Annual Report report 2016_17.pdf · 2020. 7. 31. · paradise that it is and I commend the report...

Annual Report

2016 | 2017

Contents

2

Welcome

City of Bunbury Annual Report 2016 - 2017 | Executive Summary3

Bunbury is an accessible, diverse and vibrant city, where all people are valued equally. Located about 180 kilometres south of Perth, the City of Bunbury is one of the fastest-growing regional cities in Australia and widely recognised as the second capital city of Western Australia.

Bunbury’s population is estimated at almost 32,000 (2017 ABS statistics) and this continues to grow steadily at an annual rate of 2%. The Bunbury Geographe region includes the City of Bunbury and surrounding shires of Harvey, Dardanup and Capel and has a population of about 80,000 residents while the South West region, to which Bunbury acts as a hub, has a total population of 130,000.

Bunbury is a beautiful place to live, work and visit and has something for everyone. The quality of life is one of its biggest attractions offering residents a variety of facilities, schools, shops, pubs and beaches all within easy reach. It has everything a family needs including public and private schools, tertiary education, and a range of health services. Not to mention an extensive and diverse events calendar.

The City of Bunbury will continue to grow, develop and improve thanks to these qualities and the massive potential for investment and growth in our region.

Vision

MissionCore Values

Our Vision:Bunbury will continue to be recognised as the capital city of the South West region, with a strong and diverse economy offering a safe, friendly and vibrant lifestyle within an attractive natural and built environment.

Our Mission: We will engage with the community to ensure we provide services and facilities that improve the quality of life of our residents and visitors.

Our Core Values: The City of Bunbury aspires to act in accordance with the following values in all of its decisions and actions:Leadership – empowering people to take responsibility for what they need to do and strive to set an example for others to follow.Team work – communicating and working cooperatively for the mutual benefit of all. Integrity – establishing trust through openness and honesty.Accountability – for our actions and performance.Respect – for others by listening, understanding and responding appropriately. Innovation – continually improve our services and processes through creative and progressive thinking and action.

Executive SummaryWelcome 3

Highlights of 2016/2017 4

Operational StructureMayor’s Message 5

Council 6-7

Chief Executive Officer’s Message 8

Corporate Structure 9

Key Priority Area 1Community and Culture 10

Key Priority Area 2Transport and Infrastructure 16

Key Priority Area 3Natural and Built Environment 20

Key Priority Area 4Regional Economy 30

Key Priority Area 5Corporate 38

Financial Statements 42

City of Bunbury Annual Report 2016 - 2017 | Executive Summary

Mayor’s Message

City of Bunbury Annual Report 2016 - 2017 | Operational Structure5

On behalf of the City of Bunbury Council I am pleased to present the 2016/17 Annual Report. The purpose of this annual report is to inform our community in a clear helpful way highlighting the major achievements and areas for improvement during this period. This report includes a series of graphics that provides information in a pictorial way and shows trends in specific areas.

The City is very fortunate to have a dedicated workforce of close to 300 staff including full time, part time and casual positions. Our Executive team is second-to-none and has inspired, led and engaged with their Managers and their teams resulting in a high standard of delivery of a very broad range of services to our community. I continue to be impressed and inspired by their high standard of customer service, innovation and productivity improvements coming from individuals and teams.

The City Council approved a number of major projects for the year including the reconstruction of Koombana Drive at a cost of $4.3 million which was completed on time and on budget with minimal inconvenience to motorists. It is a credit to the contractor and our supervising staff. Another example of our strong partnership with the previous and

current State Government resulted in work beginning on Stage 1 of our major project over the next few years – the Transforming Bunbury Waterfront project. The State Government also invested in regional services located within Bunbury including a new fire station, State Emergency Services facility and the State’s second helicopter rescue service.

The City is in a very sound financial position ending the year with a cash surplus and about $21 million in reserve funds to be used mainly for future capital works. Our loan borrowings are within the acceptable industry range.

More than 700 seniors took advantage of the SilverSport grant to enrol at the South West Sports Centre, Bunbury Bowling Club and other recreational providers as an incentive to remain as physically and mentally healthy as possible through active participation. A significant investment in new gym equipment resulted in an increase in attendance at the South West Sports Centre.

Other highlights include continuation of waste minimisation, increased community safety with installation of more street cameras, the Bunbury Regional Art Galleries (BRAG) celebrated its 30th anniversary, the Bunbury Museum and Heritage Centre was opened and funding assistance continued to the Stirling Street Art Centre and BRAG. A number of community grants were also awarded to support sporting and other community events that attract visitors and their spending, which

supports local hospitality businesses and employment opportunities.

Council continued to invest in dual-use paths, road works, drainage works and improvements to parks and gardens. In a continuing shift from the traditional role, our two libraries provided a broad range of services to assist community learning and participation.

Town Planning Scheme 8 was adopted by Council and is waiting on Ministerial approval before it becomes effective.

Our City is attracting more interest as a great place to live, invest and visit. There has been substantial investment in new and refurbished buildings with 318 development applications received during the period.

Our community surveys have indicated areas we can improve. We continue to focus on those and other areas to constantly examine ways we can do things better.

I record Council’s appreciation to the City staff, volunteers, organisations and community member that collectively make Bunbury the paradise that it is and I commend the report to you.

Gary Brennan City of Bunbury Mayor

2016/2017 Highlights

4

SWSC attendance

p 1.3% on previous year

City of Bunbury Annual Report 2016 - 2017 | Executive Summary

Total green waste composted

7,254 tonnes

Upgrades to Koombana Drive

$4.3 million

Victoria Street road closures

for events

3

Events funding applications

received

32

Events permits

approved

139

SilverSport applications

receivedMore than

700

Applications for development

approval

318

New DFES/RAC Rescue Helicopter base

completed creating

14 full time jobs

Total waste diverted from

landfill

10,215 tonnes

Length of footpaths or

cycleways created or upgraded

6,018 lineal metres

Area of roads resealed or upgraded

32,201square metres

Parking bay vacancy rate

in CBD

32.5%

Total waste per household:

546kg

q 13.6% on previous year

Bunbury Regional

Art Galleries celebrated its

30thbirthday


Council


The Council of the City of Bunbury is made up of 13 elected representatives, comprising 12 Councillors plus a popularly elected Mayor. The Deputy Mayor is elected by the Council following each ordinary local government election.

Councillors are elected for a four-year term, with half of their terms expiring every two years. Local Government elections are currently held on the third Saturday in October every two years; the next ordinary election being 21 October 2017.

Council meetings are held on Tuesday evenings on a fortnightly meeting cycle, with agenda briefings taking place on the alternate Tuesday.

Councillor Remuneration

In accordance with the Local Government Act 1995 Mayor Gary Brennan received a Mayoral Allowance of $60,000, Mayoral Sitting Fee of $29,500 and a Communications and IT Allowance of $3,500. Each of the Councillors received a Councillor Sitting Fee of $24,360 and a Communications and IT Allowance of $3,500, with Deputy Mayor Brendan Kelly receiving an additional $15,000 Deputy Mayoral Allowance.

Councillor Meeting Attendance

The number of Council and Committee meetings held during the year ended 30 June 2017 and the numbers of those meetings attended by each Elected Member is as follows:

Ordinary Council Special Council

Mayor Gary Brennan 22/24 1/1

Deputy Mayor Brendan Kelly 24/24 1/1

Cr Murray Cook 23/24 1/1

Cr Wendy Giles 19/24 1/1

Cr James Hayward 23/24 1/1

Cr Judy Jones 24/24 1/1

Cr Betty McCleary 22/24 1/1

Cr Monique Warnock 20/24 1/1

Cr Jaysen Miguel 22/24 1/1

Cr Sam Morris 24/24 1/1

Cr Joel McGuinness 17/24 0/1

Cr Michelle Steck 21/24 1/1

Cr Karen Steele 18/24 1/1

Deputy Mayor Brendan Kelly: term expires 19 O

ctober 2019

Councillor Wendy Giles: term expires 21 O

ctober 2017

Councillor Michelle Steck: term expires 21 O

ctober 2017

Councillor James Hayward: term expires 21 O

ctober 2017

Councillor Betty McCleary: term expires 19 O

ctober 2019

Councillor Judy Jones: term expires 21 October 2017

Councillor Karen Steele: term expires 21 O

ctober 2017

Councillor Jaysen Miguel: term expires 21 O

ctober 2017

Councillor Sam Morris: term expires 19 O

ctober 2019

May

or Gary Brennan: term expires 21 October 2017

Councillor Joel McGuiness: term expires 19 O

ctober 2019

Councillor Murray Cook: term expires 19 O

ctober 2019

Councillor Monique Warnock: term expires 19 O

ctober 2019

Chief Executive Officer’s Message


I am pleased to provide my report for the 2016/17 Annual Report as Acting Chief Executive Officer. This report will recap the achievements of the City of Bunbury and the key issues we have faced over the past 12 months. Bunbury continues to develop and grow whilst offering vibrancy, choices of lifestyle as well as providing leadership in the region as the second City to Perth.

The past year has seen significant advancements in a number of areas and with key projects, which include;

• Works began on the redevelopment of Koombana Bay

• Local Planning Strategy and Local Planning Scheme No. 8 approved by Council and submitted for Ministerial approval

• Construction contract for the City’s new Works Depot at Picton awarded.

• Local Area Plan process for the Racecourses and Nuytsia Avenue/Ecclestone Street/Barr Road precinct began

• Koombana Drive upgrade completed

• Civic and Cultural Precinct plan began

• Review of CBD parking arrangements completed with a relaxation of street parking and shoppers car parking

• Regional Animal shelter completed

• Wither’s Library upgrade completed

• Bunbury Museum and Heritage Centre opened to the public

• The sale of Cornwall Street carpark

• Entering into a MOU with Department of Communities (Housing) and South West Development Community for the Withers Urban Renewal program

The City has continued to focus on improving its financial position and applying more resources to the care and maintenance of the City’s assets valued about $550 million. This work will continue and the community can expect to see guided investments in existing assets and transparency in what the whole-of-life costs are for proposed new infrastructure.

At the same time, the City is acutely aware of the challenge of finding the balance between asset management and the provision of new infrastructure versus the community’s capacity to absorb any rate increases. These competing demands have driven the administration to identify more cost savings and efficiencies and to seek external revenue sources where possible, in order to reduce the burden on our Ratepayers. We continue to focus on delivering value-for-money for our community.

Collaboration with key stakeholders remains a priority for the City. Today’s environment, more than ever, requires us to work in close

association with others to achieve quality outcomes. I am proud to advise that the City has worked very closely with our Bunbury Geographe partners including the Shires of Harvey, Dardanup and Capel, as well as other local governments in the South West. The City is also establishing relationships with metropolitan local governments who are seen to be leaders in the areas of community engagement, activation and economic development, so we can share ideas and learn from each other.

We also engage regularly with the Chamber of Commerce and Industry, the SWDC, RDASW, Southern Ports, local and federal parliamentarians and the government of the day to advance opportunities for Bunbury and the region. The City has continued to actively participate in the implementation of the Bunbury Geographe Growth Plan, the Bunbury Geographe Regional Tourism Strategy and the South West Regional Waste Project.

I would like to take the opportunity to thank the Council and all the staff at the City for their ongoing support and their commitment to the Bunbury community. Many staff continue to provide service that goes above and beyond what is required and without seeking additional reward or recognition. The City would not continue to improve and evolve without the efforts of our fantastic dedicated staff.


Change continues around us and the City has lost experienced and valuable staff and has brought new staff into the organisation that bring new energy, ideas and experience to the City of Bunbury.

I thank outgoing Chief Executive Officer, Andrew Brien for his six years of leadership and direction. Andrew made a significant contribution and we wish him well in his new role as CEO at the City of Bayswater.

I joined the City in January as Director of Planning and Development and assumed the Acting CEO’s role in April, as Council resolved that the position of CEO would be determined by the newly elected Council, post the October 2017 local government elections.

The Executive Leadership Team and the Management group who deal with many complex matters are deserving of special thanks as they work through the strategic and operational issues that the City faces.

The year ahead is an exciting time for Bunbury as projects are completed, our community engagement is enhanced and we grasp the opportunities that are afforded to us. Together with the staff, I look forward to working with the Council and the community in seeing Bunbury advance even more.

Thank you,

Malcolm Osborne Acting Chief Executive Officer

Acting Office of the Chief ExecutiveMalcolm Osborne• Corporate Governance

• Audit and Risk

• Media and Communications

• Corporate Marketing

• Contracts and Procurement

• Fleet Management

• Finance

• Major Projects and Property

• Organisational Development and Human Resources

Director Planning and Development ServicesMalcolm Osborne• Community Law, Safety and Emergency

Management

• Development Assessment and Building Certification

• Environmental Health

• Sustainability, Planning and Urban Design

Director Corporate and Community ServicesStephanie Addison-Brown• Arts and Culture

• Corporate Information

• Customer Support

• Tourism and Events

• Information and Technology

• Sport and Recreation

• Library Services and Community Development

• International Relations

Director Works and ServicesGavin Harris• Building and Trades

• Civil and Open Space Operations

• Engineering Transport and Traffic Management

• Infrastructure and Assets

• Waste Operations

10

Enhancing community well-being and the quality of life for the people who live and work in Bunbury. Our objectives are to:

1.1 Establish Bunbury as the most accessible regional city in Australia by 2020

1.2 Promote and celebrate multiculturalism

1.3 Improve literacy through the delivery of library services

1.4 Increase participation in sport and leisure activities

1.5 Celebrate and recognise the richness of our arts, culture and heritage

City of Bunbury Annual Report 2016 - 2017 | Key Priority Area 111

Key Priority Area 1

Community and Culture

Sky Fest Australia Day Celebrations

The City of Bunbury SkyFest Australia Day Celebrations is one of the largest Australia Day events in regional Western Australia. Held on Thursday 26 January 2017 at Bicentennial Square and the Graham Bricknell Music Shell, the event attracted an estimated crowd of 40,000 people.

The day kicked off at 6.30am with the annual breakfast provided by the Bunbury Silver Chain fundraising committee which raised in excess of $4000, followed by the Bunbury Runners Club Australia Day Fun Run leaving from the Leschenault Inlet at 7am. The Mayor’s

Citizenship and Awards Ceremony took place from 8.30am at the Shell where 33 new Australian citizens were welcomed.

The afternoon festivities began at 4pm and included a range of live music and entertainment complemented by food and market stalls, free activities, rides and amusements, a seniors space, and of course the highly-anticipated fireworks display. A large portion of entertainment and activities were provided free to the community, making it financially accessible for all, with costs only being for sideshow alley, Lions train rides (organisation fundraiser) and market and food stalls.

Events

Christmas in the City

Christmas in the City was held on Sunday 11 December 2016 from 3pm to 8.30pm at Bicentennial Square and the Graham Bricknell Music Shell, combining the street parade and Carols Concert into one successful event. Despite steady rain on the day, Christmas in the City attracted an estimated crowd of 8000-10,000.

The event invited locals from the Bunbury Geographe region to come together in celebrating the beginning of the festive season

with a free, accessible, and inclusive event. The afternoon included activities, market stalls and food vendors at Bicentennial Square and the iconic street parade through the Bunbury CBD followed by the Carols Concert at the Shell.

The Community Candle Competition was held for the second year encouraging community groups and not-for-profit organisations to nominate as one of three beneficiaries to receive money raised from the sale of battery-operated candles. Two groups applied; South West Refuge, and SAFE Bunbury. The total amount raised for South West Refuge was $756.55, with $700.05 being raised for SAFE Bunbury.

Arts and Culture Bunbury Regional Art GalleriesIn February 2017 Bunbury Regional Art Galleries (BRAG) celebrated 30 years since being established in the unmistakeable pink former convent building in Bunbury’s CBD. BRAG has grown to become WA’s largest regional art gallery serving the Bunbury Geographe region and a wider catchment across the South West. To mark the birthday occasion an exhibition of artworks selected by each of BRAG’s six directors was assembled. Titled The Directors’ Cut the exhibition demonstrated the range and strength of the City of Bunbury Art Collection and was opened by the Director General of the Department of Local Government, Sport and cultural Industries Duncan Ord OAM.


Bunbury Museum and HeritageIn November 2016 many years of debate, advocacy and planning came to fruition when the new Bunbury Museum and Heritage Centre was opened by former Minister for Health, Culture and the Arts the Honourable John Day. The historic, former Paisley Centre building underwent a major restoration before the museum fitout could take place. The museum’s opening exhibition explored Bunbury’s stories beginning with the deep heritage of Noongar culture and traversing early explorers, settlers, shipwrecks, the port and street life using interactive technologies wherever possible.

16/17 Grant Funding Program - EventsTogether with City of Bunbury staff, the Bunbury Events Advisory Group (BEAG) had the task of selecting successful applicants for the events category of the annual funding program, which saw a wide range of events complement the Bunbury Geographe events calendar to provide social and economic benefits to the City.

A total of 32 applications were received with the successful applications sharing in a funding pool of $250,000, including:

• Back Beach Bike Blast

• Bunbury Food Truck Fiesta 3

• Bunbury Food Truck Fiesta 4

• Bunbury Markets

• Chinese New Year

• Country Coastal Junior Soccer Carnival

• Diwali Festival of Lights

• Surf to Surf Fun Run

• Outside the Box

• Swimming WA Open Water Swim Series - Round 9

• Targa Bunbury Sprint Show & Shine

• 3 Waters Running Festival

• Touch Football WA Indian Ocean Cup

• Touch Football WA State Championship

• WA Junior Sedan Championship

• Bunbury 4WD Boating & Camping Show

• Bunbury Fringe Festival

• CinefestOZ

• South West Fashion Festival

• South West Multicultural Festival

• South West Seniors Expo

• WA Performing Arts Eisteddfod

• Groovin the Moo

Victoria Street Closures Throughout summer 2016/17, the City of Bunbury in partnership with a number of groups trialled the Victoria Street closure program in December 2016 and January and February 2017.

The following three events were held, all involving road closures along various sections of Victoria Street with the intention of activating foot traffic and atmosphere in the CBD during the warmer months.

1) An Artisan Fayre in conjunction with What’son Events was held in December 2016

2) A parkour competition delivered alongside X5 Freerun in January 2017

3) A Street Party as part of the inaugural Fringe Festival in February 2017

The trial proved to be successful with Council establishing the CBD Summer Event Fund with a budget of $15,000, with the same aim of getting people onto the street and spending time in the city.

Community DevelopmentYouth Advisory Council (YAC)The Youth Advisory Council (YAC) has continued to positively evolve over the past 12 months. The members of YAC are feeling empowered, motivated and are operating as young leaders in our community. YAC members actively participate in the planning and delivering of programs, projects and events. In 2016/17 YAC developed The YAC Effect. This Strategy will provide the City of Bunbury and youth with a clear direction to build on its foundation of success and achievements. This includes:

• YAC Vision - To develop and create an inclusive multicultural community which embraces youth and families to live and grow.

• YAC Mission - Through listening and building relationships in the community and to lead and connect young people so they can be empowered to use their voice to contribute to the growth of the Bunbury Geographe Region.

Induction Video

The City of Bunbury produced a disability-awareness video during the year. This video follows the lives of the three individuals with disability who have overcome challenges in their workplaces and their communities. This video has been delivered to all City of Bunbury employees and launched at a community event in mid-2017. It was positively received by local agencies and stakeholders. A number of agencies were provided copies to use for their own induction process and disability-awareness training.

Libraries and Learning

Library Management System

Eleven local governments from the South West region formed the South West Library Consortia (SWLC) with the aim to secure a single Library Management System (LMS) across the region. Over the past three years, officers have met to work on securing a shared LMS for their local governments. This includes officers from City of Bunbury, Shire of Dardanup, City of Busselton, Shire of Capel, Shire of Harvey, Shire of Manjimup, Shire of Donnybrook-Balingup, Shire of Bridgetown-Greenbushes, Shire of Boyup Brook, Shire of Waroona and the Shire of Nannup. The SWLC has been very successful by capitalising on the combined knowledge and experience of the consortia members.

The new LMS, entitled SirsiDynix Symphony, was implemented at Bunbury and Withers Library in December 2016.

The LMS allows library customers to utilise combined services, receive a simplified service and have access to a significantly larger collection.

Engaging with our Community

More than 4000 children and more than 600 adults in 2016/17 enjoyed coming to the library to engage in a broad range of programs and events. These programs and events include:

• Adults: Live and Learn Sessions, health and well-being, Meet the Author

• Children: crafts, movies, health and well-being, a visit by the WA Ballet Company, drumming lessons, school holiday activities, StoryTime, Babies Books and Rhymes

• eClasses: analogue and smart phone/tablet technology

• Local and international promotions: Reading Hour, Children’s Book Week, International Games Day, National Simultaneous StoryTime

• Involvement in external events: – Grandfamilies Day, South West Careers Expo, visits to local schools, children’s reading programs at local kindergartens/childcare centres, NAIDOC Week, Seniors Week and the Home Library Service.

M8 the Call Can W8

The M8 the Call Can W8 campaign aimed to educate the community and remind drivers that the use of mobile phones while behind the wheel is a distraction from the task of driving. Any distraction or inattention increases the risk of a crash. The campaign began in 2014 with the City of Bunbury and Shire of Dardanup working together and in 2015 also involved the City of Mandurah, Shire of Collie, Shire of Bridgetown-Greenbushes and local Police. In 2016, the Bunbury RoadWise Committee received a grant from the Road Safety Commission to conduct a regional campaign promoting the M8 the call can W8 message. The campaign included stickers, radio and television advertising and variable message boards (VMB) on key locations during the Easter 2017 period. The VMB were located adjacent to highway Laybys as an area motorists could pull off the road and check their phones and reply to messages, encouraging them to turn their phones off while driving. The campaign received state and national media coverage. The television commercial featured members of the City’s Youth Advisory Council Committee.

Access and InclusionMost Accessible Regional City in Australia (MARCIA)

In August 2016, the City hosted a Most Accessible Regional City in Australia (MARCIA) launch event at the Bunbury Regional Entertainment Centre. The event hosted inspirational speakers specialising in citizenship, human rights and social inclusion

as Bunbury moves forward in becoming the Most Accessible Regional City in Australia. Human rights activist and former Disability Discrimination Commissioner Graeme Innes, international speaker Professor Tim Stainton as well as members from the City of Bunbury Community Access Committee were in attendance. Positive feedback was received from members of the community, including:

‘It was awesome to see the local government addressing these issues in a very passionate way’.

A review of the Disability Access and Inclusion Committee (formerly the Community Access Committee) governance model will continue to inform City officers and Councillors on access issues and considerations for various projects, including new street signage, design of intersection upgrades and upgrading community facilities to be more accessible and inclusive.

Queens Garden toilet refurbishment

This aged public toilet facility underwent a major internal refit including improved accessibility. The design incorporates male and female accessible toilets, hot water showers and baby change tables to each of the two compartments.

Withers Library

A new accessible toilet was constructed to the rear of the Withers Public Library this facility is available to the various groups that utilise the grounds of the Library such as play groups and patrons of the Community Garden.

City of Bunbury Annual Report 2016 - 2017 | Key Priority Area 112 City of Bunbury Annual Report 2016 - 2017 | Key Priority Area 113

Number of Permits issued in 2016/17

Events Permits 139

Wedding Permits 52

Busking Permits 32

Street Appeal Permits 37

Information Distribution Permits 35

Banner Permits 21

Billboard Permits 3

Total Permits Issued 319

Sport, Recreation and Leisure ActivitiesSouth West Sports CentreThere were 525,992 visits to the South West Sports Centre (SWSC) in 2016/2017 which is a 1.29% increase from 2015/2016.

SWSC’s membership target for 2016/2017 was $1,290,000, this was exceeded by $239,160 totalling $1,529,160 for the year.

The SWSC hosted many significant events throughout the year including:

The University Games

Nina’s Women’s Triathlon

Perth Wildcats preseason basketball game

Rotary Club Science Challenge

Aged Care Games

Laurie Lawrence at Little Lappers

In February and March 2017 the SWSC received a makeover and $750,000 worth of new equipment. This included new cardio, strength; both free weights and pin-loaded equipment. The new equipment has built-in technology which has the ability to coach, count and motivate the user. This is the first of its kind in the Bunbury Geographe region. The Fit for Life Suite received a similar range of new equipment meeting the wide range of demographics that use the room. The new equipment has allowed centre staff to offer more classes to utilise the room. Also included in the makeover were 32 BodyBikes and group fitness steps and weights. SmartBike users can

charge their phones while they ride as well as link into fitness apps to track their workout progress.

The Aquarium Café underwent a refurbishment which included new walls and bench tops to the café-serving area and updated equipment.

KidSport ProgramThe Department of Local Government, Sport and Cultural Industries KidSport program was once again a great success with the City paying $80,000 towards sport and recreation clubs registration fees for families who are struggling financially, thus ensuring these sporting and recreation activities are accessible for all.

Over the past four years, the City has administered over $387,968 through the KidSport program providing 3211 children between the ages of 4 to 18 with assistance in paying sport and recreation club registration fees.

SilverSport ProgramThe City of Bunbury was chosen as one of two Local Governments in the South West to take part in the Department of Local Government, Sport and Cultural Industries pilot SilverSport program.

SilverSport supports seniors aged 60 years and over to participate in sport and active recreation. The program also allows eligible seniors to apply for financial assistance to contribute towards sporting club memberships and physical activity program fees of up to $200 per person.

The City of Bunbury was provided with $148,500 in funding to launch the SilverSport program which was officially launched in April 2017. To date more than 700 applications have

been processed providing more than $119,000 to seniors to take part in a wide variety of sporting activities from gym, aquatics and group fitness activities/classes to croquet, bowling and golf.

Club Development Officers SchemeThe Club Development Officer provided a number of workshops throughout 2016/17 with more than 100 people attending all workshops throughout the financial year.

• Good Sports Workshop

• Liquor Licensing Refresher Workshop

• Good Club Governance (Club Business Workshop)

• Social Media (Club Talk) Workshop

• Grant Writing Workshop

SWSC and Bunbury Swimming Club PartnershipIn June 2017 SWSC created a partnership with the Bunbury Swimming Club to enable qualified sports centre staff to provide specific training programs for the clubs elite national swimmers. The program was designed to strengthen the swimmers weaker areas and improve their overall strength and swimming ability. SWSC provided regular fitness assessments and measurements with the elite swimmers to track their progress.



Plan and facilitate effective and efficient infrastructure and transport networks to meet the current and future needs of our community. Our objectives are to:

2.1 Maintain transport infrastructure at levels consistent with community expectations;

2.2 Maintain a high standard of recreational open space and facilities;

2.3 Maintain a high standard of community infrastructure.

Civic and Cultural PrecinctThe City has engaged Bollig Design Group for the Civic and Cultural Design. This follows community engagement and consultation conducted in November 2015 for ideas on the development of the Souths carpark site. The design is to incorporate a multi-level carpark, public open space, connection to the Art Gallery and potential commercial options. The design is to be finalised for Council endorsement early 2018.

Back Beach SheltersBuilding and Trades completed construction of a third new sun shelter along Ocean Drive, these shelters replace the aged infrastructure which are reaching the end of their useful life.

Holman Street CarparkA new public toilet facility was installed adjacent the Holman Street Car Park, this facility complements the redevelopment of this area. The design consists of a Universal Access Toilet and an ambulant cubical.

Community Sport and Recreation Facility Funding (CSRFF) ProjectsThe Community Recreation team aided the Bunbury Surf Lifesaving Club in obtaining funding through the Department of Local Government Sport and Cutural Industries Community Sport and Recreation Facility Funding (CSRFF) program to refurbish the male and female ablution blocks in their facility. The development work was completed in April 2017

with the club already gaining the benefits of the upgrade.

Hay Park Multi Sports PavilionThe fit-out at the Hay Park Multi Sports Pavilion was completed in April 2017 with tables, chairs, electronic whiteboard and fridges all being distributed evenly amongst the two sides of the pavilion.

Bunbury SES Headquarters and Incident Control Centre The completion of this project occurred on target, with practical completion and handover occurring on 31 August 2016. Subsequent to the handover, the SES Unit then occupied the new facility on the 9 September 2016, vacating their previous headquarters adjacent to the Council Depot in Ecclestone Street. The facility was officially opened by the Honourable John Castrilli MLA, on 25 February 2017.

Path InfrastructureFour-hundred and sixty-five metres of footpath was upgraded in the 2016/17 financial year in the following areas:

• Parkfield Street, 170m• Frankel Street, 90m• Edward Street, 100m• Minninup Road, 105m

A further 1040m of footpath/cycleway was added to the City’s network in the following areas:

• Bussell Highway cycle way link between Washington Avenue to the Centenary Road, 950m

• Westwood Street 90m.

Road Infrastructure

Road Reseals and Upgrades

Works were completed in the following areas:

• Upgrade to the intersection of Koombana Drive and Austral Parade $138k;

• Upgrade to the intersection of Parade and Crampton Avenue $544k;

• Upgrade of Koombana Drive from Wally Crowd reserve to Anchorage Cove $3.7m;

• Upgraded the western section of the Edward Street eastbound lane as part of the works for the new Aldi Store, $180k;

• Renewed the footpath, seal and drainage associated with the Frankel Street shopping precinct $190k.

Drain Upgrade and Replacements

The stormwater improvements are part of an ongoing program that improves access to stormwater infrastructure and confidence that the drainage is capable of operating to its design parameters.

• Upgrade to the stormwater network along Kelly Street $78k;

• Upgraded stormwater, road seal and footpath, Minninup Road from Spencer Street to Properjohn Street $360k.

• Upgrade of stormwater network, Picton Road from South Western Highway to Henley Street $100k

Transforming Bunbury’s Waterfront: Koombana Foreshore Revitalisation

The State Government announced in May 2016 funding for Stage 1 of the Transforming Bunbury Waterfront. The City appointed Cardno (WA) Pty Ltd to progress this part of Koombana Bay and Casuarina Drive Master Plan to detailed design and enable the appointment of the construction contractor. Ertech Pty Ltd was the successful tenderer and the project began on 26 April 2017. The project will deliver a pedestrian promenade along the beach, revamped kiosk and public amenities, improved beach access, including disabled access, amphitheatre and shaded areas, construction of an accessible playground, increased parking and new raised footbridge connecting the bay to Koombana North. It is anticipated that the project will be completed for Christmas 2017.

Key Priority Area 2

Transport and Infrastructure


The monitoring of existing parking bays within the CBD has continued to ensure adequate numbers of each type of parking bays are provided at locations around the CBD. As a result there were a number of changes made with regards to the time limits and the dedication of parking for specific user types. The changes included the relocation of parking to accommodate the introduction of alfresco dining areas or change to CBD business.

Parking staff undertook the replacement of 40 parking machines within the CBD. The machines replaced ageing stock and enabled the City to reintroduce credit card facilities to prime CBD street locations. The replacement of the machines was undertaken over a number of months without any impact to motorists. Staff also upgraded another 100 machines to ensure they remained compliant with the recently changed requirements for credit card security.

The pay-by-phone system PayStay was introduce in 2015 and has continued to increase in popularity with motorists as it negates the need of motorists to obtain a ticket from the ticket-issuing machine and predetermine the parking period. Due to its rising popularity, staff worked with the provider to enable the service to be provided on-street. Plans have now been established to introduce the system, including the establishment of a web-based map.

Staff continued to prepare and implement

traffic management plans for number of major and minor events including the Surf-to-Surf Fun Run, Bunbury Three Waters Running Festival, SkyFest Australia Day Celebrations, Christmas in the City, Anzac Day, Dunstan Street Christmas lights, Remembrance Day and Victoria Street closures.

Airport

The Department of Fire and Emergency Services (DFES) established a rescue helicopter facility at Bunbury Airport on 1 February 2016, operating from a temporary facility until the $7 million permanent facility was completed on the 14 December 2016.

The rescue helicopter service provides a 24/7 service and has resulted in the creation of 14 fulltime positions. It is anticipated that the rescue helicopter will undertake 300 missions per year. Council Officers are currently working with DFES to establish a weather station adjacent to the airport which will increase the efficiency of the rescue helicopter, water bombers and Royal Flying Doctor Service operations.

Seven hangars have been constructed in the new development area adjacent to the rescue helicopter base, with several more hangars in the planning stage. Fifteen of the 20 hangar sites created within the new development area have been leased. Two existing hangars were relocated, in accordance with the Airport Master Plan, to allow the connection of two taxiways.

Table 1 2012/13 2013/14 2014/15 2015/16 2016/17

Average vacancy rate

33.5% February

35.5% August

24.75% February

34.75% August

30.04% February

28.72% August

30.56% February

31.9% August

31.51% February

40.34 August

Table 2 2013/14 2014/15 2015/16 2016/17

Parking public complaints received 436 760 450 406

Parking cautions issued 6111 8092 5123 7794

Parking infringement issued 9017 10176 8442 7836

Local Law cautions issued 324 42 28 50

Local Law infringements issued 278 129 111 131

Traffic and ParkingAs part of the ongoing process of monitoring parking rates within the CBD, Parking Officers have continued to undertake the average occupancy surveys.

The comparison of the average vacancy within the CBD is indicated in Table 1.

Parking officers continued to monitor parking areas within the CBD (both on-street and in car parks) as well as monitoring the parking in other areas i.e. schools, shopping centres and areas outside the CBD where parking restrictions apply.

A summary of parking statistics are provided in Table 2.

20

Guide development and land use to ensure future generations enjoy a sustainable city and a genuinely desirable lifestyle. Our objectives are to:

3.1 Undertake assessments of the City’s key natural areas, activity centres and streetscapes to identify opportunities to improve biodiversity

3.2 Mitigate and adapt to the possible impacts of climate change

3.3 Improve public health and safety

3.4 Facilitate urban design, diversity of land uses, and enabling infrastructure

3.5 Deliver sustainable waste management services

20 City of Bunbury Annual Report 2016 - 2017 | Key Priority Area 321

Landscaping and Open Space

As part of the Leschenault Inlet Master Plan a project was undertaken to beautify and improve the Friendship Gardens. Six arbors were installed in Queens Gardens to provide an inviting entry statement into the Friendship Garden and Blossom Boulevard that lines the path through Queens Gardens. The arbors were well received and the project was completed within the budget allocated.

Following extensive research into innovative/alternative technologies, a Hydrosmart Unit was installed at Pelican Point to assist with the water-quality issues associated with the bore-fed irrigation system. The Hydrosmart uses electric resonance frequencies to not only neutralise bonds but break existing bonds bringing elements back into solution, reducing chemical reactivity.

The medians of Strickland Street were revamped with the removal of existing vegetation and reinstatement of low maintenance water wise native shrubs, groundcovers and mulch.

Various landscape improvements across the City were undertaken though notably a significant amount of landscaping upgrades were undertaken along Koombana Drive. Permeable pebble paving was installed in the new medians along Koombana drive, Ecoblanket was installed along the bank of Koombana Drive, about 4300 plants were

installed into Wally Crowd Reserve as well as a significant number of trees. City staff worked alongside Bunbury Senior High School Shed Works program students to install the 4300 plants into Wally Crowd Reserve. Mulching was undertaken at Richmond Street Reserve, Wally Crowd Reserve as well as at the Austral Parade and Estuary Drive/Koombana Drive intersections.

A single plate accessible barbecue was installed at Pelican Point. The cooktop is positioned so that wheelchair users can reach the cooktop with ease but such that small children can’t reach the hot surface. The stainless steel construction means it is corrosion resistant, durable and vandal resistant.

In addition an accessible drink fountain was installed at St Paul’s Square to replace the no longer serviceable fountain.

Shade sails were installed at Bicentennial Square over a large area in front of the Graham Bricknell Music Shell and were well utilised, following their installation, during events.

During 2016/17 City staff planted more than 14,000 plants and about 500 trees. Trees were planted in Hay Park, Sundew Park, Wally Crowd Reserve, median of Koombana Drive between Austral Parade and Estuary Drive and in road reserves of residential streets. The tree planting is part of an ongoing program to add appeal to Bunbury’s green spaces.

Ranger Operations

The City investigated numerous reports related to alleged breaches of various legislations including the Dog Act, Litter Act, Local Government Act and the Off-Road Vehicles Act. The road on which the Regional Animal Shelter and Pound is located off South Western Highway has now been formally named as Mayfair Road. The facility has continued to develop and is being used regularly by the Shire of Dardanup. Staff has continued to work closely with community organisations responsible for caring for unwanted animals such as Saving Animals From Euthanasia (SAFE) and the South West Animal Rescue (SWAR) to rehome unclaimed cats and dogs impounded by the City. Assistance has also been provided to the WA Police and RSPCA with regards to several animal welfare matters.

The requirement to micro-chip dogs and cats has improved the ability for Rangers to make contact with the owner of impounded animals through the national database. As micro-chip remains active for the life of the animal, pet owners do not always ensure the contact details are updated, as such Ranger staff ran an advertising program to remind pet owners to ensure their pet registration and micro-chip details are updated. This program has been a success and will be continued in future years.

There has been a decrease in the number of public requests relating to dog and cat control issues which may be the direct result of a more proactive and educative approach by Rangers.

Closed Circuit Television (CCTV) SystemThe City has a total of 52 public CCTV cameras comprising of 29 cameras operating in the City centre and 23 cameras operating in the Withers area including two new cameras covering the lanes of Westwood Street and Davenport Way.

The CCTV system is monitored by City staff on Friday and Saturday nights and Police have unlimited access to all cameras. Should footage be required by the Police to assist with an incident or to identify alleged offenders, various criminal and unlawful activities, Ranger staff is able to provide a copy of the requested footage.

During 2016/2017 there were 806 incidents recorded by the City’s CCTV monitoring staff.

As a result of a successful grant submission, the City received $370,000 to upgrade the existing CCTV system. Work began on the replacement of the old cameras and the installation of 15 new cameras. When completed, the City’s CCTV network will be compliant with the Australian and New Zealand Police recommendations for CCTV systems. This will make the City eligible to integrate with the WA Police Connected Solution project that will be able to see a network of CCTV systems from around the state.

Key Priority Area 3

Natural and Built Environment



Bushfire – risk assessment, inspection and education Prior to the bushfire season, all properties likely to be declared as bushfire prone (under the new State Government Bushfire Risk Model) were assessed for their bushfire-risk level. The assessment was undertaken using the City’s new-risk assessment protocols. Any property owners whose properties were assessed as Very High or Extreme were offered bushfire-risk assessment advice and information. It was envisaged that the number of residents who did not comply with the requirements of the Council’s Bushfire Notice will remain relatively low into the future, as residents will have a clearer understanding of bushfire risk and preparing their property for bushfires.

It is also intended that those areas of highest risk be subjected to an enhanced community engagement/education campaign, to encourage a shared ownership of these risks. The City’s inspection and enforcement regime would then also focus on the high-risk areas, working at achieving demonstrable net risk reduction across the City.

Significant risk reduction work is currently underway or planned to the key sources of risk within the City, as a result of the risk identification and measurement process. Irwin Street Reserve was managed to reduce the risk to adjoining properties to be less than Very High. Significant risk reduction works (including burning) was conducted to the east of College Grove and the Edith Cowan University lands by contractors to manage the risk presented to

that community. These works are as a result of the owners of the land being presented with the City’s bushfire-risk assessments and choosing to manage that risk. Part of this work included significant mechanical fire-fuel removal around the Edith Cowan University, Manea College and South West Health Campus to improve fire protection for those assets. This represents some the most significant fire-risk reduction work undertaken within Bunbury in decades.

In addition, a protective burning operation was undertaken to bushland adjacent to the new Rescue Helicopter Base, prior to it being commissioned. This was to ensure that the risk of radiant heat from a bushfire would not damage the infrastructure, nor impede the capacity of the service.

Provide emergency incident managementDespite a relatively quiet fire season, the City’s Volunteer Bushfire Brigade and SES Unit did again respond to a number of incidents outside of the Bunbury area. The summer weather was relatively humid with light winds which meant any fires could be quickly dealt with, resulting in few fires developing to a dangerous extent. Similarly, storm weather was reasonably benign, with a reduced number of operations for the local SES Unit.

In May 2017, a City staff member was reaccredited by the State Government as an Incident Controller for significant emergency management, for a further three years.

Natural Disaster Resilience Program (NDRP)The NDRP program has been developed to improve the Bunbury community’s resilience to emergencies and has been underway for several years with this acclaimed program being finalised in June 2016. U-4-72 aims to educate the Bunbury community about emergency preparedness and equip people with the resources and confidence to remain resilient, in any emergency. The City has begun co-badging the U-4-72 resilient message, with the seasonal storm and bushfire campaigns, to continue the long-term emergency preparedness message to the community.

The City has been successful in receiving a grant of $12k to develop a Safer Community Network, which essentially develops the Neighbourhood Watch program into an all hazards engagement platform, assimilating and building upon the success of the Resilient Communities Network (U-4-72). WA Police and DFES are involved and supporting this initiative.

South West Emergency Management Alliance (SWEMA) The City of Bunbury continues to contribute to the SWEMA which is a collaboration of 12 local governments in the South West, developed to provide mutual support to one another, in response to the significant expectations of local governments, resultant from the Emergency Management Act (2005). The City currently provides two delegates to this committee.

Sustainability and Environmental Planning Regional Park Establishment and ManagementJune 2017 marked the finalisation of the four-year joint project between the City of Bunbury and the South West Catchments Council (SWCC) in advancing the proposed Preston River to Ocean Regional Park (PRORP). The project secured more than $900,000 in funding from the Australian Government and $288,000 from the City of Bunbury in addressing key on-ground management issues in the proposed park. Activities undertaken over the past financial year reporting period include in summary:

• installation of 240 metres of new fencing and three gates

• ongoing maintenance of kilometres of installed fencing

• installation of seven bollards

• carrying out of more than 80 hectares of weed control

• responsibility for dieback treatment

• installation of 18 signs and 12 trackside markers

• planting of more than 11,000 seedlings at eight revegetation sites

• undertaking of dune stabilisation at two sites

• community engagement through seven community events


During the past financial year the City of Bunbury continued to support the Department of Planning, Lands and Heritage in maintaining a fire-fuel reduced zone between residential dwellings and adjoining Maidens Reserve, which is part of the PRORP, through introduced grass and fumitory weed control and the planting of fire retarding plant species.

The City of Bunbury also continued to advocate for the formalisation and funding of the proposed PRORP through liaison with the State government, in view of the park’s importance as a conservation, recreation and education asset for the Bunbury Geographe region. Also, the City of Bunbury has continued to support the Department of Planning, Lands and Heritage with the establishment of the region’s second regional park, the Leschenault Regional Park, as requested through active participation in a technical working group.

Somerville Drive Extension and Rescue Helicopter Offsets

During the past financial year the City of Bunbury has implemented the fourth of five years of statutory management works at the Somerville Drive Extension Offset Site. Key activities undertaken include the planting of 5540 native seedlings, weed control, monitoring and compliance reporting to the State and Federal Governments.

The City of Bunbury also implemented the second of five years of statutory management works at the Bunbury Airport Expansion Project Offset Site. Key activities undertaken included

fox and feral cat control, Phytophthora dieback management, weed control, rubbish removal, monitoring and compliance reporting to the State and Federal governments.

Reserve Management Planning The City of Bunbury prepared a reserve management plan for the Boulters Heights parkland area during the last reporting period. The plan seeks to guide the future management of the reserve, and in doing so, seeks to protect and enhance its visual and recreational amenity, cultural heritage and conservation values whilst addressing risks onsite. Implementation of the plan will begin once funding has been secured through the proposed sale of several Council landholdings.

A rehabilitation plan was also prepared for Catalpa Park. This plan outlines a series of on-ground management measures which aim to restore the structure of the vegetation in degraded sections of the reserve. The on-ground measures include fencing, revegetation, interpretative signage, weed control and dieback management.

Local Bushland and Pest ManagementDuring the past financial year, the Sustainability and Environmental Planning team supported the management of City bushland reserves through:

• Control of aesthetic and environmental weeds around the foreshores of Big Swamp and the mangroves

• Removal of woody weeds, in particular Sydney Golden Wattle, from 28 hectares of bushland

• Selective removal of Typha (bull rush) from areas of Big Swamp to assist natural regeneration of bushland and improve water circulation

• Ongoing control of priority and declared weeds across all Council bushland reserves

• The ongoing maintenance of revegetation sites at Big Swamp, Irwin Street Reserve and Mindalong Beach

• Monitoring of foxes at Big Swamp

• Delivery of a joint project between the City of Bunbury, Main Roads Western Australia and the Bunbury Cemetery Board targeting the removal of a large infestation of Sydney Golden Wattle from a wetland located at the south east corner of the Bunbury Regional Cemetery and from a road reserve along Craigie Street in Halifax

The City of Bunbury continued to support the efforts of local volunteer conservation groups and school communities through the provision of equipment, materials and advice. Five ‘friends of groups’ including the Friends of Big Swamp, Friends of Hartley Anderson Reserve, Friends of Manea Park, Stewards of Katherine Chauhan Reserve and Marlston Coastcare Group, together with three schools, the Bunbury campus of the South Regional TAFE, Green Army and various others, collectively

contributed more than 1500 hours of volunteer labour towards the management of local bushland over the reporting period.

Ongoing monthly monitoring of groundwater and surface water levels continued at the Big Swamp regional parkland as part of the joint water level monitoring project between the City of Bunbury, Friends of Big Swamp and Leschenault Catchment Council (LCC).

Introduced Corella Control Program

The City of Bunbury’s introduced corella control program continued this year in response to on-going community concerns and potential adverse impacts on local native species. No corellas were captured or culled during the 2016/2017 financial year period due to poor attendance of the birds at trap sites, however the City of Bunbury supported the establishment of a control site on Bunbury Port Authority land where about 200 birds were culled during the reporting period. A trial of pyrotechnic bird dispersal products was also undertaken to assess their potential as a tool for dispersing birds from high impact areas.

In addition, the City of Bunbury participated in a Corella Coordination Group facilitated by the Western Australian Local Government Association (WALGA) in order to develop and implement a regional approach towards the control of introduced corellas.

Habitat Bunbury ProgramThe City’s Habitat Bunbury Program continued to support local environmental education through school grants and the provision of advice, including:

• $7235 was awarded to Cooinda Primary School to hold the 2017 Kids Teaching Kids (KTK) conference where more than 170 students presented the outcomes of their environmental research in a day of small workshops and environmental education. $4,600 was also granted to Cooinda Primary School for the 2016 KTK conference.

• $2000 was awarded to Newton Moore High School for the fabrication of osprey nesting poles which were installed by the Department of Biodiversity, Conservation and Attractions at Koombana Drive.

• $1426 was awarded to the St Joseph’s Catholic Primary School to undertake revegetation of Katherine Chauhan reserve and to attend the Wellington Discovery Centre ‘nearer to nature’ environmental education centre.

• $1880 was awarded to the Bunbury Cathedral Grammar School to install interpretative signage to create an educational loop walk around Big Swamp.

• $2500 was awarded to Bunbury Catholic College to undertake revegetation and fauna monitoring using camera traps in the bushland adjacent to the school.

Community Environmental Reference Group

Staff of the Sustainability and Environmental Planning Team also continued to provide support to the Leschenault Catchment Council and Leschenault Regional Biosecurity Group over the 2016/17 financial year period through attendance at meetings and workshops.

Staff gauged community satisfaction with conservation areas through feedback forms at community events and following up with schools and volunteer representatives (e.g. TAFE/Green Army) post engagement activities.


Contaminated Site Investigations and Management

During the past financial year the following contaminated site investigations were undertaken in accordance with the prioritisation process endorsed by a Department of Water and Environmental Regulation accredited contaminated sites auditor:

• Environmental management plan was prepared for Big Swamp.

• Asbestos management plan was prepared for Jaycee Park.

• An auditor was engaged to review previous contaminated sites investigations at the depot on Nuytsia Avenue.

• A Preliminary Site Investigation (PSI) was commenced for the historical nightsoil tip at the Donaldson Park trotting track.

Climate Change Adaptation

In keeping with its focus on the long term sustainability of Bunbury, the City has continued to participate in the Peron Naturaliste Partnership (PNP), which is a group of nine local governments that seek to collaborate on the management of coastal vulnerability issues. Key tasks undertaken during past the financial year have included:

• participation in a regional coastal monitoring program in order to obtain a better understanding of local coastal processes; and

• participation in the PNP’s Coastal Values Study, which seeks to obtain information on how the community values the coast in non-economic terms, in order to inform coastal hazard risk management in the future.

Similarly, in supporting its climate change adaptation program the City of Bunbury has continued to participate in a project reference group for a Department of Water-led project focussed on the development of a long term non-potable water strategy for the Bunbury Geographe region.

Mosquito Management

Environmental Health Services (EHS) implements a comprehensive mosquito-management program including monitoring of larval mosquito populations, adult mosquito trapping and identification, monitoring tidal movements and rainfall events, aerial and ground larvicidal treatments of mosquito-breeding sites, investigation of mosquito-borne diseases such as Ross River Virus and Barmah Forest Virus, investigation of complaints, and provision of data to the Department of Health WA (DoH).

EHS worked closely with neighbouring local governments to provide a comprehensive mosquito-management program for the Leschenault region. City of Bunbury and the Shires of Harvey and Dardanup collectively form the Leschenault CLAG (Contiguous Local Authority Group). The CLAG is eligible for funding from DoH to assist in undertaking mosquito-management activities.

EHS has worked in partnership with the Port of Bunbury since 2013 to undertake mosquito management on Port-owned land on a cost-recovery basis. This partnership has been successful in providing an effective mosquito-management program in areas that were previously not being controlled.

EHS coordinates the implementation of a jointly-funded mosquito awareness communications strategy throughout the region together with the City of Busselton and Shires of Harvey, Capel and Dardanup. Communications activities in 2016/17 included television, newspaper and radio advertising, website and social media placement, event displays and merchandise distribution to deliver key messages to target groups across the South West. The branding and messaging of the ‘Fight the Bite’ initiative, in conjunction with the Department of Health (DoH), has been incorporated throughout the communications materials.

The Leschenault region experienced an average year with regard to adult-mosquito numbers and the number of cases of mosquito-borne disease. There were 25 cases of Ross River Virus and no cases of Barmah Forest Virus notified in Bunbury over this period. Five aerial treatments and 77 ground treatments were conducted at established breeding areas. A total of eight complaints were received during the year from residents and businesses. Light traps were set on 11 occasions across the City to monitor and identify adult mosquito populations and assist with the resolution of complaints.

Public Health ComplianceEnvironmental Health Services (EHS) administers a wide range of public health related legislation to ensure suitable public safety and environmental health standards are attained. EHS staff conducts inspections of various types of buildings and businesses, assess applications for compliance, carry out

environmental monitoring and sampling, and investigate complaints.

On behalf of AQWEST, 660 water samples were taken throughout the Bunbury area in 2016/17 to ensure the drinking water supply complies with microbiological requirements. As part of the Department of Health bacterial-monitoring program, 122 water samples were

taken from popular recreational/swimming beaches. Two-hundred and five water samples were collected from public swimming pools and spas to ensure compliance with the Health (Aquatic Facilities) Regulations 2007. Other inspections undertaken included 109 inspections of tattooists, beauty salons and hairdressing establishments, 26 inspections of accommodation facilities and 126 inspections of public buildings.

Numerous complaint investigations were undertaken by Environmental Health staff and included the investigation of 11 complaints regarding keeping of animals, five complaints associated with rats/mice, 65 noise complaints, nine asbestos complaints and 23 pollution complaints. In some circumstances, investigations required staff to undertake further sampling, collect evidence, monitor noise levels or issue infringement notices.

EHS assesses event applications for compliance with public health requirements and conducts on site monitoring. During 2016/17, 158 events were assessed and 17 event inspections completed.

Health Promotion

Environmental Health Services conducted a number of health promotion activities during 2016/17 including event displays, media releases, and radio interviews on topics including safe swimming pools, wood smoke, mosquito-borne disease and food safety.

Meat InspectionThe City provides a meat inspection service to a local abattoir. Ante-mortem and post-mortem inspections were conducted of the following numbers of animals during 2016/17:

Beef 23,406

Lambs 111,887

Sheep 10,157

Pigs 40,972

Goats 1427

Deer 366

Safe FoodEnvironmental Health Services is responsible for enforcing the Food Act 2008 and Australian Food Safety Standards, and for registering all food businesses within the City. During the year, EHS staff completed 654 on-site assessments of registered food businesses and issued 295 written instructions, 14 formal letters, 10 improvement notices and one infringement notice to food businesses. In addition, staff investigated 14 food complaints, seven complaints regarding food premises and assessed 32 fit-out plans for compliance.

Twenty food recalls were completed during 2016/17. Food recalls can be initiated for a number of reasons including the presence of foreign objects, incorrect labelling, unsatisfactory levels of harmful bacteria or the food contains inappropriate levels of certain chemicals, or ingredients not permitted by the Australian Food Standards Code.


Public Health Plan

The Public Health Act 2016 received Royal Assent on 25 July 2016. The Act is being introduced in stages and will eventually replace the Health Act 1911 (which has been renamed the Health (Miscellaneous Provisions) Act 1911. The Public Health Act 2016 will provide a modern, flexible and proactive risk-based framework for the regulation of public health in WA. Stages 1-4 were implemented between July 2016 and September 2017. However, the Health (Miscellaneous Provisions) Act 1911 and all regulations made under that Act continue to be the main enforcement tools until all the provisions of the new Act are proclaimed. Stage 5 will require local governments to prepare a public health plan which is consistent with the State public health plan.

Work has begun on a Health and Wellbeing plan for the City which will:

• facilitate the creation of a vision for a healthy and sustainable community

• describe the current health profile of the local population and all its diversity

• determine key public health priorities

• raise awareness of factors that affect health and wellbeing

• facilitate an integrated whole of Council approach

• provide a process for the City to assess, review, and respond to current and future health needs, issues and emerging trends based on best practice and evidence-based decision making processes

• support the development of healthy local communities

• allow for greater community participation and development on health issues

• align with and provide strategic links and relationships with local, state and national strategic plans and policies that impact on health and wellbeing

• facilitate the development of collaborations and partnerships with key stakeholders

Waste ManagementThe City of Bunbury Waste Department collected from residential, commercial and

through the McCombe Road transfer station a total of 16,562 tonne of material, 10,123 tonne was diverted from landfill giving a 61% diversion.

The table below shows the full breakup of collection sources per tonne:

Over the past four years the City of Bunbury has led by example in the kerbside recovery rate compared to other local governments with a similar population. The City of Bunbury has for this year and the previous two years sat comfortably on a 61% diversion well above the target set by the Waste Authority and more than double the percentage of similar councils.

The City of Bunbury community as a whole including commercial businesses that utilise our commercial services have done an excellent job in their efforts to divert from landfill.

Kerbside recovery rates: 2012-13 2013-14 2014-15 2015-16

Your local government 23% 56% 61% 61%

Average for local government with similar population

16% 22% 26% 24%

Waste strategy target* for municipal waste(2015-2020)

30% 30% 30% 50%


The key elements that will ensure the future sustainability of Bunbury are a strong economic base that reflects competitive advantages and key emerging and developing industry sectors. Economic growth will be achieved through realising opportunities and actively promoting what the City has to offer.

Our objectives are to:

4.1 Maintain support for local business

4.2 Create an environment that will attract new business

4.3 Promote Bunbury as a place that supports commercial, residential and social development


The Statutory Planning Committee of the WAPC at its meeting held on 19 September 2017, approved the draft Local Planning Strategy subject to minor modification, and endorsed the draft Local Planning Scheme for the Minister for Planning’s approval to gazette, which is expected to occur in the latter half of 2017.

Once gazetted, it is anticipated that the new Local Planning Scheme, which implements the 20-year vison of the Local Planning Strategy, will promote an outcomes-focussed approach that will:

• guide the pattern of land uses to reduce land-use conflict and more efficiently conserve and manage the city’s natural areas and sensitive environments

• promote more resilient, equitable and better connected communities across Bunbury

• improve the quality of urban design of buildings, streetscapes and other public spaces

• respond to Bunbury’s changing housing and population needs, providing greater choice of homes for different ages, stages of life and budgets through mixed use development and inner city living opportunities

• reinforce the city centre, other activity centres and activity corridors to be more viable and better places to live and work through their redevelopment as more compact and liveable mixed-use precincts with better integrated transport options

• capitalise on public investments and

attracting more private investment in commercial, tourism, general business and industrial-oriented areas

• safeguard what makes Bunbury special and unique.

Local Planning Framework Implementation

Preparation of the Local Planning Strategy for Integrated Open Space (LPS-IOS) begun in keeping with Strategy 6A-1.1 of the draft Local Planning Strategy’s recreation and open space theme area. Once adopted the LPS-IOS will support the implementation of LPS8 and will endeavour to:

• establish the rationale for developer contributions as a revenue source for funding public open space improvements;

• inform and influence development applications, subdivisions, structure plans and local development plans in terms of the quantity and quality of open space provision (at a minimum); and

• influence the preparation of local area plans and future updates to the Local Planning Strategy.

During the 2016/17 period, Council has continued with actively finalising Scheme amendments to the existing City of Bunbury Town Planning Scheme No. 7 (TPS7). Major scheme amendments have included:

• Scheme Amendment 68 - rezoning of Lot 891 Clifton Street to ‘City Centre Zone’ (gazettal 9 December 2016).

• Scheme Amendment 76 – rezoning Lots 3, 4, 104 and 105 Forrest Avenue to ‘Special Use Zone No. 59 – Residential Mixed Use’ (gazettal 16 August 2016).

• Scheme Amendment 78 (complex) to rezone Lot 100 from ‘Residential Zone’ to ‘Special Use Zone No. 61 - Local Centre’ and ‘Special Use Zone No. 62 - Mixed Use Frame’. Following assessment and recommendation to Council (12 July 2016) the Scheme amendment was referred to the WAPC, which requested modifications to be undertaken in line with the Minister’s requirements (30 July 2017).

• Scheme Amendment 84 – modifications to ‘Special Use Zone No. 42’, Lot 11 Ocean Drive, the site of the Ocean Drive Motel (gazettal 21 October 2016).

• Scheme Amendment 85 – rezoning Lots 251, 252, 202, 203 Wimbridge Road to ‘Mixed Business Zone’ (gazettal 27 September 2016).

• Scheme Amendment 87 – modifications to ‘Special Use Zone No. 49’ for Part Lot 107 (North) Strickland Street (gazettal 6 January 2017).

• Scheme Amendment 88 – modifications to ‘Special Use Zone No. 34’ for Lot 105 Old Coast Road, the site of the Sanctuary Golf Resort (gazettal 30 June 2017).

• Scheme Amendment 90 – modifications to ‘Special Use Zone No. 53’ for Lots 73-80 Ward Street and Lot 81 Blair Street (gazettal 19 May 2017).

• Scheme Amendment 91 – modifications to ‘Special Use Zone No. 7’ for Lots 211 Holywell Street and Lot 501 Holywell Street (gazettal 30 August 2016).

• Scheme Amendment 92 – rezoning of Lot 37 Nuytsia Avenue and Lot 656 Barr Road from ‘Special Use Zone No. 22’ to ‘Development Zone-Residential’ (gazettal 25 August 2017).

• Scheme Amendment 93 – rezoning of Lot 33 Strickland Street to ‘Mixed Business Zone’ (lodged 2016/2017 and initiated 8 August 2017).

Work continues on the Local Planning Policy Review Program, which includes identifying local planning policies to be revoked, reviewed, and new local planning policies that will be required to supplement the new City of Bunbury Local Planning Scheme No. 8.

Withers Local Area Plan

Implementation of the adopted Withers Local Area Plan (LAP) continued in conjunction with the Department of Communities (formerly known as the Department of Housing) the South West Development Commission and their consultants. At this stage in the project the focus is on the preparation of precinct concept plans, which will be used to inform future structure plan and local development plan preparation.

Local Planning Strategy and Scheme Review

The inaugural draft City of Bunbury Local Planning Strategy and new draft City of Bunbury Local Planning Scheme No. 8 (LPS8) were accepted for advertising by Council on 31 March 2015, and then submitted to the Department of Planning, Lands and Heritage for its consideration and review, prior to their release for public advertising and comment. Negotiations involving the Department of

Planning, Lands and Heritage and the City of Bunbury have been on-going since that time, with modifications subsequently introduced to capture changes made necessary as a consequence of the introduction and implementation of the Planning and Development (Local Planning Schemes) Regulation 2015.

The draft Local Planning Strategy and its accompanying revised draft Local Planning Scheme were advertised for public comment

from 14 September to 16 December 2016, with a total of 104 submissions being received. The extensive consultation with stakeholders resulted in a number of modifications being made to the draft Strategy and Scheme documents to address many of the issues raised in the submissions. The modified draft Strategy and draft Scheme were then adopted by Council on 2 May 2017 for forwarding to the Western Australian Planning Commission (WAPC).

Key Priority Area 4

Regional Economy

Racecourses Local Area PlanDuring the last financial year the City of Bunbury, in partnership with LandCorp and in association with the South West Development Commission (SWDC), begun a local area planning project for the study area comprising of the Bunbury Turf Club, Bunbury Trotting Club, the ‘stables’ residential area and the old Council depot.

The study area is a priority location for the preparation of a Local Area Plan (LAP) for a range of reasons, including the need to secure the future of the regionally important Bunbury Turf Club and Bunbury Trotting Club to the horse racing industry and also the need to confirm the community’s desired future for the urban renewal of the ‘stables’ residential area.

The Racecourses LAP will be adopted by Council as a local planning policy that seeks to guide the future use and long-term development of the local area. To date, preparation of the supporting planning study has been substantially progressed through the collation of information, on site conditions and key issues regarding local community and economic profiling, demographic and market trends, infrastructure servicing and drainage. Also, the first in a series of community workshops was held in order to obtain feedback on the study area’s opportunities and constraints. The project is anticipated to be concluded during the latter half of the 2017/18 financial year.

support in respect for example of alterations proposed at the Lady Mitchell Child Care Centre, Bunbury Museum (formerly known as the Paisley Centre), Rose Hotel, Old Railway Station, BRAG and the Bunbury Jetty Interpretation Project.

• Supporting the City of Bunbury’s internal Development Assessment Group (DAG) in the processing of a number of development applications with heritage value or implications

• Assisting with the content, design and release of the Bunbury Heritage Building Trail brochure.

• Review and revision of the suite of heritage related local planning policies.

Development Assessment

The department’s Development Assessment and Compliance Team received a total of 318 applications for development approval during the last reporting period, and was able to determined 310 development applications (including 31 signage applications).

The last financial year saw a significant decrease in the number of development approvals being determined as compared to the previous financial year (310 in 2016/2017; 385 in 2015/2016).

Major Development Projects in 2016/17

Completed projects of particular note included:

• Bunbury Plaza redevelopment $9,889,342 (planning by Tecon Australia and architecture by MCG Architects).

• Aldi development - $4,400,000 (planning and urban design by Urbis).

Approved developments were:

• Storage sheds at Lot 104 Estuary Drive - $935,000

• Seven grouped dwellings at #106 Jeffrey Road - $833,855

• Multiple dwellings (Stage 1) at #15A Forrest Avenue - $869,000

• Residential building (Stage 2) at #15A Forrest Avenue - $990,000

• Transport depot and storage in Franklin Street - $9,900,000

• Industrial units at #71 McCombe Road - $3,143,800

• City of Bunbury depot at #10 Sutherland Way - $5,500,000

• New asphalt production plant at Lot 2 South Western Highway - $1,650,000.


Structure Plans and Activity Centre PlansA number of other structure plans have been also progressed to various stages of consideration or approval over the course of the year, and these include:

• Back Beach Detailed Structure Plans (DSPs) for the Central North Precinct (Lot 66 Ocean Drive) was endorsed by the WAPC on 24 August 2016, and for the Central South Precinct (Lot 497 Ocean Drive) was endorsed by the Commission on 2 September 2016.

• Bunbury Centrepoint Activity Centre Plan (including Cornwall Street multi storey car park, Centrepoint Shopping Centre and Stirling Street Shopping Centre). The Activity Centre Plan provides the framework to guide future development and identifies the location of a department store at the Cornwall Street car park and incorporates the recent Southern Joint Development Assessment Panel (JDAP) approval for the redevelopment of Centrepoint and Stirling Centre Shopping Centres. The modified version was forwarded to WAPC on 3 and 12 July 2017, endorsed by WAPC on 13 July 2017.

• Pre-lodgement assessment (March 2017) of proposed Structure Plan for Lots 224 and 226 Spencer Street (residential development of 42 lots).

• South Moorlands Structure Plan was prepared September 2016 and submitted to WAPC incorporating Council resolution (343/16) to approve subject to modifications. It remains

pending determination by the WAPC.

• Lot 70 (#1) Winthrop Avenue Structure Plan was lodged on 19 May 2017 but awaiting the applicant’s provision of critically required supporting information (e.g. bushfire attack level (BAL) contour mapping or BAL assessment).

Heritage PlanningKey features and achievements of heritage planning during the report period are as follows:

• Overseeing the implementation of heritage protection in accordance with requirements of the Scheme, also providing supplementary heritage conservation advice and guidance to the public.

• Assisting transition of the Heritage Advisory Group (HAG) to a formal committee of Council (HAC).

• Advertising and reviewing nominations for membership of the HAC.

• Providing executive support to the HAC and coordination of committee meetings.

• Administering the contract arrangements for the engagement and renewal of a Heritage Adviser.

• Progressing the Conservation Management Plan (CMP) for the Stirling Street Arts Centre.

• Progressing the relocation of the Scott family memorial in consultation with the family descendants.

• Cross departmental and cross directorate

Major Projects Planned for 2017/18Stage 1 structural improvements to the Jetty Road Causeway valued at $11,000,000 over Lot 503 and part Lots 1036 and 6192 Jetty Road, will be implemented as part of Transforming Bunbury’s Waterfront plan (with stages 2 and 3 to follow). The application for development approval to commence stage 1 was lodged in August 2017, which ultimately is to be determined by the Southern Joint Development Assessment Panel (JDAP).

Development Applications Processing Timeframes

Processing times for development applications have historically varied between 15 to 20 adjusted business days, with the past financial year’s average being around 15 working days (adjusted). Significant progress towards reducing processing times has been made when compared with last financial year’s average processing time of 20 adjusted working days (refer to Graph 3).

Signage Applications Processing Timeframes

Development applications that are purely for signage and advertising devices have been processed on average in 11 to 12 working days (adjusted). This is consistent with turnaround time for signage development applications determined during previous financial years, which are usually between 10 to 15 adjusted working days. Generally signage applications do not require external referral, which accounts for a slightly quicker turnaround.

Planning Process Improvements

Process improvements have continued to be a focus for the City of Bunbury in the 2016/2017 financial year. Three quarters of planning applications could not be progressed immediately due to missing information, submission of revised plans, external referrals to agencies, and heritage referrals. The introduction of the State government’s bushfire management package of reforms has also contributed to the number of applications requiring referrals. Whilst the City of Bunbury has taken steps to minimise the number of applications that cannot be progressed, further initiatives are planned in the 2017/2018 financial year aimed at reducing the amount of time applications are on hold. This will be achieved via the following measures:

• Further encouragement of applicants to apply for preliminary comments prior to lodging a development application to limit the number of revised plans and assessments during processing of a development

application. The fee for preliminary comments to be taken off the subsequent development application fee.

• Electronic submission of the majority of development applications, and greater use of electronic processing methods, including to service authorities, throughout the assessment process.

• More regular communication with applicants about the status of their development application, including a link to their application online.

• A greater focus on a collaborative approach with service authorities to process applications as quickly as possible.

• The department has continued to review internal processes including technical assessment in order to support a consistent, accurate and faster determination process.

• The department has recently rolled out the R-Codes Residential Development Compliance Checklist (published by the WAPC) for applicants to lodge with residential developments. The process will identify any variations and facilitate early community consultation and therefore speed up decision-making.

• Regular review of policies, procedures, fact and information sheets, and other resources to streamline processes.

There has been a slight increase in the number of applications for single houses in 2016/17 as compared with previous financial years. Home based business lodgements have been steady across 2015/16 and 2016/17, with the number of retrospective development applications also remaining relatively steady over the past two financial years. As such, it can be noted that there were a similar number of Council determinations in 2016/17 as compared with the previous financial year, and similar number of Council refusals.

• Forward works for transport depot and warehouse at Franklin Street $9,098,245

• Kiosk upgrade at Koombana Drive $847,335

During the last financial year uncertified building application approvals were processed in seven adjusted business days on average, far less than the statutory timeframe for approval of 25 days (i.e. five weeks). These processing times represent an improvement on the previous financial year’s processing time of nine to 10 days for building permit applications. Certified building application approvals have been processed in an average of about five adjusted business days, far less than the statutory timeframe for approval of 10 days (i.e. two weeks). Demolition permits were processed in an average of about five to six adjusted business days, less than the statutory timeframe for approval being 10 days (i.e. two weeks).


Subdivision Application Referrals

Changes to residential density coding across the Scheme area (related to Scheme Amendment #38 gazetted December 2011), saw growth in subdivision applications across the 2013/14, 2014/15 and 2015/16 financial years. Subdivision applications in 2016/17 have decreased slightly and are a 50/50 mix of clearances and applications to subdivide. Likewise, the 15/16 financial year was approximately a 50/50 mix of clearances and applications to subdivide. For the 13/14 and 14/15 financial years, there were a greater number of applications to subdivide, than applications to clear conditions.

Average processing time for subdivision application referrals has significantly decreased for this financial year. The City of Bunbury’s processing time for subdivision application referrals remains well within the statutory timeframe of 42 days. For example, of the seven residential freehold subdivision applications, the average processing time was 17 adjusted business days, with survey strata residential applications taking an average of 20 adjusted business days.

The City of Bunbury has been active in providing assistance to applicants to ensure that applications for clearance of conditions are able to be cleared with a quicker turnaround. The processing time for subdivisions should be monitored in the 2017/18 financial year to

ensure lower processing times continue, and that applicants are given advice about the works required prior to lodging a clearance of condition application with the local government. The main delay for clearance of conditions has been finalisation of the grant of easement required to clear a condition. This process is being streamlined further to reduce the timeframe before applicants are able to apply for their clearance.

Building Permits

During the past financial year reporting period over 830 building permits were issued by the department’s Building Certification Team, with a combined total value of building works estimated at $80,868,602. This represents a $3,250,261 increase on the previous 2015/2016 financial year. Overall building permit application numbers were down slightly compared to the previous financial year, but have remained relatively stable overall for the last four reporting periods, with the value and revenue of building works nevertheless increasing to date.

Building permits issued for major development projects during the 2016/2017 financial year included the following:

• Bunbury Plaza (Stage 2) $750,000

• Mixed use development at #16 Victoria Street (Stage 1) $1,100,000

• Mixed use development at #16 Victoria Street (Stage 2) $5,308,354

• Office fit-out at #55 Spencer Street - $808,473

• Additions and alterations at #32 Clifton Street $1,396,889

• Aldi supermarket at #9 Edward Street $3,762,494

• Warehouse units at #7 Hennessy Road $1,500,000

• Grouped and multiple dwellings at #15A Forrest Avenue $1,200,000

• ECU lecture theatre at #60 Robertson Drive $2,652,000

• Showroom additions and alterations at #42 Strickland Street $700,000

Major Projects 2016/17Sale of Cornwall Street Car park

Sold to the value of $6.3 million dollars with the money contributing to the City’s parking reserve to fund future CBD car parking.

Acquisition of the City’s New Depot Site

10 Sutherland Way, Picton was acquired by the City for a price of $2.4 million dollars

Camping Grounds Working Group

A camping grounds working group comprising of key government, industry and local stakeholders was established to investigate the gap in the budget camping market in Bunbury. After months of research and collaboration, a report was compiled and submitted to Council with eight key recommendations on how to address the growing need for this type of amenity to be provided in Bunbury.

Withers Urban Renewal

The City of Bunbury, in collaboration with South West Development Commission and the Department of Communities (formerly Department of Housing) entered into a memorandum of understanding to implement the Withers Urban Renewal Strategy and the Withers Local Area Plan. The Structure Plan is expected to be completed by the end of 2017.

Hotel Feasibility Study

On behalf of the City, Tourism Western Australia and South West Development Commission, the Major Projects and Property

Department coordinated the recruitment of a consultancy firm to undertake a feasibility study of hotel accommodation across Bunbury. The study was to investigate the existing Bunbury tourism market and identify the market demands and gaps on what is available in Bunbury. This research would then advise the key partners on how to attract development and investment to Bunbury and what type of development would be most desirable and deliver the best outcomes for the community.

LandCorp Partnership

The City entered into a partnership under cover of a Memorandum of Understanding (MOU) with LandCorp, to investigate and pursue three strategic sites across Bunbury for development. The three sites are considered unique in that they each present different and varied obstacles when understanding their development potential.

The City’s works operations depot at Nuytsia Ave and in conjunction with the Stables Precinct Local Area Plan, presents as a contaminated site in close proximity to the central business district and many desirable amenities.

Lot 501 Holywell Street, Bunbury known locally as the Punchbowl site. Previously used as a caravan park and forming part of the Back Beach Tourism node, this property has previously experienced much interest given its location along Bunbury’s popular Back Beach and proximity to the CBD, however, feasibility studies have determined high

development costs. LandCorp is investigating the use of clever design to tackle some of the topography issues on the site.

The third site being investigated is the land around Hands Oval. Located in the sought after suburb of South Bunbury, the deep and underutilised road reserves present a unique opportunity in an area prime for both residential and commercial development. The City and the State Government are likely to explore the use and release of this Crown land to the market for development.

Subdivision and Acquisition of Land - Koombana Drive

The Major Projects and Property team were able to negotiate and secure the transfer of a portion of Lot 500 Koombana Drive with the State of Western Australia. This saw an additional 1973sqm subdivided and amalgamated with the City’s adjoining property at Lot 881 Koombana Drive. The increase in the size of this property will enable the City to obtain a better outcome when investigating the sale or lease of this prime portion of land.

Subdivision and Sale of Land - Latreille Road

This resulted in four new residential lots being created which were then successfully marketed and sold. The total sales equated to $760,000 in revenue and provided the City with additional rateable properties.

Plaza Shopping Centre Development Lease Arrangements

The revitalisation of the existing shopping centre saw large investment from the property owners and Woolworths. The lease of this land was negotiated to ensure the redevelopment of this shopping centre was able to accommodate safely, the anticipated visitor numbers to an area that is home to both residential and mixed-use business. The finalisation of this lease ensured the longevity of the shopping centre and provides the City with an annual commercial income for the land.

Bunbury Wildlife Park

More than 37,000 visitors passed through the doors of the Bunbury Wildlife Park in 2016/17, an increase of more than 10% from the previous year. The vast majority of those visitors loved their experience, with the Wildlife Park consistently ranking as the number two thing to do in Bunbury on TripAdvisor and rated as a 4.7/5 attraction on Facebook.

Those visitors had the opportunity to get up close to an increased number of animals, with two kookaburras, a new and lively wombat and two new kangaroos all moving in. Wombat Sherman became a particular fan-favourite with his high-activity levels a delight to watch.

In a boon for the Park it received $10,000 of sponsorship from Bunbury Forum to develop a custom-build enclosure to house two dingo pups due to move in later in 2017.

The construction of the enclosure also involved generous support from LD Total, Holcim, APH, Versace Lime and Jetline, and was designed in consultation with the WA Dingo Association to ensure the best home possible for the Park’s new friends.

TourismIn a landmark decision in November 2016, the seven Local Government authorities of Harvey, Bunbury, Capel, Donnybrook-Balingup, Collie, Dardanup and Boyup-Brook endorsed the unified management of tourism development, marketing and infrastructure within the region and a three-year commitment to implement a Regional Tourism Strategy. The decision was the beginning of an exciting era in tourism which will see the region marketed as one under the Bunbury Geographe brand.

Anissa Williams, was appointed in April 2017 as the Regional Tourism Marketing and Development Manager with the responsibility of delivering the Regional Tourism Strategy. Whilst still in its early stages, the Strategy and the Bunbury Geographe brand will see the development of a regional map, visitor experience guide and website among other initiatives.

The Bunbury Visitor Centre handled more than 60,000 visitor queries across the year and directed those visitors to more than 120 members offering accommodation, hospitality and experience options in the region.

Three cruise ships docked in Bunbury over the course of the year, bringing more than 1500 tourists to Bunbury’s shores.


38

Planning and delivering on our vision is a shared responsibility that will be achieved through the development of relationships and partnerships with all stakeholders.

Our objectives are to:

5.1 Facilitate community and stakeholder participation in decision-making;

5.2 Maintain a high standard of corporate governance and improve access to information;

5.3 Ensure financial sustainability;

5.4 Apply best-practice asset management principles to optimise the City’s infrastructure whist minimising life-cycle costs;

5.5 Ensure organisational capability;

5.6 Improve local, regional, state and national perceptions of Bunbury;

5.7 Deliver services in a manner commensurate with community expectations.

38 City of Bunbury Annual Report 2016 - 2017 | Key Priority Area 539

Key Priority Area 5

Corporate


organisation. Returning injured workers back to the workplace has also been a focus, with the OSH Officer working closely with the injured employee, line manager and treating doctor to ensure the employee is supported during their return to work.

Record Keeping Act 2000The City’s record-keeping management plan was reviewed and a report forwarded to the State Records Office. A full update of the plan has been deferred to enable full implementation of new record keeping software to all departments and to allow further evolution and realignment of document management systems.

Information Communication and Technology

Our Information Capital

The City of Bunbury understands that to create satisfied rate payers, customer experience is everything. In an age where information is instantly available online, rate payers are more empowered than ever before and want the option of a modern digital experience to enhance their interaction with the City.

Over the past 12 months external and internal reviews of the City’s ICT systems and associated business processes have been undertaken with the aim of developing ways to improve the City’s online experience.

The outcomes of these reviews are setting priorities and determining the strategic path for the City’s information capital so it will be able to digitally transform and maximise any future emerging technologies.

Organisational Development and Human Resources

Our Human Capital

The City of Bunbury had a total workforce of 294.92 full time equivalent as at 30 June 2017. This was across four organisational directorates and 15 departments, from Arts and Culture to Waste Operations. In addition to paid staff, volunteers continued to play a vital role in the delivery of services at the City. The City has sought to consolidate the coordination

of volunteers and provide a clear and well documented process. Volunteer numbers remained steady at about 50 across the organisation with 30 at the Bunbury Wildlife Park, 14 at the Bunbury Visitor Centre and the remainder spread between the libraries, Bunbury Museum and Heritage Centre and Bunbury Regional Art Galleries.

Work Experience and Apprenticeships

The City continues to work closely with local high schools and tertiary institutions to provide valuable opportunities for students to undertake work experience. During the year more than 70 placements for work experience were made throughout the organisation. This included placements for indigenous students and students with disability. Documentation enhancements for work experience placements will produce better reporting on diversity of applicants and locations in future years. In addition to this, the City has actively increased our engagement with prospective students through increased attendance at careers expos in the South West as well as attending schools to deliver career opportunities in Local Government at a number of local high schools.

The City continues its strong relationship with CLONTARF and has now expanded this to include the Girls Academy with a number of school-based traineeships offered. Additionally the City has worked closely with Forrest Personnel to place a number of work experience students through the organisation.

Training, Development and Workplace Relations

All new employees who began in 2016/17 participated in a first-day induction covering human resources and occupational safety and health. The City was successful in obtaining a Lighthouse Grant to design and deliver organisation wide training in Equal Employment Opportunity and this was rolled out in February 2017. Additionally this training has now been transformed into an online course which is offered to all new staff as part of their on-boarding. The continued centralisation of the City’s training budget has seen true value for each dollar spent on staff development with some fine tuning of the supporting documentation ensuring a fair and equitable system for all staff. The City will be approaching the final year of the current Enterprise Agreement with staff continuing to enjoy the initiatives on offer.

Occupational Safety and HealthDuring this period the City has focused on raising the profile of safety within the organisation but especially with outside staff. This has been achieved by having a dedicated OSH Officer, located at the Depot, to assist both frontline staff and line managers in working together to create a strong safety culture. Some of the initiatives from this engagement have included a comprehensive catalogue of Safe Work Method Statements (SWMS), the development and introduction of take 5s (SLAMS) and the improvement of safety representatives involvement across the

2015/16 Salary Only

2015/16 Salary Package

2016/17 Salary Only

2016/17 Salary Package

$100,000 - $109,999 5 5 6 9

$110,000 - $119,999 3 9 2 7

$120,000 - $129,999 2 3 2 5

$130,000 - $139,999 2 2 2 4

$140,000 - $149,999 1 1

$150,000 - $159,999 2 1

$160,000 - $169,999 1 1 2

$170,000 - $179,999 1

$190,000 - $199,999 1 1

$200,000 - $209,999 1 1

$230,000 - $239,999 1

$240,000 - $249,999 1

$280,000 - $289,999 1

$290,000 - $299,999 1

Financial Performance

Financial planning:

Council’s capital and operating works program as outlined in the 2016/17 Budget was implemented during the year. A 15-year Integrated Financial Plan (IFP), which includes a long-term financial plan, corporate business plan, workforce plan and asset management plan, was also adopted in 2016/17. This provides a plan to deliver the vision, goal and objectives of the Strategic Community Plan. It also demonstrates Council’s financial capacity to deliver services, provide facilities and manage assets that will sustain the Bunbury community into the future.

Debt Management:

Council places a strong emphasis on maintaining the debt service cover ratio within an acceptable target range. A debt service cover ratio of 500% or greater represents a low risk, and a ratio of 200% or lower represents a high risk. Council’s debt service cover ratio was 449% at 30 June 2017 which is within council’s acceptable target range. Outstanding debt was $15.4 million dollars at 30 June 2017 compared to $16.3 million dollars at the end of 2016. During 2016/17 Council borrowed $1,273,000 for its capital works program and a further $80,000 for the replacement of a synthetic green surface at the Bunbury Bowling and Social Club which is fully repayable by the Club. $781,453 was paid in interest on outstanding debt in 2016/17 compared to $876,622 in 2015/16.

Rating:

Raising rates is a primary source of revenue for the City to meet its budgetary requirements. The rate levy is based on the individual Gross Rental Valuation (GRV) supplied by Landgate Valuation Services for each property and is deemed to be an independent valuation and fair for all ratepayers in Bunbury.

For 2016/17 the rate in the dollar was 8.765 cents in the dollar of GRV and the minimum rate was $1,082.

Rates and charges levied:

General Rate $33,311,782

Minimum Rate $2,208,362

Interim Rate $162,157

Specific area rates:

Pelican Point Grand Canals $44,076

Other fees and charges:

Rate instalment plan $358,101

Late rate payment penalty $160,412

Rate Exempt Properties:

The Local Government Act 1995 allows properties owned by charitable or not-for-profit organisations to be exempt from paying rates. In the 2016/17 financial year, 233 properties in the City received rates exempt status. Rates foregone on all charitable properties in the City under the provisions of section 6.26(2) of the Act are about $1,067,000.


Employee RemunerationIn accordance with the provisions of regulation 19B of the Local Government (Administration) Regulations 1996, set out below in bands of $10,000 are the number of employees who received an annual salary of $100,000 or more in 2016/17. In the interest of full disclosure, package salary is provided along with cash salary.

Auditor’s Responsibilities for the Audit of the Concise Financial Report Our objectives are to obtain reasonable assurance about whether the concise financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Auditing Standards ASA 810 Engagements to Report on Summary Financial Statements will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this concise financial report.

A further description of our responsibilities for the audit of the concise financial report is located at the Auditing and Assurance Standards Board website at: http://www.auasb.gov.au/auditors_files/ar3.pdf. This description forms part of our auditor’s report.

GRANT THORNTON AUDIT PTY LTD Chartered Accountants

Michael Hillgrove Partner - Audit & Assurance Perth, 12 October 2017

Grant Thornton Audit Pty Ltd ACN 130 913 594

a subsidiary or related entity of Grant Thornton Australia Ltd ABN 41 127 556 389

‘Grant Thornton’ refers to the brand under which the Grant Thornton member firms provide assurance, tax and advisory services to their clients and/or refers to

one or more member firms, as the context requires. Grant Thornton Australia Ltd is a member firm of Grant Thornton International Ltd (GTIL). GTIL and the

member firms are not a worldwide partnership. GTIL and each member firm is a separate legal entity. Services are delivered by the member firms. GTIL does not

provide services to clients. GTIL and its member firms are not agents of, and do not obligate one another and are not liable for one another’s acts or omissions. In

the Australian context only, the use of the term ‘Grant Thornton’ may refer to Grant Thornton Australia Limited ABN 41 127 556 389 and its Australian subsidiaries

and related entities. GTIL is not an Australian related entity to Grant Thornton Australia Limited.

Liability limited by a scheme approved under Professional Standards Legislation.

Level 1 10 Kings Park Road

West Perth WA 6005

Correspondence to:

PO Box 570 West Perth WA 6872

T +61 8 9480 2000

F +61 8 9322 7787

E [email protected]

W www.grantthornton.com.au

Independent Auditor’s Report

to the Ratepayers of City of Bunbury

Auditor’s Opinion

We have audited the concise financial report of City of Bunbury, which comprises the statement of

financial position as at 30 June 2017, and the statement of comprehensive income, statement of

changes in equity, statement of cash flows and the rate setting statement for the year then ended.

The concise financial report does not contain all the disclosures required by the Australian

Accounting Standards and accordingly, reading the concise financial report is not a substitute for

reading the audited financial report.

In our opinion, the accompanying concise financial report of City of Bunbury complies with the

Accounting Standards AASB 1039 Concise Financial Reports.

Basis for Auditor’s Opinion

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities

under those standards are further described in the Auditor’s Responsibilities for the Audit of the

Concise Financial Report section of our report. We are independent of the City of Bunbury in

accordance with the ethical requirements of the Accounting Professional and Ethical Standards

Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our

audit of the concise financial report in Australia. We have also fulfilled our other ethical

responsibilities in accordance with the Code.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a

basis for our audit opinion.

Responsibility of the Chief Executive Officer for the Concise Financial Report

The Chief Executive Officer of the City of Bunbury is responsible for the preparation and fair

presentation of the concise financial report in accordance with Accounting Standard AASB 1039

Concise Financial Reports. This responsibility includes establishing and maintaining internal

control relevant to the preparation and fair presentation of the concise financial report that is free

from material misstatement, whether due to fraud or error; selecting and applying appropriate

accounting policies; and making accounting estimates that are reasonable in the circumstances.

The Council is responsible for overseeing the City of Bunbury’s financial reporting process.

FinancialStatements

42 City of Bunbury Annual Report 2016 - 2017 | Financial Statements City of Bunbury Annual Report 2016 - 2017 | Financial Statements43

2017 2017 2016

Actual Budget Actual

$ $ $

RevenueRates

35,659,229 35,616,231

33,983,961

Operating Grants and Subsidies3,396,342

2,198,769 1,653,635

Contributions, Reimbursements and

Donations1,310,330

1,033,469 1,418,473

Fees and Charges14,547,774

14,113,726 14,404,583

Interest Earnings1,254,261

883,718 1,239,755

Other Revenue 347,280

374,735 406,970

56,515,216 54,220,648

53,107,377

ExpensesEmployee Costs

(23,646,392) (25,087,053) (22,491,221)

Contract Employment - (66,620) (3,669)

Consultants(1,257,705) (1,734,630) (1,350,768)

Materials and Contracts(11,418,065) (12,966,704) (11,220,047)

Utility Charges(2,596,944) (2,940,482) (2,585,896)

Insurance Expenses(727,918) (747,420) (767,482)

Interest Expenses(781,453) (812,278) (876,622)

Other Expenditure(2,200,280) (3,492,123) (2,183,457)

Depreciation on Non-Current Assets (13,110,288) (11,136,744) (12,780,213)

(55,739,045) (58,984,054) (54,259,375)

776,171 (4,763,406) (1,151,998)

Non-Operating Grants, Subsidies and

Contributions3,923,222

11,603,582 18,233,514

Interest on Capital Grants202,802

138,934 15,390

Loss on Revaluation of Civil Infrastructure- - (1,556,634)

Profit on Asset Disposals261,175

171,385 -

Loss on Asset Disposals(1,322,598) (304,369) (762,501)

NET RESULT3,840,772

6,846,126 14,777,771

Other Comprehensive Income

Items that will not be reclassified subsequently to profit or loss

Changes on Revaluation of Non-Current Assets 11,764,565 - 19,222,287

Total Other Comprehensive Income 11,764,565 - 19,222,287

Total Comprehensive Income15,605,337

6,846,126 34,000,058

CITY OF BUNBURY

STATEMENT OF COMPREHENSIVE INCOME

BY NATURE AND TYPE

FOR THE YEAR ENDED 30 JUNE 20172017 2017 2016


$$

$

Profit on Disposal of Assets261,175

171,385 -

Loss on Disposal of Assets(1,322,598) (304,369) (762,501)

Loss on revaluation of civil infrastructure-

- (1,556,634)

(1,061,423) (132,984) (2,319,135)

NET RESULT3,840,771

6,846,126 14,777,772

Other Comprehensive Income

Items that will not be reclassified subsequently to profit or loss

Changes on revaluation of non-current assets 11,764,565 - 19,222,287

Total Other Comprehensive Income11,764,565

- 19,222,287


6,846,126 34,000,058

BY PROGRAM

FOR THE YEAR ENDED 30 JUNE 2017

CITY OF BUNBURY

STATEMENT OF COMPREHENSIVE INCOME

City of Bunbury Annual Report 2016 - 2017 | Financial Statements44 City of Bunbury Annual Report 2016 - 2017 | Financial Statements45

2017 2017 2016Actual Budget Actual$ $ $RevenueGeneral Purpose Funding 39,069,834 38,087,321 35,644,785 Governance

959,911 628,894 1,117,618 Law, Order, Public Safety368,218 354,895 468,163 Health464,388 439,285 471,354 Education and Welfare28,768 28,615 54,955 Community Amenities

6,427,325 6,229,737 6,198,205 Recreation and Culture5,087,987 4,546,099 4,966,013 Transport2,143,161 2,054,348 2,531,143 Economic Services

393,446 396,621 434,589 Other Property and Services 1,572,177 1,454,833 1,220,553 56,515,215 54,220,648 53,107,378 ExpensesGeneral Purpose Funding (1,130,366) (1,787,493) (539,614)Governance

(3,718,906) (3,985,544) (4,101,072)Law, Order, Public Safety (1,278,987) (1,377,142) (1,324,791)Health(1,039,976) (1,106,091) (1,006,137)Education and Welfare

(360,945) (358,280) (304,721)Community Amenities(7,306,725) (8,415,147) (7,472,906)Recreation and Culture (13,878,222) (15,561,419) (12,967,105)Transport(7,370,343) (7,843,834) (6,994,201)Economic Services

(982,709) (1,283,337) (1,044,939)Other Property and Services (17,890,413) (16,453,489) (17,627,266)(54,957,592) (58,171,776) (53,382,752)Finance CostsLaw, Order, Public Safety

(51,077) (55,421) (44,346)Community Amenities(67,627) (68,727) (84,948)Recreation and Culture

(312,490) (319,184) (344,310)Transport(162,994) (172,274) (200,508)Other Property and Services (187,265) (196,672) (202,510)(781,453) (812,278) (876,622)

Non-Operating Grants, Subsidies andContributions

Law, Order, Public Safety346,731 334,370 540,842 Community Amenities334,074 1,034,074 - Recreation and Culture233,997 172,934 14,227,103 Transport

3,139,087 3,660,470 3,480,958 Other Property and Services 72,135 6,540,668 - 4,126,024 11,742,516 18,248,903

CITY OF BUNBURYSTATEMENT OF COMPREHENSIVE INCOME

BY PROGRAMFOR THE YEAR ENDED 30 JUNE 2017

2017 2016$ $CURRENT ASSETS

Cash and Cash Equivalents - Unrestricted 8,333,253 7,886,457 Cash and Cash Equivalents - Restricted 34,213,094 31,135,655 Trade and Other Receivables 3,262,302 2,658,097 Inventories56,340 52,290 TOTAL CURRENT ASSETS 45,864,990 41,732,499

NON-CURRENT ASSETSOther Receivables

1,672,344 1,801,316 Property, Plant and Equipment 252,458,830 247,664,458 Infrastructure313,129,791 307,145,888 TOTAL NON-CURRENT ASSETS 567,260,965 556,611,662

TOTAL ASSETS613,125,955 598,344,161

CURRENT LIABILITIESTrade and Other Payables 4,459,427 4,605,240 Current Portion of Long term Borrowings 2,223,631 2,234,229 Provisions

3,647,593 3,462,840 TOTAL CURRENT LIABILITIES 10,330,650 10,302,309 NON-CURRENT LIABILITIESOther Payables

16,666 16,034 Long Term Borrowings 13,172,095 14,046,263 Provisions449,519 427,869 TOTAL NON-CURRENT LIABILITIES 13,638,280 14,490,165

TOTAL LIABILITIES23,968,931 24,792,474

NET ASSETS589,157,025 573,551,688

EQUITYRetained Surplus

228,538,251 229,413,599 Reserves - Cash Backed 21,247,715 16,531,596 Revaluation Surplus 339,371,059 327,606,494 TOTAL EQUITY 589,157,025 573,551,688

CITY OF BUNBURYSTATEMENT OF FINANCIAL POSITIONFOR THE YEAR ENDED 30 JUNE 2017

City of Bunbury Annual Report 2016 - 2017 | Financial Statements46 City of Bunbury Annual Report 2016 - 2017 | Financial Statements47

2017 2017 2016


$ $ $

Net current assets at start of financial year

- surplus/(deficit)2,321,428

2,321,428 5,997,936

2,321,428 2,321,428

5,997,936

Revenue from operating activities (excluding rates)

Specified Area Rates44,076

43,869 41,846

Operating Grants and Subsidies3,396,342

2,198,769 1,653,635

Contributions, Reimbursements and Donations 1,310,330 1,033,469

1,418,473

Fees and Charges14,547,774

14,113,726 14,404,583

Interest Earnings1,254,261

883,718 1,239,755

Other Revenue

347,280 374,735

406,970

Profit on Disposal of Assets261,175

171,385 -

21,161,238 18,819,671 19,165,262

Expenses from operating activities

Employee Costs(23,646,392) (25,087,053) (22,491,221)

Contract Employment Expenses- (66,620) (3,669)

Consultants

(1,257,705) (1,734,630) (1,350,768)

Materials and Contracts(11,418,065) (12,966,704) (11,220,047)

Utility Charges

(2,596,944) (2,940,482) (2,585,896)

Insurance Expenses(727,918) (747,420) (767,482)

Interest Expenses(781,453) (812,278) (876,622)

Other Expenses(2,200,280) (3,492,123) (2,183,457)

Depreciation on Non-Current Assets(13,110,288) (11,136,744) (12,780,213)

Loss on Disposal of Assets(1,322,598) (304,369) (762,501)

(57,061,643) (59,288,423) (55,021,876)

Net Result Excluding Rates(35,900,405) (40,468,752) (35,856,614)

Adjustments for Cash Budget Requirements:

Non-Cash Expenditure and Revenue

(Profit)/Loss of Asset Disposals1,061,423

132,984 762,501

Depreciation and Amortisation on Assets13,110,288

11,136,744 12,780,213

Transfers Between Current and Non Current

Movement in Deferred Pensioner Rates (Non-Current) (12,271) - (23,039)

Movement in Deferred Sundry Debtors18,497 - (58,898)

Movement in Self-Support Loans (80,000) (80,000) (325,452)

Movement in Employee Benefit Provisions (Non-Current) 21,651 62,100 (46,426)

Movement in College Grove Joint Venture (North)632 - (41,359)

CapitalCapital Revenue

Proceeds from Disposal of Assets1,060,736

625,835 582,497

Contributions for the Development of Assets3,923,222

11,603,582 18,233,514

Proceeds from New Loans1,353,000

2,385,520 650,952

Self-Supporting Loan Principal Income197,528

192,261 167,034

Interest on Capital Grants202,802

138,934 15,390

6,737,288 14,946,132 19,649,387

CITY OF BUNBURY

RATE SETTING STATEMENT

FOR THE YEAR ENDED 30 JUNE 20172017 2017 2016Actual Budget Actual$ $ $

Cash Flows from Operating ActivitiesReceipts Rates

35,584,486 35,616,231 33,861,825 Operating Grants & Subsidies 3,159,027 2,198,769 1,813,378 Contributions, Reimbursements and 1,310,330 1,033,469 1,418,473 DonationsFees and Charges

14,857,288 14,113,726 14,453,822 Interest Earnings1,254,261 883,718 1,239,755 Other Revenue

347,280 374,735 406,970 56,512,672 54,220,648 53,194,223 PaymentsEmployee Costs

(23,352,024) (24,574,946) (23,159,825)Contract Employment Costs- (66,620) (3,669)Consultants

(1,257,705) (1,734,630) (1,350,768)Materials and Contracts (11,044,051) (12,966,704) (10,986,647)Utility Charges(2,596,944) (2,940,482) (2,585,896)Interest Expenses

(791,323) (812,278) (886,335)Insurance Expenses(727,918) (747,420) (767,482)Goods and Services Tax (1,210,686) - 1,094,279 Other Expenditure

(2,199,648) (3,492,123) (2,224,816)(43,180,299) (47,335,203) (40,871,159)Net Cash Provided by (Used In)Operating Activities 13,332,373 6,885,445 12,323,064

Cash Flows from Investing ActivitiesPayments for Purchase of

Property, Plant and Equipment (6,011,978) (9,911,983) (6,666,373)Payment for Construction of Infrastructure

(8,234,179) (21,743,576) (6,461,328)Non-Operating Grants,Subsidies and Contributions 3,923,222 11,603,582 18,233,514 Interest Earning on Capital Grants 202,802 138,934 15,390 Proceeds from Sale of Fixed Assets 1,060,736 625,835 582,497 Net Cash Provided by (Used in)

Investment Activities (9,059,396) (19,287,208) 5,703,699 Cash Flows from Financing ActivitiesRepayments of Debentures (2,237,766) (2,230,770) (2,216,687)Proceeds from Self Supporting Loans 117,528 192,261 (157,180)Proceeds from New Debentures 1,353,000 2,385,520 650,952 Repayments - Deferred Debtors 18,497 - (60,136)Net Cash Provided by (Used in)Financing Activities

(748,741) 347,011 (1,783,052)Net Increase (Decrease) in Cash Held 3,524,236 (12,054,752) 16,243,711 Cash at Beginning of Year 39,022,112 39,022,112 22,778,401 Cash and Cash Equivalents

at the End of the Year 42,546,348 26,967,360 39,022,112

CITY OF BUNBURYSTATEMENT OF CASH FLOWS


2017 2017 2016Actual Budget Actual$ $ $Capital Expenditure

Purchase Land(2,541,709) (3,413,886) (62,272)Purchase Buildings(1,338,958) (3,798,001) (5,096,288)Purchase Plant and Vehicles

(781,852) (1,614,325) (1,113,551)Purchase Equipment(1,257,765) (594,183) (330,849)Purchase Furniture and Fittings

(67,890) (466,588) (51,290)Purchase Arts and Culture Assets (23,804) (25,000) (12,123)Purchase Infrastructure Assets (8,234,179) (21,743,576) (6,461,328)Repayment of Loans(2,237,766) (2,230,770) (2,216,687)(16,483,923) (33,886,329) (15,344,388)Financial Transfers

Movement in Unspent Loans(57,441) - 1,132,767 Movement in Unspent Grants 1,696,122 6,381,513 (11,013,302)Transfers to Reserves (Restricted Assets) (15,828,906) (9,992,803) (15,763,205)Transfers from Reserves (Restricted Assets) 11,112,786 14,274,322 6,529,193

Surplus(deficiency) before general rates (32,282,831) (35,172,661) (31,620,686)Total Amount Raised From General Rates 35,615,153 35,572,362 33,942,114 Net Current Assets as June 30 c/fwd - surplus (deficit) 3,332,322 399,701 2,321,428


CITY OF BUNBURYRATE SETTING STATEMENT

RETAINED SURPLUS

RESERVES CASH BACKED

REVALUATION

SURPLUS

TOTALEQUITY

$$

$$

Balance as at 1 July 2015223,869,839

7,297,584 308,384,207

539,551,630

Comprehensive Income

Net Result

14,777,771 -

- 14,777,771

Changes on Revaluation of Non-Current Assets-

- 19,222,287 19,222,287


- 19,222,287 34,000,058

Transfers from/(to) Reserves(9,234,012) 9,234,012

- -

Balance as at 30 June 2016229,413,598

16,531,596 327,606,494

573,551,688

Comprehensive Income

Net Result

3,840,772 -

- 3,840,772

Changes on Revaluation of Non-Current Assets-

- 11,764,565 11,764,565


- 11,764,565 15,605,337

Transfers from/(to) Reserves(4,716,120) 4,716,120

- -

Balance as at 30 June 2017228,538,251

21,247,715 339,371,059

589,157,025

CITY OF BUNBURY

STATEMENT OF CHANGES IN EQUITY


4 Stephen Street, Bunbury WA 6230PO Box 21, Bunbury WA 6231T: (08) 9792 7000TTY: 13 36 77F: (08) 9792 7184E: [email protected]

www.bunbury.wa.gov.au

Annual Report report 2016_17.pdf · 2020. 7. 31. · paradise that it is and I commend the report...

Documents

Transcript of Annual Report report 2016_17.pdf · 2020. 7. 31. · paradise that it is and I commend the report...