was confirmed by auditors annually. Monthly stock sheets completed by Works staff and processed by Administration staff. Manager of Finance can sign to confirm review.

Responsible Officer: Manager of Finance Completion Date: July 2019

7.2.3. Overhead and Administration Allocations Finding Rating: Medium

Our testing of the overhead and administration allocations for the year ended 30 June 2019 identified that the allocations were assessed and determined by external consultant, LG Corporate Solutions for the 2017/ 2018 financial year. The external consultant deemed that the prior allocations continued to be appropriate for the year ended 30 June 2019, however the Shire was unable to provide evidence of how the overhead and administration allocations for the year ended 30 June 2018 were determined.

In addition, we noted the Shire has contracted LG Corporate Solutions to assist with preparing the Annual Financial Statement, Annual Budget etc., however there is no formal signed agreement in place

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between both parties (with exception to the quotation provided by LG Corporate Solutions which provided the Shire with options on the services to be provided). The purchase order confirms the contract based on quote.

Implications / Risks  Insufficient calculations supporting the overhead and administration allocations used for the year ended 30 June 2019.  No agreed terms and conditions in place with external consultant increases the risk of uncertainty of each party’s rights and obligations.

Recommendation We recommend the Shire ensures that there are calculations that support the setting of the overhead and administration allocation. In addition, the process followed for setting the overhead and administration allocations should be documented. Calculations for admin allocations were included as supporting documentation (based on salaries and services) to the budget template and reflect past and predicted future administration allocations.

Furthermore, to avoid any ambiguity, an agreement between both parties should be negotiated and executed for the purpose of the services provided by an external consultant. All assessments/advice provided by the external consultant should be provided in writing with adequate support.

The engagement of an external consultant was made after advertising for a Deputy CEO following the departure of a staff member in June 2018. Nine applications for Deputy CEO were received but none were found to possess high level skills to meet the requirements of the position considering the timing. As the budget an annual report were urgently required, the CEO called for quotes from suitably qualified consultants using a detailed scope of works document. The consultants were evaluated against the following predetermined assessment criteria:  Demonstrated quality of previous or similar work- Weighting 20%  Experience and knowledge of Local Government accounting requirements- Weighting 20%  Availability to provide service from 1 June 2018 to September 2018 as detailed in the project scope. -Weighting 10%  Price – Weighting 50%

Several of the consultants were interested in the work but were not able to provide the service in the short timeframe and there was a significant risk of not finalising the budget or annual report within the required timeframe.

A purchase order confirmed the engagement of the LG Corporate Solutions based on the detailed request for quote document and subsequent quote.

Management Comment A review of admin allocations will be conducted for the 2019/20 budget due to a change in service with the library service now delivered in house and the vacancy in the Deputy CEO position.

Responsible Officer: Manager of Finance Completion Date: July 2019

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7.2.4. Probation Review Process Finding Rating: Low

Our testing identified the following exceptions pertaining to the completion of the employees’ probation at the end of the three month period:  A probation questionnaire is not utilised when conducting the probationary review.  No probation letter is issued to the employee post the probationary review.

Implications / Risks Risk of non-compliance with the Shire’s policies, procedures and employment contracts and/or Enterprise Bargaining Agreement.

Recommendation We recommend the development and utilisation of a probation questionnaire when conducting the probation review. In addition, we recommend a letter communicating whether the employee was successful or not be issued to the employee shortly after.

Management Comment There were two employees completing a probationary period during 1 July 2018 and 31 March 2019 being the period of the Financial Management review.

The CEO was provided with a letter confirming the end of the six month probation period on 20 November following a comprehensive probation performance review and Council resolution.

Acknowledge that End of Probation letters were not routinely provided to employees in the past due to the turnover of CEO and Deputy CEO.

The part time cleaner End of Probation letter was not previously sent on 4 June 2019.

The Induction Handbook for new employees includes notes and questions to be reviewed and signed at the end of the probation period and is a suitable questionnaire.

End of probation letter to be provided to newly appointed Customer Service Officer in July 2019 and Executive Support Officer in August 2019.

Responsible Officer: CEO Completion Date: July/ August 2019

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7.2.5. Performance Review Process Finding Rating: Low

Our inquiries indicated that with exception to the Chief Executive Officer there is no Performance Appraisal policy in place for employees.

In addition, we identified one employee had still not completed their 2018 Annual Performance Review at the time of our review.

Implications / Risks  Risk of regular performance reviews not being completed.  Risk employees underperforming for extended periods impacting on the operations of the Local Government.

Recommendation We recommend performance reviews are completed at least yearly.

Furthermore, we recommend the development and implementation of a Performance Appraisal policy.

Management Comment Performance reviews are conducted annually in May as part of the budget process or on anniversary of employment.

The Shire of Corrigin Enterprise Agreement 2014 (currently in force during period of review) provides for incremental progression following satisfactory service over previous 12 months and has demonstrated new or enhanced skills.

Performance Review is noted on Compliance Calendar be completed annually in May which is a more practical reminder of the need to conduct reviews than a policy.

Responsible Officer: CEO Completion Date:

7.2.6. Excessive Annual Leave Balances Finding Rating: Low

From our review of the annual leave listing as at the date of our review, we noted one employee who had accrued in excess of eight weeks annual leave.

Implications / Risks The cost to Council is greater if annual leave is not paid out on a regular basis due to the cumulative effect of salary increases over a period of time.

Recommendation It is a fundamental principle of good internal control that all employees take regular holidays, therefore we recommend that leave balances be managed to reduce the number of employees with excess leave due.

Management Comment

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Excess annual leave was previously noted as an area of risk by auditors. Over the past year the Audit and Risk Management Committee has reviewed the excess annual and long service leave at the quarterly meetings.

At the Audit and Risk Management Committee meeting on 11 June 2018 and the following resolution was passed:

1. That a policy/procedure be developed to provide guidelines for the management of leave for Shire of Corrigin employees. 2. The CEO and Manager of Works direct employees in the works department to reduce the excess leave in the next two months prior to the commencement of the 2018/19 road construction program or consider cash out option to reduce leave accruals over eight weeks.

Employees covered by the existing Enterprise Agreement 2014 were advised that they were entitled to cash out their annual leave with the following conditions:  At least at least four weeks annual leave must be retained.  There must be a signed, written agreement with their employer on each occasion (that outlines the amount of leave being cashed out, the amount they will be paid and the date it will be paid).  The payment for the cashed out leave has to be the same as what the employee would have been paid if they took the leave.  It is unlawful for an employer to force (or try to force) an employee to make (or not make) an agreement to cash out annual leave.

At the September 2018 meeting of the Audit and Risk Management Committee the leave liability had been reduced to $450,000 and the number of staff with leave in excess of 8 weeks was reduced to seven.

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A complicating factor was the Enterprise Agreement which only allowed a maximum of two weeks leave to be paid out and some staff having both excess annual and long service leave.

A new leave policy was adopted by Council on 16 October 2018 clearly outlining the management of annual and long service leave.

By December 2018 the number of staff with excess leave had been reduced to six and by March 2019 there was only one staff member with excess leave. Both the Manager of Works and Leading Hand had significant leave balances and the timing of the leave needed to be managed to ensure a continuity of service while reducing the leave balances.

The employees with excess leave will again be reported at the June meeting of the Audit and Risk Management Committee and any staff with an excess of two years leave will be sent a letter reminding them to reduce their leave balance by either taking leave or cashing out up to the maximum allowable limit. Works staff with excess leave will be encouraged to take leave in July and August prior to the commencement of the new roads construction program.

Responsible Officer: CEO Completion Date: June 2019 and ongoing

7.2.7. Termination Checklist Finding Rating: Low

We acknowledge that the Shire has a formal termination checklist, however our testing identified that this was either not used for terminated employees or that the checklist had not been appropriately signed off by the Chief Executive Officer.

Implications / Risks Risk that tasks required to be undertaken following an employee’s departure are not completed on a timely basis.

Recommendation We recommend the termination checklist is completed for all terminated employees. Furthermore, we recommend consideration be given to whether the termination checklist is made the responsibility of the departing employee with a proviso that the termination payment is not released until the completed checklist is returned.

Management Comment

The Payroll Officer completes a termination payment calculation which is signed by the CEO prior to payment.

Agree that the exit checklist could be used for terminated employees and signed by the CEO

Responsible Officer: CEO Completion Date: on termination of employee

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8. Preparation of budgets, budget reviews, accounts and reports required by the Act or the Regulations

8.1. Scope and approach  Reviewed policy and procedure manual;  Reviewed the procedures for preparation of the monthly financial statements, annual financial statements and annual Budget, including assessment of accounting policy, notes and applicable reporting requirements and efficiency of the process;  Reviewed monthly financial statements ensuring presented to Council within two months and information contained within monthly financial statements in accordance with Regulation 34 of Local Government (Financial Management) Regulations 1996;  Reviewed the mid-year budget review to ensure compliance with Regulation 33A of the Local Government (Financial Management) Regulations 1996 and assessment of budgetary expenditure controls in place;  Ensured prior year audit report and management letter have been presented to audit committee and Council; and  Reviewed compliance with Part 6 of the Local Government Act 1995 and Local Government (Financial Management) Regulations 1996.

8.2. Detailed findings and recommendations

Our review indicated key underlying policies and processes in relation to the preparation of budgets, budget reviews, accounts and reports required by the Act or the Regulations are appropriate, in line with best practice and operating effectively.

Accordingly, we have no recommendations to raise in respect to the preparation of budgets, budget reviews, accounts and reports required by the Act or the Regulations.

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9. Guidance on Risk Assessment

Risk is uncertainty about an outcome. It is the threat that an event, action or non-action could affect an organisation’s ability to achieve its business objectives and execute its strategies successfully. Risk is an inherent component of all service activities and includes positive as well as negative impacts. As a result not pursuing an opportunity can also be risky. Risk types take many forms − business, economic, regulatory, investment, market, and social, just to name a few.

Risk management involves the identification, assessment, treatment and ongoing monitoring of the risks and controls impacting the organisation. The purpose of risk management is not to avoid or eliminate all risks. It is about making informed decisions regarding risks and having processes in place to effectively manage and respond to risks in pursuit of an organisation’s objectives by maximising opportunities and minimising adverse effects.

The risk guidelines stated within Risk Management – Guidelines Standard AS / NZS ISO 31000-2018 and are based in the Shire of Corrigin’s Risk Management Framework.

Our guidance to risk classification in completing our review is as follows:

Measure of Likelihood of Risk

Likelihood is the chance that the event may occur given knowledge of the organisation and its environment. The following table provides broad descriptions to support the likelihood rating:

Level Rating Description Frequency 5 Almost Certain The event is expected to occur in most circumstances. More than once per year. 4 Likely The event will probably occur in most circumstances. At least once per year. 3 Possible The event should occur at some time. At least once in 3 years. 2 Unlikely The event should occur at some time. At least once in 10 years. 1 Rare The event may only occur in exceptional circumstances. Less than once in 15 years. *Above Extracted from the Shire’s Risk Management Framework.

Measure of Consequence of Risk

Consequence is the severity of the impact that would result if the event were to occur. The following table provides broad descriptions to support the consequence rating:

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PROPERTY INTERRUPTION TO (Plant, NATURAL FINANCIAL Project Project DESCRIPTOR PEOPLE REPUTATION (Social COMPLIANCE SERVICE / Community) Equipment, ENVIRONMENT IMPACT TIME COST Buildings)

Unsubstantiated, localised No material service No noticeable Contained, reversible Exceeds deadline low impact on community Inconsequential Less than Exceeds project Near-miss interruption regulatory or impact managed by by 5% of project Insignificant (1) trust, low profile or no damage. $10,000 budget by 5%. Less than 1 hour statutory impact. site response. timeline. media item.

Short term temporary Substantiated, localised low Localised damage Contained, reversible Exceeds deadline First aid Some temporary $10,000 - Exceeds project interruption – impact on community trust rectified by routine impact managed by by 10% of project Minor (2) treatment non compliances. $50,000 budget by 15%. backlog cleared or low media item. internal procedures. internal response. timeline. < 1 days

Short term non- Medium term temporary Medically Substantiated public compliance but interruption backlog Localised damage Contained, reversible Exceeds deadline treatment / embarrassment, moderate with significant $50,001 to Exceeds project cleared by additional requiring external impact managed by by 15% of project Moderate (3) Lost time injury impact on community trust regulatory $200,000 budget by 25%. resources within resources to rectify. external agencies. timeline. >30 days or moderate media profile. requirements < 1 week imposed.

Substantiated public Non-compliance Prolonged interruption of Uncontained, Lost time injury embarrassment, results in Significant damage services, additional reversible impact Exceeds deadline <30 days / widespread high impact on termination of requiring internal & $200,000 to Exceeds project resources required; managed by a by 20% of project Major (4) temporary community trust, high services or external resources $500,000 budget by 35%. performance affected coordinated response timeline. disability media profile, third party imposed penalties to rectify. < 1 month from external agencies. actions. to Shire/Officers.

Non-compliance Substantiated, public results in Extensive damage Indeterminate embarrassment, litigation, criminal requiring pro-longed Fatality, Prolonged interruption of Exceeds deadline widespread loss of charges or period of restitution. Uncontained, Exceeds project permanent services >$500,000 by 25% of project Extreme (5) community trust, high significant Complete loss of irreversible impact. budget by 45%. disability non-performance timeline. widespread multiple media damages or plant, equipment & >1 month profile, third party actions. penalties to building. Shire/Officers.

*Above Extracted from the Shire’s Risk Management Framework.

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Risk Analysis Matrix – Level of Risk Finding Rating for each audit issue was based on the following table:

CONSEQUENCE Insignificant Minor Moderate Major Catastrophic 1 2 3 4 5 Almost Certain 5 Medium (5) High (10) High (15) Extreme (20) Extreme (25)

Likely 4 Low (4) Medium (8) High (12) High (16) Extreme (20) Possible 3 Low (3) Medium (6) Medium (9) High (12) High (15) Unlikely 2 Low (2) Low (4) Medium (6) Medium (8) High (10)

LIKELIHOOD Rate 1 Low (1) Low (2) Low (3) Low (4) Medium (5) *Above Extracted from the Shire’s Risk Management Framework.

Finding / Risk Acceptance Rating The table below sets out the definition of the Shire’s finding / risk acceptance rating: Finding / Risk Definition Rank . Attention required in medium term, preferably within 12 months. . Isolated cases of procedural non-compliance. Low . Small transactional errors with nil to small financial loss or exposure to the Shire. . Isolated administrative matters. . Attention required in medium term, preferably within 6 months. . Absence or breakdowns in controls or procedures that lead to moderate exposures to the Shire. . Isolated breaches of legal requirements and/or regulations with no further action likely to be Medium taken by a regulator. . Moderate individual transactional errors or several smaller transactional errors. . Administrative matters, which due to their frequency may indicate procedural or training problems. . Attention required in short term, preferably within 3 months. . Absence or breakdowns in controls or procedures that lead to high exposures. . A breach of legal requirements and/or regulations resulting in material compensation and/or financial payouts, however no further action is likely to be taken by a regulator. High . Large individual transactional errors or a larger number of smaller transactional errors. . Administrative matters, which due to their frequency may indicate procedural or training problems. . Issues arising from inadequate training. . Urgent and immediate action required. . Cases of actual or potential fraud. . Absence or breakdowns in critical controls or procedures that lead to very significant exposures to the Shire (i.e. financial loss impacting capital or significant disruption to business services, loss of life, severe reputation risk). Extreme . Serious breach of legal requirements and/or regulations resulting in material compensation and/or financial payouts and action likely to be undertaken by regulators. . Multiple large transactional errors that could lead to serious legal impact and/or severe adverse effect on the Shire’s reputation. . Issues arising from no or severely inadequate training.

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Shire of Corrigin Local Emergency Management Arrangements

May 2019

Adopted Council June 2019 Res **/2019

Adopted by LEMC on 28 February 2019

SHIRE OF CORRIGIN EMERGENCY MANAGEMENT ARRANGEMENTS

These arrangements have been produced and issued under the authority of S. 41(1) of the EM Act 2005, endorsed by the Shire of Corrigin Local Emergency Management Committee (LEMC) and has been tabled with the District Emergency Management Committee (DEMC).

...... Cr Lynette Baker Date Chairperson Corrigin LEMC

...... Cr Lynette Baker Date President, Shire of Corrigin

TABLE OF CONTENTSPART 1 – INTRODUCTION 8 1.1 AUTHORITY 8 1.2 COMMUNITY CONSULTATION 8 1.3 DOCUMENT AVAILABILITY 8 1.4 AREA COVERED (CONTEXT) 8 1.5 AIM 8 1.6 PURPOSE 9 1.7 SCOPE 9 1.8 RELATED DOCUMENTS AND ARRANGEMENTS 9 1.9 AGREEMENTS, UNDERSTANDINGS AND COMMITMENTS 10 1.10 SPECIAL CONSIDERATIONS 10 1.11 RESOURCES 10 1.12 ROLES AND RESPONSIBILITIES 10 1.13 LOCAL EMERGENCY MANAGEMENT COMMITTEE 12 1.14 CONTROLLING AGENCY 12 1.15 HAZARD MANAGEMENT AGENCY 13 1.16 COMBAT AGENCIES 13 1.17 SUPPORT ORGANISATION 13 1.18 PUBLIC AUTHORITIES 13

PART 2 – PLANNING (LEMC ADMINISTRATION) 14 2.1 LEMC MEMBERSHIP 14 2.2 MEETING SCHEDULE 14 2.3 LEMC CONSTITUTION AND PROCEDURES (S38(4) EM ACT) 14 2.4 ANNUAL REPORTING 15 2.5 THE ANNUAL BUSINESS PLAN 16 2.6 EMERGENCY RISK MANAGEMENT 16 2.7 FINANCE ARRANGEMENTS 16

PART 3 – SUPPORT TO RESPONSE 17 3.1 RISKS – EMERGENCIES LIKELY TO OCCUR 17 3.2 INCIDENT SUPPORT GROUP (ISG) 17 3.3 MEDIA MANAGEMENT AND PUBLIC INFORMATION 19 3.4 CRITICAL INFRASTRUCTURE 20 3.5 EVACUATION 20 3.6 SPECIAL NEEDS GROUPS 21 3.7 ROUTES AND MAPS 21 3.8 WELFARE 21 3.9 LOCAL WELFARE COORDINATOR 21 3.10 LOCAL WELFARE LIAISON OFFICER 21 3.11 STATE AND NATIONAL REGISTRATION AND ENQUIRY 22 3.12 ANIMALS (INCLUDING ASSISTANCE ANIMALS) 22 3.13 WELFARE CENTRES 23

PART 4 - RECOVERY 24

PART 5 - EXERCISING AND REVIEWING 25 5.1 THE AIM OF EXERCISING 25 5.2 FREQUENCY OF EXERCISES 25 5.3 TYPES OF EXERCISES 25 5.4 REPORTING OF EXERCISES 25 5.5 REVIEW OF LOCAL EMERGENCY MANAGEMENT ARRANGEMENTS 26 5.6 REVIEW OF LOCAL EMERGENCY MANAGEMENT COMMITTEE POSITIONS 26 5.7 REVIEW OF RESOURCES REGISTER 26 ANNEXURE 1: RESOURCES 27 ANNEXURE 2: LEMC CONTACT LIST 34 ANNEXURE 3: CRITICAL INFRASTRUCTURE 38 ANNEXURE 4: SPECIAL NEEDS GROUPS 39 ANNEXURE 5: MAP OF THE DISTRICT 40

Distribution

Distribution List

Organisation No Copies

Shire of Corrigin 1

Corrigin Police Station 1

Corrigin District Hospital 1

Corrigin Volunteer Fire and Rescue 1

Corrigin St John Ambulance 1

Water Corporation – Corrigin Office 1

Chief Bush Fire Control Officer 1

Great Southern District Emergency Management Committee 1

Amendment Record

No. Date Amendment Details By 1 June 2014 Complete Re-write LEMC

2 July 2014 Update of Contact Details – Change to Titles LEMC Update of format/Contact Details – Change to 3 June 2016 LEMC Titles November 4 Complete Review LEMC 2018 5 February 2019 Updated documents endorsed LEMC

6 May 2019 Minor amendments update contact details CEO

GLOSSARY OF TERMS

For additional information in regards to the Glossary of Terms, refer to the Glossary (State Emergency Management ‘A Strategic Framework for Emergency Management in Western Australia’ Glossary).

GENERAL ACRONYMS USED IN THESE ARRANGEMENTS

BFS Bush Fire Service CEO Chief Executive Officer DC Department for Communities

P&W Department of Parks and Wildlife DEMC District Emergency Management Committee ECC Emergency Coordination Centre DFES Department of Fire and Emergency Services FRS Fire and Rescue Service HMA Hazard Management Agency ISG Incident Support Group LEC Local Emergency Coordinator LEMA Local Emergency Management Arrangements LEMC Local Emergency Management Committee LRC Local Recovery Coordinator LRCG Local Recovery Coordinating Group SEC State Emergency Coordinator SEMC State Emergency Management Committee SES State Emergency Service SEWS Standard Emergency Warning Signal SOP Standard Operating Procedures

PART 1 – INTRODUCTION

1.1 Authority These arrangements have been prepared in accordance with s. 41(1) of the Emergency Management Act 2005 and endorsed by the Corrigin Local Emergency Management Committee and approved by the Shire of Corrigin Council.

1.2 Community Consultation These Arrangements have been developed in consultation with the Corrigin Local Emergency Management Committee which includes local community representation. These Arrangements have been adopted by the Corrigin Shire Council as representatives of the community.

1.3 Document Availability Copies of the Local Emergency Management Arrangements are available from the Shire of Corrigin website – www.corrigin.wa.gov.au A hard copy is available on request from the Shire of Corrigin Offices, 9 Lynch Street, Corrigin during normal office hours – Monday – Friday 8.30am-4.30pm.

1.4 Area Covered (Context) Corrigin is a progressive rural community situated in the heart of the Wheatbelt only 234km south east of Perth. Corrigin enjoys a relaxed country lifestyle and has access to many services and facilities including recreational, educational, health and professional.

Area of Shire 3095 square kilometres Population 1146 Distance from Perth 234km Annual revenue $8,767,627 No. of Dwellings 558 Length of roads 405km sealed 767km unsealed Localities Bullaring, Bulyee, Bilbarin, Corrigin, Kunjin, Gorge Rock Local Industry Agriculture, Steel Fabrication, Machinery Dealers, Flour Mill, Sign Maker, Vet, Upholstery, Abattoir, Transport.

1.5 Aim The aim of the Shire of Corrigin Local Emergency Management Arrangements is to set out a framework for all hazards emergency management.

1.6 Purpose The purpose of these emergency management arrangements is to set out:  the local government’s policies for emergency management;  the roles and responsibilities of public authorities and other persons involved in emergency management in the local government district;  provisions about the coordination of emergency operations and activities relating to emergency management performed by the persons mentioned in paragraph b);  a description of emergencies that are likely to occur in the local government district;  strategies and priorities for emergency management in the local government district;  other matters about emergency management in the local government district prescribed by the regulations; and  other matters about emergency management in the local government district the local government considers appropriate. (s. 41(2) of the Emergency Management Act).

1.7 Scope These arrangements are to ensure the community is prepared to deal with the identified emergencies should they arise. It is not the intent of this document to detail the procedures for HMA’s in dealing with an emergency. These should be detailed in the HMA’s individual plan. Furthermore:

 This document applies to the local government district of the Shire of Corrigin;  This document covers areas where the Shire of Corrigin (Local Government) provides support to Hazard Management Agency (HMA) in the event of an incident;  This document details the Shire of Corrigin’s capacity to provide resources in support of an emergency, while still maintaining business continuity; and  The Shire Corrigin’s responsibility in relation to recovery management.

These arrangements are to serve as a guide to be used at the local level. Incidents may arise that require action or assistance from district, state or federal level.

1.8 Related Documents and Arrangements

1.8.1 Local Emergency Management Policies The Shire of Corrigin has established the Corrigin Local Emergency Management Committee to advise and assist the Shire with the establishment and maintenance of the Local Emergency Management Arrangements.

1.8.2 Existing Plans and Arrangements Table 1 Document Owner Location Business Continuity Plan Shire of Corrigin Shire Business Continuity Plan Corrigin District Hospital Hospital Emergency and Critical Incident Management Corrigin District High School School Plan Wogerlin House Department of Health Hospital

1.9 Agreements, Understandings and Commitments Table 2 Parties to the Agreement Summary of the Special Considerations Agreement Shires of Corrigin, Bruce Rock, Assistance in a major None known Kondinin and Narembeen emergency

1.10 Special Considerations During the following events and time, Controlling Agencies need to give consideration to the increase in population and/or risk;  Corrigin Agricultural Show – September each year, approximately 1500 additional people visit Corrigin  Bushfire Season – November to April each year

1.11 Resources A resource list is found at Annexure 1

1.12 Roles and Responsibilities Table 3 Local role Description of responsibilities

The responsibilities of the Shire of Corrigin are defined in s.36 of Local Government Emergency Management Act 2005. Local Emergency The responsibilities of the LEC are defined in s.36 of The Act Coordinator To ensure the development and maintenance of effective recovery management arrangements for the local government. Local Recovery In conjunction with the local recovery committee to implement a Coordinator post incident recovery action plan and manage the recovery phase of the incident.

Local role Description of responsibilities During an evacuation where a local government facility is utilised Local Government by Department of Communities to provide advice, information Welfare Liaison Officer and resources regarding the operation of the facility. During a major emergency the liaison officer attends ISG Local Government meetings to represent the local government, provides local Liaison Officer knowledge input and provides details contained in the Local Emergency Management Arrangements. Ensure planning and preparation for emergencies is undertaken Implementing procedures that assist the community and emergency services deal with incidents Ensuring that all personnel with emergency planning and preparation, response and recovery responsibilities are properly trained in their role Local Government – Keep appropriate records of incidents that have occurred to Incident Management ensure continual improvement of the Shires’ emergency response capability. Liaise with the Incident Controller (provide Liaison Officer) Participate in the ISG and provide local support Where an identified evacuation centre is a building owned and operated by the local government, provide a liaison officer to support the CPFS. LEMC Chair Provide leadership and support to the LEMC to ensure effective meetings and high levels of emergency management planning and preparedness for the local government district is undertaken. LEMC Executive Officer Provide executive support to the LEMC by: Provide secretariat support including: Meeting agenda; Minutes and action lists; Correspondence; Maintain committee membership contact register; Coordinate the development and submission of committee documents in accordance with legislative and policy requirements including; Annual Report; Annual Business Plan; Maintain Local Emergency Management Arrangements; Facilitate the provision of relevant emergency management advice to the Chair and committee as required; and Participate as a member of sub-committees and working groups as required.

1.13 Local Emergency Management Committee The Shire of Corrigin has established a Local Emergency Management Committee (LEMC) under section 38(1) of the Emergency Management Act 2005 to oversee, plan and test the local emergency management arrangements.

The LEMC includes representatives from agencies, organisations and community groups that are relevant to the identified risks and emergency management arrangements for the community.

The LEMC is not an operational committee but rather the organisation established by the local government to ensure that local emergency management arrangements are written and placed into effect for its district.

The LEMC membership should include at least one local government representative and the identified Local Emergency Coordinator (LEC). Relevant government agencies and other statutory authorities will nominate their representatives to be members of the LEMC.

The term of appointment of LEMC members shall be determined by the local government in consultation with the parent organisation of the members.

The functions of LEMC [s. 39 of the Emergency Management Act 2005] are to:  advise and assist the local government in establishing local emergency management arrangements for the district;  liaise with public authorities and other persons in the development, review and testing of the local emergency management arrangements; and  carry out other emergency management activities as directed by State Emergency Management Committee or prescribed by regulations.

1.14 Controlling Agency A Controlling Agency is an agency nominated to control the response activities to a specified type of emergency.

The function of a Controlling Agency is to;  Undertake all responsibilities as prescribed in agency specific legislation for prevention and preparedness.  Control all aspects of the response to an incident.  During recovery the Controlling Agency will ensure effective transition to recovery by Local Government.

1.15 Hazard Management Agency A hazard management agency is ‘to be a public authority or other person who or which, because of that agency’s functions under any written law or specialised knowledge, expertise and resources, is responsible for emergency management, or the prescribed emergency management aspect, in the area prescribed of the hazard for which it is prescribed.’ [EM Act 2005 s4]

The HMA’s are prescribed in the Emergency Management Regulations 2006. Their function is to:  Undertake responsibilities where prescribed for these aspects [EM Regulations]  Appointment of Hazard Management Officers [s55 Act]  Declare / Revoke Emergency Situation [s 50 and 53 Act]  Coordinate the development of the Westplan for that hazard [SEMP 2.2]  Ensure effective transition to recovery by Local Government

1.16 Combat Agencies A combat agency as prescribed under subsection (1) of the Emergency Management Act 2005 is to be a public authority or other person who or which, because of the agency’s functions under any written law or specialised knowledge, expertise and resources, is responsible for performing an emergency management activity prescribed by the regulations in relation to that agency.

1.17 Support Organisation A public authority or other person who or which, because of the agency’s functions under any written law or specialised knowledge, expertise and resources is responsible for providing support functions in relation to that agency.

1.18 Public Authorities A public Authority is established under section 3 of the Act. Under s35(6) the SEMC may specify both an area of the State and a public authority to exercise the functions of local government detailed under s36 of the Act. To date, the Rottnest Island Authority is the only agency that has been classed as a ‘public authority’.

PART 2 – PLANNING (LEMC ADMINISTRATION) This section outlines the minimum administration and planning requirements of the LEMC under the EM Act 2005 and policies.

2.1 LEMC Membership  Chair – Shire President – Shire of Corrigin  CEO, Shire of Corrigin  Officer In Charge (OIC) Corrigin Police  St John Ambulance Corrigin  Corrigin Red Cross  Corrigin District Hospital  Corrigin Volunteer Fire and Rescue  Corrigin Chief Bushfire Control Officer  Principal Corrigin District High School

Member names and details are contained with the contact details.

2.2 Meeting Schedule The Shire of Corrigin LEMC meets on the third Monday every three (3) months generally being:  February/March  June/July  August/September  November/December

2.3 LEMC Constitution and Procedures (s38(4) EM Act) Each meeting of the LEMC should consider, but not be restricted to, the following matters, as appropriate: Every meeting: i. Confirmation of local emergency management arrangements contacts details and key holders; ii. Review of any post-incident reports and post exercise reports generated since last meeting; iii. Progress of emergency risk management process; iv. Progress of treatment strategies arising from emergency risk management process; v. Progress of development or review of local emergency management arrangements; and vi. Other matters determined by the local government.

First quarter: i. Development and approval of next financial year LEMC exercise schedule (to be forwarded to relevant DEMC); ii. Begin developing annual business plan.

Second quarter: i. Preparation of LEMC annual report (to be forwarded to relevant DEMC for inclusion in the SEMC annual report); ii. Finalisation and approval of annual business plan.

Third quarter: Identify emergency management projects for possible grant funding.

Fourth quarter: National and State funding nominations.

2.4 Annual Reporting The annual report of the LEMC is to be completed and submitted to the DEMC within two weeks of the end of the financial year for which the annual report is prepared. The LEMC is required to submit a signed hard copy of the annual report to the Executive Officer of the DEMC.

The LEMC annual report is to contain, for the reporting period: a) A description of the area covered by the LEMC, b) A description of activities undertaken by it, including; i. the number of LEMC meetings and the number of meetings each member, or their deputy, attended, ii. a description of emergencies within the area covered by the LEMC involving the activation of an Incident Support Group (ISG), iii. a description of exercises that exercised the local emergency management arrangements for the area covered by the LEMC, iv. the level of development of the local emergency management arrangements for the area covered by the LEMC (e.g. draft, approved 2007, under review, last reviewed 2007), v. the level of development of the local recovery plan for the area covered by the LEMC, vi. the progress of establishing a risk register for the area covered by the LEMC, and vii. a description of major achievements against the LEMC Annual Business Plan. the text of any direction given to it by: the local government that established it. the major objectives of the annual business plan of the LEMC for the next financial year.

2.5 The Annual Business Plan State Emergency Management Policy 2.5 ‘Annual Reporting’ provides each LEMC will complete and submit to the DEMC an annual report at the end of each financial year.

One of the requirements of the Annual Report is to have a Business Plan. (SEMP 2.6 s25 (b)(vii) and s25(d)). From time to time the SEMC will establish a template Annual Business Plan for use by LEMC’s.

A copy of the Annual Business Plan is available on request from the Executive Officer.

2.6 Emergency Risk Management The Shire of Corrigin has not recently undertaken the emergency risk management process.

2.7 Finance Arrangements State Emergency Management Policy (SEMP 4.2) outlines the responsibilities for funding during multi-agency emergencies. While recognising the provisions of SEMP 4.2, the Shire of Corrigin is committed to expending such necessary funds within its current budgetary constraints as required to ensure the safety of its residents and visitors. The Chief Executive Officer should be approached immediately an emergency event requiring resourcing by the Shire of Corrigin occurs to ensure the desired level of support is achieved.

PART 3 – SUPPORT TO RESPONSE

3.1 Risks – Emergencies Likely to Occur Table 4 Hazard Controlling HMA Local Local WESTPLAN Local Agency Combat Support Plan Role Role (Date) Bushfire Shire, DFES Bushfire Bushfire P and W, Brigades, DFES Dept Parks and Wildlife DFES Storm DFES DFES Kondinin or Storm Kulin VES Road Crash WA Police WA Corrigin Corrigin Road Crash Police VFRS SJA HazMat DFES DFES Corrigin HazMat VFRS Flood DFES DFES Kondinin or Flood Kulin VES Air Crash WA Police WA Corrigin Corrigin Air Crash Police VFRS SJA

These arrangements are based on the premise that the Controlling Agency is responsible for the above risks will develop, test and review appropriate emergency management plans for their hazard.

It is recognised that the HMA’s and Combat agencies may require Shire of Corrigin resources and assistance in emergency management.

3.2 Incident Support Group (ISG) The ISG is convened by the HMA or the Local Emergency Coordinator in consultation with the HMA to assist in the overall coordination of services and information during a major incident. Coordination is achieved through clear identification of priorities by agencies sharing information and resources.

3.2.1 Role The role of the ISG is to provide support to the incident management team. The ISG is a group of people represented by the different agencies who may have involvement in the incident.

3.2.2 Triggers for an ISG The triggers for an incident support group are defined in State Emergency Management Policy 4.1 ‘Operational Management’. These are:  where an incident is designated as “Level 2” or higher; or  multiple agencies need to be coordinated.

3.2.3 Membership of an ISG The Incident Support Group is made up of agencies /representatives that provide support to the Controlling Agency. Emergency Management Agencies may be called on to be liaison officers on the Incident Support Group. As a general rule, the recovery coordinator should be a member of the ISG from the onset, to ensure consistency of information flow and transition into recovery. The representation on this group may change regularly depending upon the nature of the incident, agencies involved and the consequences caused by the emergency. Agencies supplying staff for the ISG must ensure that the representative(s) have the authority to commit resources and/or direct tasks.

3.2.4 Frequency of Meetings Frequency of meetings will be determined by the Incident Controller and will generally depend on the nature and complexity of the incident. As a minimum, there should be at least one meeting per year or incident. Coordination is achieved through clear identification of priorities and goals by agencies sharing information and resources.

3.2.5 Location of ISG Meetings The Incident Support Group meets during an emergency and provides a focal point for a coordinated approach. The following table identifies suitable locations where they can meet within the District.

Location One Shire of Corrigin 9 Lynch Street, Corrigin Name Phone Phone Chief Executive Officer 1st Contact 9063 2203 0427 425 727 (CEO) Manager Works and 2nd Contact 9063 2959 0429 632 203 Services

Location Two Corrigin Volunteer Fire and Rescue Station

Name Phone Phone

1st Contact Dino DiFulvio 9063 2524 0428632149

2nd Contact Gerald Williams 0473 248 219

3.3 Media Management and Public Information Communities threatened or impacted by emergencies have an urgent and vital need for information and direction. Such communities require adequate, timely information and instructions in order to be aware of the emergency and to take appropriate actions to safeguard life and property. The provision of this information is the responsibility of the HMA. This is achieved through the Incident Management Team position of ‘Public Information Officer’ as per the AIIMS Structure.

3.3.1 Public Warning Systems During times of an emergency one of the most critical components of managing an incident is getting information out to the public in a timely and efficient manner. This section highlights local communication strategies.

3.3.2 Local Systems The Shire of Corrigin has a number of local communication and information supply systems available for use. All facilities are accessible by contacting the Shire of Corrigin – details are in the contact list provided as Annexure 2.  SMS service  Email database  Shire Facebook account  Harvest Ban Hotline (phone message may be modified)  Windmill News –local paper published fortnightly  School News – local school newsletter published weekly  ABC Radio – broadcasts on 558 am

3.4 Critical Infrastructure A list of local infrastructure considered critical to the community is listed in Annexure 3.

3.5 Evacuation ‘A range of hazards regularly pose a risk to communities throughout Western Australia. Evacuation of people from an area affected by a hazard is one of the strategies that may be employed by emergency managers to mitigate the potential loss of, or harm to, life. Experience has also shown that the evacuation of residents is not always the optimum solution to managing the risk. Alternatives to evacuation such as to stay and protect and control, or restrict movement should also be considered where appropriate.’ (SEMP 4.7)

Evacuation is a risk management strategy which may need to be implemented, particularly in regards to cyclones, flooding and bush fires. The decision to evacuate will be based on an assessment of the nature and extent of the hazard, the anticipated speed of onset, the number and category of people to be evacuated, evacuation priorities and the availability of resources. These considerations should focus on providing all the needs of those being evacuated to ensure their safety and on-going welfare.

The Controlling Agency will make decisions on evacuation and ensure that community members have appropriate information to make an informed decision as to whether to stay or go during an emergency.

3.5.1 Evacuation Planning Principles The decision to evacuate will only be made by a Controlling Agency or an authorised officer when the members of the community at risk do not have the capability to make an informed decision or when it is evident that loss of life or injury is imminent.

State Emergency Management Policy 4.7 ‘Community Evacuation’ should be consulted when planning evacuation.

Management The responsibility for managing evacuation rests with the Controlling Agency. The Controlling Agency is responsible for planning, communicating and effecting the evacuation and ensuring the welfare of the evacuees is maintained. The Controlling Agency is also responsible for ensuring the safe return of evacuees. These aspects also incorporate the financial costs associated with the evacuation unless prior arrangements have been made. In most cases the WA Police may be the ‘combat agency’ for carrying out the evacuation.

Whenever evacuation is being considered the Department for Communities must be consulted during the planning stages. This is because DC have responsibility under State Arrangements to maintain the welfare of evacuees under Westplan Welfare.

3.6 Special Needs Groups Within the Shire of Corrigin there are sections of the community that may require assistance during an emergency or evacuation. These are groups of people the controlling agency will need to consider and may need to make special arrangements for during an emergency.

Details of these groups are listed in Annexure 4.

3.7 Routes and Maps A broad map of the Shire and townsite is located in Annex 5. It should be noted that at certain times of the year unsealed roads may be closed or restricted due to rainfall in order to reduce the risk of damage to the road.

3.8 Welfare The Department of Communities has the role of managing welfare. DC has a Local Welfare Plan for the Narrogin District which includes the Shire of Corrigin which is available from the Department or the Shire of Corrigin.

3.9 Local Welfare Coordinator The Local Welfare Coordinator is appointed by the Department of Communities District Director to:  Establish, chair and manage the activities of the Local Welfare Emergency Committee (LWEC), where determined appropriate by the District Director;  Prepare, promulgate, test and maintain the Local Welfare Plans;  Represent the department and the emergency welfare function on the Local Emergency Management Committee and Local Recovery Committee;  Establish and maintain the Local Welfare Emergency Coordination Centre;  Ensure personnel and organisations are trained and exercised in their welfare responsibilities;  Coordinate the provision of emergency welfare services during response and recovery phases of an emergency; and  Represent the department on the Incident Management Group when required

The Local Welfare Coordinator is identified in the contacts list.

3.10 Local Welfare Liaison Officer The CEO, DCEO or the Manager Works and Services will be the local welfare liaison officer. The contact details are in the contact list. This role will provide assistance to the Local Welfare Centre, including the management of emergency evacuation centres such as building opening, closing, security and maintenance.

3.11 State and National Registration and Enquiry When a large scale emergency occurs and people are evacuated or become displaced, one of the areas the Department of Communities has responsibility for is recording who has been displaced and placing the information onto a State or National Register. This primarily allows friends or relatives to locate each other but also has many further applications. Because of the nature of the work involved Department of Communities have reciprocal arrangements with the Red Cross to assist with the registration process.

3.12 Animals (including assistance animals) Animals may be housed temporarily at the ram shed at O’Shea Place or the Corrigin Sale Yards. To access the stockyards contact the CEO or DCEO or the Manager of Works and Services – details are in the contacts list.

3.13 Welfare Centres The Local Welfare Plan details arrangements for the provision of welfare support. It highlights the following facilities as welfare centres. For further detail refer to this plan. Communit Primary Address of Capaci Air Key Contact y Centre Centre’s ty conditioners System/Fans Corrigin Corrigin Larke Crescent, 200/ Yes Shire phone: Recreation Corrigin 600 90632203 and Events 0427 425 727 Centre CEO – Natalie Manton Corrigin Town Hall Goyder Street, 400 No Shire phone: Corrigin 90632203 0427 425 727 CEO – Natalie Manton Corrigin District 53 Lynch 75/200 Yes School phone: High Street Corrigin 9063 2042 School WA 6375 0435 476 765 Principal – Heather Prance Corrigin Golf Club Dry Well Road 50 Yes Mark Szczecinski Corrigin 0428629026 Kaye Ferrari 98891022 Bullaring Bullaring Attwood Street, 50/100 No Shire phone: Town Hall Bullaring 90632203 0427 425 727 CEO – Natalie Manton Bulyee Bulyee Bulyee Road, 50/100 No Shire phone: Town Hall Bulyee 90632203 0427 425 727 CEO – Natalie Manton Bilbarin Bilbarin Franklyn Street, 50/100 No Shire phone: Hall Bilbarin 90632203 0427 425 727 CEO – Natalie Manton

Note: The Corrigin Golf Club is in flood plain area and may be inundated with flood waters, but this building can be used for other incidents.

PART 4 - RECOVERY Please refer to the Shire of Corrigin Local Recovery Management Plan.

Adopted by LEMC on 28 February 2019 Part 5 - EXERCISING AND REVIEWING

5.1 The Aim of Exercising Testing and exercising are essential to ensure that the emergency management arrangements are workable and effective for the LEMC. The testing and exercising is also important to ensure that individuals and organisations remain appropriately aware of what is required of them during an emergency response situation.

The exercising of a HMA’s response to an incident is a HMA responsibility however it could be incorporated into the LEMC exercise.

Exercising the emergency management arrangements will allow the LEMC to:  Test the effectiveness of the local arrangements  Bring together members of emergency management agencies and give them knowledge of, and confidence in, their roles and responsibilities  Help educate the community about local arrangements and programs  Allow participating agencies an opportunity to test their operational procedures and skills in simulated emergency conditions  Test the ability of separate agencies to work together on common tasks, and to assess effectiveness of co-ordination between them.

5.2 Frequency of Exercises The SEMC Policy No 2.5 – Emergency Management in Local Government (s45-47), and Policy3.1 ‘Exercise Management’ (s14) requires the LEMC to exercise their arrangements on an annual basis.

5.3 Types of Exercises Some examples of exercises types include:  Desktop/Discussion  A phone tree recall exercise  Opening and closing procedures for evacuation centres or any facilities that might be operating in an emergency  Operating procedures of an Emergency Coordination Centre  Locating and activating resources on the Emergency Resources Register

5.4 Reporting of Exercises The LEMC should report their exercise schedule to the relevant DEMC by the 1 May each year. The DEMC compiles the reports and send the dates to the Emergency Services Sub-committee to be included in the SEMC Annual Report (ref TP-1 ‘Annex B’). Once the exercises have been completed they should be reported to the DEMC via the template found at Aappendix C of State EM Procedure TP-1 ‘Exercise Management’. (SEMP 3.1 s.23)

5.5 Review of Local Emergency Management Arrangements The Local Emergency Management Arrangements (LEMA) shall be reviewed and amended in accordance with SEMC Policy No 2.5 – Emergency Management in Local Government Districts and replaced whenever the local government considers it appropriate (S.42 of the EM Act). According to SEMC Policy No 2.5 – Emergency Management in Local Government Districts, the LEMA (including recovery plans) are to be reviewed and amended as follows:  contact lists are reviewed and updated quarterly;  a review is conducted after training that exercises the arrangements;  an entire review is undertaken every five (5) years, as risks might vary due to climate, environment and population changes; and  circumstances may require more frequent reviews.

5.6 Review of Local Emergency Management Committee Positions The Shire of Corrigin in consultation with the parent organisation of members shall determine the term and composition of LEMC positions. (SEMP 2.5 s20). Note SEMP 2.5 s15-18 inclusive provides a list of recommended members.

5.7 Review of Resources Register The CEO shall have the resources register checked and updated on an annual basis, but ongoing amendments may occur at any LEMC meeting.

Appendices

Annexure 1: Resources

NAME OF ORGANISATION: SHIRE OF CORRIGIN Personnel, Plant and Equipment Resources – updated February 2019

Location: 9 Lynch Street, Corrigin 9063 2203 Depot: Lot 514 Walton Street, Corrigin 9063 2079 Pool Corner of Lynch and Kirkwood Street, Corrigin 9063 2212 Contacts: Natalie Manton – Chief Executive Officer Mob: 0427 425 727 Greg Tomlinson – Manager Works and Services Mob: 0429 632 203 Rachel Bairstow – Pool Manager Mob: 0429 634 024

Total Employed Located Full-time Part-time 12 Shire Administration Office, 9 Lynch 5 7 Street, Corrigin 16 Shire Depot, Lot 514 Walton Street, 15 1 Corrigin 1 Transfer Station, Brookton Hwy (3km 1 west of Corrigin) 1 Pool, Corner of Lynch and Kirkwood 1 Street, Corrigin

Item description Located Number of Items Buses – 25 Seats Shire Depot, Walton Street, Corrigin 1 Fleet Vehicles Standard Ute Shire Depot, Walton Street, Corrigin 4 Dual Cab Utes Shire Depot, Walton Street, Corrigin 1 4x4 Wagons Shire Depot, Walton Street, Corrigin 2 Large Equipment Prime movers Shire Depot, Walton Street, Corrigin 3 Tip Trucks Shire Depot, Walton Street, Corrigin 1 Small Trucks Shire Depot, Walton Street, Corrigin 5 (2 crew cabs, 1 patching truck, 2 small tip trucks) Water Truck Shire Depot, Walton Street, Corrigin 2 Trailers Shire Depot, Walton Street, Corrigin 2 Side Tipper Trailers Shire Depot, Walton Street, Corrigin 5 Low Loader Trailer Shire Depot, Walton Street, Corrigin 1 Water Tanker Shire Depot, Walton Street, Corrigin 1 Graders Shire Depot, Walton Street, Corrigin 2 Loaders Shire Depot, Walton Street, Corrigin 2 Tractors Shire Depot, Walton Street, Corrigin 2 Small Equipment Cherry Picker Shire Depot, Walton Street, Corrigin 1 Chainsaws Shire Depot, Walton Street, Corrigin 8 Fuel Trailer Shire Depot, Walton Street, Corrigin 1 Pump for water truck Shire Depot, Walton Street, Corrigin 2 Street Sweeper Shire Depot, Walton Street, Corrigin 1 Emergency Signs Shire Depot, Walton Street, Corrigin Various Signage Shire Depot, Walton Street, Corrigin Numerous Various Temporary Shire Depot, Walton Street, Corrigin Numerous Signs

NAME OF ORGANISATION: CORRIGIN POLICE Personnel, Plant and Equipment Resources – updated November 2018

Location: 35 Walton Street, Corrigin 9063 2200 Contact/s SGT Carmel MORGAN Work Mob: 0429685037 SC Barry MCGRATH 9063 2200 (as of 01/12/2018)

Item description Located Number of Items Sedan Police Station 1 Safety Cones Police Station 6 E Flares Police Station 4 CB Radio Police Station 1 Police Radio Police Station 1 Photocopier Police Station 1 Storage Shed Police Station 1 Torches Police Station 4 Digital Camera Police Station 1 Video Camera Police Station 1 Video/DVD Player Police Station 1 Binoculars Police Station 1

NAME OF ORGANISATION: ST JOHN AMBULANCE CORRIGIN SUB CENTRE Personnel, Plant and Equipment Resources – updated February 2019

Location: McAndrew Avenue, Corrigin 9063 2799 Contact/s Michelle Hooper Mob: 0427 275 174 Graeme Dawson Mob: 0428 259 287 Satellite phone 0424 228 897

Item description Located Number of Items Ambulance Hall (with McAndrew Ave, Corrigin 1 bathroom facilities) Ambulance vehicles McAndrew Ave, Corrigin 2 Phone McAndrew Ave, Corrigin 1 Photocopier/Printer McAndrew Ave, Corrigin 1 Spare oxygen cylinders McAndrew Ave, Corrigin 2 Trained personnel Corrigin and district 6-8 Body Bags McAndrew Ave, Corrigin 10

NAME OF ORGANISATION: CORRIGIN HOSPITAL/HEALTH SERVICE Personnel, Plant and Equipment Resources – updated February 2019

Location: 49 Kirkwood Street, Corrigin 9063 0333 Hostel/ Lynch Street, Corrigin Mob: 0428786259 Contact/s Lucy Reed Mob: 0400 520 678 Jocelyn Johns Mob: 0427 632 265

Item description Located Number of Items Personnel Corrigin 40 Fleet Vehicles Corrigin 2

Emergency Generator Hospital 1 Disaster Box Hospital 1 Water /Emergency Hospital 4,000 gallons Food Supplies Hospital 1 week supply Medical kit/Parry pack Hospital 1 Photocopier Hospital 1 Oxygen (various amounts of different sized bottles) Communication Hospital 2 Hand held radio sets Satellite Phone Hospital 1

NAME OF ORGANISATION: SHIRE OF CORRIGIN BUSH FIRE SERVICE Personnel, Plant and Equipment Resources – updated February 2019

Location: Shire of Corrigin, 9 Lynch St Corrigin 9063 2203 Contact/s Greg Evans, Chief FCO Mob: 0429 657 021 Steven Bolt , Deputy Chief FCO Mob: 0427 652 043 Andrew Szczencinski, Deputy Chief Mob: 0429 657 014 FCO

Item description Located Number of Items 2.4 Rural Tanker Corrigin 1 Fast Fill Trailer (mobile Corrigin 1 Standpipe) 2.4 Broadacre Tanker Bilbarin 1 Fast Fill Trailer (mobile Bilbarin 1 Standpipe) 2.4 Urban Tanker Bullaring 1 Rural Tanker Bulyee 1 Various volunteer farm fire Various 50 (approx.) units Mobile WAERN Radios Various 23 fitted to farm units WAERN Base Station Various 7 Radios Fire Station Bilbarin 1 Fire Station Corrigin 1 250kl Water Tank Bullaring 1 64kl Water Tank Bulyee 1 32kl Water Tank Nornakin East Rd Bilbarin 1 32 kl Water Tank Bilbarin East Rd Bilbarin 1 120kl Water Tank Corrigin 1

NAME OF ORGANISATION: CORRIGIN FIRE AND RESCUE SERVICE Personnel, Plant and Equipment Resources – updated February 2019

Location: 2 Goyder Street, Corrigin Contact/s Dino DiFulvio Mob: 0428 632 149

Item description Located Number of Items HSR Medium Pump Corrigin 1 (1500l) Light Tanker (500l) Corrigin 1 2kVA Generator Corrigin 1 1kVA Generator Corrigin 1 Light Stands Corrigin 2 Vehicle Recovery Corrigin 1 Equipment Vehicle Rescue Corrigin 1 Equipment Oxy Viva Corrigin 1 Chainsaw Corrigin 1 Fire Station Corrigin 1

TRANSPORT RESOURCES Personnel, Plant and Equipment Resources

OPERATOR/S CONTACT TELEPHONE VEHICLES AND REMARKS CAPACITY Shire of Corrigin Shire Office 9063 2203 1x 25 Seat Bus Corrigin Manager of Works and 0429 632 203 Services Jill Blacklock Owner 9065 2014 0427 082 701 1x 20 Seat Bus Corrigin Reed Rose Tulloch (Driver) 9063 2225 1x 14 Seat Bus 1x 14 Seat Bus Brad and Mandy Owner 9063 2273 1x 14 Seat Bus Corrigin Bootsma Brad and Mandy 0408 410 418 1x 14 Seat Bus Bootsma Vivienne Lewis 9063 7011 0439 523 399 (Driver) 0427 637 011 Ivan Lewis (Driver) 9063 2274 Alby White (Driver) Linda and Colin Owner 9888 7018 1x 20 Seat Bus Yealering Coxon Linda Coxon 0428 887 018

Annexure 2: LEMC Contact List

Name Organisation Address Telephone Telephon Facsimil Mobile Email (w) e (h) e Councillor Shire PO Box 304 9065 7053 0427 097 [email protected] Lyn Baker President, Corrigin 141 Shire of Corrigin Natalie CEO, Shire of 9 Lynch 9063 2203 9063 0427 425 [email protected] Manton Corrigin Street 2005 727 Corrigin Carmel OIC, Corrigin 35 Walton 9063 2200 9063 0429 685 [email protected] Morgan Police Street 2428 037 Corrigin Dino DiFulvio Captain, PO Box 21 9063 2149 9063 2524 0428 632 [email protected] Corrigin Corrigin 149 [email protected] Volunteer Fire [email protected] and Rescue Service Greg Evans Chief Fire PO Box 264 9065 7021 0429 657 [email protected] Control Officer, Corrigin 021 Corrigin Bush Fire Brigade Michelle St John PO Box 179 0427 275 [email protected] Hooper Ambulance Corrigin 174 Corrigin Heather Principal, 53 Lynch 9063 2042 9063 0435 476 [email protected] Prance Corrigin Street 2040 765 District High Corrigin School Lucy Reed Health Service 49 Kirkwood 9063 0333 [email protected] Manager Street Corrigin Corrigin

District Hospital Margaret Corrigin Red C/- 16 Gayfer 9063 2414 0427 632 Rendell Cross Street 414 Corrigin Ron Silver Kulin SES Unit 312 Johnston 9880 1079 0427 911 St, Kulin 244 Jo District Cnr 9621 0459 After 9622 0429 102 [email protected] Spadaccini Emergency Fitzgerald Hours 3779 614 Service Officer and Gairdner 1800 199 – Wheatbelt, Streets 008 Emergency Northam Services Unit, Department of Communities

Additional Contacts

Name Organisation Address Telephon Telephon Facsimile Mobile Email e (w) e (h) SC Barry 2IC Corrigin 35 Walton 9063 2200 McGrath Police Street Corrigin Dr Raj Doctor 5 Murphy 9063 2107 9063 2300 9063 2011 0421 198 [email protected] Ramakrishna Street 969 Corrigin Lyndon Clark Water Merredin 9041 0205 9041 2568 0447 109 [email protected] Operations Corporation 775 Manager Grant DFES Area Narrogin 9881 3893 9881 3892 0427 012 [email protected] Hansen Officer 948 Narrogin District Great Southern Region Kate Katem's Campbell 9063 2010 9063 2010 0427 632 [email protected] Matthews Supermarket Street 010 Corrigin Pauline Corrigin 8 Kunjin 9063 2210 9063 2210 90632679 Smith Roadhouse Street Corrigin Mike IGA Corrigin Campbell St, 9063 2008 9063 2843 9063 2843 0400190 221 [email protected] Weguelin Corrigin

Sharon St John PO Box 179 0427632843 [email protected] Dawson Ambulance Corrigin Lauren St John McAndrew 0439 045 [email protected] Evans Ambulance – Street, 691 m.au Community Corrigin Paramedic

Dr John Corrigin Dental 45 Kirkwood 9063 2323 0419 987 Cobley Surgery Street 397 Corrigin Greg Durell Department of Hough 9881 9200 9881 1645 [email protected] Parks and Street, Wildlife Narrogin Name Organisation Address Telephone Telephone Facsimile Mobile Email (w) (h) Alison Lacey Department of 10 Doney 9881 0232 9881 1950 0429 084 [email protected] Primary Street 421 Industries and Narrogin Regional Development Team Leader Department of Park Street, 9881 0123 9881 2040 After Hours [email protected] Communities Narrogin 1800 199 008 Marilyn and Salvation Army Narrogin 9881 4004 9881 4355 [email protected] Peter McRae Head Office 9227 7010 [email protected]

Annexure 3: Critical Infrastructure

Item Location Description Owner Contact Community Impact Description Details Repeater Corrigin Hill Radio and TV Telstra 132203 Loss of communications for emergency Towers – repeater stations Optus responders and issuing warning to public Radio and Shire TV Water Tank Corrigin Hill Town water tank Water 131375 Loss of water to townsite Corporation Phone Walton Street, Telstra phone Telstra 132203 Loss of phone communications around town Exchange Corrigin exchange Phone Wamenusking Telstra Phone Telstra 132203 Loss of phone communications to and from Exchange Exchange Corrigin

Annexure 4: Special Needs Groups Name Description Address Contact 1 Contact 2 No. of Have they got an evacuation People plan? Who manages the plan? Has a copy been provided to the LEMC?

Corrigin District Primary and 53 Lynch Street Heather Prance 200 Evacuation Plan managed by High School High school Corrigin 0435 476 765 Principal – copy not supplied. Corrigin Senior Independent 6 Lynch Street Annyta Priest 30 No Citizens Village Seniors Corrigin 90632 053 Housing Wogerlin Aged Care 7 Lynch Street Lucy Reed 12 Evacuation Plan managed by House Corrigin HSM – copy not supplied. Giggle Pots Child Care 42 Lynch Street Centre 22 No Daycare Centre Centre Corrigin Coordinator 9063 2365 Corrigin District Hospital Kirkwood Lucy Reed 20 Evacuation Plan managed by Hospital Street Corrigin HSM – copy not supplied.

Annexure 5: Map of the District

Local Recovery Management Plan

Shire of Corrigin

Adopted Council June 2019 Res **/2019

Adopted by LEMC on 28 February 2019 Contents

PART 1 - INTRODUCTION ...... 6 2.1.Authority and Planning Responsibility ...... 6 2.2.Aim...... 6 2.3.Scope...... 6 2.4.Objectives ...... 7 2.5.Recovery Management Principles and Concepts ...... 7 2.6.Related Documents ...... 8 PART 2 – PLANNING ...... 9 2.7.Appointment ...... 9 Local Recovery Coordinator ...... 9 Deputy Local Recovery Coordinator ...... 9 Recovery Committee Members ...... 9 Training ...... 9 2.8.Roles and Responsibilities ...... 9 Local government ...... 9 Local Recovery Coordinator / Deputy Local Recovery Coordinator ...... 10 2.9.Local Recovery Coordination group ...... 11 2.10.Composition of Local Recovery Coordination Group ...... 12 2.11.Responsibilities of Participating Organisations ...... 12 Local government ...... 12 Hazard Management Agency ...... 12 Department for Communities ...... 13 Lifeline Agencies ...... 13 2.12.Management Arrangements ...... 13 Local recovery Coordination Centre ...... 13 PART 2 – COMMENCING RECOVERY ...... 14 2.13.Activation ...... 14 2.14.Transition from Response ...... 14 2.15.Impact Assessment and Operational Recovery Planning ...... 14 2.16.Recovery Coordination Centre ...... 15 2.17.Local Recovery Coordination Group ...... 15 2.18.Cultural and Spiritual Factors ...... 17 2.19.Recovery Activities and Strategies ...... 17 2.20.Activities to be undertaken by the Local Recovery Coordination Group ...... 17 Short Term ...... 17 2.21.Strategies ...... 17 Community Involvement Strategies ...... 17 Recovery Assistance Strategies ...... 17 Accountability Strategies ...... 18 Strategies for Grants, Loans and Gifts ...... 18 Strategies to Maintain Family Cohesion ...... 18 2.22.Public Information ...... 18 Effective Communication in Recovery ...... 18 Media ...... 19 Visiting VIPs ...... 20 Information Services...... 20 Public Meetings ...... 21 2.23.One Stop shop ...... 22 2.24.Managing Spontaneous Volunteers ...... 22 Local Volunteer Coordinator (LVC) ...... 22 Registration ...... 22 Allocation of Tasks ...... 23 Hours of Duty ...... 23 Identification ...... 23 Other...... 23

PART 3 – FINANCIAL MANAGEMENT ...... 24 3.1.Financial Arrangements during an Emergency Situation ...... 24 Local government Policies ...... 24 3.2.Appeals and Donations ...... 25 Lord Mayors Distress Relief Fund ...... 25 3.3.State Level Assistance ...... 26 3.4.Stand Down ...... 26 3.5.Debriefing/Post Operations Report ...... 26

Distribution Distribution List

Organisation No Copies

Shire of Corrigin 1

Corrigin Police Station 1

Corrigin District Hospital 1

Corrigin Volunteer Fire & Rescue 1

Corrigin St John Ambulance 1

Water Corporation – Corrigin Office 1

Chief Bush Fire Control Officer 1

Great Southern District Emergency Management Committee 1

Amendment Record DOCUMENT NO. DATE AMENDMENT DETAILS PREPARED BY 1 Nov 2018 Complete Review LEMC

2 Feb 2019 Endorsed by LEMC LEMC

3 May 2019 Minor Amendment update contact details CEO

PART 1 - INTRODUCTION Following the impact of a hazard on a community within the Local Government, there may be a need to assist the community to recover from the effects of the emergency. Recovery is a coordinated process of supporting the affected community in: a. reconstruction of the physical infrastructure; and b. restoration of emotional, social, economic and physical wellbeing. c. the Social Environment – defined by relationships and connected by networks of communications, ie individuals, families and common interest groups that form whole communities d. the Built Environment – human made assets that underpin the functioning of the community e. the Economic Environment – economic recovery is critical to the whole-of-community recovery process f. the Natural Environment – is considered in terms of impact on the air, water, land and soil, plants and animals.

The purpose of managing recovery is to assist the community attain a proper level of functioning as soon as possible. Recovery activities will normally commence in conjunction with response activities but will continue for an extended period after response activities have concluded.

2.1. AUTHORITY AND PLANNING RESPONSIBILITY The Local Recovery Arrangements has been prepared in accordance with the Emergency Management Act 2005. They have been endorsed by the Local Government Local Emergency Management Committee (LEMC) and the Local Government. They have been tabled for information and comment with the Great Southern District Emergency Management Committee.

Section 36b of the Emergency Management Act 2005 states: “It is a function of a local government – to manage recovery following an emergency affecting the community in its district;”

Section 41 (4) of the Emergency Management Act 2005 states: “Local emergency management arrangements are to include a recovery plan and the nomination of a recovery coordinator”.

The preparation, maintenance and testing of the Recovery Plan is the responsibility of the Local government.

2.2. AIM The aim of this document is to detail the recovery management arrangements for the Local government to assist with the timely and effective coordination of reconstruction and restoration activities to improve the quality of life in an affected community, so that they can continue to function as part of the wider community.

2.3. SCOPE The scope of these recovery Arrangements is limited to the boundaries of the Local government. It details the recovery arrangements for the community and does not in any way detail how individual organisations will conduct recovery activities within their core business areas.

These arrangements are a support plan to the Local Government Local Emergency Management Arrangements.

2.4. OBJECTIVES The objectives of the plan are to:  prescribe the organisation, concepts, responsibilities and procedures for the effective management of recovery operations following the impact of an emergency;  establish a basis for coordination between agencies that may become involved in the recovery effort;  provide a framework for recovery operation;  provide guidelines for the operation of the recovery management arrangements.  ensure effective and coordinated management of recovery within the Local government;  ensure the Plan complies with State Emergency Management Arrangements and  identify the roles and responsibilities of Hazard Management Agency (HMA), emergency services, support organisations and the Local Government whilst promoting effective liaison between all organisations.

2.5. RECOVERY MANAGEMENT PRINCIPLES AND CONCEPTS The arrangements comply with the recovery principles and concepts detailed in the State Emergency Management Plan (SEMC) ‘Recovery Coordination’ and the Australian Emergency Management Handbook ‘Community Recovery’.

The National Principles for Disaster Recovery are:  Understanding the context – successful recovery is based on an understanding of the community context.  Recognising complexity – successful recovery acknowledges the complex and dynamic nature of emergencies and communities.  Using community led approach – successful recovery is responsive and flexible engaging communities and empowering them to move forward.  Ensuring coordination of all activities – successful recovery requires a planned, coordinated and adaptive approach based on continuing assessment of impacts and needs.  Employing effective communication - successful recovery is built on effective communication with affected communities and other stakeholders.  Acknowledging and building capacity – successful recovery recognises, supports and builds on community and individual and organisational capacity.

As the recovery process involves individuals and communities, the following shall form the basis of recovery decision making and have been incorporated into the recovery management arrangements of this plan.  The community has a right to be involved in the decision making and management of all aspects of the recovery process;  The community has a ‘right to know’, as information is an essential part of the recovery process;  Every person has a right to effective assistance until long-term recovery is achieved;  Both the affected person and the community have a responsibility to account for financial and material resources used;  The community has a right to know the criteria for the determination of financial support and grants; and  The community has a right to expect the maintenance of family cohesion.

2.6. RELATED DOCUMENTS To enable integrated and coordinated delivery of emergency management within the Local government, these arrangements are consistent with West Australian Emergency Management Framework. Reference should also be made to the;  Department of Communities Local Welfare Support Plan  Local Government Recovery Workbook Package  Local Government Local Emergency Management Arrangements

PART 2 – PLANNING

2.7. APPOINTMENT LOCAL RECOVERY COORDINATOR The appointment of the Local Recovery Coordinator will be undertaken by Council resolution. The appointed Recover Coordinator is Mike Weguelin.

DEPUTY LOCAL RECOVERY COORDINATOR The appointment of the Deputy Local Recovery Coordinator will be undertaken by Council resolution. The appointed Deputy Recover Coordinator is currently vacant.

RECOVERY COMMITTEE MEMBERS The membership of the recovery committee will be determined by the recovery coordinator based on the community’s needs following an emergency. Each emergency will be different and may require representation from different organisations.

TRAINING At present the WA Local Government Association provides recovery management training.

2.8. ROLES AND RESPONSIBILITIES LOCAL GOVERNMENT The Local government will undertake the following;  Nominate a Recovery Coordinator and Deputy Local Recovery Coordinator.  Be responsible for ensuring a co-ordinated recovery.  Provide executive, communications and media support to the Recovery Committee.  Provide staff and equipment for the Recovery Coordination Centre as required.  Prepare, maintain and test these arrangements.  Ensure the training, education and exercising of organisations and their personnel in the recovery management arrangements.  Provide financial management support to the Recovery Committee.  Prepare Business Continuity Plan to accommodate a protracted Recovery process.  coordinate the promotion of community awareness with respect to the recovery arrangements.

LOCAL RECOVERY COORDINATOR / DEPUTY LOCAL RECOVERY COORDINATOR The Local Recovery Coordinator is responsible for the development and implementation of recovery arrangements for the local government, in conjunction with the Local Recovery Coordination Group.

Functions  Ensure the Local Recovery Plan is established;  Liaise with the Controlling Agency, including attending the Incident Support Group and Operations Area Support Group meetings where appropriate;  Assess the community recovery requirements for each event, in conjunction with the HMA, Local Emergency Coordinator (LEC) and other responsible agencies;  Provide advice to the Mayor/Shire President and Chief Executive Officer (CEO) on the requirement to convene the Local Recovery Coordination Group (LRCG) and provide advice to the LRCG if convened;  Ensure the functions of the Executive Officer are undertaken for the Local Recovery Coordination Group;  Assess for the LRCG requirements for the restoration of services and facilities with the assistance of the responsible agencies where appropriate;  Determine the resources required for the recovery process in consultation with the Local Recovery Coordination Group;  Coordinate local level recovery activities for a particular event, in accordance with plans, strategies and policies determined by the LRCG;  Monitor the progress of recovery and provide periodic reports to the Local Recovery Coordination Group and State Recovery Coordination Group, if established;  Liaise with the State Recovery Coordinator on issues where State level support is required or where there are problems with services from government agencies locally;  Facilitate the acquisition and appropriate application of the resources necessary to ensure an effective recovery;  Ensure the recovery activities are consistent with the principles of community engagement;  Arrange for the conduct of an operational debriefing of all participating agencies and organisations as soon as possible after cessation of the arrangements; and  Arrange for an evaluation of the effectiveness of the recovery activities in relation to the recovery plan, within 12 months of the emergency.

2.9. LOCAL RECOVERY COORDINATION GROUP The Local Recovery Coordination Group (LRCG) is to coordinate and support local management of the recovery processes within the community subsequent to a major emergency in accordance with State Emergency Management Committee (SEMC) policies and the Local Recovery Arrangements.

Functions  Establishing subcommittees as required;  Assessing requirements, based on the impact assessment, for recovery activities relating to the social, built, economic and natural wellbeing of the community with the assistance of the responsible agencies where appropriate;  Developing an operational plan for the coordination of the recovery process for the event that: - takes account of the local government long term planning and goals; - includes an assessment of the recovery needs and determines which recovery functions are still required; - develops a timetable and identifies responsibilities for completing the major activities; - considers the needs of youth, the aged, the disabled, and culturally and linguistically diverse (CALD) people; - allows full community participation and access; and - allows for the monitoring of the progress of recovery.  Overseeing the delivery of projects that support the social, built, economic and natural environments of recovery to ensure that they are community-led and targeted to best support the recovery of impacted communities;  Facilitating the provision of services, public information, information exchange and resource acquisition;  Providing advice to the State and Local Government/s to ensure that recovery programs and services meet the needs of the community;  Negotiating the most effective use of available resources including the support of State and Commonwealth agencies;  Monitoring the progress of recovery, and receiving periodic reports from recovery agencies;  Ensuring a coordinated multi agency approach to community recovery;  Providing a central point of communication and coordination for the actions of the wide range of recovery-related services and projects being progressed outside of the direct control of the Committee; and  Making appropriate recommendations, based on lessons learnt, to the LEMC to improve the community’s recovery preparedness.

2.10. COMPOSITION OF LOCAL RECOVERY COORDINATION GROUP The LRCG will be chaired by the Local Government President, the Local Government CEO, or their nominee and have relevant community leaders as its members, including appropriate State Government Agency representatives. Where a LRCG is established a core group of key stakeholders will be represented on the committee supported by other organisations seconded as required. The membership of the LRCG is dynamic and will change with the needs of the community at various stages during the recovery process.

Where a LRCG is established to manage the local recovery process, the following structure will be implemented as appropriate to the situation.  Chairperson (if not the President, or the CEO, then preferably a Councillor);  Local Recovery Coordinator (should be different to Chairperson);  Secretary (provided by LGA);  Local Emergency Coordinator (OIC Police).  Local Government Officers;  Hazard Management Agency;  Department of Health and or Local Environmental Health Officer;  Department for Communities;  Western Australian Police Service;  Community representative/s;  Chairpersons of sub-committees;  Department of Primary Industries and Regional Development;  Department of Biodiversity, Conservation and Attractions;  Lifelines (power, water, gas, etc);  Main Roads;  Department of Water and Evnironmental Regulation  Regional Development Commission;  Education/school representative;  Community Groups;  Chamber of Commerce;  St John’s Ambulance;  Insurance representative;  Other persons/organisations as identified.

2.11. RESPONSIBILITIES OF PARTICIPATING ORGANISATIONS LOCAL GOVERNMENT  Chair and manage the activities of the Local Recovery Committee.  Provide secretariat and administrative support to the Local Recovery Committee.  Provides the Local Recovery Management Centre and facilities.  Ensure the restoration or reconstruction of services/facilities normally provided by the local government authority. HAZARD MANAGEMENT AGENCY  Provide a representative to the Local Recovery Committee.  Advise the Local Recovery Coordinator when an event threatens or has impacted the community.  Initiate the recovery process.  Participate in the development of the recovery plan.  Advise the Recovery Coordinator when withdrawing from the recovery process.

DEPARTMENT FOR COMMUNITIES  Provide a representative to the Local Recovery Committee;  Provide the welfare components of the recovery process including: - Emergency accommodation. - Emergency catering. - Emergency clothing and personal requisites. - Personal services (including counselling). - Registration and Inquiry. - Immediate financial assistance.

LIFELINE AGENCIES  Provide a representative to the Local Recovery Committee;  Undertake repairs and restoration of services;  Assist the recovery effort with resources and expertise available from within the service.

2.12. MANAGEMENT ARRANGEMENTS LOCAL RECOVERY COORDINATION CENTRE Recovery operations shall be managed by the Local Recovery Coordinator from the Local Recovery Centre.

The location of the Recovery Coordination Centre will be the administration office of the Local Government.

The Local Recovery Coordination Centre is where the Local Recovery Committee is based during an emergency and recovery phase, and provides a focal point for a coordinated approach to recovery services.

The following communication systems are desirable when setting up an LRC (dependant on the scale of the incident):  Phone;  Fax; and  Email.

It is preferred that each LRC will have the following facilities available (dependant on the scale of the incident):  Meeting Rooms;  Ablutions; and  Kitchen/Food Preparation Area.

PART 2 – COMMENCING RECOVERY

2.13. ACTIVATION The process for the activation of these arrangements is outlined in State Emergency Management Policy 4.4 Section 6 Recovery which provides;

 The Controlling Agency is responsible for the coordination of an assessment of all impacts relating to all recovery environments prior to cessation of the response, including a risk assessment and treatment plan to provide for safe community access to the affected area. Comprehensive impact information is required by local governments to assist in planning recovery activities.  The Controlling Agency with responsibility for the response to an emergency must initiate recovery activity during the response to that emergency, as detailed in the State EM Plan (Section 6.4).  In some circumstances, the State Government may have an increased role through the State Recovery Coordinator or establishment of a State Recovery Coordination Group and/or State Recovery Controller.

2.14. TRANSITION FROM RESPONSE Recovery starts while response activities are still in progress, and key decisions taken during the response phase are likely to directly influence and shape recovery.

The LRC should be called together as soon as possible for a briefing of the emergency incident even in the response stage to detail the extent of contingencies to allow for smooth transition from response to recovery.

The Local Recovery Coordinator must be included in Incident Support Group meetings from the onset.

The Controlling Agency is responsible for commencing the recovery process. As the response to the incident concludes the recovery phase will be handed to the Local government. A copy of the document is included in the Recovery Resource Book’. The form will be used by both parties to affect the handover process.

It is envisaged that the recovery effort will be managed through regular coordinating meetings of the Local Recovery Coordination Group, twice a day initially, to ensure development, implementation and monitoring of the tactical recovery plan.

Where the decision is taken not to activate the plan or convene the Local Recovery Coordination Group because statutory agencies are coping with the situation, the Local Recovery Coordinator will monitor the situation and keep the Local Recovery Coordination Group advised accordingly.

2.15. IMPACT ASSESSMENT AND OPERATIONAL RECOVERY PLANNING It is essential that the Controlling Agency coordinates conduct an assessment of the impacts, recovery and restoration requirements as soon as possible after the impact of the event. Access to the affected area may be restricted by the HMA until it is determined to be safe to enter.

Sources that may assist in the collection of impact assessment data include the:  Controlling Agency.  Welfare agencies – to identify persons in need of immediate assistance.  LGA building inspectors and engineers.  Insurance assessors.  Business associations, e.g. local chamber of commerce.  Recovery Needs Assessment and Support Survey Form.

Following a major emergency where substantial damage has occurred to residential, commercial and government buildings and other community infrastructure, and where significant reconstruction and restoration is required, an operational recovery plan should be prepared by the LRCG.

The operational recovery plan should provide a full description of the extent of the damage, including both social, economic, built and natural, and detail plans for restoration and reconstruction of the affected community. Each operational recovery plan will be different depending upon the nature of the emergency and the severity of the destruction and disruption. As part of the overall impact assessment to assist in the operational recovery planning it may be appropriate to conduct a survey of people/families affected by the emergency. An Action Recovery Plan Template is included in the Recovery Resource Book.

2.16. RECOVERY COORDINATION CENTRE A Recovery Coordination Centre should be established if extensive recovery activities are to be undertaken. The purpose of the Recovery Coordination Centre is to bring together all agencies involved in the recovery process to ensure effective communication and coordination of resources, information and tasks

The location and details of the centre are included in Part 1 of these arrangements.

2.17. LOCAL RECOVERY COORDINATION GROUP It may be appropriate to consider establishing one or more subcommittees to assist the Local Recovery Coordinator by addressing specific components of the recovery process.

The LRC should consider the following areas when recommending priorities and ensuring work is completed.  Social environment effects  Built environment effects  Economic environment effects  Natural environment effects

When identifying priorities consideration should be given to the risk evaluation criteria developed during the Emergency Risk Management process. (Risk Evaluation – community values).

The most commonly established sub-committees and their responsibilities are detailed below:

COMMUNITY (OR SOCIAL) SUBCOMMITTEE Objectives  To provide advice and guidance to assist in the restoration and strengthening of community well-being post the event;  To facilitate understanding on the needs of the impacted community in relation to community wellbeing;

 To assess and recommend priority areas, projects, and events to assist with the recovery process in the immediate and short-term regarding the restoration and strengthening of community wellbeing;  To assess and recommend medium and long term priority areas to the local government for consideration to assist in the restoration and strengthening of community wellbeing; and  To ensure the affected community is informed and involved in the recovery processes so actions and programs match their needs.

ENVIRONMENT (OR NATURAL) SUBCOMMITTEE Objectives  To provide advice and guidance to assist in the restoration of the natural environment post the event;  To facilitate understanding of the needs of the impacted community in relation to environmental restoration;  To assess and recommend priority areas, projects and community education to assist with the recovery process in the immediate and short-term regarding the restoration of the environment including weed management and impacts on; and  To assess and recommend medium and long term priority areas to the local government for consideration to assist in the restoration of the natural environment in the medium to long term.

INFRASTRUCTURE (OR BUILT) SUBCOMMITTEE Objectives  Assist in assessing requirements for the restoration of services and facilities in conjunction with the responsible agencies where appropriate;  To provide advice and assist in the coordination of the restoration of infrastructure assets and essential services damaged or destroyed during the emergency; and  To assess and recommend priority infrastructure projects to assist with the recovery process in the immediate and short, medium and long term.

FINANCE (OR ECONOMIC) SUBCOMMITTEE Objectives  To assess and recommend priority recovery activities to assist with the direct and indirect impacts on the economic position of the area;  Consider the need for an economic impact assessment;  Consider participation of business and/or industry representatives in economic recovery decision making;  Work with the insurance sector to coordinate insurance companies’ response;  Consider projects to ensure tourism viability is maintained;  Support and promotion of the economic viability of affected community through short and long term projects;  Coordination of supply and distribution of emergency fodder, water, fencing, agistment and other materials/services; and  To provide advice on care and management of livestock, including feed,  water, fencing, agistment and transport

2.18. CULTURAL AND SPIRITUAL FACTORS Cultural and spiritual symbols provide an essential dimension to the recovery process. They provide a framework for meaning and evaluation of the emergency experience. These need to be managed as an integral part of recovery activities. The community will present its own symbols and rituals, probably beginning in the immediate aftermath. If these are recognised, supported and coordinated as part of the recovery process, which is owned by the community, they will provide the focus for cultural and spiritual activities.

These activities will assist in the long-term integration of the emergency into the history of the community. Often these activities can be conducted on anniversaries or other significant community occasions.

2.19. RECOVERY ACTIVITIES AND STRATEGIES To assist the Local Recovery Coordinator and the Local Recovery Coordination Group a listing of recovery activities that may have to be undertaken together with suggested strategies has been listed below:

2.20. ACTIVITIES TO BE UNDERTAKEN BY THE LOCAL RECOVERY COORDINATION GROUP SHORT TERM  Counselling.  Establish and managing emergency financial relief schemes.  Surveying and assessing the damage to public and private property.  Repairing and/or replacing public utilities, services and assets.  Assisting with the repair or replacement of private property.  Initiating programs to stimulate community morale and economic growth.  Managing environmental rehabilitation programs.  Coordinating recovery and research agencies.  Revision of Land Use/Town Planning schemes.

2.21. STRATEGIES COMMUNITY INVOLVEMENT STRATEGIES  Maximise the use of local resources, groups and individuals.  Promote community awareness and education.  Involve people in their own and their community recovery.  Maintain continuous liaison between emergency teams, volunteer groups and community organisations.  Create opportunities for local decision making.  Ensure self-determination in restoration planning.  Maintain a co-operative relationship between volunteers and imported specialists.  Use local suppliers.  Empower the community as quickly as possible. RECOVERY ASSISTANCE STRATEGIES  Provide for special needs of aged, ethnic, children etc  Make food, shelter, clothing, health and emergency finance available immediately.  Deliver services in a simple and caring manner with minimal disruption to existing processes.  Ensure welfare centre cater for privacy and individual care.  Ensure emergency workers receive ongoing support, debriefing, relief and rest.  Maximise financial aid and minimise material aid.

ACCOUNTABILITY STRATEGIES  Ensure the affected community is involved in the allocation and distribution of material and financial resources.  Assist the community in ensuring there is accountability in the use of resources. STRATEGIES FOR GRANTS, LOANS AND GIFTS  Ensure there is community involvement in determining criteria.  Communicate entitlement criteria for financial support and grants immediately.  Alterations to criteria must be communicated clearly to the community.  Consider non-English speaking groups in designing information for grants.  Maintain confidentiality. STRATEGIES TO MAINTAIN FAMILY COHESION  Keep families together during evacuation and resettlement.  Ensure all policies and processes support the family’s ability to recover.

2.22. PUBLIC INFORMATION Successful communication in recovery is about connecting with people by enabling access to clear, relevant, targeted and high quality information to assist them build their own capacity and gain a greater understanding of community needs in the process. Good recovery communications is not only about sending information out, it’s about engaging in two-way dialogue.

In the response phase public information primarily informs and reassures. In the recovery phase it is the mechanism by which the affected community and the wider public are encouraged to participate in the process of restoration and rehabilitation.

EFFECTIVE COMMUNICATION IN RECOVERY  Messages need to be clear, relevant, accurate and timely;  Communication needs to be two-way  Information needs to be accessible to a wide-ranging audience, including those with special needs;  Have well-structured communication networks, both with individuals and organisation; and  Adopt strategies to reiterate key messages.

Messaging should consider:  What we know;  What we don’t know;  What we are doing; and  What we want you to do.

Information may be made available to the public using a combination of the methods such as:  One Stop Shop  Door Knocks  Out Reach Programs  Information Sheets  Community Newsletters  Public Meetings  Noticeboards  Email communication  Websites  Local newspapers  Social media  Radio and television  Text messaging MEDIA During emergencies the media have a legitimate interest in obtaining prompt and accurate information. If media access to accurate information is restricted, rumour and speculation may be substituted for fact. Consequently, there is nothing to be gained by attempting to restrict media access. The media are also a vital link between recovery agencies and the public, and provide an effective means of disseminating information. It is recommended that regular and scheduled media briefings be negotiated to suit the publishing and broadcasting timetables of the media.

Due to the fact that the recovery process will generally involve a range of different organisations, there is a need for coordination of information to the media to avoid confusion or conflict. The most effective means of dealing with this issue is through the nomination of a media liaison officer to represent the overall recovery process.

All media releases prepared by the Recovery Sub-Committee will be forwarded to the LRC for release by the Chairperson. If the recovery process is of such a nature that State involvement is required, reference should be made to State Support Plan - EmergencyPublic Information to ensure appropriate processes are followed and adhered to. The Communicating in Recovery Guidelines is a useful tool to assist.

VISITING VIPS In addition to the level of media interest, there is also likely to be a number of visits to the affected area and a high level of interest in the recovery process from VIPs from government and a range of other agencies. There are a number of issues that need to be considered by the recovery manager involved with, or responsible for hosting, such visits. Effective briefings should be provided. These should include accurate and up-to-date information about estimated losses, assistance programs and financial assistance packages. This will ensure that any information relayed to the affected community or the media is accurate, reducing the risk of falsely raising expectations regarding such things as assistance measures, and reducing the risk of embarrassment. Some pre-visit briefing is also desirable to ensure that the visitor is well informed of the necessary information prior to arrival.  Briefing of any visitors should also include details about the current state of the community, including the various emotions they may be experiencing as a result of the event, as well as identification of any existing sensitivities.  Visitors should have a clear understanding of emergency management arrangements and protocols.  Visitors should also be clearly briefed on the potential impact of their visit and their subsequent role in the recovery process. In particular, it should be emphasised that any information provided must be accurate, as the effects of inaccurate or ill-founded information on an affected community may reinforce the impact of the event.  In the case of a disaster affecting more than one geographic area, care should be taken to ensure that communities are treated impartially and visits are arranged accordingly.

Visits by Commonwealth and State Parliamentarians (including Ministers) should be discussed in advance with the LRC to ensure the visits are the most effective for both the community and the Member of Parliament.

INFORMATION SERVICES The community recovery information services provided to affected people aim to lower anxiety levels and to restore a sense of predictability through accurate and credible information. Information services must be made available to assist and hasten recovery as well as the means of accessing those services. The information provided should advise:  the support, psychological, development and resource services available;  where, when and how to access those services; and  the psychological reactions commonly experienced by affected people.

The information should be provided at a “One Stop Shop” set up in a location to be determined and be available as soon as possible and provided and repeated through a range of information means.

The accessibility of the information to the people affected by the emergency is a major issue and actions need to ensure it is available to:  the whole of the affected area;  non-English speaking people;  special needs groups and or individuals;  isolated people and communities; and  secondary victims.

PUBLIC MEETINGS Various forms of public meetings provide an important part of the recovery process. Public meetings may be held soon after an emergency has taken place as a means of communicating information to an affected community regarding such things as the extent of the damage caused by the event and the services available through the range of recovery agencies. Representation of the various recovery agencies at a public meeting also gives the affected community an opportunity to identify those agencies providing services and to clarify important issues. Further public meetings may be held throughout the recovery process as the need arises.

Public meetings also provide the opportunity for members of an affected community to meet together and for rumours, which are inevitable in the early part of the recovery process, to be dispelled. However, given the volatility that may be evident immediately following an emergency, it is critical that public meetings be carefully timed and managed by a facilitator skilled in dealing with any problems which may arise.

Public forums may also be organised to provide practical advice and discussion on a range of issues from personal needs to housing and rebuilding issues. The need for such forums is best identified by workers who have a direct understanding of emerging needs within a community. Community recovery committees also provide an affected community with a mechanism to have an input into the management of the recovery process. These committees provide an important forum, ensuring local participation in the management of the recovery process.

The public information function should continue after the emergency response is over, lives are no longer at risk, and the state of emergency is over. The focus might change but the purpose of maintaining the flow of information remains

Points to Consider  Appoint potential spokespeople to deal with the media  Manage public information during the transition from response to recovery when handover completed from HMA.  Identify priority information needs.  Develop a comprehensive media/communication strategy.  Coordinate public information through: - joint information centres - spokesperson/s - identifying and adopting key message priorities - using a single publicised website for all press releases  Develop processes for: - media liaison and management (all forms e.g. print, and electronic) - briefing politicians - alternative means of communication e.g. public meetings, mailbox fliers, advertising - communicating with community groups - meeting specialist needs - formatting press releases - developing and maintaining a website - ensuring feedback is sought, integrated and acknowledged  Monitor print and broadcast media, and counter misinformation.

2.23. ONE STOP SHOP An effective method of providing the affected community with access to information and assistance is through the establishment of central information point and would include representatives from relevant recovery service providers to provide information and advice for the local community.

A One Stop Shop may be established in identified Council buildings, the location and contact details will be disseminated to the community when it is established.

2.24. MANAGING SPONTANEOUS VOLUNTEERS LOCAL VOLUNTEER COORDINATOR (LVC) Within the first few days of an emergency occurring, the Local Government may receive numerous offers of voluntary assistance. It is important to harness this enthusiasm so that offers and opportunities are not lost.

There are likely to be two sources of volunteers:  Clubs, community groups and other non-government organisations;  Members of the general public.

Volunteers affiliated with an organisation will generally be managed by the organisation of membership and are likely to have specific skills to perform assigned roles (e.g. CWA, Lions Clubs, etc). Volunteers from the general public (individuals and private companies) who offer assistance on an ad-hoc basis require careful management and coordination. “Volunteer Information Forms” (refer to the Recovery Resource Book) must be completed by shire staff whenever an offer of assistance is made and they should be forwarded to the LVC for consideration. Consideration should be given to establish a list of activities that could be undertaken by volunteers to assist in the recovery effort.

The LRC will initially be responsible for overseeing volunteer activities and if the event dictates the necessity to do so, the LRC will request the activation of the LVC. REGISTRATION For insurance purposes, it is paramount that any volunteer under the direction and control of the Local government must be registered and signs on prior to participating in any task, with clear instructions disseminated and acknowledged. All volunteers must sign off on the completion of the volunteers shift.

It is the responsibility of the LVC to oversee the registration of all volunteers who are under the direction and control of the SOM, regardless of whether they are individuals or belong to a community group or club. This must occur during all recovery activities including emergency welfare centre activities on the “Volunteer Log Form” found in the Recovery Resource Book.

ALLOCATION OF TASKS The LVC is responsible for matching volunteers’ skills and resources to required tasks, bearing in mind the needs of the community and individuals. Tasks assigned must be meaningful with clearly defined roles and must be recorded against the respective volunteers “Volunteer Information Form”. When tasked, the volunteer is to be given a copy of the “Volunteer Task Allocation Form” to ensure they have a clear understanding of the role to be undertaken. Refer to Local government Recovery Workbook Package for the “Volunteer Task Allocation Form”.

The LRC or, if convened, the LRCC is responsible for creating the tasks to be allocated. All tasks allocated must be authorised by the LRC or, if convened, the LRCC to ensure the duplication of tasking is avoided.

HOURS OF DUTY Where applicable, volunteers should be rostered on for periods of no longer than 8.5 hours at one time, followed by a minimum 10 hour rest period. Shifts should overlap by a minimum of 30 minutes to enable briefings and handovers to their relief to occur. Meal breaks should be planned for with the LVC responsible for all volunteer rostering. Refer to the Recovery Resource Book for the “Volunteer Roster Form”. All rostering must be authorised by the LRC or, if convened, the LRCC to ensure the duplication of resources is avoided.

IDENTIFICATION The LVC shall provide all volunteers with appropriate identification, the minimum standard being a name tag. The name tag must have the volunteer’s full name, date and Volunteer Information Form Reference Number clearly identified.

OTHER The LVC shall conduct regular briefing and debriefing of volunteers. Access to appropriate counselling must be provided to all workers, as an acknowledgement that high levels of both acute and ongoing stress, and direct exposure to trauma, may be experienced.

PART 3 – FINANCIAL MANAGEMENT

3.1. FINANCIAL ARRANGEMENTS DURING AN EMERGENCY SITUATION It should be recognised that in the event of an emergency there may be a need for the Local Government to undertake essential recovery activities during the emergency event, or as soon as possible after the emergency.

On these occasions the Shire of Corrigin will need to act in its capacity as the agency responsible for Recovery without funding allocated within Council’s Budget. Under Section 6.8 of the Local Government Act 1995, the President may approve emergency expenditure where requested by the Chief Executive Officer:  A local government is not to incur expenditure from its municipal fund for an additional purpose except where the expenditure:  is incurred in a financial year before the adoption of the annual budget by the local government;  is authorised in advance by resolution*; or  is authorised in advance by the mayor or president in an emergency.

LOCAL GOVERNMENT POLICIES For the Local Government policies and procedures as passed by Council relating to expenditure during an emergency refer to the Local Recovery Management Plan Resource Book.

Disaster Recovery funding arrangements (DRFA)

Commencing 1 November 2018, the Commonwealth has introduced Disaster Funding Recovery Arrangements (DRFA) for the states and territories of Australia to provide financial assistance for eligible disaster events.

In Western Australia, the Disaster Recovery Funding Arrangements – Western Australia (DRFAWA) is administered by the Department of Fire and Emergency Services (DFES) and is Western Australia’s application of the DRFA. The DRFAWA includes additional support measures the State government deems necessary to best support communities and businesses within Western Australia.

What is the aim of the DRFA? Natural disasters or terrorist acts may result in large-scale expenditure by state governments in the form of disaster relief and recovery payments and infrastructure reconstruction. To assist with this burden, the Commonwealth has made arrangements to provide financial assistance to the states and territories in certain circumstances. Usually the assistance is in the form of partial reimbursement of state expenditure and estimated reconstruction costs.

What is an eligible disaster event? A natural disaster or terrorist act for which:  A coordinated multi-agency response was required, and  It must be estimated that the cost of emergency assistance to individuals and communities, or damage to essential public assets will exceed $240,000.

What are the eligible disaster events? An eligible disaster event is:  One, or a combination of the following rapid onset events: - Bushfire - Cyclone - Meteorite strike - Earthquake - Storm surge - Tornado - Flood - Landslide - Storm - Tsunami  A terrorist act; whereby an action or a series of actions committed in Australia which the Commonwealth Minister has determine is a terrorist act.

Relief and Recovery Assistance Measures The DRFAWA provides certain measures to support relief and recovery efforts following an eligible disaster. It is intended to complement other strategies including insurance, mitigation planning and activities to prevent disasters. Assets that can be insured are not covered by DRFAWA.

When an eligible event is declared, different assistance measures can be made available to individuals and communities to support them in their recovery from an eligible disaster; these four (4) main categories are:

Category A – Emergency assistance for individuals, administered by the Department of Communities Category B – financial support provided to the State, counter disaster operations and assistance for small business and primary producers. Administered by DFES with assistance from the appropriate State Government Departments Category C – Community Recovery Packages, (when severe impact) administered by DFES Category D – Exceptional Circumstances Measure, administered by DFES

Further information on DRFAWA can found by visiting the DFES website at dfes.wa.gov.au or clicking here.

3.2. APPEALS AND DONATIONS Where possible, donations of goods and services should be discouraged as they are difficult to manage. Donations of cash are more practicable to manage and provide the opportunity to utilise local services which in turn assists with the recovery of local business.

LORD MAYORS DISTRESS RELIEF FUND The Lord Mayor's Distress Relief Fund was established in 1961 to provide relief of personal hardship and distress arising from natural disasters occurring within Western Australia. The perpetual fund is a registered charitable body and has approval of the Australian Taxation Office for tax deductibility of contributions. Further information is available via their website: http://appealswa.org.au/

Donations of Cash: The Local Recovery Committee will encourage the use of the Lord Mayor’s Distress Relief Fund for people wanting to make cash donations, although if deemed necessary will open a separate account specifically for cash donations.

Donations of Service and Labour: Any donations of services or labour to assist with the recovery from an emergency will be administered by the Local Government via the Local Recovery Committee in accordance with the Managing Spontaneous Volunteers section of these arrangements.

Donations of Goods: The donations of goods to assist victims to recover from an emergency may be arranged by non-government organisations. The distribution of the donated goods shall be undertaken by the organisations concerned.

3.3. STATE LEVEL ASSISTANCE State level assistance to community recovery will normally be provided by a range of State government agencies through direct representation on the LRC.

In conjunction with the local government/s and the State Emergency Coordinator, the State Recovery Coordinator is to consider the level of State involvement required, based on a number of factors pertaining to the impact of the emergency.

These include:  The capacity of the local governments involved to manage the recovery;  The number of local governments affected; and  The complexity and duration of the recovery.

3.4. STAND DOWN The Local Recovery Coordinator shall progressively stand down participants and programs when they are no longer required

3.5. DEBRIEFING/POST OPERATIONS REPORT The LRC will arrange to debrief all participants and organisations as soon as possible after stand down and prepare a report to the LEMC for review and update of the Local Recovery Plan. A copy of the report shall also be forwarded to the DEMC.

Refer to Annexure 7 for reporting template and Annexure 8 for Post Incident Analysis Pro forma.

Annexure 1 Contacts (Recovery Specific)

LR Mike 7 Spanney 0400 190 221 [email protected] Coordinator Weguelin Street Corrigin m.au 6375 DLR Vacant Coordinator

SHIRE OF CORRIGIN

EMERGENCY MANAGEMENT PLAN

EMERGENCY EVACUATION PLAN

Adopted by Council ** June 2019 Res **/2019

Adopted by LEMC on 28 February 2019

SHIRE OF CORRIGIN EMERGENCY MANAGEMENT PLAN

EMERGENCY EVACUATION PLAN

INTRODUCTION This Plan is to be used as a guide by Hazard Management Agencies to formulate an Operational Evacuation Plan should an evacuation within the Shire of Corrigin be required.

Should an emergency occur, it is imperative that the situation is dealt with swiftly and effectively to ensure that injuries, loss of life, and damage, is kept to an absolute minimum.

Life safety must be considered a priority, and for that reason, the evacuations must be planned and organised to ensure that all personnel are moved in an orderly fashion from any danger, or potentially dangerous situation, to a place of safety.

As a result of an emergency, evacuation of affected people may need to be considered.

This may involve a complex operation that has the potential to place evacuees at risk during the evacuation. Through careful planning, and a thorough knowledge of these arrangements, risks associated with the evacuation process can be minimized.

The Emergency Evacuation Plan is integral for the ongoing care and reception of evacuees and is to be read in conjunction with: • the Local Emergency Welfare Plan, and • other relevant agency plans

The Local Emergency Welfare Plan has been developed by the Department of Communities, in conjunction with the Shire of Corrigin, using local and regional facilities and organisations.

This plan will adopts the 5 stages of evacuation:

1. Decision to evacuate 2. Warning 3. Withdrawal 4. Shelter 5. Return

TABLE OF CONTENTS

1. AUTHORITY ...... 6 2. SCOPE...... 6 3. TITLE ...... 6 4. AIM ...... 6 5. PURPOSE ...... 7 6. RISK ASSESSMENT ...... 7 7. CONSULTATION – OPERATIONAL EVACUATION PLANNING EVACUATION PLANNING SUB-COMMITTEE ...... 7 8. INTERFACE WITH OTHER PLANS ...... 7 9. ROLES AND RESPONSIBILITIES ...... 8 Pre-evacuation Planning (Shire of Corrigin Emergency Evacuation Plan) ...... 8 Operational Evacuation Planning ...... 8 10. ACTIVATION OF EMERGENCY EVACUATION ...... 8 11. THE FIVE STAGES OF EVACUATION ...... 9 11.1 Decision to Evacuate ...... 9 Risk Management ...... 9 11.2 Warnings...... 10 11.3 Withdrawal ...... 10 11.3.1 Self-evacuation ...... 10 11.3.2 Controlled Evacuation ...... 10 11.3.3 Recommended Evacuation ...... 11 11.3.4 Methods of Transport ...... 11 11.4 SHELTER ...... 12 11.4.1 Location of Potential Assembly Areas and Welfare Centres...... 12 11.4.2 Relocation ...... 12 11.5 RETURN ...... 13 12. EXERCISING AND TESTING OF EVACUATION PLAN...... 13 13. REVIEW ...... 13 APPENDIX 1. DECISION TO EVACUATE CONSIDERATIONS ...... 14 APPENDIX 2 WARNING CONSIDERATIONS CHECKLIST ...... 15 APPENDIX 3 WITHDRAWAL CONSIDERATIONS CHECKLIST ...... 16 APPENDIX 4 SHELTER CONSIDERATIONS CHECKLIST ...... 17 APPENDIX 5 RETURN CONSIDERATIONS CHECKLIST ...... 18 APPENDIX 6 POTENTIAL COMMUNITY WELFARE CENTRE REGISTER ...... 19 APPENDIX 7 RESOURCE REGISTER ...... 21 APPENDIX 8 OPERATIONAL EVACUATION PLAN TEMPLATE ...... 22 APPENDIX 9 TYPES OF EVACUATION ...... 33

Distribution list

Distribution No of Copies Shire of Corrigin – Chief Executive Officer 1 Shire of Corrigin – President 1 Shire of Corrigin – Works Supervisor 1 Corrigin Police – Officer in Charge 1 Corrigin Hospital – Health Services Manager 1 St John Ambulance Corrigin – Officer in Charge 1 Corrigin Fire and Rescue – Captain 1 Corrigin Bush Fire Service – Chief Bush Fire Control Officer 1 Corrigin District High School – Principal 1 Department of Communities 1 Kondinin VFES Unit 1

A COPY OF THIS PLAN IS TO BE AVAILABLE ON THE SHIRE WEBSITE www.corrigin.wa.gov.au.

Issue, Review and Amendment

An emergency plan must be simple, flexible, written, disseminated, tested, reviewed and be easy to use and amend.

The Shire of Corrigin, in conjunction with the Local Emergency Management Committee (LEMC) is responsible to review this plan annually.

Ideally this review would occur after the annual LEMC exercise has been conducted, with amendments being updated to the plan based on the possible deficiencies identified during the annual exercise and forwarded during the following required debriefing.

Reviews should be recorded on the form below and any amendment to the procedures should be noted on the Amendment Certificate.

REVISION CONTROL

Revision Date Description Amended By 1 February Updated documents endorsed LEMC LEMC 2019 2 May Minor amendments, formatting and CEO 2019 contact details 3 4 5 6 7 8 9 10

Acronyms

LEMA Shire of Corrigin Local Emergency Management Arrangements

EEP Shire of Corrigin Emergency Evacuation Plan

LGA Local Government Authority

IC Incident Controller

ERMP Shire of Corrigin Emergency Risk Management Plan

HMA Hazard Management Agency

CA Controlling Agency

Shire Shire of Corrigin

DC Department of Communities

Police OIC Corrigin Police Station

For additional information in regard to the Glossary of Terms, refer to the Glossary (State Emergency Management Á Strategic Framework for Emergency Management in Western Australia’ Glossary).

1. AUTHORITY The Emergency Management Act (2005) gives authority for local emergency management arrangements to be developed Local Government Areas (LGA).

This Emergency Evacuation Plan has been prepared and endorsed by the Corrigin Local Emergency Management Committee (LEMC) and the Shire of Corrigin. They form a sub-plan of the Corrigin Local Emergency Management Arrangements (LEMA). They have been tabled for information and comment by the Great Southern District Emergency Management Committee (DEMC).

2. SCOPE The geographical area covered by this plan is the Shire of Corrigin local government area however regional support will be an integral part of the Plan. This Plan applies to the circumstances where there may be a need to partially or totally evacuate the areas of population in the Shire of Corrigin. The plan incorporates:  activation mechanisms;  responsibilities and tasks;  recovery services;  resourcing arrangements; and  management structures and processes.

3. TITLE The title of this document is the Shire of Corrigin Emergency Evacuation Plan (EEP).

4. AIM The aim of the Plan is to provide for the coordination of evacuation, of affected individuals, as expediently and safely as possible.

5. PURPOSE The purpose of this document is not to develop plans for every evacuation scenario, but to provide assistance to Controlling Agencies and/or Incident Controller, to rapidly implement an effective evacuation plan to cover an approaching hazard. The checklists provided are by no means all-encompassing and may be expanded depending on the particular scenario.

The effectiveness of this plan hinges on:  Up to date information in the Local Welfare Plan.  Effective links with the media and community warning systems.  Community preparedness.  Knowledge and skills developed in conjunction with these arrangements for those responsible for implementing evacuations.  Up to date resource lists pertinent to evacuation requirements.

6. RISK ASSESSMENT The Corrigin Local Emergency Management Arrangements (LEMA) identifies the two prime areas of risk requiring evacuation to be fire and flood. However a range of situations may involve the need to evacuate persons from an area of impending danger. Some examples of these may be severe weather or a hazardous materials incident.

7. CONSULTATION – OPERATIONAL EVACUATION PLANNING EVACUATION PLANNING SUB-COMMITTEE In the event of an emergency and as far as practicable, operational evacuation planning should be done in a collaborative environment with those agencies expected to have an operational role in the evacuation; however the extent this is practically achievable will be determined by the amount of time available to plan and implement the evacuation. The Incident Support Group is a good reference group and may comprise of  CEO Shire of Corrigin.  Chairman Shire of Corrigin LEMC.  OIC Corrigin Police District.  Fire and Rescue Service LEMC Representative.  Kondinin VFES Unit Representative.  Department of Communities LEMC Representative.  St John Ambulance LEMC Representative.  Department of Fire and Emergency Services

8. INTERFACE WITH OTHER PLANS The EEP is a sub-plan of the LEMA and as such should not be viewed in isolation. Other plans integral to the success of evacuation are the Wogerlin House Aged Care Emergency Evacuation and Reception Plan, and the Corrigin Local Welfare Plan submitted by the Department of Communities.

9. ROLES AND RESPONSIBILITIES Role Responsible Agency Pre-Emergency Evacuation Planning Shire of Corrigin Operational Evacuation Planning Hazard Management Agency Decision to evacuate Hazard Management Agency Issue Community Warnings Hazard Management Agency Coordinate withdrawal process Hazard Management Agency Provide Shelter Hazard Management Agency Manage Return Process Hazard Management Agency

Under State Emergency Management Policy, section 5.7 Community Evacuation, the following applies;

Pre-evacuation Planning (Shire of Corrigin Emergency Evacuation Plan)  The Shire of Corrigin, HMAs and emergency management agencies in consultation with the LEMC must identify and advise of refuge sites and evacuation centres appropriate for the hazard – the refuge sites should be documented in the LEMA

Operational Evacuation Planning  The Hazard Management Agency is responsible for the management of evacuation during an incident and this continues during an emergency response  Operational evacuation plans should include all five stages of evacuation – decision, warning, withdrawal, shelter and return  The Hazard Management Agency is responsible for the decision to evacuate during an emergency, the criteria to be considered prior to a decision being made are outlined in the SEMCs WA Community Evacuation in Emergencies Guide  The Hazard Management Agency is responsible for providing community warnings and timely advice on the likely threat of an emergency and the required actions of the community to assist community members in recognising a threat and being able to make an informed decision as to whether to move to another location.  Once a decision has been made to evacuate an area, the IC, in consultation with the HMA, is responsible for ensuring effective communication strategies are implemented.  The decision to undertake a controlled evacuation must be made by the Hazard Management Agency or an Authorised Officer who will also determine if the evacuation is to be recommended (voluntary) or directed (compulsory). A direction to evacuate is a lawful instruction and may be made by a person authorised to do so.  The Hazard Management Agency must provide clear instruction to persons conducting the evacuation on what action should be taken where a person refuses to evacuate.  The Hazard Management Agency should manage any additional risks that arise from ‘non-prescribed hazards’ (i.e. those not defined under the EM Act and prescribed under the EM Regulations), such as structural integrity, before allowing a community to return following evacuation.

10. ACTIVATION OF EMERGENCY EVACUATION The HMA IC on deeming it necessary and appropriate for the safety of persons about to be adversely affected in the emergency area will order evacuation.

11. THE FIVE STAGES OF EVACUATION  Decision To Evacuate  Warning  Withdrawal  Shelter  Return

11.1 Decision to Evacuate In the Decision Stage the HMA must decide if the evacuation is the best option. Areas for consideration include;  Legislative powers and authority to act  Risk Management

Risk Management Planners must consider the risks associated with the conduct of any evacuation and be aware that, under some circumstances, sheltering in location may provide greater levels of safety for the population.

The type of evacuation, and the methods by which it is affected, is dependent on a range of factors; including the nature of the hazard, community needs and expectations, and the available resources and infrastructure.  Resource requirements  The decision to evacuate  Trigger points for evacuation

A community, or any part of that community, may elect to self-evacuate acting on information or advice received through the Media or other sources including relevant warning authorities. The HMA IC would advise residents to self-evacuate as a result of information received, or as a result of consultation with informed specialists from relevant advisory authorities. This type of evacuation is not reliant upon a Emergency Situation Declaration but is provided as a general precautionary public warning to provide a threatened community with sufficient time to evacuate safely and thus negating the need for a compulsory evacuation at a later time, when the movement of people may be more hazardous.

Refer to Appendix 1 for Decision to Evacuate Consideration Checklist

11.2 Warnings All warnings should be timed to allow ample time for residents to evacuate from the impending hazard. The lead-time should include planning time, warning time, reaction time and travel time for the evacuees and should consider:  The method of communicating warnings  A public information strategy  Shelter in place warnings  Community warnings  The use of Emergency Alert (telephone warning system) or SEWS-

When the public are warned that they must evacuate, they should be advised: (i) Why there is a need to evacuate. (ii) How much time they have. (iii) How long they can be expected to be away. (iv) Which way they must travel. (v) Check points for registration. (vi) Transport pick-up locations. (vii) How to obtain transport if required. (viii) Whether there are any restrictions on what belongings they can take. (ix) That they should advise family/friends of their intended evacuation plan.

Note: During this phase it should be determined what the requirements are to relocate sick or immobile people. The aim and objectives of the warning phase is for timely warnings, accurate warnings and evaluation of the warnings received. (For additional information refer Wogerlin House Aged Care Evacuation and Reception Plan)

Refer to Appendix 2 for a Warnings Considerations Checklist

11.3 Withdrawal There are a number of methods used in the withdrawal stage dependent on the type of evacuation and circumstance:

11.3.1 Self-evacuation Self-evacuation may occur in response to general awareness of or information about an emergency, either prior to, or in the absence of a recommendation or direction to leave. It may occur as a consequence of the issuing of an ‘Advice’ level of community warning (or other first level of warning, depending on the hazard), or in response to a perceived risk through personal observation or other source of information. A Hazard Management Agency may receive requests to assist those who choose to self – evacuate and, whilst it is unlikely that formal arrangements will be in place to provide welfare and support, it can be prudent to support self-evacuation as far as practicable early in an incident.

11.3.2 Controlled Evacuation Controlled evacuation is generally easier to manage where significant numbers of a community are involved. It also allows for the planned provision of suitable welfare and support for evacuees and allows the withdrawal process to be undertaken in a phased manner, normally prioritising those most at risk

11.3.3 Recommended Evacuation A decision to recommend the evacuation of a community or part of a community will be initiated by the Hazard Management Agency’s Incident Controller or other authorised person when there is a possible threat to the lives of members of the community or property but this is not believed to be imminent or significant and it is believed that members of the community have the capacity and capability to make an informed decision.

Direction to Evacuate The decision to direct the evacuation of a community or part of a community will be made by the Hazard Management Agency’s Incident Controller or other authorised person when it is believed that members of the community either do not have the capacity or capability to make an informed decision or that there is a significant and/or imminent threat to the lives of members of the community. Although it is an offence to refuse to evacuate once directed to do so, there is also a discretion for the person issuing the direction to remove a person refusing to leave, or to take punitive action for failing to comply with the direction.

Security of the Evacuated Area The Hazard Management Agency should ensure, as far as practicable, the security of the area that has been evacuated and the of remaining persons and property. The Hazard Management Agency may seek assistance with this function from WA Police Force, local government and security and/or traffic management contractors, depending on the specific circumstances of the situation.

11.3.4 Methods of Transport  Private vehicles  Buses

See Appendix 7 for Transport Resource Register.

11.4 SHELTER

Phases of sheltering may include immediate sheltering (where there is limited time to take protective action), temporary sheltering (e.g. evacuation centres) and temporary housing (for more long term evacuations). Not all phases are applicable to all emergencies.

Refer to Appendix 3 for Withdrawal Considerations Checklist

Types of Shelter A determination of the most appropriate types of shelter for a specific incident should form part of the Operational Evacuation Plan, as far as practicable. This may include:  shelter in place – where this is the safest or most appropriate option for the hazard, with consideration for advising additional action to increase personal safety;  family, friends or other accommodation outside the affected area if it is safe to leave (many members of the community will choose to do this if they have the option to do so);  assembly areas – either for a known short term evacuation or as a temporary stopping point before moving on to an evacuation centre;  refuges – if available in the affected area and appropriate to withstand the threat of hazard;  evacuation centres – selected from suitable locations detailed in LEMAs;  specialist facilities – for evacuees with particular additional care needs (e.g. hospitals or care facilities); and  places of last resort – places that may provide some protection but with no guarantee of safety will not be staffed by agency personnel.

A list of evacuation sites is attached in Appendix 6 for Community Emergency Assembly Areas.

11.4.1 Location of Potential Assembly Areas and Welfare Centres. For a complete list of potential assembly areas and welfare centres, seeEmergency Contacts and Resources Directory.

This list is not available on the internet because it is constantly being updated. Contact the Shire of Corrigin if you have a need to access this information.

All assembly areas should be re-evaluated according to the direction of the emergency. Possibly contemplate evacuating to other Shires.

In case of early evacuees, they should report to Incident Control point for instructions. Contact details should be taken of persons leaving.

11.4.2 Relocation

More than likely there will be a requirement to provide transport for some of the people to be relocated. This is particularly so with special needs persons. Locations of where people would be accommodated are shown at Appendix 6.

Refer to Local Emergency Welfare Plan for information on evacuated persons welfare arrangements.

Refer to Appendix 4 for Shelter Considerations Checklist

11.5 RETURN The evacuation process cannot be considered complete until the return of the affected community, assuming this is possible. In most circumstances, the return of evacuees will be the responsibility of the Hazard Management Agency which determined the need for the evacuation in the first place; however, in some circumstances, particularly where the impacts of a hazard have had lasting effects, the incident may have been handed over to a Recovery Coordinator and/or Recovery Committee (at either the local or State level).

The responsible agency should ensure there is an effective plan in place for returning the displaced community in a safe and controlled manner as part of the Operational Evacuation Plan or other documented process. [Note – Strategies for the return of evacuated residents may be included in the local government’s Evacuation Plan and/or Local Recovery Plan.]

Safety Assessment The relevant responsible person (e.g. either from the Hazard Management Agency or local recovery committee) will need to ensure that an appropriate assessment has been carried out to confirm that the area is safe and possible to return to and identify if any special conditions need to be applied. Factors to be considered include:  The hazard itself (or any consequential hazards);  The conditions to which evacuees would be returning, such as, food, sanitation and health;  Consideration of the physical and emotional wellbeing and capacity of evacuees;  Economic factors relating to short term and long term viability of the evacuated area;  Support services for those returning;  Continuing need for public information, particularly with regard to essential services;  Whether or not the area is a protected forensic area or a restricted access area.

The return of a community is most appropriate after an ‘All Clear’ for the emergency warning has been issued.

Staged Return The return phase of evacuation may be executed in stages and the operational plan for this stage should consider issues such as community safety, restoration of essential services and provision of welfare support services. There may be other reasons to delay or restrict access to an evacuated area, such as the preservation of a crime scene or as part of a coronial investigation, where applicable. Conflict may arise where evacuees and people outside of the evacuated area at the time of the evacuation are prevented from entering/re-entering before the area has been formally re-opened but other residents have remained against either a recommendation or direction to leave. This will need to be carefully managed, and may extend to the provision of escorts for returning evacuees, by agreement.

Refer to Appendix 5 for Return Considerations Checklist

12. EXERCISING AND TESTING OF EVACUATION PLAN The EEP should be part of the annual exercising of LEMA in conjunction with other plans and arrangements. All agencies involved in the execution of this plan must be familiar with their roles and responsibilities.

13. REVIEW The Emergency Evacuation Plan will be reviewed annually as part of the overall annual review of the Shire of Corrigin Local Emergency Management Arrangements.

APPENDIX 1. DECISION TO EVACUATE CONSIDERATIONS DECISION TO EVACUATE CONSIDERATIONS Factor Considerations Actions Responsible Completion Complete Authority By Threat What is the threat? Authority Who has the authority to make the decision and have the legal ramifications been considered Numbers How many people may be Affected required to evacuate and from what areas/towns? What will the impact be to business/tourism? Secondary What is the risk to the Risks evacuees during movement? Staging/ Do evacuated people Assembly require staging/assembly areas? Transport What transport resources and routes are available to move the evacuees? Security Security How will the evacuated area be secured? Community What is the state of Preparednes readiness or preparedness s in the community for an evacuation? What arrangements/policy exists relating to the particular threat Is evacuation absolutely necessary or is it safer for people to shelter at home? Time Is there time available to Restraints organise and safely carry out the evacuation? Persons with What are the risks to Special persons with special needs Needs while carrying out the evacuation Risk to What are the risks to the responders emergency responders while carrying out the evacuation Shelter Do all evacuees require shelter? Resources What resources are required and are there sufficient to carry out the evacuation in a safe and timely manner?

APPENDIX 2 WARNING CONSIDERATIONS CHECKLIST

WARNING CONSIDERATIONS CHECKLIST Factor Considerations Actions Responsible Completion Complete Authority By Authorisation Who authorises the of warning issue of a warning and who authorises the content? Methods to What media sources or inform other methods will be used to inform the public and do you have current contacts? What resources/personnel are needed for an effective warning – door knock? Who is responsible for sending the message and activating the warning system? Special Which special needs needs groups will need to warned & who is responsible for the warning? Where can interpreters be found if needed How many persons to be Warned What transport is available for those without, and where can they obtain it? What access/egress routes are they to use/follow Pets What are the arrangements for pets/other animals? Instructions What instructions for home and personal property? Consider: not to use phones, turn off gas/electricity, secure property. What are they to take/not take? Consider: vehicles, pets, clothing, blankets, food, medical supplies, battery operated radio?

APPENDIX 3 WITHDRAWAL CONSIDERATIONS CHECKLIST

WITHDRAWAL CONSIDERATIONS CHECKLIST

Considerations Actions Responsibl Completio Complet e Authority n By e Who is to control/coordinate the withdrawal stage? What public information has/will been given on the Evacuation and the Welfare Centres What resources are available/required? Consider: PA Systems, transport including ambulances/ motor/trucks/buses/aircraft, interpreters. What access/egress routes are to be used Can the routes be properly controlled and are they clearly defined? Do you intend registering all those leaving? Can breakdowns and other blockages along the route be quickly cleared? Who is responsible for assisting with any special needs groups What checks are to be made on premises to ensure all persons have evacuated? Has security for the evacuated area been arranged? What arrangements have been made for pets/other animals left behind Can vehicle parking at Assembly Areas/Welfare Centres be controlled What arrangements for the National Registration Inquiry System implementation.

APPENDIX 4 SHELTER CONSIDERATIONS CHECKLIST SHELTER CONSIDERATIONS CHECKLIST Factor Considerations Actions Responsible Completion Complete Authority By Has Department of Communities been notified? Is the Welfare Centre Register up-to-date? Which Which of the Welfare Centres Centres will be opened Can the Centres cope with the expected number of evacuees and if not what are the options? Centre Who is to Management activate/manage/staff the Welfare Centre Are those persons likely to be available at short notice Duration How long are the evacuees likely to need to use the Centre Facilities What facilities are likely to be needed? Considerations: toilets, cooking, sleeping accommodation, facilities for the very young, aged or disabled, vehicle parking, eating/cooling, medical triage Can families remain together? Welfare What are the catering arrangement and welfare s arrangements and can they cope? Are foodstuffs/clothing readily available Other What other services may services be required? Considerations: information services, communication with relatives? Heads up to Have relevant welfare agencies agencies been informed of evacuation? If evacuees are to be registered at the centre, who is responsible for activating process Pets What will you do with pets that are brought to the Centre?

APPENDIX 5 RETURN CONSIDERATIONS CHECKLIST

RETURN CONSIDERATIONS CHECKLIST

Factor Considerations Actions Responsibl Completio Complet e Authority n By e Authority Who has the authority to order a return Who controls/coordinates the return? Staggered Will the return be Return staggered?

Safety Can the people safely return? Transport What transport is available to return the people? Are utilities available to support the community? Have relevant support/welfare agencies been notified of the order to return? Ongoing Can people return to support homes to clean up/assist but then return to Welfare Centres for food and sleep?

APPENDIX 6 POTENTIAL COMMUNITY WELFARE CENTRE REGISTER Note: this document to be read in conjunction with Department of Communities Local Welfare Emergency Management Support Plan.

Limited assistance with providing temporary care for pets would be provided by Corrigin and adjoining Shire Ranger Services.

Assembly areas and welfare centres:

CORRIGIN RECREATION AND EVENTS CENTRE Duration 0-8 8 Hours 1-3 Days 3-7 Days 1 Week + Hours to 1 Day People 1-10 Yes Yes Yes Yes Yes 10-100 Yes Yes Yes Yes No 100-500 Yes Yes No No No 500+ Yes Yes No No No FACILITIES Toilets, Showers, Kitchen, Disabled Access, Parking

CORRIGIN GOLF CLUB Duration 0-8 8 Hours 1-3 Days 3-7 Days 1 Week + Hours to 1 Day People 1-10 Yes Yes Yes Yes Yes 10-100 Yes Yes Yes No No 100-500 Yes Yes No No No 500+ Yes No No No No FACILITIES Toilets, Showers, Kitchen, Disabled Access, Parking

CORRIGIN TOWN HALL Duration 0-8 8 Hours 1-3 Days 3-7 Days 1 Week + Hours to 1 Day People 1-10 Yes Yes Yes Yes Yes 10-100 Yes Yes Yes No No 100-500 No No No No No 500+ No No No No No FACILITIES Toilets, Kitchen, Disabled Access, Parking

BULLARING TOWN HALL Duration 0-8 8 Hours 1-3 Days 3-7 Days 1 Week + Hours to 1 Day People 1-10 Yes Yes Yes Yes Yes 10-100 Yes Yes No No No 100-500 No No No No No 500+ No No No No No FACILITIES Toilets, Kitchen, Parking

BULYEE TOWN HALL Duration 0-8 8 Hours 1-3 Days 3-7 Days 1 Week + Hours to 1 Day People 1-10 Yes Yes Yes Yes Yes 10-100 Yes Yes No No No 100-500 No No No No No 500+ No No No No No FACILITIES Toilets, Kitchen, Parking

BILBARIN TOWN HALL Duration 0-8 8 Hours 1-3 Days 3-7 Days 1 Week + Hours to 1 Day People 1-10 Yes Yes Yes Yes Yes 10-100 Yes Yes No No No 100-500 No No No No No 500+ No No No No No FACILITIES Toilets, Kitchen, Parking

APPENDIX 7 RESOURCE REGISTER For a complete list of resources available, see Shire of Corrigin Emergency Contacts and Resources Directory.

TRANSPORT RESOURCES

OPERATOR/S CONTACT TELEPHONE VEHICLES REMARKS AND CAPACITY Shire of Corrigin Shire Office 9063 2203 1x 25 Seat Bus Corrigin Works Supervisor 0429 632 203 Jill Blacklock Owner 9065 2014 0427 082 701 1x 20 Seat Bus Corrigin Reed Rose Tulloch (Driver) 9063 2225 1x 14 Seat Bus 1x 14 Seat Bus Brad and Mandy Owner 9063 2273 1x 14 Seat Bus Corrigin Bootsma Brad and Mandy 0408 410 418 1x 14 Seat Bus Bootsma Vivienne Lewis 9063 7011 0439 523 399 (Driver) Ivan Lewis (Driver) 9063 2274 0427 637 011 Alby White (Driver) Linda and Colin Owner 9888 7095 wk 1x 20 Seat Bus Yealering Coxon 0428 887 018

APPENDIX 8 OPERATIONAL EVACUATION PLAN TEMPLATE

Execution Key Roles HMA/Hazard Management Agency and Incident Controller: Agency: Incident Controller: Contact Number(s): Email: Operational Area Manager (if appointed) : Agency: Operational Area Manager: Contact Number(s): Email: Police Commander : Agency: WA Police Force Name: Contact Number(s): Email: Emergency Coordinator(s): (Local Officer in Charge and/or District Superintendent perform whole of government coordination function at local and/or district levels)

Agency: WA Police Force Local Emergency Coordinator: Contact Number(s): Email: Agency: WA Police Force District Emergency Coordinator: Contact Number(s): Email: Evacuation Manager: (Where appointed – this position will generally sit under Operations in the incident management system (e.g.AIIMS) Agency: Name: Contact Number(s): Email: Other:

Major Facilities Location of the Incident Control Centre: Name of ICC: Location: Contact Number(s): Email: Location of the Incident Control Point/Forward Control Centre (if applicable): Name of ICP: Location: Contact Number(s): Email:

Location of the Incident Support Group (if activated): Name of ISG site: Location: Contact Number(s): Email: Location of the Operational Area Support Group (if activated): Name of OASG site: Location: Contact Number(s): Email: Location of the Primary Evacuation Centre: (if activated) Name of Centre: Location: Contact Name: Capacity: Contact Number(s): Facilities: Location of the Secondary Evacuation Centre: (if activated) Name of Centre: Location: Contact Name: Capacity: Contact Number(s): Facilities: Other

Decision Phase: that getting people out is best The decision to recommend the evacuation of a community is the responsibility of the Hazard Management Agency’s Incident Controller. The decision may be made in consultation with: Hazard Management Agency WA Police Force Name(s) Name(s) Other Experts Name(s)/Agency(ies) Name(s)/Agency(ies) Name(s)/Agency(ies) Name(s)/Agency(ies) Does the person making the decision to recommend Yes evacuation have the legislated authority: No/Unknown

If yes, give details: If No/Unknown, state reasons:

Relevant issues to this evacuation/potential evacuation and affecting Yes No decision: Time pressure Information source / validity Competing tasks Ability / risk to evacuate Safety of community Safety of vulnerable and other at-risk persons Staffing (resourcing) Community preparedness Communication processes Sufficient shelter provisions Safety of emergency responders Other (please specify) Trigger Points – Are there identified trigger points for evacuation to be recommended or commenced? If Yes, specify below: Trigger Point Activity

Alternatives – By necessity, are there any alternatives to an Yes No evacuation: Shelter in place Identified community refuge Private shelter Other Other Other Warning Phase: telling people of the need to go The issuing of a warning/recommendation to those affected by an impending emergency is the responsibility of the Hazard Management Agency’s Incident Controller. Where the Incident Controller has requested assistance with related tasks for a community evacuation, e.g. for door knocks, they are to advise who is to facilitate provision of required information. Actual messaging to contain the following information: Yes No Identification of the HMA/Controlling Agency Location of area affected Predicted impact time Predicted severity How people should respond Where to get further information If you answered No to any of the above, please enter reason(s):

Other information to include (if appropriate): Yes No Instructions for vulnerable and other at-risk persons Ancillary issues, such as domestic pets, medications, identification

Limitations on possession. e.g. oversize items, livestock Recommended personal items. e.g. toiletries, clothing, baby formula

Recommended transport routes and/or transport options Security of evacuated areas (assurance patrols or similar if safe to do so) Advice on and air conditioning. e.g. switch off gas, electricity Advise to inform relatives / friends on your intentions / destination Information about ‘Register. Find. Reunite’ system

Other (specify):

Other (specify): Other (specify): Methods available to facilitate public warnings (consider resources, Yes No specialist support and emergency responder safety): Media (television) Media (radio) Telephone contact Short Message Service (SMS) Emergency Alert Standard Emergency Warning Signal Door knocks Verbal messages Community meetings Sirens Public address systems Agency websites Email Social networking sites Print material Other (specify):

Withdrawal Phase: getting people out

The responsibility for evacuating a community remains with the Hazard Management Agency’s Incident Controller. The Incident Controller may request assistance with specific activities as part of their (documented) evacuation strategy or the development/execution of an evacuation strategy may be delegated by agreement. Where this plan is completed by another agency, appointment of an Evacuation Manager from that agency is recommended and the resultant evacuation strategy should be endorsed by the Incident Controller where practicable. Consultation with Main Roads WA, resources available, specialist support, personnel safety and possible exclusions to evacuation direction are key considerations.

Key components of an evacuation strategy to consider: Yes No Does a plan already exist for all or part of the affected area? Sectorising of the affected area and phased evacuation activity Vulnerable at other at risk Consideration of assembly areas if required Evacuation centre(s) identified (with the Department of Communities – welfare support) Forecast need for registration and reunification Identify transport options Develop traffic management plan Multi agency communications arrangements / plan Any use of flagging of evacuated properties Security of evacuated area Actions on persons declining to evacuate Other considerations (not identified) Outline of evacuation strategy Does a plan already exist:

Sectorise / Phase the affected area if appropriate:

Vulnerable and other at risk persons (aged, CALD, children, walking wounded, people with disability, etc.):

Consider assembly areas, if required:

Evacuation centre(s) identified (Department of Communities to coordinate welfare support on request):

Forecast need for registration and reunification ( Register, Find, Reunite):

Identify transport options (including by land, sea or air, as applicable):

Develop traffic management plan (consider ingress and egress routes, sole use of route for evacuees/emergency responders, welfare/first aid enroute as applicable, etc):

Identify multi agency communications arrangements/plan:

Flagging of evacuated properties (any scheme in place for flagging by residents or responders):

Security of evacuated area:

Actions on persons declining to evacuate (e.g. possibility of registration/list of premises). Note: Unaccompanied children should be evacuated to Department of Communities centre.

Other considerations:

Shelter Phase: where people can go and providing support The Hazard Management Agency’s Incident Controller is responsible for ensuring evacuated persons are appropriately provided for. Identification of a suitable evacuation centre and coordination of community welfare is supported by the Department of Communities on request. Where this plan has been delegated, confirm whether the Department of Communities have been activated by the Hazard Management Agency or this is a task requested as part of the delegation of the planning. In addition, if facilities are required that will accept animals, Local Government should be able to provide advice.

Considerations of evacuation centre: Yes No Safe location Effective shelter from elements Toilets / Showers Provisions for people with disabilities (access, eating, toileting, transferring, bathing and dressing). Heating / Cooling Private areas / space Kitchen ( / water / dining) Sleeping areas Car parking Registration facilities Re-union location General information / updates Financial assistance Insurance enquiries Counselling First aid Legal services Child minding / personal support Interpreters Entertainment Cleaning / rubbish removal General security Traffic management plan Have the following actions been taken: Yes No Registration and reunification process (Register, Find, Reunite) access requested / delivered – Department of Communities Welfare response requested (through Dept. of Communities)

Other resources are in position to commence registration of evacuees (pre Red Cross attendance) Recommended Appendices: Yes No Incident Management Team (IMT) contact list Residents contact list Record of warning messages (date / time / method) Risk assessment matrix Traffic management plan Maps Record of advice provided to affected areas / persons List of vulnerable and other at risk people / locations

Return Phase: allowing people back and supporting their return The decision to allow a community to return and planning for this phase is the responsibility of the Hazard Management Agency’s Incident Controller, along with providing accurate and timely information to the displaced community. Where other agencies are assisting, it is important that this is confirmed and decisions swiftly disseminated to relevant personnel. Key considerations: Yes No The affected area being declared safe Crime scene preservation Availability of health and welfare services and support mechanisms

Availability of services and utilities (gas, electricity, roads) Evacuees’ psychological and physical health Transport for people with a disability or other special needs Economic factors involved in the return of evacuees Possible need for a phased return / traffic management / permit system Local Recovery Coordinator / Coordination Group included in planning Other (specify): Informing other stakeholders of the decision: Yes No Community representatives Department of Communities Department of Primary Industries and Regional Development Department of Fire and Emergency Services Department of Health Department of Biodiversity, Conservation and Attractions Department of Water and Environmental Regulation Department of Mines, Industry Regulations and Safety Department of Transport Local Government Main Roads WA Utility Companies Water Authorities WA Police Force Other (specify):

Other (specify): Other (specify): Other (specify): Verification of Return Process – The decision to allow return is: Authorised by: at (name/title) hours on (date) (time)

Organisation: Administration and Logistics Communications

Safety

Records Management

Transport

Equipment

Medical

Meals

Other (specify):

APPENDIX 9 TYPES OF EVACUATION