Needs Assessment Guide

ATTACHMENT 9.5.8(2)

SPORT AND RECREATION FACILITIES

MARCH 2007

2nd EDITION

A guide for sport and recreation facilities owners and managers

Needs Assessment Guide

SPORT AND RECREATION FACILITIES

MARCH 2007

2nd EDITION Enquiries or comments may be directed to: Disclaimer

Manager, Facilities Development This recourse contains comments of a general nature only Department of Sport and Recreation and is not intended to be relied upon as a substitute for PO Box 329 LEEDERVILLE WA 6903 professional advice. No responsibility will be accepted by the or Department of Sport and Recreation for loss occasioned to [email protected] any person doing anything as a result of any material in this www.dsr.wa.gov.au resource.

March 2007 This booklet was prepared with a view to outlining the Department of Sport and Recreations’ requirements for ISBN: 0-9752115-3-6 a Needs Assessment. However, any opinions, ﬁ ndings, This directory is produced by: conclusions, or recommendations expressed herein are guidelines only and should not be expressly relied on by Department of Sport and Recreation project proponents. 246 Vincent Street, Leederville, Western Australia 6007 PO Box 329, LEEDERVILLE WA 6903 Acknowledgement Telephone 9492 9700 Facsimile 9492 9711 The Department of Sport and Recreation in providing this www.dsr.wa.gov.au second revised and reprinted edition would like to recognise the contribution and input made by those individuals who contributed to the ﬁ rst edition.

© Copyright 2006 Department of Sport and Recreation The Department of Sport and Recreation also acknowledges Government of Western Australia Sport and Recreation Victoria for freely allowing the use of information contained in its publication, Community Contributors to this edition: Recreation – Municipal Recreation Planning Guide (1997). R. Didcoe and B. Saxby, Department of Sport and Recreation. Contents

1.0 Introduction 1 1.1 What is a Needs Assessment? 1 1.2 The Importance of a Needs Assessment 1 1.3 The Benefits of a Needs Assessment 2

3.0 Needs Assessment in the Facility Planning Process 3

3.0 Where Do We Start? 4 3.1 Defining the Purpose 4 3.2 Preparing Study Briefs 4 3.3 Extent of Study Required 4 3.4 Resources Required 4 3.5 Who should undertake the Study? 5

4.0 The Needs Assessment Process 6 The Five Step Needs Assessment Process 6 Step One – Identify Key Community Values and Organisational Philosophy 7 Step Two – Review of Existing Provision 7 Step Three – Information Sources 8 Identification of Current and Future Trends 8 Analysis of Social Indicators 8 Community Profiles 8 Exercise, Recreation and Sport Survey 8 Data Analysis 8 Existing and Comparative Provision Reviews 9 Inventory of Existing Facilities and Services 9 What to include in the Inventory 9 The Scope of the Inventory 10 Comparative Assessment 10 Standards Assessment 10 Geographic and Facilities Information Systems 10 Community Consultation 11 Review of State Sports Associations (SSA’s) Sport Strategic Facility Plans 11 Step Four – Determination of Basic Needs 11 Analysis and Synthesis of the Information Gathered 11 Identification of Duplication and Gaps in provision 12 Step Five – Development Proposal 12

5.0 The Needs Assessment Report 12 5.1 Planning the Report 12 5.2 Report Outline 13 5.3 Writing the Report 13 5.4 Executive Summary 14

6.0 Conclusion 14

7.0 References 15

Appendix A 16 1.0 Introduction ISSUES TO CONSIDER Policy changes and trends also emphasise the importance in undertaking a Needs Assessment 1.1 WHAT IS A NEEDS in the facility planning process. These include: ASSESSMENT? The fi rst stage in the planning of a successful CHANGING ROLE OF SPORT sport and recreational facility is the identifi cation AND RECREATION of the needs of the community. Sport and recreation is no longer an ‘add-on’ to the social fabric of society but a necessary A Needs Assessment is a comprehensive information and essential component in the enhancement of gathering process to identify and analyse whether a the community’s lifestyle. A Needs Assessment new facility is required or whether the need can be will identify the real needs of a community and satisfi ed in some other way. If it is determined that thus will ensure that the community’s lifestyle a new facility is required, the Needs Assessment is enhanced in the best possible way. will provide clear direction with regard to the most appropriate scope, scale, component parts and the timing of the proposed facility. Such a concept ACCESS AND OPPORTUNITY can then be tested in a feasibility study which is The need to ensure that facilities are accessible the second stage in the facility planning process. to all members of the community and any special needs are catered for are now fundamental in A Needs Assessment study will essentially the design of facilities. This will require clear be undertaken to determine: identifi cation of needs at the earliest opportunity. • The potential need for a project which has been proposed or is being SUSTAINABILITY discussed within the community. Strong vibrant communities are essential to • To assess the sport and recreation needs maintaining lifestyles now and into the future. of a community within a particular area. The Hope for the Future: The Western Australian State size of the area being studied may be a Sustainability Strategy is an essential guide that single suburb, a local authority or a region will provide a positive impact on issues relating comprising several local authorities. to society, economy and environment. A Needs Assessment will need to consider these three elements as they will be required to form a strong 1.2 THE IMPORTANCE OF basis to any facilities planning framework. A NEEDS ASSESSMENT Too often the planning for a facility commences on a AGEING POPULATION AND whim or at best a perception that a facility is required DEMOGRAPHICS without any assessment of whether it is in fact needed The population of Western Australia is predicted by the community it is intended to serve. This often to increase by 49 per cent by 2051 compared with results in facilities that are inappropriate, are a fi nancial a predicted national growth rate of 34 per cent. burden or worse still, not required by the community. The Perth and Peel region is expected to grow to A Needs Assessment is therefore a vital fi rst approximately 2.3 million people by 2031 which step in the facility planning process. represents a 52 per cent increase over 2001 (Western Australia Planning Commission population projections for 2004–2031, Western Australia tomorrow 2005).

The population of Western Australia, indeed Australia, faces signiﬁ cant change over the next two decades. Not only do some parts of the country face negative population growth in this period but the world-wide trend of ageing populations also affects Australia.

It is critical that facility planners and developers consider these issues when undertaking their needs assessment.

1 Needs Assessment Guide EFFECTIVE USE OF RESOURCES The need to effectively use available resources, either existing or proposed is now paramount in the provision of facilities. The under utilisation of facilities requires consideration in the identiﬁ cation of needs as well as sharing of facilities, partnerships and general cost reduction models.

CLIMATE CHANGE There is clear evidence of the impact of climate change across the world. including impacts on sport and recreation.

These impacts include changes in rainfall patterns, temperatures, ﬂ ooding, water levels (sea) and cyclones.

Effective facility planning must consider these impacts.

1.3 THE BENEFITS OF A NEEDS ASSESSMENT Undertaking a Needs Assessment will provide beneﬁ ts to both the community and the providers of facilities. The beneﬁ ts will cover a range of economic, social, political and democratic issues, such as:

• Provision of facilities which are appropriate to the needs of the community • Provision of facilities which are sustainable • Unnecessary duplication or over-provision of facilities and programs will be minimised • Involvement of the community in the needs assessment process will foster the ownership of facilities and programs which are ultimately provided • New opportunities may be identiﬁ ed which will enhance the lifestyles of persons within the community • Orderly municipal development of facilities prioritised according to the needs of the community • The community will be aware of the capital costs and ﬁ nancial commitment including on-going operational costs needed before the facility is developed

Needs Assessment Guide 2 2.0 Needs Assessment in the Facility Planning Process The ﬁ ve key phases in the Facility Planning Process for a sport and recreation facility:

Identify Key Community Values and Organisational Philosophies Review of Existing Provision NEEDS ASSESSMENT Information Sources Determine Needs Phase Development Proposal One

Abandon Proposal DECISION Upgrade Existing Facility PROPOSAL or Develop New Facility

Market Analysis Phase Draft Management Plan FEASIBILITY STUDY Two Concept Plan Financial Viability

Implement, Amend, Postpone, DECISION Stage Development or Abandon Proposal

Management Plan Design Brief Phase Design Team DESIGN Three Schematic Design Design Development Contract Documentation PROJECT Phase CONSTRUCTION Construction and Handover Four

Phase Facility Operational EVALUATION Five Project Evaluation

This guide addresses the ﬁ rst phase of the Facility Planning Process being Needs Assessment. A thorough assessment of needs is fundamental to the success of the entire process and any facility which may ultimately be developed.

Insufﬁ cient allocation of resources at this stage is a false economy and may jeopardise the long-term success of the project. For example, it may result in the development of facilities which are inappropriate for the community they are intended to serve.

3 Needs Assessment Guide 3.0 Where 3.3 EXTENT OF STUDY REQUIRED Do We Start? The extent of the study can vary, according Prior to the commencement of any Needs to the facility or service required. Assessment it is important to clearly identify Obviously, an extension to a clubroom or the the parameters within which the study will be lighting of an oval will not require the same level undertaken. Matters such as the purpose of the of study as a major recreation or aquatic centre. study, preparation of study briefs, the extent of study However, the extent of study required is not required, the resources required and who should merely determined by the capital costs involved. undertake the study should also be addressed. A preliminary assessment of a number of key factors will assist in the determination of the 3.1 DEFINING THE PURPOSE extent of the study. These factors include: The purpose and reasons why the Needs Assessment is being conducted should be clearly • Location deﬁ ned at the commencement of the study. • Size, access and scope of the This should include precisely deﬁ ned objectives proposed development which identify the overall aims of the study. • Potential social, economic and For example, “To examine the aquatic recreational environment impacts needs of the southern suburbs of the City of …” • Demographics

Clearly identifying the purpose is crucial to • Planning Policies and other legislation ensuring the appropriate methods and extent For example, a large aquatic centre will require of information collected is relevant. detailed Needs Assessment as the potential impacts (both positive and negative) may be signifi cant. Also, 3.2 PREPARING STUDY BRIEFS the nature and scope of the proposed development may vary signifi cantly depending on the outcomes A study brief should be prepared which of the Needs Assessment. The proponent may identifi es the extent of tasks to be undertaken even decide not to proceed with the project. in order to fulfi l the defi ned objectives. The Study Brief contents should include: It will be necessary to clearly defi ne what should be addressed in the study as this will affect the • The reason and background underlying extent of the study required. Be selective about the perceived need for the study the information that is gathered. For instance, there is little gained from compiling a detailed • The overall study purpose, aims and objectives comprehensive facility inventory if the study is only • The extent of community participation required focussed on the aquatic needs of the study area. • The scope of planning including services, programs and facilities 3.4 RESOURCES REQUIRED • The timing and phasing of the study Once the extent of the study has been • Method and frequency of reporting determined it will be necessary to determine the • Areas to be addressed in the fi nal report availability of staff, expertise, time and fi nancial • Budget and project costs resources needed to complete the study. • Support available A budget should be determined which allows • Existing information and availability for community consultation, marketing, Note: Refer to Appendix A for an example purchase of Australian Bureau of Statistics of a Needs Assessment study brief. information, engagement of consultants etc.

Timeframes should be agreed upon which will assist in determining who is in the best position to undertake the study in relation to other work commitments.

Needs Assessment Guide 4 3.5 WHO SHOULD UNDERTAKE THE STUDY? You will also need to decide who will manage and undertake the study. Local government commonly uses one of the following options:

• In-house Recreation Offi cer as part of their normal duties • In-house Recreation Planner as part of their normal duties • In-house Team selected from relevant departments and undertaking tasks as a team • In-house Contractor who is employed on a short- term contract as an employee to undertake tasks • Consultants who are selected to undertake the tasks following assessment of submissions • Academic/Student Assistance involving academic staff and/or students to perform tasks related to specifi c expertise and level of competence • Community and Sporting Representatives having relevant skills and knowledge may be engaged to undertake the tasks, either in an advisory capacity or to undertake specifi c tasks • Combinations of the above in which case the overall coordination of the process becomes important Note: The Department of Sport and Recreation will only provide fi nancial assistance where external resources are involved.

Information dealing with the appointment of Consultants can be found in the Department of Sport and Recreation’s publication “Design Consultancy Guide.”

5 Needs Assessment Guide 4.0 The Needs Assessment Process A Needs Assessment should be undertaken in stages to ensure that all possible factors are considered. A simple ﬁ ve-step process, which covers all aspects of the study, is illustrated below.

THE FIVE STEP NEEDS ASSESSMENT PROCESS

STEP ONE Identify key community values and organisational philosophy

STEP TWO Review of existing provision

Existing and Identiﬁ cation Analysis Review of comparative Community Local authority STEP THREE of current and of social SSA Strategic provision consultation plans future trends indicators Facility Plans review

Determination of basic needs

STEP FOUR • Analysis and synthesis of the information gathered • Identiﬁ cation of duplications and gaps in provision

STEP FIVE Development proposal

Needs Assessment Guide 6 STEP ONE – IDENTIFY STEP TWO – REVIEW OF KEY COMMUNITY VALUES EXISTING PROVISION AND ORGANISATIONAL A review of previous reports and related material is essential at the commencement of the study. PHILOSOPHY An understanding of what has occurred previously The values that inﬂ uence sport and will help provide an understanding of past decisions recreation provision in a community may and the basis for those decisions. It will also differ between the local authority, community provide information which can be of assistance groups and other key stakeholders. in understanding the issues raised. In essence, previous reports provide background information on It is vital to determine and agree upon common current issues and the community to be studied. values and philosophies at the beginning of a study. Previous reports and information which may be The values identiﬁ ed may relate to: appropriate to the Needs Assessment may include:

• Equity • Council fi les and reports • Access and availability • Previous recreation reports relating • Participation to policy, utilisation and trends • Integration • Recreation plans prepared for the adjoining local authorities • Cultural relevance • Reports from regional planning studies • Quality • Commercial planning studies • Effi ciency and effectiveness • Academic studies and thesis • Flexibility • Land use and statutory planning policies Useful information which could be used to determine these values include: • State government plans/policies • Structure plans • Sporting clubs and or association’s development and marketing plans • Sport Strategic Facility Plans • Local authority’s principle activity, Additional to these formal documents, a scan corporate and business plans of issues in the local newspapers may also provide useful supplementary information. These documents will provide base value starting points to enable common ground to be defi ned and areas of confl ict to be resolved.

7 Needs Assessment Guide STEP THREE – Exercise, Recreation and Sport Survey INFORMATION SOURCES The Exercise, Recreation and Sport Survey (ERASS) is a joint initiative of the Australian Sports Identification of Current Commission and state and territory departments of and Future Trends sport and recreation. ERASS collects information on the frequency, trends, nature and type of The trends in sport and recreation need to be activities of persons aged 15 years and over identiﬁ ed. Changes in trends of sport and recreation for exercise, recreation and sport. The survey activities will obviously affect the demand for facilities. is conducted quarterly throughout Australia.

Analysis of Social Indicators Exercise, Recreation and Sport Survey (ERASS) 2003 http://www.ausport.gov.au/scorsresearch/erass2003.asp Community Profiles A community or population profi le is an outline of those Data Analysis demographic, economic and social characteristics of Data should only be collected if it is directly related a community which are likely to infl uence demands for to the study purpose. For example, there is little facilities. It is used as a base against which community value in providing detailed information on community needs and the assessment of services can be composition if the study is determining the need for measured. The profi le may be of the whole community a bore on a reserve. However, the age composition or of a particular subgroup of the community, of a particular location becomes vital when depending on the scale of needs assessment required. considering the development of a bowling club.

The characteristics used in the profi le can be It is important to analyse and provide brief written grouped into the following three categories: commentary on relevant statistics. Matters to be considered include the following: • Broad population groups that are likely to have specifi c needs, such as groups at various • Identify signifi cant characteristics stages in life and special needs groups (e.g. For example: “Over 52 per cent of the migrants or single parents for who access population is under 25 years of age.” to services should be a consideration) • Identify signifi cant trends • Functional categories of needs, such as For example: “The 0–14 aged group has declined education, housing, and ethnicity consistently over the 1995–2005 period while the • Geographical areas in which specifi c over 55 age group has increased consistently.” needs can be identifi ed and satisfi ed • Provide reasons for an apparent situation The profi le normally includes the following information: For example: “The population density is centred in the western half of the study area. This is due to • A description of the demographic, economic the Industrial Park occupying the eastern sector.” and social characteristics of the population • Indicate factors which may cause changes to • An analysis of trends, over time, present patterns of these characteristics For example: “The population base is currently quite small being only 6,500, but the recent • Projections of population size and age structure approval for a high density subdivision in the including anticipated changes in economic area is expected to increase the population and social characteristics in the future which will have a signifi cant impact on The major characteristics of interest are: the future needs of the community.”

• The size and spread of the population • Draw comparisons of data For example: “The population statistics • The age/sex structure of the City of … indicate there is a high • Ethnicity concentration of 10–14 year olds when compared to the overall state demography.” • Mobility • The family structure • Education • Housing

Needs Assessment Guide 8 • Identify any problems with the data What to include in the Inventory The Australian Bureau of Statistics collects All services and facilities relevant to the study brief census data every fi ve years. Publication of this and available for use by community groups and information is released over a period of 18 months. individuals should be included. Those services and Therefore, if studies are undertaken towards facilities, that are located outside the area but cater the latter end of a census period, the situation for the local community, should also be included. may change considerably in some areas. The multiple use of facilities is common and all In smaller communities be aware that a high activities must be identifi ed. Some inventories identify percentage increase in population may not only the primary use of a facility and thereby risk increase the facility needs of that community. omitting small but important service provision. In conclusion, the development of a community profi le provides valuable information about the The following details may be obtained study area but it should not be the only source of for each service or facility depending on information about the community. In most cases the nature and scope of the study. the information obtained should be supplemented • Name with some form of community consultation. • Address Existing and Comparative • Contact person and telephone number Provision Reviews • Sponsor or provider • Type of service provided Inventory of Existing • Type and components of facility Facilities and Services • Age groups catered for The Facilities Mapping Project developed • Geographical area covered by the Department of Sport and Recreation should assist in this process. • Opening times • Cost to user Preparing an inventory essentially involves gathering • Frequency of use information on the availability and usage of services and facilities provided for the community. The primary • Staffi ng levels, paid and voluntary function is to allow an assessment of the adequacy of • Source of funding existing provision. Once existing provision is known • Building capacity and recorded and potential demand identifi ed from the • Building condition community profi le, it is then possible to determine: • Level of accessibility • Areas of need for which there are Proposals that are likely to go ahead in the no or few services provided foreseeable future should be noted. • Special needs groups for whom there are no or few services provided • Any imbalance in the distribution of services in respect to potential need

9 Needs Assessment Guide The Scope of the Inventory Geographic and Facilities Preparing inventories is a resource intensive exercise. Information Systems Information should be collected only on services Major developments in collating inventory information and facilities related to the proposed project. have emerged over the past few years with the advent of Geographic Information Systems (GIS) The need to create a full inventory will only be and Facilities Information Systems (FIS). necessary when undertaking a comprehensive Community Needs Assessment. Two of the most widely used GIS systems are MapInfo and ArcInfo. Both are computer-based Comparative Assessment tools for recording and mapping a wide range of A comparative assessment is based on participation information, including recreation provision, which trends in other comparable communities or facilities will assist planners and managers with their work. to that being considered. For instance, when A GIS has considerable potential as a planning considering the use of recreation facilities within tool, especially for municipalities with a large a community of 10,000 it would be appropriate diverse range of opportunities or where identifying to consider a comparative assessment of other regional patterns of provision is important communities of a similar size and nature, also taking to making effective planning decisions. into consideration the fi nancial performance of their facilities. Care should be taken to ensure that the Computer based GIS systems require nature is indeed similar i.e. variations such as coastal resources including the cost of installing and versus inland can make a signifi cant difference. maintaining large integrated systems, the need for considerable user training and a Two reasons for using comparative information are: commitment to regularly updating information. • It will assist in providing an understanding of the While it is recognised that GIS and FIS systems likely behavioural patterns in a particular community may not have an application in the ‘small’ Needs • It will help to confi rm the accuracy of participation Assessment, the existence of these tools for trends identifi ed through consultation in the study large complex studies and their importance to regional planning should not be overlooked. Standards Assessment Standards are generally developed on an historical In addition, the Department of Sport and Recreation basis which is unlikely to refl ect actual or future need in partnership with the Department of Land given all of the other changes in the community. They Information (DLI) has developed a sport and do not usually provide an adequate basis for planning. recreation based Facilities Mapping Tool. The Facilities Mapping Tool may assist in selecting Standards should be used with caution as they locations for new facilities, map and report on parks do not recognise facilities provided in an adjoining and recreation sites, display and analyse land use local authority which may be located within the data, population analysis, update land development catchment of the facility. Also, there may be and boundary data as well as provide information numerous other factors which may infl uence on user groups utilising the facilities. This source the use of a given facility in a given area. will require regular information updates from local government authorities to ensure its relevance. They should never be used in isolation or as absolutes.

Needs Assessment Guide 10 Community Consultation Review of State Sports Associations (SSA’s) Sport Strategic Facility Plans Community consultation is a vital and integral part of the Needs Assessment process. Involving Beginning in 2003 a number of sports that the community in the process is almost as are large consumers of facilities are being important as the outcomes and should not be progressed through a Strategic Facility Planning underestimated in its ability to be used as a process. These plans will evolve in effectiveness tool in the community development area. over time as a useful planning aid.

No one consultative technique is likely to The plans seek to challenge existing facility provision, provide all the answers. A range of techniques especially in the context of demographic and should be used in conjunction with information planning policy changes. They also challenge sports gained from literature reviews, community to consider future needs in outer growth areas and profi les, inventories and other relevant data. develop better partnerships with local and state government. Facility planners and project proponents An important task in Needs Assessment is should refer to these plans where they exist. separating ‘wants’ from ‘needs’. In many facility developments it can be seen that sometimes the Local Authority Plans ‘wants’ have been translated into a need that has not been tested and examined fully, leading to under- Legislation requires Local Government utilised, costly and/or poorly located facilities. Authorities to produce leisure or activity plans. These plans should assist facility planners to Through an extensive consultation phase, many of ascertain a framework and the future direction of the identifi ed ‘wants’ can be tested against community facilities planning within in the local authority. values and desired futures. That is, what may be a need of one individual or group can be questioned and analysed against other identifi ed need in STEP FOUR – DETERMINATION order to determine the priority of a community. OF BASIC NEEDS Methods of consultation include the following: Analysis and Synthesis of the Information Gathered • Public meetings The information collected during the Needs • Community surveys and questionnaires Assessment is of little use unless it is • Consultative groups / charettes effectively analysed. This means identifying trends, patterns, relationships and themes • Press releases and advertisements running through the information gathered. • Interviews It is at this stage that the ‘wants’ identifi ed • individual in the community consultation are assessed • telephone in relation to the other information gathered and the ‘needs’ are identifi ed. • group These fi ndings must be assessed in the • service providers context of the purpose of the study and the • key community members corporate and community values identifi ed in • Observations Step 1 of the Needs Assessment Process. • Search conference • Steering committee Refer to the Department of Sport and Recreation’s publication, “Community Consultation Guide”.

11 Needs Assessment Guide Identification of Duplication • Increasing the advertising of existing and Gaps in provision programs regarding costing A number of differing methods can be utilised to • Nothing is required analyse the information gathered. The analysis The Needs Assessment should provide as much must ensure the study’s purpose is to the detail as possible with regard to any new facilities, forefront and avoid over-analysing the data. services or programs which are being proposed. Some analysis methods, which have been This will assist planners in the concept development found to be useful, include the following: stage of the Feasibility Study, which is the next phase in the Facility Planning Process. • A simple totalling of facilities by numbers and type • The plotting of facility catchment areas on a map 5.0 The Needs • An analysis of the ‘mix’ of services available at each facility Assessment Report • The geographic assessment of Once the analysis of the information has been duplications and gaps completed it will be necessary to consider how to present the fi ndings. Presentation • The distribution of facilities by other characteristics formats include reports, submissions, such as cost, management, fl exibility in program speeches and information papers. delivery and land availability for redevelopment The main diffi culty in any form of presentation • Examine the appropriateness of facilities is trying to include too much data. and programs to the community in which they are located, i.e. a sporting facility In all cases a written report will be required and located in an aged community may be more a few basic principles should be followed. appropriate to convert to a seniors centre

It is important that assessments are undertaken 5.1 PLANNING THE REPORT within an appropriate catchment. They should not When planning the report it is important to be restricted by local government boundaries. answer the fundamental questions raised The information gathered should be presented in the study brief which may include: in a clear and concise manner. The listing of 200 • Where are we now? or even 20 facilities and their services in a table form will have little impact on the reader who This question leads into what facilities and may not have the time to consider the detail. services are available at present and whether they fulfi l the needs of the community. A more appropriate method would be to • Where would we like to be? graphically depict the information on a study area map thus clearly showing the spatial What has the community consultation identifi ed relationship of one facility to another. as needs and what facilities and services are required to meet these needs? STEP FIVE – DEVELOPMENT • How do we get there? PROPOSAL What is to be provided and how will it be best achieved and when? It is important to keep an ‘open mind’ to the possible outcomes of the Needs Assessment process. The Needs Assessment should not be undertaken with the preconceived idea that a facility is needed. A number of options might be identifi ed which meet the needs of the community. These options could include:

• The development of a new facility • The upgrading of existing facilities • Providing new programs at existing facilities

Needs Assessment Guide 12 5.2 REPORT OUTLINE 5.3 WRITING THE REPORT A report outline should be prepared which Analytical writing rather than creative writing provides for a logical reporting of the data and is generally used in a report. The basic information. The outline should consist of: qualities of analytical writing include:

• A title that is precise, concise and contains • Precision all information necessary to clearly • Conciseness identify what is contained in the report • Clarity • A clear statement of purpose and aims so that information gathered and reported on can • Objectivity be tested against the purpose and aims The common errors to be avoided include: • The ordered arrangement of headings and sub- headings for each area of analysis and reporting • Ambiguity (more than one meaning) The contents of the Needs Assessment report • Circumlocution (roundabout expression) may include the headings listed below: • Verbosity (wordiness)

1 Introduction • Tautology (writing the same thing twice) 2 Executive Summary • Clichés (stereotyped expression) 3 Recommendations • Jargon 4 Study Brief 5 Methodology 6 Community Proﬁ le 6.1 Current Population 6.2 Projected Population 6.3 Summary 7 Organisational Philosophy 8 Review Literature 8.1 Statistical Reports 8.2 Planning Policies 8.3 Policies 8.4 Facility Plans 9 Facilities and Programs 9.1 Community Facilities/Programs 9.2 Commercial Facilities/Programs 10 Consultative Process 10.1 Questionnaire 10.2 Public Meeting 10.3 Submissions 10.4 Summary 11 Analysis and synthesis of information 12 Identiﬁ cation of Duplication and Gaps in provision 13 Development Proposal 14 Attachments

13 Needs Assessment Guide 5.4 EXECUTIVE SUMMARY 6.0 Conclusion The executive Summary is usually found at the beginning of the report or may be presented as The Needs Assessment should be the fi rst stage of a separate document. It should be able to stand any facility planning process. It provides the basis on alone from the rest of your report. After all, it which the needs of the community are determined. may be the only information that is read. The process involves a logical accumulation of facts The executive summary should include: in terms of the communities expressed needs and the existing provision of facilities and services. • An overview of the outcomes The extent of the study will vary depending on • A summary of the major fi ndings factors such as: • A suggested future direction and proposed actions • The location • Recommendations • The size and complexity of any The recommendations should not only be proposed development transparently obvious given the information received during the planning process, but also • The potential social, environmental and economic achievable. The recommendations should also impacts of the proposed development clearly address the issues raised and should • The level of access to the proposed facility provide direction and strategies to achieve them. Regardless of the extent of study required, a Recommendations need to: Needs Assessment should be undertaken for all proposed facilities and services to ensure • Be consistent with the organisation’s philosophy the development is needed and that it will be • Be achievable within the political, appropriate to the real needs of the community. economic, social and environmental constraints relevant to the situation A Needs Assessment will not guarantee a successful sport and recreation facility. • Have measurable outcomes that However, the lack of a Needs Assessment will are reviewed regularly defi nitely limit the opportunities for success. • Identify responsibilities, timing and resources If it is concluded that a new facility is required, the recommendations should provide clear directions with regard to the scope, scale, possible component parts and timing for consideration in a feasibility study.

Alternatively, if it is concluded that a new facility is not required, the recommendations should provide clear directions with regard to the alternatives available.

Needs Assessment Guide 14 7.0 References Total Facilities Management, Second Edition 2005, Brian Atkin and Adrian Brooks

Facilities Management: Towards Best Practice, Second Edition 2003, Peter Barrett and David Baldry

Recreation and Sport Planning and Design, Second Edition 2000, Jim Daly

Recreation Planning Guide, First Edition, 1997, Department of Sport and Recreation Western Australia

Recreation Planning in the 90’s – An Integrated Approach, Sport and Recreation Victoria

Municipal Recreation Planning Guide – Second Edition 2005, Sport and Recreation Victoria

Strategic Asset Management Framework, 2005, Department of Treasury and Finance, Western Australia

15 Needs Assessment Guide 3 Community Participation Approach Appendix A to be Taken EXAMPLE OF A NEEDS Details of speciﬁ c consultation methods and/or key identiﬁ ed people ASSESSMENT STUDY BRIEF Following is a brief overview of some of the For example: “It is recognised that the involvement pertinent matters which should be included of the community in this study is vital and as such in a Needs Assessment study brief. consultants are expected to undertake extensive community consultation. 1 Background Methods of consultation are to be included in Enter a brief description of the area to be studied the consultant’s submission. It is expected that a including demographic trends, infrastructure etc. Community Workshop will be held at an appropriate time during the study. For example: “The City/Shire of … is a major regional centre situated 30kms from the centre The City/Shire of … is committed to ensuring that the of Perth. The area has long supported a diverse consultation is transparent throughout all phases of the community with rural population towards the east study.” and new residential subdivisions to the west. The City/Shire of … has experienced an annual The Department of Sport and Recreation’s publication growth rate of 6.2 per cent over the past ten Community Consultation Guide will assist with the years and its population now stands at 45,640. various techniques available.

The City/Shire is aware of the impacts on its 4 Scope of Planning including current facilities and programs of this population Facilities, Services and Programs growth and is now in a position to undertake A brief outline of the study methodology expected. a Needs Assessment for its community.” For example, the study should: or • identify key community values and “The need for a new aquatic facility (or bowling organisation philosophy green, tennis court etc.) has been raised on a number of occasions in recent times. The purpose • provide a review of previous reports of this study is to determine whether a new facility of • provide an analysis of social indicators this nature is required or whether existing facilities can be modiﬁ ed to meet the perceived demand.” • include existing and comparative provision reviews • incorporate community consultation 2 Study Purpose, Aims and Objectives Speciﬁ c aims and objectives to • identify gaps and duplications in provision direct the study outcomes • include an analysis and synthesis For example: “The Study’s main objectives are to: of the information gathered • identify the sporting and recreational • provide a range of development options needs of the community; and • determine the need for a multi-use indoor recreation centre in the City/Shire of …”

Needs Assessment Guide 16 5 The Timing and Phasing of the Study 9 Existing Information Available The commencement and completion dates Identify any relevant documentation which must be considered. For example: “The study is to commence on … and take … weeks to complete with For example: “Other reports which the ﬁ nal report being provided by …” will be made available are:

6 Method and Frequency of Reporting • Ward Structure Plan 2004 Specify what is expected of the consultant • The City/Shire of … Corporate Plan 2000–2004 in terms of formal reporting structures. • Recreation Services Business Plan 2000–2005 For example: “The consultant shall report to the • Population Grown in the City/Shire of … 2004” Project Ofﬁ cer (name of Project Ofﬁ cer) on an agreed frequency (weekly, fortnightly, monthly) and 10 Submission Deadline and Lodging Details attend steering group meetings at least three times List what is required to be addressed in submissions during the project to present progress reports.” and where and when the submission should be sent.

7 Budget and Project Costs For example: “Submissions to undertake Specify the maximum funding available if known. the Needs Assessment should include:

For example: “The City/Shire of … has allocated • an outline of the relevant experience of a total of $20,000 to complete this study. the consultancy and consultants Submissions from consultants are expected to • the methodology to be used including clearly state their total costs to complete this study. time frames for each stage It should be noted that … copies of the ﬁ nal • the demonstrated understanding of the issues report are required by the City/Shire of … and and process necessary to complete the study the successful consultant must allow for the cost of printing the reports within their quotation.” • the proposed fee to undertake the study, broken down by task 8 Support Available • the names and contact details of at least Identify who will provide support and to what level two referees familiar with the consultant’s For example: During the study period, relevant work within the past two years assistance and enquiries will be handled • provide schedule of current workload by the Project Ofﬁ cer. It is expected that the successful consultant will have all the Submissions addressing this brief must be resources necessary to undertake the study. received at the City/Shire of … no later than (date and time). Submissions sent by facsimile will not be considered for appointment.

Canvassing of Councillors or City/ Shire employees will disqualify.”

17 Needs Assessment Guide

PERTH GREAT SOUTHERN PILBARA WHEATBELT 246 Vincent Street 22 Collie Street 1 Welcome Road NORTHAM PO Box 329 ALBANY WA 6330 PO Box 941 McIver House LEEDERVILLE WA 6903 Telephone 9892 0100 KARRATHA WA 6714 297 Fitzgerald Street Telephone 9492 9700 Facsimile 9892 0199 Telephone 9182 2100 PO Box 55 Facsimile 9492 9711 [email protected] Facsimile 9182 2199 NORTHAM WA 6401 [email protected] [email protected] Telephone 9690 2400 www.dsr.wa.gov.au KIMBERLEY Facsimile 9690 2499 Government Offices PEEL [email protected] GASCOYNE Cnr Konkerberry Drive and Suite 3, The Endeavour Centre 4 Francis Street Messmate Way 94 Mandurah Terrace NARROGIN PO Box 140 PO Box 1127 PO Box 1445 John Higgins Centre CARNARVON WA 6701 KUNUNURRA WA 6743 MANDURAH WA 6210 Clayton Road Telephone 9941 0900 Telephone 9166 4900 Telephone 9550 3100 PO Box 54 Facsimile 9941 0999 Facsimile 9166 4999 Facsimile 9550 3199 NARROGIN WA 6312 [email protected] [email protected] [email protected] Telephone 9890 0464 Facsimile 9890 0499 GOLDFIELDS MID WEST SOUTH WEST [email protected] 106 Hannan Street Mid West Sports House 80A Blair Street PO Box 1036 77 Marine Terrace PO Box 2662 KALGOORLIE WA 6430 PO Box 135 Bunbury, WA 6231 Telephone 9022 5800 GERALDTON WA 6531 Telephone 9792 6900 Facsimile 9022 5899 Telephone 9956 2100 Facsimile 9792 6999 [email protected] Facsimile 9956 2199 [email protected] [email protected]

Some images kindly provided by the Albany Advertiser Pty Ltd. ATTACHMENT 9.5.9(1)

Local Government RENEWAL PRACTICAL Information and Registration

2019 WA Local Government Convention PRESENTED BY FOUNDING CORPORATE PARTNER Wednesday 7 - Friday 9 August 2019 Perth Convention and Exhibition Centre, 21 Mounts Bay Road, Perth

Working together with WA Local Government for more than 20 years

Call us today and discover how we can put our years of experience into practice for you

www.lgiswa.com.au • Tel: 9483 8888

Liability • WorkCare • Property • Risk Management • People & Safety Management • Insurance Broking

Client Local Govt Insurance Services (LGIS) Insert Date 2013-08-21 Acc Dir Prod Mgr

Campaign LGIS000234 Statewide and Western Councillor ads Size (HxW) 142.0 x 99.0003 Acc Coor Studio Mgr

Description 2013 Art Dir Studio Op

Filename LGIS000234_99x142mm Proof/Alt # 1 Writer

Publication Offset Date/Time 2013-08-26 13:33 Notes: Grey ﬁelds for internal sign off on hard copy proof. PDF may appear on screen not at actual size. Information and Registration 2019 WA Local Government Convention

Event partners

Founding Corporate Partner Principal Sponsor LGIS is proud to partner with WALGA at the WA Local Civic Legal is pleased to be the Principal Sponsor of the Government Convention. We understand the importance of WA Local Government Convention again this year. We are this major annual event and the exceptional opportunities it looking forward to another excellent conference organised delivers for the WA Local Government sector. by WALGA. LGIS is focused on the long term protection of This is the second year of Civic Legal’s unique governance Western Australian Local Government through a support service, Project Aware, which aims to build capacity member-owned industry based self-insurance scheme. within Local Governments. This is a response to the new A comprehensive risk management support program is auditing regime under the Office of the Auditor General. provided as a complimentary benefit of LGIS membership Drop by our booth to find out more, and to chat with our in the areas of professional risks, liability risks, property specialist Local Government team. They are all trained in using risks, occupational safety and health, human resource risks, clear legal English and can help you with planning, litigation, and allied health services. complex contracts, or any other issue your Local Government The local LGIS team look forward to meeting Local may face. Government representatives at the conference to talk Enjoy the conference, and see you soon! about how we might be able to support the Sector in delivering services and protecting communities, Best regards with a range of protection solutions that go beyond Anthony Quahe just insurance. Managing Principal

Supporting Sponsors Convention Breakfast Sponsor 2019 WA Local Government Convention

An invitation

It is my pleasure to invite all Elected Members, CEOs and Senior Managers to attend the 2019 WA Local Government Convention, scheduled for Wednesday, 7 – Friday, 9 August at the Perth Convention & Exhibition Centre (PCEC).

The theme for the 2019 Convention is Local A significant contingent of industry Government: ReNEWal PrACTical and will take suppliers will make up the trade place against the backdrop of the development of the exhibition to demonstrate their latest new Local Government Act for WA – new legislation offerings to the Local Government sector. for Local Government that will enable the sector to I encourage you to take this once a year reach its full potential and deal with the vast and diverse opportunity to meet with these valuable suppliers range of wants and needs of our communities. and be updated on what is currently available. A stimulating line up awaits us, with Lord Sebastian Coe, This year, I am pleased to announce that we have President of the International Association of Athletics introduced a discount for Councils registering more than Federations (IAAF) and Olympic Gold Medalist, our four (4) Full Delegates. Registrants 1-4 will be charged the Opening Keynote Speaker. The concurrent sessions standard Full Delegate rate, and each registrant thereafter will discuss contemporary and sometimes controversial (5+) will be eligible for the discounted Full Delegate topics, while the overarching conference format provides registration fee. Any applicable discounts will be applied opportunity to converse, debate, discuss and share ideas to the final invoice, following the event. in a welcoming and professional forum. Finally, I would like to express appreciation for the valuable The event gets underway with WALGA’s AGM, followed support provided by the Convention Founding Partner, by two days of plenary and concurrent sessions. We LGIS, and Principal Sponsor, Civic Legal. I also wish to thank are again offering a number of field trips alongside our our Supporting Sponsors Synergy and the Department of concurrent sessions, and this year are introducing a Local Government, Sport and Cultural Industries. plenary session dedicated to showcasing WA Local I look forward to seeing you in August. Government initiatives.

Cr Lynne Craigie OAM President 02 Information and Registration 2019 WA Local Government Convention About the event Who should attend? Social activities The WA Local Government Convention and Trade Exhibition The Partner Program offers an interesting range of options is presented specifically for those engaged in the Local for accompanying guests, including a full day tour of the Government sector. Swan Valley. Social networking functions include the Opening Welcome Reception on Wednesday evening The conference sessions aim to support and inform Mayors, and the Gala Dinner on Thursday evening. Presidents, Elected Members and Chief Executive Officers. Additional attendance by Executive Directors and other senior managers is also highly recommended. Available options Elected Member training include full conference participation and daily registration. WALGA Training has scheduled a selection of its Elected Member training opportunities prior and post-Convention Optional events for your convenience. Full details are available at Thursday, 8 August walga.asn.au/Training

Australian Local Government Women’s Association (ALGWA) AGM and Breakfast ($60pp) Local Government Policy Awards Breakfast – visit phaiwa.org.au for more information Gala Dinner ($140pp – Full Delegates and their Partners) Friday, 9 August

Convention Breakfast with Rodney Eade ($88pp)

2019 #shoWcAse in Pixels Competition: 2018 Overall Winner - Shire of Harvey Formerly known as the Banners in the Terrace Competition, the annual exhibition of artwork from Local Governments will be displayed in a new format and venue this year – on the iconic digital tower at the heart of Yagan Square in Perth City. Traditionally, the artwork, in the form of physical banners, were hung on the poles along St Georges and Adelaide Terrace. This year, WALGA has the opportunity to display digital artwork designs on the 45-metre high tower at Yagan Square, which features a circular screen with 14 columns, representing the 14 Noongar language groups.

Artwork will be displayed in Yagan Square from Monday, 29 July to Sunday, 18 August. 2019 WA Local Government Convention Information and Registration 03 Opening keynote speaker

Lord Sebastian Coe CH, KBE President of the International Association of Athletics Federations (IAAF) and the Executive Chairman of CSM Sport & Entertainment

Lord Coe is the President of the International Association of Athletics Federations (IAAF) and the Executive Chairman of CSM Sport and Entertainment. As an athlete he won Olympic gold medals in the 1500 meters in 1980 and 1984 and set 12 middle-distance world records. He went on become the Member of Parliament for Falmouth and Camborne and later chaired the London Organising Committee of the Olympic and Paralympic Games (LOCOG). Sebastian Coe was born in London in 1956 and then his family moved to Sheffield. It was there that he joined the athletics team at Hallamshire Harriers, specialising in middle distance events. On leaving school, Coe studied Economics and Social History at Loughborough University and in 1977 made his first mark as athlete, winning the 800m at the European Indoor Championship. The following year he set a new United Kingdom 800m record and in 1979 he broke the 800m, 1500m and mile world records in the space of 41days. At the Olympic Games in Moscow in 1980, Coe won the gold medal in the 1500m, having won silver in the 800m. Four years later in Los Angeles he also won silver in the 800m before becoming the only man to successfully defend the 1500m title. Coe retired from athletics in 1990 and two years later was elected as Member of Parliament for Falmouth and Camborne, a seat he held until 1997, when he became Private Secretary to William Hague, the Leader of the Opposition. In 2000 he was appointed a life peer and took the title of Lord Coe of Ranmore. In 2004 Coe took over as Chairman of the London bid to host the 2012 Olympic and Paralympic Games. London was appointed as host city in July 2005 and Coe chaired LOCOG, which successfully delivered the Games in the summer of 2012. Following the London Games Coe became Chairman of the British Olympic Association and Executive Chairman of CSM Sport & Entertainment. He was elected President of the IAAF in 2015, having been a Vice President since 2007. Coe has received numerous honours throughout his career. He was the BBC’s sports personality of the year in 1979 and in 1982 he was appointed a Member of the Order of the British Empire (MBE). Eight years later he was promoted to Officer of the same order (OBE). Following his appointment as a life peer, Coe was promoted to Knight Commander of the Order of the British Empire (KBE) for his services to sport and in the 2013 New Year’s Honours List he was appointed to the Order of the Companions of Honour (CH).

Lord Sebastian Coe CH, KBE appears by arrangement with Michael Cassel Group, represented by Saxton Speakers Bureau. 04 Information and Registration 2019 WA Local Government Convention Plenary speakers Professor Roberta Ryan Institute for Public Policy and Governance, Centre for Local Government, UTS

Professor Roberta Ryan is a leading public policy, evaluation and research analyst with over 30 years’ experience. An expert in a range of public policy areas including Local Government, she has worked with and for over 100 Local Governments in NSW, nationally and internationally. Specialising in new approaches in the application of research to policy, community engagement and sustainability, social and strategic planning, Roberta was formerly Director of the UTS Institute for Public Policy and Governance and the UTS Centre for Local Government and a partner in a national professional services firm. Roberta is actively engaged with all levels of government, academia, the private sector and the non-government sector across all major arenas of public policy, with particular experience and expertise in Local Government, disability, planning cities, citizen engagement and sustainability. She has strong partnerships and client relationships and is a trusted advisor to all three levels of government.

Hugh Riminton Author, television news presenter and radio broadcaster

Hugh’s career includes more than twenty years as a foreign correspondent for CNN and the Nine Network. Hugh has reported from numerous war and conflict zones, from Afghanistan and Iraq to Somalia, Rwanda, South Sudan, East Timor, the Balkans and Israel’s wars with its neighbours, among others. He reported the Port Arthur massacre, the Thredbo disaster, China’s Sichuan earthquake, and once bought hundreds of slaves in Africa in order to set them free. He was also the Canberra-based political editor for the TEN Network. He is currently Senior Journalist and Presenter for TEN, frequently presenting TEN Eyewitness News, The Project and Studio 10 as well as contributing to TEN Daily and other print and online outlets. Hugh also presents “Sunday Extra” – a radio current affairs show heard every week on ABC RN.

Hugh Riminton appears by arrangement with Saxton Speakers Bureau. 2019 WA Local Government Convention Information and Registration 05

Dale Williams ONZM JP Porirua City Councillor Northern Ward (New Zealand); Chair, Porirua Youth to Work Movement AG

Dale began his career in the New Zealand Motor Industry, serving an apprenticeship after leaving school. A very proud Trade Certified Motorcycle Engineer by profession, he began his first franchised dealership in Otorohanga aged 23, owning several successful businesses, employing and training many young people. Dale served 18 years on Otorohanga District Council including three terms as Mayor (re-elected unopposed), during which he led community initiatives to support young people transition from school to work, which achieved full youth employment and a vibrant local economy. Dale chaired the NZ Mayors Taskforce for Jobs for six years which released a Youth to Work Strategy based on the Otorohanga experience, for all communities to follow. He is currently an elected representative on Porirua City Council and Chair of the Porirua Youth to Work Movement. His experience, passion and practical approach resonates with industry, employers and communities facing skills and labour shortages, and aging population pressures.

Gary Adshead Award winning journalist, broadcaster, former State Political Editor - The West Australian

Gary Adshead has been a journalist in print, radio and television for the past 30 years including ten years with The West Australian as one of WA’s leading investigative journalists. He joined Radio 6PR as host of their morning current affairs program for three years before returning to The West Australian as their State Political Editor in 2016. His regular columns pull together more than three decades of experience. Gary often uses humour to dissect current affairs, but takes no prisoners on either side of politics in finding the truth. He began his career after finishing at Balcatta Senior High School and moving to New Zealand where he worked voluntarily for an Auckland radio station. During the same year (1984) he was employed at a regional newspaper and after almost 12 months he moved back to Auckland where he joined the Sunday News. He returned to Perth via an eventful yacht trip in 1986 and went to work for Community Newspapers and then The West Australian. In 1990, he began a television career that included Channel 10, Channel 9 and Channel 7, both as a reporter and Chief of Staff. Over almost three decades Gary has won numerous awards for breaking exclusive stories about organised crime, politics, sport and business in Western Australia. In 2014, he was part of The West Australian’s team of reporters to win the WA Media Awards Print Prize for their exclusive on the identity of the man whose head was found inside a plastic bag on Rottnest Island. 06 Information and Registration 2019 WA Local Government Convention

Andy Dexterity Performer and Sign-Dancer

Andy Dexterity is a Green Room Award-nominated performer specialising in a truly unique concept; a fusion of dance, theatre and sign language. Fascinated by the way people interact and communicate, he’s created works that empower and delight audiences through creative choreography. Andy has performed in award-winning shows for the Melbourne Theatre Company, Sydney Theatre Company, Opera Australia and Belvoir Street Theatre.

Passionate about making the world a more inclusive pace, his ‘sign dancing’ is giving people new tools to express themselves, encouraging conversation that transcends linguistic barriers. His performance at TEDxSydney left audiences in awe of his unique ability to communicate through body language.

Andy Dexterity appears by arrangement with Saxton Speakers Bureau.

Convention Breakfast – Rodney Eade Former AFL Player and Coach Rodney’s longevity as a senior coach at the highest level of Australian Rules Football for 17 years is a testament not only to his talent, people management, and strategic prowess, but his ability to transform culture. Amongst his many achievements, Rodney is a four time premiership player and was awarded AFL Coach of the year in 1996. Inducted as an inaugural legend in Tasmanian Football’s official Hall of Fame in 2005, Rodney Eade began his football career with Glenorchy in 1975, where he made an immediate impact, catching the eye of mainland talent scouts and being voted the best first year player in the Tasmanian Football League. The following year, Eade moved to Hawthorn where he remained until 1987 for a return of 229 games with 46 goals. During this time he played in the 1978 premiership win over North Melbourne, and also figured prominently in the 1983 grand final win over Essendon. It was in 1983 that Rodney was made a life member of the Hawthorn Football Club. In 1996, Rodney took over the reins from Ron Barassi as Head Coach at Sydney, and was the most successful coach of the Swans since Jack Bissett in the 1930’s. During his tenure the club made the finals in 1996-1999 and again in 2001, losing the grand final in 1996 to the Kangaroos. 2003 saw Rodney serve as media writer and commentator for the Western Bulldogs before being appointed Coach for the 2005 season. In his first season, he took an under- achieving Bulldogs team within a goal of the finals series, having finished with less than five wins in the previous two years. In 2006 Rodney then took the team to a final series for the first time since Terry Wallace in 2000. Rodney remained with the Bulldogs until 2011 when he was appointed Football and Coaching Strategist by the Collingwood Football Club, replacing outgoing coach Mick Malthouse. Eade coached the Australian International Rules football team in October/ November 2011. He was appointed Gold Coast Suns coach in October 2014 until the end of 2017. 2019 WA Local Government Convention Information and Registration 07 The program

Tuesday, 6 August (Pre-Convention) 9.00am – 3.30pm Local Government Forum: Engaging with Aboriginal Communities (separate registration) 9.00am – 12.00pm Workshop: Emergency Management: Before-During-After (separate registration) 3.30pm – 5.30pm Mayors and Presidents’ Forum (separate registration – by invitation only) 5.30pm – 7.00pm Mayors and Presidents’ Reception (separate registration - by invitation only) Wednesday, 7 August (Pre-Convention) 7.30am – 8.45am Breakfast with Hon David Templeman MLA, Minister for Local Government; Heritage; Culture and the Arts (separate registration) Join Minister Templeman over breakfast to explore the importance of diversity in Local Government. 9.00am – 11.00am State & Local Government Forum (separate registration) 10.00am Delegate Service Desk open for Convention Registration (PCEC Level 2) 12.00pm – 1.15pm Luncheon for 2019 WALGA Honours Recipients 1.30pm – 5.00pm WALGA Annual General Meeting (includes presentation of Honours Awards) 5.00pm – 6.30pm Convention Opening Welcome Reception A welcoming space to network your way through an evening of food, beverages, music and friendly conversation. Included in Full Delegate Registration. Thursday, 8 August 7.00am Delegate Service Desk open for Registration (PCEC Level 2) 7.00am – 8.30am ALGWA (WA) AGM and Breakfast Register online via Delegate Registration. Other enquiries to Cr Karen Wheatland, City of Melville on M: 0401 335 642 or E: [email protected] 7.00am – 8.45am Local Government Policy Awards: Children – Health – Environment For more information or to register for this breakfast please visit www.phaiwa.org.au. Other enquiries to [email protected] 9.00am SESSION 1 Opening Keynote Presentation Lord Sebastian Coe CH, KBE President of the International Association of Athletics Federations (IAAF) and the Executive Chairman of CSM Sport & Entertainment Lord Sebastian Coe CH, KBE appears by arrangement with Michael Cassel Group, represented by Saxton Speakers Bureau 08 Information and Registration 2019 WA Local Government Convention

10.30am – 11.15am Refreshments 11.15am SESSION 2 Strengthening Local Government A brief look at Local Government’s role from federation through to the modern era, having progressed from traditional roads, rates and rubbish to providing a multitude of community services; and how do you frame legislation that has the flexibility to move forward to meet the pace of change in the 21st Century? Professor Roberta Ryan Institute for Public Policy and Governance, Centre for Local Government, UTS

Panel Discussion Professor Roberta Ryan Institute for Public Policy and Governance, Centre for Local Government, UTS Hon David Templeman MLA Minister for Local Government; Heritage; Culture and the Arts Hon Cr Paul Omodei President, Shire of Manjimup Anthony Quahe Managing Principal, Civic Legal Moderated by Liam Bartlett 60 Minutes reporter, award winning broadcaster and journalist Liam Bartlett appears by arrangement with Cheri Gardiner & Associates 12.30pm – 1.30pm Lunch 1.30pm SESSION 3 CONCURRENT SESSIONS Community Opportunity on Common Ground Sporting clubs and facilities can be the backbone to social cohesion in any community. Local Government is a key stakeholder for local recreation and sporting clubs, therefore better understanding the strategic and funding environment will assist Councils in continuing to provide low or no cost facilities and assist in supporting and developing the range of programs available for recreation organisations.

This session will include information from peak representative groups on guidelines, sports tourism, events and visitor activation, economic development for sporting associations, employment pathways, and working in remote communities.

Outcomes Measurement and Cultural Infrastructure Strategic investment in cultural infrastructure leads to a vibrant State, empowered communities and stronger economies. The relationship between vibrancy and economic development is intimately linked through people, place and value. State Government has produced the first Cultural Infrastructure Strategy for Western Australia providing a framework to Local Government for effective planning and investment. Measuring the outcomes of creative place making provides tangible analysis on the impact to community and return on investment to Council.

This session will provide the audience with the latest information on high level strategic frameworks and key projects, recent developments to Lotterywest funding streams as aligned to measuring these outcomes, and a showcase of a digital measurement platform for measuring cultural impact to enable Council to succeed in delivering facilities and services to community.

Embracing the Future of Transport: Mobility as a Service A revolution in transport modes and services are upon us and Local Governments need to prepare. Mobility as a Service focuses on individuals’ needs to get quickly and conveniently from place to place without the need to personally own any particular transport device. Technology is the driving force behind these new transport services. 2019 WA Local Government Convention Information and Registration 09

This session will provide an overview of Mobility as a Service and the important role Local Governments will play in developing supporting policies and local laws to embrace these services. The ways in which Local Governments worldwide are rapidly introducing these services to their communities will offer sound examples of learnings for WA Local Governments.

Field Trip: City of Perth Surveillance Centre (Maximum 15 participants)**

Perth is a very safe and liveable city, but like any city, Perth can be affected by antisocial and criminal activity. In an effort to address these concerns, the City of Perth has developed an extensive CCTV system as part of its overall crime prevention strategy. This tour will provide a behind-the-scenes look at the City of Perth’s Surveillance Centre, the largest public CCTV centre run by a Local Government in Australia.

Field Trip: MRWA Road Network Operations Centre (Maximum 15 participants)**

The Road Network Operations Centre (RNOC) is a purpose-built, world-class facility designed to optimise road network safety, performance and congestion management. It enables close collaboration with critical first responders to manage real-time operations, emergency incidents and events on the road network.

This tour provides the opportunity to observe the new nerve centre for Perth’s road network, which manages traffic across 18,500km of WA roads - one of the largest road networks in the world.

**Due to limited space, registration for field trips will be conducted using a ballot system. Following the close of registration on Tuesday, 16 July, all registered delegates interested in attending a Field Trip(s), will be placed into a draw and notified. 3.00pm – 3.45pm Refreshments 3.45pm SongDivision 4.00pm SESSION 4 Local Government Showcase Presentation on a number of WA Local Government initiatives. 7:00pm – 11:00pm Pre-Dinner Drinks and Gala Dinner, PCEC BelleVue Ballroom Put aside business for the night and enjoy a three-course meal, beverages, dancing, and after-dinner entertainment. Friday, 9 August 7.00am Delegate Service Desk open 7.45am – 9.00am Convention Breakfast with Rodney Eade ($88) 9.15am SESSION 5 State and Federal Political Insights A conversation centred on the landscape post the Federal Election; key insights from the campaign; and challenges for the new Government as well as State Government’s performance mid-way through the term; the state of opposition; and emerging issues.

Hugh Riminton Author, Television News Presenter and Radio Broadcaster Hugh Riminton appears by arrangement with Saxton Speakers Bureau

Gary Adshead former State Political Editor, The West Australian

10 Information and Registration 2019 WA Local Government Convention

10.15am SESSION 6 Local Solutions for Local Issues Dale Williams Porirua City Councillor (New Zealand) 11.00am – 11.45am Refreshments 11.45am SESSION 7 CONCURRENT SESSIONS Collaboration for Prosperity What is the key to the success of local economic development initiatives? While there are many factors that can lead to success, studies have consistently recognised the importance of collaboration between all levels of Government, business and the community to delivering favourable economic outcomes.

However, in Western Australia, collaboration is often occurring in an ad hoc or piecemeal fashion, and in some cases, it is not happening at all.

This session will focus on the opportunities for Local Governments to work with the State Government to drive positive economic outcomes for their local community, and showcase practical examples of Local Governments working with others to deliver on their economic development program. Reframing Rural Fire This session will explore the role of the new Rural Fire Division, which was established following recommendations from the Special Enquiry into the Waroona Harvey bushfire.

Speakers will include Executive Director Murray Carter who will share the division’s achievements to date, including the establishment of the Bushfire Centre of Excellence and ongoing funding for the Bushfire Risk Management Program that directly works with Local Governments in bushfire prone areas.

With Local Government playing a significant role in bushfire management this is your opportunity to hear directly from this key State partner.

Integrity and Local Law-Making This Parliamentary function of scrutinising delegated legislation which includes Local Laws, has been delegated by Parliament to the Joint Standing Committee on Delegated Legislation. Accordingly Parliament has established functions and powers for the operation of the Committee and scrutiny of Local Laws. In addition to scrutiny, both the Committee and Local Governments share equal responsibility for ensuring that integrity is evident in the local law-making process. But what is integrity, why is it important and how do we know it has been applied in making a local law?

Former Chief Justice of New South Wales The Honourable James Spigelman AC QC has defined ‘integrity’ as:

“... the maintenance of fidelity to the public purpose for the pursuit of which the institution is created and the application of public values, including procedural values, which the institution was expected to obey. ”

A particular Local Law is most likely to fail the integrity test for reasons of unreasonableness, improper purpose, misapplication of local law-making powers and compliance with local law-making procedures. The Delegated Legislation Committee will provide commentary on its role and past issues identified with the integrity of local laws, and provide guidance on how Local Governments can learn from these experiences to ensure integrity is evident in the local law-making process..

Field Trip: Sustainable Infill (Maximum 30 participants)** In recent years, the redevelopment of existing residential areas has seen an increase in density, but the significant clearing of the land has generally resulted in a massive loss of tree canopy in the suburbs. Many developers indicate that this method of redevelopment is ‘what the market wants’, so they provide the clear site on which to build. Is it time that this method of redevelopment is challenged? Is there a better way of retaining trees and still achieving an increase in density? 2019 WA Local Government Convention Information and Registration 11

This tour will provide insights in the planning process for a medium density (R40) sustainable development as Perth sustainability expert, Chris Ferreira, opens his renowned sustainable home in Hamilton Hill and is on hand to share his plans for sustainable infill development, showcasing how he plans to have four homes & 40 trees all on the one site. Field Trip: City of Perth Surveillance Centre (Maximum 15 participants)** Perth is a very safe and liveable city, but like any city, Perth can be affected by antisocial and criminal activity. In an effort to address these concerns, the City of Perth has developed an extensive CCTV system as part of its overall crime prevention strategy. This tour will provide a behind-the-scenes look at the City of Perth’s Surveillance Centre, the largest public CCTV centre run by a Local Government in Australia.

This session will focus on key implementation challenges and solutions for the Strategy, with industry and government experts sharing knowledge and expertise. Find out what the Strategy will mean for your Local Government and community.

More on Community Engagement Community engagement a key principle of good governance, with a significant focus on this area being developed through legislative reform. This session aims to enhance public leaders’ capacities to activate their communities, and promote and improve the practice of public participation in an environment that has been tainted with a high level of risk aversion. Learn more on the values, tools and quality assurance standards required to achieve successful outcomes in a safe and effective manner, and how to drive these processes through a simple digital platform that provides tactical and effective methods for online social engagement.

Social Media and Local Government: How to Balance the Risks and Rewards! Using social media can be an overwhelming experience. Whilst it presents incredible opportunities for Local Governments and Elected Members to better connect and engage with their communities, the dark side of social media means online forums can be places where criticism, negativity, mistruths and even bullying is the norm, often without any accountability.

This session will provide the audience with insights into the power of social media (the good, bad and ugly) and tips on how to manage interaction with communities and residents who might not always play by the rules! 3.00pm SESSION 9

3.00pm #shoWcAse in Pixels Winners Announced 3.15pm SongDivision 3.25pm Closing Speaker: Andy Dexterity Andy Dexterity appears by arrangement with Saxton Speakers Bureau 4.00pm Official Close of the 2019 Local Government Convention and Refreshments 12 Information and Registration 2019 WA Local Government Convention Partner activities Registration is required for all activities – prices include GST. Please contact WALGA for more information should your partner be interested in attending a particular conference session.

Wednesday, 7 August Gala Dinner Hair & Makeup (at the PCEC) High Tea at C-Restaurant 2.00pm – 4.30pm 1.30pm – 4.00pm Take the fuss out of getting ready for the Convention Gala There is always time for High Tea and especially in a venue Dinner by allowing the Makeup and Hair students (fully where location, location and location is the key. supervised) from Perth College of Beauty take care of you. Includes: Hair and Make-up (Ladies must come with clean Includes: High Tea and guide hair & no makeup on) $95 (minimum 15 – maximum 30) $65 (minimum 10 – maximum 35)

Opening Welcome Reception in the Trade Convention Gala Dinner (at the PCEC) Exhibition (at the PCEC) 7.00pm – 11.00pm 5.00pm – 6.30pm $140 for partners of Full Delegates and Life Members $70 $190 for all other guests Thursday, 8 August Friday, 9 August Swan Valley Gourmet Degustation Breakfast with Rodney Eade (at the PCEC) 8.45am – 4.00pm 7.45am – 9.00am Time to savour more delights of the Swan Valley. We will introduce you to some hidden gems of the Swan Valley $88 that you may not know about. Includes: Coach, morning tea, various tastings around the valley, I Sentence You To... lunch and guide. 9.15am – 11.15am $170 (minimum 10 – maximum 12) Step back in time to the original Law Courts, the first court house built when WA was settled. Hear amazing tales and Progressive Mystery Lunch in the CBD explore the new exhibition about Dom Rosendo Salvado, a well-known old monk from New Norcia Monastery. 11.00am – 2.30pm Includes: Walking tour and morning tea. Your chance to wine and dine in some of Perth’s divine restaurants. $40 (minimum 10 – maximum 30) Includes: Guide, entrée, main course, a glass of wine or beer, dessert; and tea or coffee. $120 (minimum 10 – maximum 30) 2019 WA Local Government Convention Information and Registration 13 General information

Online Convention Registrations Changes to your registration Visit www.walga.asn.au/lgc19 to complete your You can modify your online booking at any time before the close of registration online. registrations. Once you have completed your registration, an email with your confirmation number will be emailed to you. Click on the Full Delegate fees cover the daily conference program, link and enter your confirmation number to make any changes or lunches, refreshments, and the Opening Reception on additions to your reservation. Wednesday, 7 August . The Convention Gala Dinner Registration cancellations must be advised in writing prior to the on Thursday evening and Convention Breakfast on deadline date of Tuesday, 16 July 2019. Thereafter full fees are Friday morning are optional, and a ticket fee applies. payable. Alternatively, a registration may be transferred to another member of the Council. Special requirements Special dietary requirements, mobility or any other special needs should be indicated when registering – WALGA will use its best Convention fees endeavours to meet these requests. Prices are per person and are all inclusive of GST. Accommodation Deadline for all Registrations is Tuesday, 16 July 2019. Hotel information and booking forms are available at Convention Registration www.walga.asn.au/lgc19. Reservations are to be made direct Full Delegate - Local Government with hotel. Please note that city hotels have limited guest parking 1-4 Registrations $1,475 so clarify these arrangements when booking. 5+ Registrations $1,300 Full Delegate - Corporate $1,800 Inter-venue transfers WALGA Life Members Complimentary Due to low take up, there will be no private bus transfer service available from the PCEC this year. Day Delegate Registration Thursday, 8 August The convenient, free and frequent bus services operating within Local Government $845 the CBD are recommended for transfers between city hotels and the PCEC – for detailed information on these services go to www.transperth.wa.gov.au Friday, 9 August – and hotel staff can offer some local Local Government $720 advice to guests. Optional Extras PCEC Parking Gala Dinner For those requiring daily parking, WALGA can arrange for a Full Delegate & Partner $140 each multi-entry (24 hour access) parking space in the underground WALGA Life Member & Partner $140 each car park at the PCEC at a daily cost of $39. Parking space requests Gala Dinner Only $190 each must be indicated when registering – please note the non-extendable deadline for these requests is Tuesday, 9 July 2019. Breakfast ALGWA Breakfast (Thursday) $60 Convention Breakfast with Rodney Eade (Friday) $88 Partners/Guests Opening Reception (Wednesday) $70 Lunch (Thursday) $50 Lunch (Friday) $50 Partner Tours Individual tour fees as listed Please contact WALGA for more information should your partner like Enquiries to attend a particular conference session. Ulla Prill, WALGA Marketing and Events Officer

T 08 9213 2043 E [email protected]

Information in this brochure is correct at time of printing but may be subject to change. Local Government RENEWAL PRACTICAL

PRESENTED BY

ONE70 LV1, 170 Railway Parade, West Leederville WA 6007 T (08) 9213 2000 l F (08) 9213 2077 l E [email protected] www.walga.asn.au ATTACHMENT 9.5.9(2) I SHIRE OF DONNYBROOK BALINGUP I^^;^fin^11V^;D I 5 APR 1119

----- WALGA R^00.6 ^^,^ 100F^I, ^^^'10 13

.^ File No: OE:.? 9.21L\-S> oncer Bot2, I, April20,9 Our Ref: 0, -003-02-0003 MD X Ref Mr Ben Rose Chief Executive Officer Corresps: Shire of Donnybrook-Baling up DX 69296, Cnr Bentley Street & Collins ^j^aa! on DONNYBROOK WA 6239

Dear Ben

Notice of Annual General Meeting 20.9

The Annual General Meeting for the Western Australian Local Government Association (WALGA) will be held on Wednesday 7 August 2019 as part of the Local Government Convention. The meeting will be held at the Perth Convention Exhibition Centre, 21 Mounts Bay Road, Perth.

Notice of the Annual General Meeting is endosed, together with general information on the meeting and guidelines for the preparation and submission of motions. Also attached is the Voting Delegates Form,

Please note that the closing date for submissions of motions is Tuesday 4 June 20.9. Any motions proposing alterations or amendments to the Association's Constitution must be received by Friday IO May 20.9 in order to satisfy the 60 day constitutional notice requirements,

The 2019 Local Government Convention is the premier event for Elected Members and Officers within Local Government. The Association's Annual General Meeting, as an integral part of this event, is a critical forum for mobilising the views of Western Australian Councils, confronting emerging issues and developing directions forward for our sphere of government,

Please return the enclosed Voting Delegates Form by Friday 5 July 2019.

For enquiries, please contact Margaret Degebrodt, Executive Officer Governance on 92,32036 or via email indeqebrodt@walqa. asn. au.

Yours sincerely

Nick SIoan Chief Executive Officer

Enc: Notice of 2019 AGM and Voting Delegate Form

ONE70 LV1.170 Railway Parade. West Leederville, WA 6007 PO Box 1544. West Perth, WA 6872 T: (08) 92,32000 F: (08) 92,32077 info@walga. asn. au WWW. walga. agri. au WALGA

Notice

o Annual General Meeting and Procedural Information for Su mission of otions

P C ve tionan Exhi 'tio Centre edne .a 7 uut 0.9

Deadline for Agenda Items (Close of Business) Tuesday, 4 June 2019 ^I' WA L G A

2019 L c I over ninent Convention ener I Inf rin ti n

The 2019 Local Government Convention will be held at the Perth Convention and Exhibition Centre (PCEC) from 7 August to 9 August 2019. The tentative schedule for the Convention is as follows:

Tuesday, 6 August START FINISH

Mayors and Presidents Forum (separate invitation) 3.30 pin 5.30 pin Mayors and Presidents Reception (separate invitation) 5.30 pin 7.00 pin

Wednesday, 7 August

State and Local Government Forum (separate registration) 9.00 am I I : 00am Registration for AGM and collection of voting keypads 10.00 am 1.30 pin Honour Recipients Luncheon (by invitation only) I2.00 pin 1.15 pin WALGA AGM (including Honours Awards Presentations) I. 30 pin 5.00 pin Convention Opening Welcome Reception 5.00 pin 6.30 pin

Thursday, 8 August

ALGWA AGM and Breakfast (separate invitation) 7.45 am 9:00 am Opening and Convention Sessions 9.00 am 5.00 pin Convention Gala Dinner 7.00 pm 11 :00 pin

Friday, 9 August

Convention Breakfast 7.30 am 8.45 am Convention Sessions 9.15 am 4:00 pin

Further details are contained in the Registration Brochure which will be distributed to all Local Governments in May.

WALGA Annual General Meeting The Annual General Meeting for the Western Australian Local Government Association will be held from 1.30 pm to 5.30 pin on Wednesday, 7 August 2019. This event should be attended by delegates from all Member Local Governments.

Cost for attending the Annual General Meeting Attendance at the Annual General Meeting is free of charge to all Member Local Governments; lunch is riot provided. All Convention delegates must register their attendance in advance. Registration for the Opening Welcome Reception that evening must also be notified in advance and will incur a cost for those not registered as a Full Delegate. ^ WA L G A

Submission of Motions Member Local Governments are hereby invited to submit motions for inclusion on the Agenda for consideration at the 2019 Annual General Meeting. Motions should be submitted in writinq to the Chief Executive Officer of WALGA.

The closing date for submission of motions is 5:00pm Tuesday, 4 June 20.9. Please note that any motions proposing alterations or amendments to the Constitution of the WALGA must be received by 5. '00pm Friday, IO May 2079 in order to sati^fir the 60 day constitut!bna/ notification requirements.

The following guidelines should be followed by Members in the formulation of motions:

Motions should focus on policy matters rather than issues which could be dealt with by the WALGA State Council with minimal delay. Due regard should be given to the relevance of the motion to the total membership and to Local Government in general. Some motions are of a localised or regional interest and might be better handled through other forums. Due regard should be given to the timeliness of the motion - will it still be relevant come the Local Government Convention or would it be better handled immediately by the Association?

The likely political impact of the motion should be carefully considered. Due regard should be given to the educational value to Members - i. e. does awareness need to be raised on the particular matter? The potential media interest of the subject matter should be considered. Annual General Meeting motions submitted by Member Local Governments must be accompanied by fully researched and documented supporting comment.

Criteria for Motions As per the Corporate Governance Charter, prior to the final is ation of the agenda, the WALGA Executive Committee will determine whether motions abide by the following criteria:

Motions will be included in the Business Paper agenda where they:

I. Are consistent with the objects of the Association (refer to clause 3 of the constitution); 2. Demonstrate that the issue/s raised will concern or are likely to concern a substantial number of Local Governments in WA. ; 3. Seek to advance the Local Government policy agenda of the Association and/or improve governance of the Association; 4. Have a Iawiul purpose (a motion does not have a lawful purpose if its implementation would require or encourage non-compliance with prevailing laws); 5. Are clearly worded and uriambiguous in nature;

Motions will not be included where they are:

6. Consistent with current Association advocacy/policy positions. (As the matter has previously considered and endorsed by the Association). ^ WA L G A

Motions of similar objective:

7. Will be consolidated as a single item,

Submitters of motions will be advised of the Executive Committee's determinations.

Enquiries relating to the preparation or submission of motions should be directed to Margaret Degebrodt, Executive oncer Governance on 92132036 or via email indeqebrodt@walqa. asn au.

Emergency Motions

No motion shall be accepted for debate at the Annual General Meeting after the closing date unless the Association President determines that it is of an urgent nature, sufficient to warrant immediate debate, and delegates resolve accordingly at the meeting. Please refer to the AGM Standing Orders for details. ^* President Cr Lynne Cmigie OAM Nick SICan President Chief Executive Officer . . , K Voting Delegate in or a ion WALGA 20.9 Annual General Meeting

To: Chief Executive Officer Registered:

All Member Councils are entitled to be represented by two (2) voting delegates at the Annual General Meeting of the WA Local Government Association to be held on Wednesday, 7 August 20.9 at the Perth Convention Centre,

Please complete and return this form to the Association by Friday 5 July 20.9 to register the attendance and voting entitlements of your Council's delegates to the Annual General Meeting.

In the event that a Voting Delegate is unable to attend, provision is made for proxy delegates to be registered.

Only registered delegates or proxy registered delegates will be permitted to exercise voting entitlements on behalf of Member Councils. Delegates may be Elected Members or serving officers,

Please Note: All Voting Delegates, whether registered for the Convention or riot, will need to present at the WALGA Delegate Service Desk prior to the AGM to collect their electronic voting device (keypad) for voting and identification tag to gain entry into the Annual General Meeting.

VOTING DELEGATES PROXY Voting Delegates

Name of Voting Delegates (2): Name of Proxy Voting Delegates

For (Local Government Name): Shire/Town/City of

Signature Chief Executive Officer (An electronic signature is required if submitting via email) Date

ON COMPLETION PLEASE EMAIL To: inde ebrodt al a. asn. au

Margaret Degebrodt, Executive Officer Governance

WWW. walga. asn au ATTACHMENT 9.5.10 (1) SHIRE OF ON\!VBROOK BALINGUP I ~~' ~ Tit*'^;.;11} Local Government I - s APR ting Professionals I--- ~- - ~----"-- AUSTRALIA WA R^," I'm 1601;^ 6.91F 7 2 April20, .9 File NG:D EC'9.01 L, .

Mr Ben Rose onco, ^^, C\1:2. . Chief Executive Officer Donnybrook-Balling up, Shire of IX Ref PO Box 94 Tiresps: DONNYBROOK WA 6239 Bd Off: , Dear Ben -,

Austinlasian Local Government Performance Excellence Pro ram

LG Professionals WA, in conjunction with LG Professionals NSW and PWC Australia, has been running the AUStralasian Local Government Performance Excellence Program in WA in 2016.

The program started in NSW in 2013 with 77 participating NSW local governments. New Zealand joined in the program in 201.5, WA in 2016 and South Australia joined in 2017. There are currently 14610cal governments participating in the program, 37 of which are WA local governments

In collaboration with PWC, we have developed a contemporary industry-led system of local government performance measurement that has been delivering results for participating local governments for over seven years' The program measures and provides local governments strategic and operational insights into: . Corporate leadership; . Workforce management; . Finance management; . Operations management; . Risk management; . Asset management; and . Service delivery

Using this information, each local government receives an annual semi-customised Performance Excellence Report on their organisation along with direct access to the additional online Comparative Analysis Tool enabling them to drill into the program's data themselves.

Uniquely, through the online Comparative Analysis Tool, participating local governments can compare and benchmark their performance against the overall sample, pre identified sub- segments of the sample, new be spoke segments, as well as against all other individual de- identified participating local governments in the sample.

The following testimonials are provided by current participating some of the local governments' CEOs:

Ian Cowie, City of Gosnells "The data provided by the AUStralasian Performance Excellence Program is extremely heiriful to the City of Gosne/Is. The data has assisted the City to adjust Its organisational structures and ensure we are operating in accordance with current best practice':

Local Government Professionals Australia WA Unit 21,168 Guildford Road Maylands WA 6051 t (08) 9271 1136 f (08) 9271 1197 e admin@18professionalswa. ore, au w WWW, 18professionalswa. ore. au ABN 91208607072 Garry Hunt, City of loondalup "Being a porticipont of the Pertormonce Excellence Progrom IPEP) hos provided the City of Joondo!up with coinporison origlytics ocross the IOCol government sector, which hove been involuoble. The on o1ytics received through the PEP forms port of the doto-driven decisibn in oking at the City. The ob, lity to coinpore rind controst the City's internol business processes ocross the sector hos opened di^cussions ond colloborotions with other porticiponts ocross AUStrolion grid New Zeolond. With the origlytics expondrng into the service delivery oreos of Planning Services grid Leisure Centres in 2019, the opportunities to benchmork these services is o welcomed oddition. "

Jonathan Throssell, Shire of Mundaring "The AUStrolosion Pert'ormonce Excellence Progrom hos provided the Shire with meoningful benchmorks and coinporisons, which enoble us to focus on where we con improve our perl'ormonce OS well OS offow us to better exploin how we ore perlorming to our Council ond the community. In porticulor the metrics regarding our workforce hove enobled us to better PIOn for our future employee requirements OS well OS better exploin our workforce costs grid reintive position OS cornpored with similor sized IOCol governments. The progrom's report is on essentiol tool in o CEOs kit in regords to understonding key perl'ormonce indicotors in your organisation. "

Data is collected once a Year between August and October; the report and the Comparative Analysis Tool is ready for viewing in January each year. Please see enclosed WA highlights from the 201.8 data collection. To ensure each local government can fully maximise the benefits of the program and to address any question in relation to data collection, the Benchmarking Performance Network was set up in 2018 to provide ongoing support to participating local governments. The pricing of this program runs on a 3 year cycle and 201.9 is the start of a new cycle 2019 - 2021. Please see attached pricing information which is based on population size of each local government. There is also an offer of early bird pricing which ends on 30 April20, .9. If You would like to discuss more about this program, please contact me on 9271 11.36 or andv@IRProfessional wa. or^ au.

Kind regards I Candy Choo Chief Executive Officer Local Government Professionals Australia WA 2019 NEW AUS

Local Government 2019 Pricing Professionals New Customers - AUSfralio

Council Size 2019 Bose Non EQrly Bird Discounf Best Price IResidenl LGA popubt;on I Foundofion Price p. o excl. GST p. 0. tincl. Eony Bird Discountl Aimuol Fee excl. GST excl. GSl

Super Council >500,000 $56,600 -$9,000 $47600

Exlro Lqrge Council >250,000 $37,600 -$3,000 $34 600

Very Lorge Council > 150,000 $27,200 -$2,000 $25 200

Lorge Council > I 00.000 $24,400 . $2,000 $22400

High Medium Council $18,100 >50,000 -$2,000 $16100

Medium Council $12,300 >20,000 -$2,000 $10 300

Low Medium Council > I 0,000 $10,000 -$2,000 $8,000

Singll Council $8, I 00 >5,000 .$2,000 $6, I 00

Very Sinoll Council $5,500 .$2,000 <5,000 $3500

Terms und Cor, dabr, ; wil be iequired 1101 exomple: o council compleles eilhei FY1921.23 or I. The PIOgom operaies on o cycle winch is Ihiee yeo, $ of comeculive pontc- FYI9.22.25j. The reverseis o150 flue. Dadin either cose o new conlrociis iconon. with Ihe bose PIicing determined every Ir, ree yeorsin the ProgCm needed Cycle. lite current ProgCm Cycle's commencement yecr is 2019 Grid the 8. Councib vino Msh 10 controc1 101 less Ihon Ihe minimum number d 3 sur- bore pricing un, be revised every hee 131 yeo, s. veysin one conlioc; cornmilmenl. un, be choped o cog, PIemium on Ihe 2. Prtcing is either Foundolion. nori-Foundolion o1 Cyclcol OS defined oveneo{ 20/9 boge Icon-Foundoiicnj Free. ints is Cystcolptic, rig Isee Pricing Demiltor, sectionI Grid eoch hos dffe, enl hase lancing. CPI 9. To joke qccoun; of exlroordinqry circum$10nces Conncib inqy defer Iheir inc, eoses witt be OPP, co each yeor 10 Nori-Foundolioriorid Cyc, col dojo coneclion only once in o Frog, Qin cycle ond only 10 one yeor wilh pricing. No onnuolCPlincreoses OPPly 10 Foundolbn council piting wilhin no consequence. Councits musl exlerid Iheir conl, ocl lent by one yeor, e o Prayom Cycle Ihey win nol be chorged 10r Ihts deferred yeo, e. g I: o connc, signs up 10r 3. In 20/9 on Eon, Bird Discouniis DVDiloble for new CUSIomers violoin by 30 FYI9-21. Grid completes FYI9 only orb lhen chooses 10 defer tithe FY20 Am120191stgn ond return ihis fomj This discounts ovoiloble o11he be;^re yeor the counc, wilos o minimum, econlrocl OS FYI92122 oddng FY221o ning o1 0 new conirocl period orb OPP, es throughout Ihe conlrocl Ierrn. Iheir corn, oct. 4. Prtcing Is delermined by the populolion size of o council's LocolGovem- 10. Councib delening o second conseculive yeer Grid choosing no other menl Areo bored upon ALSlioion orb New Zeolond governmen13/@/61iCS colion. wi. be CUIomolicohy deemed o5 0 terminolbn orb chorged 75% of 0010. These MR be reviewed eoch yeer Grid be bosed upon o councils the fees due. mori recent re"denl popublion figure 11 necessary. prlcing Min be outomolF I I The P, o910m hos Ihe CPIion 10r councits 10 CEO odd o Council Cornponson cony oqjLisled I, ncieo$ed o1 decreosed occordnglyj. Window Milch o1bws 900ps d councits 10 see some of Iheir eros!Ing dojo 5. In the Instonce councits Qinolgomole unlhin o conliocl cycle then he logelhe, . The FYI9-21 pvicing for this exiro cost of Ihs semce c o1 $1 coo + newi, formed loinolgomoledj council"" be ouiomoiicolly chorged Ihe CSt p. o or bj $500 + GSI Do. for the councils LGA popubiion o1 o1 over or OPP, opnole orcing 101 their coinl^ned populolion figure. by urider 10,000 residenls respectingIy. 6. CountiB wito wilhdiow within o controcluol comintmenl will be chorged o 12. Pricing chonges con be delerrnined o1 ony lime by LG Professionob NSW terminolbn fee o175% of the fees due in respect o1 Ihe currenl survey they Grid PWC if in JUGHy ogreed Grid courcits win be notified prior. Mirid, ow from. For exomple. if o conncilconlrocls for FYI9-21 13 reors) Grid 13. In Ihe event you lentnole your conl, oct commitment. occess 10 you exits in the second yeor. they will have 10 coy 75% of their FY20 fees due. Council Coinporison Anal, ^s 1001 ond ony COLInc, I Coinp@iron Window wil 7. The Progom Cycle GPerofes onnuolly over three yeors Grid this is IQ 510b, se o150 terminote. the somple. in Ihe evenl Ihol o council inckes o chonge ond requests 10 14. LG Proles^ono13. NSWiefeis to LocolGovemmei*I Professionots AUSlroio. hove eilheio one 1/1 or two 121yeo, gap belween goneys I. e. not doil NSW. PWC refers 10 Pricewoleihouse Coope, s. Grinuo, yj o premium win be chorged OS 1010ws: 2093 premium for o one I11 yeor 90p ond co', prerr, urn for o two 121 yeor gop grid o new conlrocl ,

2019 NEW AUS

Local Government Pornc'pqli. n Req esf o in Professionals ,VB ,",." ",*

EQrly Bird Discount Closes 30 April2019

Title Firsf Nome: Sumome:

Position: Council Nqme:

Slate: Counfry:

Ernoil: Phone:

Pledse provide the currenllolal resident populolion of your council's Locol Government Area below. This o10ng with the recent government sfofislics will be used 10 determine Your pricing cotegory.

PIeose confirm the following by licking o11 boxes.

O Yes,council I underSIGnd to pontcipofe Ihof requesting in the Progrom. the confrocf This confrocf will be is considered standord for on o11 Expression porncipofing of Interest councils from Grid my is non-negotioble.

Yes, I underSIGnd that this Frogrom requires my council to provide OPPropriote resourcing to meet o f he objigotions for dojo submission Grid review deodlines, OS odvised by PWC. o Yes, I hove reod grid occepf the pricing terms Grid conditions OS o110ched. o Yes, I consent to hoving my council ocknowledged in progrom promotions, my deloils provided upon estoblishment Grid shored with PWC Grid o11 porncipoling councils, ond 10 be the primory contoct, unless I odvise You,

Signature Dole

Pledse refurn your completed form 10 ^;;^ customer@Igprofessionols coin ou (02) 8297/203

Definitions Cyclicol Councils o, e Ihose councils Ihoi hove ogreed 10 Foundation Councils ore those councils who firsl joined the poiticipole in less Ihon three surveys in one coalroci commitment progrom in the yeor when it rust IOUnched in o Stole or Territory - either inter millenlly or sequenliolly, ond include councils 101 SImiiorj Grid o5 updoled from lime 10 time by ogreemenl who coinplele only one or two SUIveys. The Cyclicol councils between LG Professionols, NSW Grid PWC in writing. There is no ore, s. up doled from lime 10 lime by ogreement between LG grinuol CPIincreose chorged for Ihese councils in o pricing cycle Professionols NSW ond PWC in writing. Founder ion pricing is nol OPPlicoble 10 new customers in NSW. SA, WA or ACT Nori-Foundofion Counc"s include councils Ihol hove ogreed 10 porticipote in o Survey otter if wos first IOUnched in o porticulor Stole/Territory orjurisdiclion but ore not Foundotion nor Cyclicol councils OS updoled from lime 10 lime by ogreement between LG Professionols. NSW Grid PWC in writing. CPI will be OPPlied for these councils for eoch yeor of POTlicipolion. WA 171 r810c, I 901.1e, InnerIt hig I ights . t. World'orce profile Across our participating WA councils, the median 5.2 PIE per 1,000 residents has fallen from 5.5 in FYI7. Employee costs per 1,000 residents ha\, e also fallen, with a WA council median of $496k, and represent a high 39% of total operating expenses, the only participating council jurisdiction result higher than the o\. erall average result of 35%. Thereis minimal outsourcing spend on anservice areas, comprising just 17% of total e operating costs, but this is up from 15% in the prior year. .00 ......

Gender d, vets, ty WA councils employ 49% women across the overall worldorce, 11igher than the overall arerage of 46% across the survey population. In spite of this, we see a median on ust 29% of managers and above represented by women {unchanged from the prior year) indicating limited proportional progress of women into leadership roles. In comparison, SA have a median of 33%, NSW ha\, e 3T%, and NZ councils stand out with 39% of managers and above represented by women. .

...... on ......

Staff turnover in the firstyear of employment A year ago there was no distinction between the genders in the median year one staff ,,. 0 turnover rate. Howe\, er, a gap now exists for WA councils, with men more likely to , leave in their first year of employment; with a median of 20% (up from y% in the prior year), compared to 16% for women. EncouragingIy, the rate at which women departiniheir first of employment is declining, especially when compared to the high rate of 23% in FYI6.

......

Talent strategy focus We have seen an increasing focus on 'productivity via automation and technology' in .....~~....- the talent strategy across WA councils, with 57% placing importance on this area, up from just 31% in FYI6. OPP, }rtunities do exist tomerease the focus on targeting the ,^ pipeline of future leaders as part of the talentstrategy, where we seejust 39% of WA ^ councils focusing on this area, compared to 57% of NZ and 52% of NSW councils.

...... mm ......

Potential retirements WA councils are starting to plan for the next generation of leaders, with 21% now having established a formal succession plan (up from 13% in the prior year). This is a crucial first step in addressing the fact that 64% of the current WA CEOs, and 34% of the current WA directors \\ill have the option to retire in the next 10 years' Planning is required to seamlessly transfer the deep industry knowledge to the next generation of leaders, and will require focus, new initiatives and a collective approach between the @ generations.

......

Role of finance It is encouraging to see 78% of WA councils with a CFO who is part of the senior leadership learn. Howe\, er, the finance functions ^, thin WA councils are focused on ^ the more traditional operational finance activities, with 61% of finance effort allocated ^ to transactional and 20% to compliance tasks. The value-adding business insight focus only consumes 19% of finance effort, compared to 27% in SA and 30% in NZ councils

. . onecrio, , of rates and annual charges L WA councils have a progressive approach to optimising working capital by incentivising ratepayers to pay their rates upfront. We observe WA councils collecting ^O 61% of their total rates and annual charges by the end of quarter one, compared to 36% in NSW councils and 31% in SA and 1.1Z councils.

. .^,\ P, .;\ ,.

. , . o 00 ght

Effectiveness of rr systems Although a high 82% of WA councils have a either a formal or draft IT strategy, we note that 2t% of WA councils identify widespread dissatisfaction Itith functionality and quality of information from their TT systems; this has increased from 13% a year ago and is more than four times higher than the other participating council jurisdictions. A further 796 have concern about the ability of their rF systems to meet e business needs...... mm ...... rr priorities over the nexL three years There has been a substantial decrease in focus over the past year on 'business as usual' technology maintenance, 32%, down from 55% in the prior year. As a result, we see an increase in the focus on cyber security implementation (58%, up from 42%) and impro\, e staff collaboration within the office (50%, up from 26%). InterestingIy, the 58% of WA councils focused on c>. her security, an area of great importance for all organisations, stands out compared to just 31% of NSW and 9% of SA councils. @

...... Online customer self-service WA councils are more likely to offer the community the ability to make online payments (93%) and perform online library services (86%, up from 74%). We have also seen more WA councils now offer residents online application tracking (43%, up from 32% in the prior year) and development plan, ting {50%, up from 32%). Although there has been an increase in online sentce requests (64%, up from 48%) 11^^ opportunity still exists compared to NZ (90%) and NSW (78%)......

Sen, ,ce renews This year we see a higher proportion of WA councils conducting at least one service review, 54% (up from 48% in the prior year) as well as improved reporting of the outcomes to senior management, at 36% (up from 29%). WA councils focused predominantly in areas such as rr (36% performed at least one service review in this area), aged care (35%), swimming pools (35%), HR (33%) and enforcement of regs and animal control{30% of councils). 6 . .

Sen, cc delivery Looking at conices that most WA councils have in common, and are outside the essential . . high cost delivery of waste and roads, we observe $136 per resident in parks and gardens, . $49 in cultural and community services (CSC). $48 in town planning, and $39 in libraries, We note that WA councils spend substantially more on parks ($136 per resident), compared to $80 in NSW and $98 in SA councils.

. .

Risk managemen There is an opportunity for WA councils to increase focus on managing risk, being the only participating jurisdiction with less than 90% of councils having an approved risk management policy in place, at 89% (down from 94% in the prior year). We ha\, e also seen a decrease in WA councils reporting risks to councils at least quarterly (53%, do\\ti from 62%), Ivith more moving to an ad-hoc basis. We do note a slight increase in the percentage of WA councils carrying out some form of internal audit (71%, up from 68%), this can be increased to further mitigate risks. ^ ......

Asset management It is encouraging to see 64% WA councils with a strategic asset management plan tha links to the financial long term plan (up from 52% in the prior year), although there i still room for impro\. ement, compared to SA (96%) and NZ councils (90%). The ^ill. remaining 36% of WA councils have rioted the plan is in development. We also note 82% of WA councils either have, or are developing, a maturity rating model

.. on ..