NOTICE OF MEETING · 9/15/2015 · TOWN OF CLAREMONT . NOTICE OF MEETING . NOTICE IS HEREBY GIVEN....

TOWN OF CLAREMONT

N O T I C E O F M E E T I N G

NOTICE IS HEREBY GIVEN that an

ORDINARY Meeting of the Council will be held,

on TUESDAY 15 SEPTEMBER, 2015, commencing at 7:00 PM

at the Town of Claremont, Claremont Council Chambers, 308 Stirling Highway,

Claremont.

Stephen Goode CHIEF EXECUTIVE OFFICER Date:

DISCLAIMER Would all members of the public please note that they are cautioned against taking any action as a result of a Council decision tonight until such time as they have seen a copy of the Minutes or have been advised, in writing, by the Council’s Administration with regard to any particular decision.

ORDINARY COUNCIL MEETING AGENDA 15 SEPTEMBER, 2015

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TABLE OF CONTENTS

ITEM SUBJECT PAGE NO 1 DECLARATION OF OPENING/ANNOUNCEMENT OF VISITORS ............ 1

2 RECORD OF ATTENDANCE/APOLOGIES/LEAVE OF ABSENCE .......... 1

3 DISCLOSURE OF INTERESTS .................................................................. 1

4 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE . 1

5 PUBLIC QUESTION TIME .......................................................................... 1

6 PUBLIC STATEMENT TIME ....................................................................... 1

7 APPLICATIONS FOR LEAVE OF ABSENCE ............................................ 1

8 PETITIONS/DEPUTATIONS/PRESENTATIONS ........................................ 1

9 CONFIRMATION OF MINUTES OF PREVIOUS MEETINGS ..................... 1

10 ANNOUNCEMENT OF CONFIDENTIAL MATTERS FOR WHICH MEETING MAY BE CLOSED TO THE PUBLIC ......................................... 1

11 BUSINESS NOT DEALT WITH FROM A PREVIOUS MEETING ............... 1

12 REPORTS OF COMMITTEES ..................................................................... 2

13 REPORTS OF THE CEO ............................................................................. 2

13.1 CHIEF EXECUTIVE OFFICER ......................................................... 2

13.1.1 NEW POLICY - GIFTS TO TERMINATING EMPLOYEES ..... 2

13.1.2 NEW POLICY – APPOINTMENT OF ACTING CHIEF EXECUTIVE OFFICER .......................................................... 5

13.1.3 RELOCATION OF WAR MEMORIAL - CONSULTATION ...... 7

13.1.4 WALGA GOVERNANCE REVIEW 2015 .............................. 12

13.2 PLANNING AND DEVELOPMENT ................................................ 16

13.2.1 LOTS 504 AND 505 GRAYLANDS ROAD, CLAREMONT - ACCESS ARRANGEMENTS ............................................... 16

13.3 PEOPLE AND PLACES ................................................................. 21

13.3.1 COMMUNITY DEVELOPMENT INTIATIVE - COMMUNITY CONCERT ............................................................................ 21


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13.4 CORPORATE AND GOVERNANCE .............................................. 24

13.4.1 LIST OF PAYMENTS 1-31 AUGUST 2015 .......................... 24

13.4.2 MONTHLY STATEMENT OF FINANCIAL ACTIVITY FOR THE PERIOD ENDING 31 JULY 2015 ................................. 26

13.4.3 ORDINARY COUNCIL MEETINGS FOR 2016 .................... 28

13.5 INFRASTRUCTURE ....................................................................... 31

13.5.1 QUEENSLEA DRIVE PROPOSED BICYCLE LANES ......... 31

13.5.2 SHENTON PLACE PROPOSED STREETSCAPE IMPROVEMENTS ................................................................ 34

14 ANNOUNCEMENTS BY THE PRESIDING PERSON ............................... 37

15 ELECTED MEMBERS’ MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN ............................................................................................. 37

16 NEW BUSINESS OF AN URGENT NATURE APPROVED BY THE PERSON PRESIDING OR BY DECISION OF MEETING ......................... 37

17 CONFIDENTIAL MATTERS FOR WHICH THE MEETING MAY BE CLOSED TO THE PUBLIC ....................................................................... 37

18 FUTURE MEETINGS OF COUNCIL ......................................................... 37

19 DECLARATION OF CLOSURE OF MEETING ......................................... 37


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TOWN OF CLAREMONT

ORDINARY COUNCIL MEETING

15 SEPTEMBER, 2015

AGENDA

1 DECLARATION OF OPENING/ANNOUNCEMENT OF VISITORS

2 RECORD OF ATTENDANCE/APOLOGIES/LEAVE OF ABSENCE

3 DISCLOSURE OF INTERESTS

4 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE

5 PUBLIC QUESTION TIME

6 PUBLIC STATEMENT TIME

7 APPLICATIONS FOR LEAVE OF ABSENCE

8 PETITIONS/DEPUTATIONS/PRESENTATIONS

9 CONFIRMATION OF MINUTES OF PREVIOUS MEETINGS

That the minutes of the Ordinary Meeting of Council held on 1 September 2015 be confirmed.

10 ANNOUNCEMENT OF CONFIDENTIAL MATTERS FOR WHICH MEETING MAY BE CLOSED TO THE PUBLIC

11 BUSINESS NOT DEALT WITH FROM A PREVIOUS MEETING


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12 REPORTS OF COMMITTEES

13 REPORTS OF THE CEO

13.1 CHIEF EXECUTIVE OFFICER

13.1.1 NEW POLICY - GIFTS TO TERMINATING EMPLOYEES

File Ref: COM/00032 Attachments: Proposed Policy LG528 Responsible Officer: Stephen Goode

Chief Executive Officer Author: Stephen Goode

Chief Executive Officer Proposed Meeting Date: 15 September 2015

Purpose For Council to consider a policy to comply with section 5.50 of the Local Government Act 1995, and set out the circumstances in which the Town may pay to an employee whose employment with the Town is finishing, an amount in addition to any amount to which the employee is entitled under a contract of employment, or award, and the manner of assessment of the additional amount.

Background Section 5.50 of the Act provides: A local government is to prepare a policy in relation to employees whose employment with the local government is finishing, setting out — (a) The circumstances in which the local government will pay an employee an

amount in addition to any amount to which the employee is entitled under a contract of employment or award relating to the employee; and

(b) The manner of assessment of the additional amount, and cause local public notice to be given in relation to the policy.

(1a) A local government must not make any payment of the kind described in subsection (1)(a) unless the local government has adopted a policy prepared under subsection (1). (2) A local government may make a payment —

(a) To an employee whose employment with the local government is finishing; and

(b) That is more than the additional amount set out in the policy prepared under subsection (1) and adopted by the local government, but local public notice is to be given in relation to the payment made.

(3) The value of a payment or payments made to a person under this section is not to exceed such amount as is prescribed or provided for by regulations.

(4) In this section a reference to a payment to a person includes a reference to the disposition of property in favour of, or the conferral of any other financial benefit on, the person.


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Regulation 19A of the Local Government (Administration) Regulations 1996, sets the maximum value of $5000. The definition of payment is wide and encompasses relatively small gifts which have been considered nominal recognition of a person’s service. The reason for the policy is to ensure the requirements of the Act are properly followed.

Discussion Attracting and retaining good employees is critical to achieving quality outcomes. When employees leave after providing long service and/or having made a significant contribution to the Town it is a positive signal to all staff of the value placed on them if an appropriate level of recognition can be made.

The Town had a long standing custom and practice whereby the CEO would approve token gifts of appreciation to departing officers, in particular those who had long service with the Town. In the strict governance framework now existing, such a practice has been discontinued.

Adoption of the policy will allow the CEO to approve a nominal gift to a value of $100 for an employee who has less than 7 years service if the CEO judges such a gift to be appropriate. Beyond that discretion a gift is allowed: (a) In the case of an employee who has completed 7 years of service with the

Town approximately $250; (b) In the case of an employee who has completed 15 years of service with the

Town approximately $500; (c) In the case of an employee who has completed 20 years or more of service

with the Town approximately $1000; (d) and is entirely at the discretion of the CEO. The policy proposes that Council may in exceptional circumstances, approve a gift that does not exceed the maximum amount prescribed under the Act, being $5000.

Exceptional circumstances will include: (a) Outstanding service to the Town; and (b) Significant achievements in the performance of the employee’s functions.

Past Resolutions No relevant resolutions.

Financial and Staff Implications The Town has 73.68 FTE employees. Of these 19 have served 7-15 years, 1 15-20 years and 2 more than 20 years. The cost of this proposed policy is nominal in the context or the overall employee expense. The annual expense will depend entirely on staff turnover in any year and the length of service of those leaving. In a typical year the cost could be $2000, perhaps up to $3000 if a significant number of longer serving staff left. As the name


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implies it would an exceptional circumstance if Council approved a gift for special circumstances. If approved this policy will be funded from within the employee budget.

Policy and Statutory Implications Local Government Act 1995. Local Government (Administration) Regulations 1996.

Publicity The policy is to be given local public notice before it has affect.

Strategic Community Plan Governance and Leadership. Create an environment to support and develop our staff.

Urgency Not urgent.

Voting Requirements Simple majority required.

OFFICER RECOMMENDATION

That 1 Council adopt PolicyLG528 Gifts to Terminating Employees; and

2 The Chief Executive Officer give local public notice of the policy.

COUNCIL

NEW POLICY - GIFTS TO TERMINATING EMPLOYEES

PROPOSED POLICY LG528

15 SEPTEMBER 2015

ATTACHMENT 1

PAGES 1

GIFTS TO TERMINATING EMPLOYEES Relevant Council Delegation:

Key Sustainability Result Area: LEADERSHIP & GOVERNANCE

Responsibility: Chief Executive Officer

Purpose To comply with section 5.50 of the Local Government Act 1995, and set out the circumstances in which the Town may pay to an employee whose employment with the Town is finishing, an amount in addition to any amount to which the employee is entitled under a contract of employment, or award, and the manner of assessment of the additional amount. Policy 1. General provisions 1.1 Where an employee’s employment with the Town is finishing, the Town may give the employee a payment or other gift to a value – (a) in the case of an employee who has completed 7 years of service with the Town approximately $250; (b) in the case of an employee who has completed 15 years of service with the Town approximately $500; (c) in the case of an employee who has completed 20 years or more of service with the Town approximately $1000; and is entirely at the discretion of the CEO. 1.2 The CEO may approve a nominal gift to a value of $100 for an employee who has less than 7 years service if the CEO judges such a gift to be appropriate. 2. Exceptional circumstances 2.1 In exceptional circumstances, where an employee’s employment with the Town is finishing, the Town may give the employee (in lieu of a gift under 1 above) a payment or other gift that does not exceed the maximum amount prescribed under section 5.50(3) of the Local Government Act 1995. 2.2 Exceptional circumstances for these purposes include - (a) outstanding service to the Town; and (b) significant achievements in the performance of the employee’s functions; and is entirely at the discretion of the Council. Other Relevant Policies and Documents

Local Government Act1995 section 5.50 and section 5.36(2) and (3) and 5.41(g) Local Government (Administration) Regulations 1996, regulation 19A Council policy LG500 Effective People Management Work Procedures Policy Adoption and Amendment History Reviewed/Modified Minutes Reference Date Meeting Type Adopted Modified Reviewed Reviewed Reviewed Reviewed


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13.1.2 NEW POLICY – APPOINTMENT OF ACTING CHIEF EXECUTIVE OFFICER

File Ref: COM/00032 Attachments: LG529 Appointment of Acting Chief Executive

Officer Responsible Officer: Stephen Goode

Chief Executive Officer Author: Les Crichton

Executive Manager Corporate and Governance Proposed Meeting Date: 15 September 2015

Purpose Report recommends Council adopt Policy LG529 – Appointment of Acting Chief Executive Officer recognising those Executive Managers determined suitably qualified to perform the role of Acting Chief Executive Officer.

Background Under Council’s current Delegated Authority DA2 – Appointment of Acting CEO, Council has delegated to the Chief Executive Officer (CEO) the power to appoint an employee of the Town as Acting CEO in his/her absence for period of not greater than 30 days. Past practice has been that a member of the Executive Leadership Team (ELT) is appointed to this position during such absences. Section 5.36(2)(a) of the Local Government Act 1995 (the Act) requires that a person is not to be employed in the position of CEO unless Council believes that the person is suitably qualified for the position. While the current practice implies the suitability of an employee to undertake the Acting CEO position has been determined, the proposed policy provides greater clarity on this requirement.

Discussion The draft policy confirms Council has determined the following employees are suitably qualified perform the role of Acting CEO;

• Executive Manager Corporate & Governance • Executive Manager Infrastructure • Executive Manager People and Places • Executive Manager Planning & Development

In addition, and to provide greater flexibility, the policy extends the appointment period to 30 working days from 30 days. A Council resolution is required for any period exceeding 30 working days.


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Appointment of any other employee of the Town or person other than an employee requires a Council resolution. Given the proposed policy provides the substantive CEO discretion to appoint the Executive Managers subject to availability and operational requirements, it is further recommended that Delegation DA2- Appointment of Acting Chief Executive Officer be revoked.

Past Resolutions Ordinary Council Meeting 21 April 2015 – resolution 62/15 – Delegated Authority Review Ordinary Council Meeting 9 December 2014 – resolution 203/14 – Review of Policy Manual

Financial and Staff Implications Resource requirements are in accordance with existing budgetary allocation.

Policy and Statutory Implications Local Government Act 1995 - s. 5.36(1), (2), & (3) – Local Government Employees Town of Claremont Policy Manual

Publicity N/A

Strategic Community Plan Governance and Leadership We are an open and accountable local government that encourages community involvement and strives to keep its community well informed.

• Provide and maintain a high standard of governance, accountability, management and strategic planning.

• Provide responsive and responsible leadership.

Urgency N/A Voting Requirements ABSOLUTE MAJORITY DECISION OF COUNCIL REQUIRED.

OFFICER RECOMMENDATION That Council; 1. Adopt new policy LG529 – Appointment of Acting Chief Executive Officer

as provided in Attachment 1 to provide for the appointment of one of the Town’s Executive Managers to perform the role of Acting Chief Executive Officer when required.

2. Revoke Delegation DA2 – Appointment of Acting CEO

COUNCIL

NEW POLICY – APPOINTMENT OF ACTING CHIEF EXECUTIVE OFFICER

POLICY LG529

15 SEPTEMBER 2015

ATTACHMENT 1

APPOINTMENT OF ACTING CHIEF EXECUTIVE OFFICER POLICY LG529

APPOINTMENT OF ACTING CHIEF EXECUTIVE OFFICER POLICY LG529

Key Focus Area:

Responsibility:

Relevant Council Delegation:

Purpose

Provides for the appointment of one of the City’s Executive Managers to perform the role of Acting Chief Executive Officer during limited absences of the Chief Executive Officer.

Policy

In accordance with the requirements of the Local Government Act 1995, section 5.36(2)(a), the Council has determined that the persons appointed as the permanent incumbent to the position of a Executive Manager are suitably qualified to perform the role of Acting Chief Executive Officer. The City’s incumbent Executive Managers are:- • Executive Manager Corporate Governance • Executive Manager People and Places • Executive Manager Infrastructure • Executive Manager Planning & Development Appointment to the role of Acting Chief Executive Officer shall be made in writing for a defined period that does not exceed 30 working days. A Council resolution is required for periods exceeding 30 working days. Executive Managers will be appointed to the role of Acting Chief Executive Officer at the discretion of the Chief Executive Officer, subject to performance and dependent on availability and operational requirements.

Other Relevant Policies and Documents

Local Government Act 1995, s5.36(2)(a)

Department of Local Government Operational Guideline No.10 Appointing a CEO.

Work Procedures

Nil

Policy Adoption and Amendment History

Reviewed/Modified Minutes Reference Date Meeting Type Adopted 15/09/15 Ordinary Council Meeting


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13.1.3 RELOCATION OF WAR MEMORIAL - CONSULTATION

Responsible Officer: Stephen Goode Chief Executive Officer

Author: Liz Ledger Executive Manager People and Places

Proposed Meeting Date: 15 September 2015

Purpose To clarify Council’s intention for consulting the Claremont community about the proposed relocation of the Claremont War Memorial.

Background Consideration to relocate the War Memorial to a more appropriate and sustainable site has been in discussion for approximately three years. The current location has issues which include: • Adjacent to a main highway, constricting the number of people that can be

safely managed around the site at commemorative events, • Increased attendance in recent years for ANZAC Day has meant many people

have difficulty participating (limited space, sight lines and sound issues); • The memorial is subjected to vibrations from vehicle traffic and at an increased

risk of damage. Furthermore, if the proposed future widening of Stirling Highway eventuates in the future it will encroach further on the memorial space, compounding these issues. To address these concerns, the Town has commenced a relocation plan to reposition this important memorial. To date this has involved: 1. Commissioning a report to assess the condition and consider the options and

costs associated with relocating the Memorial. 2. Developing a master plan for Claremont Park which includes a garden featuring

the War Memorial. 3. Commenced discussions with key stakeholders including preliminary

discussions to seek funding support (please refer to ‘Publicity’ for further detail). Further community consultation for the proposed relocation was part of the Relocation Plan, and recently Council resolved to undertake a ‘full referendum of all Claremont ratepayers’ (Resolution 134/15 OCM 4 August 2015).

Discussion The term referendum has a very specific meaning –

‘the process of referring a political question to the electorate for a direct decision by general vote’ (Australian Concise Oxford Dictionary, 5th edition).

Resolution 134/15 is particularly specific in requiring a referendum of ‘all Claremont ratepayers’, not of electors of the Town. Ratepayers and electors are two different


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categories. While most ratepayers are electors there will be some, for example business property owners or absentee owners of residential property, who may not be registered as electors. Not all electors are ratepayers, a significant number being residents of the town but not property owners. Research into the process of conducting a referendum of the Town’s ratepayers identified that a referendum of just Claremont ratepayers could not be done in conjunction with the local government election in October 2015. The ratepayers’ database could not be separated from the electors’ database during the election mail out. Investigation into holding a referendum of ratepayers at a time separate to the local elections reveals it would cost approximately $18,000 (based on a 50% return rate). From discussion with elected members the intention of resolution 134/15 was to provide a specific opportunity for the people of Claremont to be informed about the proposal to relocate the memorial and to provide direct feedback. This would ensure that community members who have not been aware of the extensive media coverage about the proposal would have an opportunity to provide their views on the proposal. To understand the community’s attitude toward relocating the Memorial, a less expensive and broader reaching consultation method is recommended.

Table 1: Consultation Comparison

REFERENDUM

COMMUNITY CONSULTATION

Cost Approximately $18,000 (NB: This is based on a 50% return rate).

Approximately $5,000.

Timing The timing of a referendum would need to consider the local government elections in mid October.

Can be executed at any time, with approx 4 weeks lead time.

Officer time

Estimated officer time to develop the ‘for & against’ argument, liaison with Electoral Commission etc = 15hrs.

Estimated officer time to refine and implement the consultation strategy and prepare report = 20hrs.

Comments A referendum of just ratepayers excludes a portion of the community. Non compulsory vote for ratepayers.

Non compulsory feedback but will ensure every householder is informed and can provide comment.

The recommended Community Consultation Strategy for the War Memorial is based on the strategy recently implemented for the Lake Claremont Recreation Precinct. At


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an approximate cost of $4000, and a total response rate of 317, the data collected has provided good direction for the development of the precinct. Table 2: War Memorial Community Consultation Strategy

Objective To gauge the community of the Town of Claremont’s support of the relocation of the War Memorial into Claremont Park

Level of Engagement

Consult – to obtain community feedback on a proposal

Method Survey (Online and hard copy)

Target

• Residents (distributed to every household) and • Ratepayers (posted to those not living in the Town)

Past Resolutions Ordinary Council Meeting 4 August 2015, Resolution 134/15: That Council: 1. Having reviewed the Strategic Community Plan – ‘Claremont Ahead 2023’, as

shown in Attachment 001, ENDORSES it without amendment; and

2. ENDORSES the Corporate Business Plan 2015-16 to 2018-19, as shown in Attachment 002, and approve Item 1.2.3 subject to any proposal to move the War Memorial needs to be subject to a full referendum of all Claremont Ratepayers.

ALTERNATIVE MOTION CARRIED (NO DISSENT)

Ordinary Council Meeting 19 November 2013, Resolution 343/13: That Council: 1. Adopts the proposed Claremont Park Master Plan for implementation in

stages over the coming years commencing in 2013-14 financial year, and

2. Delegates to the Chief Executive Officer to finalise the location of the facilities.

CARRIED BY AN ABSOLUTE MAJORITY (NO DISSENT)

Financial and Staff Implications There are no current resources allocated. The recommended community consultation strategy can be accommodated from the Claremont Park upgrade budget. The cost of a referendum is greater but could be accommodated although it would require other works to be dropped or deferred.


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Policy and Statutory Implications This relates to the Town’s Community Consultation Policy LG524. Where Council’s decision making is involved, the Town’s administration is to recommend the appropriate level of consultation, determining the methodology, and where necessary, reporting to Council on the outcomes of the process.

Publicity As part of the Relocation Plan, various forms of stakeholder engagement have taken place. Level of Engagement

Stakeholder How Outcome

Inform To provide community members general information to assist them in understanding the activity

Claremont community and wider

Media Release (Post) May 2015

Page 7 Article ‘New Garden Site for Memorial’, The Post 2 May 2015

Claremont community

Town Talk Print Edition (The Post and the Western Suburbs Weekly) August 2015

An article about the proposed relocation to a site in Claremont Park was featured in the August edition of the print Town Talk

Consult To obtain community and stakeholder feedback on proposals, analysis or decisions

Residents and ratepayers of the Town

Survey as recommended

To be completed

Involve Work directly with all the community and stakeholders throughout the process to ensure their issues and concerns are understood and considered

President of the Claremont RSL

Meeting and correspondence dated January 2015

Supportive of the relocation of the War memorial into Claremont Park

Premier of Western Australia, Hon Colin Barnett

Meeting and correspondence dated February 2015


State President of the RSL, Graham Edwards

Meeting and correspondence dated April 2015



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Strategic Community Plan Governance and Leadership

We are an open and accountable local government that encourages community involvement and strives to keep its community well informed.

• Focus on improved customer service, communication and consultation.

Urgency There is some urgency with this decision in order to progress the consultation, analyse feedback and make appropriate plans for the War Memorial and Claremont Park.

Voting Requirements SIMPLE MAJORITY DECISION OF COUNCIL REQUIRED.

OFFICER RECOMMENDATION That Council 1. Confirms the intention of resolution 134/15 was to provide a specific

opportunity for the Claremont community to be informed about the proposal to relocate the memorial and an invitation to provide direct feedback.

2. Approves the recommended Community Consultation Plan for the Relocation of the War Memorial to achieve the intention of resolution 134/15.


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13.1.4 WALGA GOVERNANCE REVIEW 2015

File Ref: GOR/00278 Attachments: WALGA Governance Review Discussion Paper

(Proposed) Submission by Town of Claremont to WALGA Governance Review

Responsible Officer: Stephen Goode Chief Executive Officer

Author: Stephen Goode Chief Executive Officer


Purpose The Western Australian Local Government Association (WALGA) State Council is sponsoring a review of the governance arrangements for the State Council and Zones. This report presents a proposed submission to the review with recommendations directed at strengthening WALGA’s governance and in particular, its relationship with members.

Background WALGA invited members to offer feedback on the issues explored in the discussion paper (circulated by the Association), as well as any other relevant matter, by 16 September 2015. The WALGA Governance Review Discussion Paper produced to facilitate a review of the governance arrangements for State Council and the WALGA Zones is attached. The Association states that the review focuses on WALGA’s three key governance documents – the Constitution, Corporate Governance Charter and Standing Orders – as well as the effectiveness of the relationship between Zones and State Council. The Discussion Paper is arranged in three parts. Part 1 focuses on WALGA’s three key governance documents: WALGA’s Constitution, Corporate Governance Charter and Standing Orders. Part 2 focuses on technical wording and the alignment of issues in the three governance documents. Part 3 explores State Council and Zone processes, including their inter-relationship and effectiveness. There is little doubt that the Association was badly impacted by the State Government restructuring process. During the last four or five years the remarkable achievement of local government was to hold together; that the Association did not fragment under the enormous pressure of the reform process and the sector’s divergent responses. It was the significant bank of goodwill built up over decades that (to a large extent) kept the sector together. In the end the Association lost one


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member but should not be complacent about that: It was very nearly a much worse fracture which would potentially have taken decades to repair. The future of WALGA may be decided by how it responds to the damage of the immediate past and the opportunity is presented by this governance review to rebuild the linkages with members, and in many cases rebuild the confidence of members’ in their association. It is an important issue for Town of Claremont to consider and offer direct input to.

Discussion The attached (proposed) submission to the WALGA Governance Review is focussed on Part 3 of the discussion paper although changes to the Constitution and other key governance documents will be necessary if the proposals in the submission are accepted. The submission begins by listing the ten guiding principles of good governance. It is with these in mind that the report discusses:

1. The two roles WALGA has; firstly (and it is submitted, most importantly) its advocacy role and secondly its business service to members. The submission suggests that State Council may be properly structured for the first role but less so for the overview of the business units. These business units should have the focus of a board which is chosen on merit for the skills required, as with any commercial entity. Oversight of the business arm of WALGA would be enhanced by devolving the business services to an autonomous business organisation with its own board. The entity should be wholly owned by the Association and the board accountable to State Council, in the way a public company board is accountable to shareholders.

2. There is no doubt that the elected leadership of WALGA is fundamental to the success of the Association. This is equally true in terms of the internal wellbeing of the association and its relationship with key external parties such as the State Government. Ultimately the President should serve the members. The President should also clearly serve at the gift of the members. The submission contemplates significant changes to address the issue of member confidence in the position of President: • The creation of an executive committee; • Recognition of the need for checks and balances (for the President) and

proposing a range of opportunities to achieve them; • The ultimate power of electing the President and of censuring or

removing the President from office (it is proposed) should be with the members; and

• The President should have a (strictly observed) maximum term of office. 3. It is recognised without reservation that the Association decision making

process tries to engage with members through the Zones. There is no doubt that State Council seeks to hear and take into consideration the views of the members as channelled through the Zones.

But it is an imperfect system and it often does not serve well, especially with contentious issues. The submission offers suggestions for State Council to consider how to place greater recognition on the views coming through Zones.

4. WALGA exists to serve the members. Therefore members come first should be the foundation principle. Many members do not feel that is the situation now. The submission proposes:


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• An accountability mechanism to ensure that resolutions passed by members at a general meeting are properly considered by State Council and that there is a mechanism (for aggrieved members) to respond to a State Council decision to not act upon such a resolution; and

• That the CEO and President attend at least one meeting of every Zone in each calendar year, to build and nurture the relationship with all members.

This submission by Town of Claremont acknowledges the value of the review and good intentions of WALGA. The discussion and recommendations are offered in good faith in the hope that this input may assist WALGA to ensure its preeminent standing as the voice of local government.

Past Resolutions Ordinary Council Meeting 7 October 2014, Resolution 161/14: That Council: That Council determine its position to provide feedback to guide WALGA’s determination of its policy position regarding advocacy for amendments to the poll provisions contained in Schedule 2.1 of the Local Government Act 1995. Moved Cr Haynes, seconded Cr Tulloch That Town of Claremont advise that it supports WALGA Option 1 as set out in the report regarding amendment to poll provisions in Schedule 2.1 of the Local Government Act 1995, being all boundary change proposals should be the subject of a poll.

CARRIED (NO DISSENT)

Ordinary Council Meeting 7 May 2013, Resolution 81/13: That Council: ALTERNATIVE MOTION

1. Renew its membership of the Western Australian Local Government Association for the 2013-14 year;

2. Place on record and advise WALGA that it has failed in its advocacy role and must cease actively advocating against any of its members, and

3. Request a review of the Zone process to ensure an opportunity for proper consideration of Zone input before State Council resolves matters.

4. Submit the following motion to the AGM of WALGA –

1) The President of WALGA is censured for his public comments as President of WALGA about local government reform which purport to represent the WALGA position although he knows (or should know) that they do not reflect the adopted position of WALGA, and in particular where such comments are, or can reasonably be interpreted to be) a disrespectful attack on some members of the association.


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2) State Council is reminded that it should act and be seen to act in the interests of its members and not the perceived interests of a majority of a sub-set of members.

3) No association funds are to be expended on advertorials or any other form of publicity that does not accurately and clearly represent the adopted position of WALGA.



Policy and Statutory Implications Section 5.98 Local Government Act 1995 recognises the Western Australian Local Government Association (WALGA) and its objects and functions. WALGA is constituted pursuant to the Associations Incorporation Act 1987 The Town of Claremont is member of WALGA and appoints delegates to the Central Metropolitan Zone of the Association.

Publicity N/A

Strategic Community Plan Governance and Leadership

• Identify strategic partnerships that align with the Town’s vision.

• Provide and maintain a high standard of governance, accountability, management and strategic planning.

• Provide responsive and responsible leadership.

Urgency N/A

Voting Requirements Simple majority decision of Council required.

OFFICER RECOMMENDATION That Council endorse the Town of Claremont submission to the WALGA Governance Review 2015.

COUNCIL

WALGA GOVERNANCE REVIEW 2015

WALGA GOVERNANCE REVIEW DISCUSSION PAPER (PROPOSED) SUBMISSION BY TOWN OF CLAREMONT TO WALGA GOVERNANCE REVIEW

15 SEPTEMBER 2015

ATTACHMENT 1

WALGA Governance Review

Discussion Paper

www.walga.asn.au 2

Contacts:

James McGovern

Manager, Governance

Contact: (08) 9213 2093 or [email protected]

Tony Brown

Executive Manager Governance & Organisational Services

Contact: (08) 9213 2051 or [email protected]

mailto:[email protected]


www.walga.asn.au 3

Contents

1. Background.................................................................................................................... 5

1.1 Review Process ...................................................................................................... 5

2. Review of Documentation .............................................................................................. 6

2.1 Constitution ............................................................................................................. 6

2.1.1 Clause 9 – State Council Ex-Officio Members .................................................. 6

2.1.2 Clause 10 – Meetings of State Council ............................................................ 6

2.1.3 Clause 14 – Zones ........................................................................................... 6

2.1.4 Clauses 17 and 18 – President and Deputy President ..................................... 7

2.1.5 Clause 19 – Vacancy President and Deputy President .................................... 7

2.2 Corporate Governance Charter ............................................................................... 8

2.2.1 Clause 7 – Role of State Councillor ................................................................. 8

2.2.2 Clause 7 – Role of State Councillor – Zone Meetings .................................... 10

2.2.3 Clause 8 – Role of President ......................................................................... 10

2.2.4 Clause 9 – Role of the Chief Executive Officer ............................................... 11

2.2.5 Clause 11 – State Council Meetings .............................................................. 12

2.2.6 Clause 13 – State Council Meeting Agenda ................................................... 13

2.2.7 Clause 13 (iv) – Emerging Issues .................................................................. 13

2.2.8 Clause 16 – LGIS Board and Local Government House Trust ....................... 14

2.2.9 Clause 17 – Committees with Delegated Powers ........................................... 15

2.2.10 Clause 20 – Monitoring .................................................................................. 15

2.2.11 Clause 33 – Relationship between State Council, Zones and Local

Governments ................................................................................................. 16

2.2.12 Proposed New Clause – Recommendations to Representative Bodies.......... 19

2.2.13 Code of Conduct and Confidentiality Agreement ............................................ 19

2.3 Standing Orders .................................................................................................... 20

2.3.1 Clause 7 – Order of Business ........................................................................ 20

2.3.2 Proposed New Provision – Alleged Breach of Standing Orders ..................... 20

3. Technical Drafting ........................................................................................................ 21

3.1 Constitution ........................................................................................................... 21

3.1.1 Clause 5 – Membership of the Association .................................................... 21

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3.2 Corporate Governance Charter ............................................................................. 21

3.2.1 Clause 7 – Role of State Councillor: Review of Annual General Meeting

Decisions ....................................................................................................... 21

3.2.2 Clause 15 – Annual Meeting Calendar ........................................................... 21

4. Review of State Council and Zone Effectiveness ......................................................... 23

4.1 State Council Decision Making Process ................................................................ 23

4.1.1 Inclusiveness vs. Timeliness of State Council Decisions ................................ 23

4.1.2 Zone Motions – Consistency with Council Policy ........................................... 24

4.2 Zone Autonomy .................................................................................................... 24

4.3 Zone Presentations and Delegations .................................................................... 24

4.4 Comprehensive State Council Agenda .................................................................. 25

4.4.1 Timeliness of State Council Agenda .............................................................. 25

4.4.2 State Council Agenda Format ........................................................................ 26

5. Submission of Feedback .............................................................................................. 27

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1. Background

WALGA State Council is sponsoring a review to be carried out on the governance

arrangements for State Council and Zones.

A review of the Association’s governance structure was undertaken in 2011. This review

focused on the structure and effectiveness of State Council and the Zones. It is proposed

that the primary focus of this review will be the governance processes of WALGA and the

effectiveness of the relationship with Zones rather than a focus on structure.

1.1 Review Process

This Discussion Paper will focus on the following:

a) Review of Documentation – Key issues – Section 2 of this paper

b) Technical drafting – Correction of technical wording issues and the alignment of

issues in the three governance documents – Section 3 of this paper

c) Review of State Council and Zone processes and effectiveness – Section 4 of this

paper

A review of the three Association governance documents is to be undertaken. The primacy

of the documentation is as follows:

I. Constitution

II. Corporate Governance Charter

a. Code of Conduct

b. Confidentiality Agreement

III. Standing Orders

a. State Council

b. Annual General Meeting

As a principle there will be an alignment of the documentation to make sure that all three

documents are consistent. Over time there have been reviews of the Constitution and the

Corporate Governance Charter without reviews of the Standing Orders and this has created

some inconsistencies.

The following timetable for the review is proposed:

1. Preparation of a Discussion Paper for sector-wide consultation and feedback

May-June 2015

2. Consultation with the Local Government sector and Zones

June-September 2015

3. Consideration of responses October 2015 4. Preparation of a report to Zones and State Council November-December 2015 5. Referral of any subsequent proposals for

Constitutional change to a future AGM August 2016

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2. Review of Documentation

Each of the key governance documents of WALGA – the Constitution, Corporate

Governance Charter and Standing Orders – are considered in this section of this paper, with

a range of key issues identified for discussion and feedback. Other, more general feedback

on each of the documents is also welcomed, beyond the issues raised below.

2.1 Constitution

General feedback is sought on the Constitution, as well as responses to the following

discussion points. The Constitution can be found at:

http://www.walga.asn.au/MemberResources/GovernanceStrategy/GovernanceReviewDiscus

sionPaper.aspx

2.1.1 Clause 9 – State Council Ex-Officio Members

There is an inconsistency between the Association’s Constitution and the Corporate

Governance Charter. The Constitution provides for 2 ex-officio members: the WALGA

President and LGMA WA President. The Corporate Governance Charter provides for 3 ex-

officio members: the WALGA President, LGMA WA President and Lord Mayor of the City of

Perth.

Discussion:

Should the Lord Mayor of the City of Perth be added to the Constitution or left as

discretionary with reference only in the Corporate Governance Charter?

2.1.2 Clause 10 – Meetings of State Council

Currently the Constitution does not include a reference to Standing Orders, it only references

the requirement for State Council to establish a Corporate Governance Charter and Code of

Conduct.

Discussion:

Are State Council’s meeting procedures as set out in the Standing Orders, and applying to

all meetings of State Council, worthy of mention in the Constitution?

2.1.3 Clause 14 – Zones

There is a requirement to clarify that an Elected Member who has been peremptorily

suspended under Section 8.15C(2)(c) of the Local Government Act (where a Council is also

suspended) becomes ineligible to be a Zone delegate during this period of suspension.

Discussion:

Comments are invited on adding the ineligibility reference as set out above.

http://www.walga.asn.au/MemberResources/GovernanceStrategy/GovernanceReviewDiscussionPaper.aspx

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2.1.4 Clauses 17 and 18 – President and Deputy President

Currently, there is no restriction on the term the WALGA President may serve, whereas

there is a two term confinement on the Deputy President position.

The President and Deputy President are elected by State Council for two year terms

following the election of State Councillors by the Zones. Following a State Councillor’s

election as President, the Zone that elected that State Councillor is entitled to elect a

replacement State Councillor to maintain that Zone’s representation around the State

Council table.

Discussion:

Should the term limit for the two positions be consistent? If consistency is preferred, then

should non-restricted terms be considered or restricted terms?

2.1.5 Clause 19 – Vacancy President and Deputy President

The current provisions for filling a vacancy in the office of President and Deputy President

follow:

(1) If the office of the President becomes vacant or if for any other reason the President is unable to take or hold office at a period which exceeds six months from the date of the next scheduled election for that office, then the State Council shall meet to elect from among their number a President who, subject to this Constitution, shall hold the office of President for the balance of the term of the President replaced.

(2) Where a vacancy occurs in the office of President at a period which is six months or less from the date of the next scheduled election for that office, the State Council may convene a meeting to elect from among their number a President who, subject to this Constitution, shall hold the office of President for the balance of the term of the President replaced, or the State Council may in its discretion, determine that the vacancy be filled by the Deputy President until the date of the next scheduled election.

(3) If the office of Deputy President becomes vacant or if for any other reason the Deputy President is unable to take or hold office, then the State Council shall meet to elect from among their number a Deputy President who shall hold the office for the balance of the term of the Deputy President replaced.

(4) A State Council representative elected to fill a vacancy of Deputy President pursuant to

clause 18 shall still be eligible for election for a subsequent two (2) full consecutive

terms.

Discussion:

Do the provisions clearly express the election process? Do the provisions permit the efficient

and timely election of either position when a pre-term vacancy arises? Can the provisions be

improved to facilitate democratic election principles?

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2.2 Corporate Governance Charter

General feedback on the Corporate Governance Charter is sought, as well as responses to

the following discussion points.

The Corporate Governance Charter can be found at:

http://walga.asn.au/MemberResources/GovernanceStrategy/GovernanceReviewDiscussion

Paper.aspx

2.2.1 Clause 7 – Role of State Councillor

State Councillors are the Association’s Board members, elected by Zones. State Councillors,

through collective decisions of State Council, have ultimate responsibility for the successful

operation of the Association. This includes responsibility for policy positions, strategic

direction and financial operations.

The Role of a State Councillor is currently described as follows:

(i) General roles and responsibilities State Councillors have ultimate responsibility for the overall successful operations of the Association. The principal roles of State Councillors relate to:

all major policy positions and issues;

the strategic direction of the Association;

financial operations and solvency; and

all matters as prescribed by law. Broadly speaking, the fundamental duties that State Councillors must fulfil include:

(i) act in good faith and in the best interests of the organisation for a proper purpose; (ii) act with care and diligence; (iii) act honestly; (iv) avoid actual or potential conflict of interest; (v) not to improperly use information or their position; (vi) prevent insolvent trading by the Association; and (vii) avoid actual or potential conflicts of interest.

State Councillors, as directors of a Board, are required to act consistently in the “best interests of the organisation as a whole”. This effectively means that the duties of a State Councillor are owed to all Member Local Governments. Whilst it is recognised that State Councillors must represent the interests of their respective Zones, the interests of the Association and its collective membership must always come first. Individual State Councillors have no individual authority to participate in the day-to-day management of the Association, including making any representations or agreements with Member Local Governments, suppliers, customers, employees or other parties or organisations.

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(ii) Confidentiality and Code of Conduct Pursuant to the Association’s Constitution (clause 10) and in accordance with agreed ethical and behavioural standards, State Councillors will abide with confidentiality requirements and the State Council’s Code of Conduct. The Code is enclosed as Schedule 2 to the Charter. All State Councillors are required to sign a Confidentiality and Code of Conduct Agreement which outlines their obligations to the Association in relation to the treatment of confidential information and behavioural requirements within the Code of Conduct. A copy of the Confidentiality and Code of Conduct Agreement is enclosed as Schedule 3 to the Charter.

(iii) Expectations of State Councillors in State Council meetings A State Councillor shall, in good faith, behave in a manner that is consistent with generally accepted procedures for the conduct of meetings at all State Council meetings. This will include, but not be limited to:

behaving in a business-like manner;

acting in accordance with the policy resolutions of the Association’s State Council;

abiding by the provisions of the Confidentiality and Code of Conduct Agreement;

addressing issues in a confident and firm, yet courteous manner;

using judgement, common sense and tact when discussing issues;

minimising side comments, chatter and irrelevant remarks;

ensuring that others are afforded a reasonable opportunity to put forward their views (ie refraining from interruption or interjection when a speaker has the floor); and

being particularly sensitive in interpreting any request or indication from the President that aims to ensure the orderly and good-spirited conduct of the meeting.

State Councillors are expected to be forthright in State Council meetings and have a duty to question, request information, raise any issue, fully canvass all aspects of any issue confronting the Association and cast their vote on any resolution according to their own judgement. However outside the Boardroom, State Councillors will support the spirit of all State Council decisions in discussions with Member Local Governments, Zones, staff and other parties when acting in their capacity as a State Councillor. The Association respects the right of State Councillors when acting in their local or regional elected membership role to advocate the position of their local or regional constituency. All information received by a State Councillor in the course of the exercise of their official duties that is deemed by the Chief Executive Officer to be confidential remains the property of the Association. It is improper to disclose information, or allow information to be disclosed, unless the disclosure has been authorised.

(iv) Annual General Meeting Directions and Decisions In accordance with clauses 22 and 23 of the Constitution, the State Council is to give

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consideration to any direction or decision made at an Annual General Meeting in its discharge of responsibilities and functions. Where State Council considers that a direction or decision from an Annual General Meeting is not in the best interests of the Association, the Chief Executive Officer shall give notice to Ordinary Members of the decision of State Council and the reasons for that decision. (v) Emergency Contact Procedures As there is the occasional need for urgent decisions, State Councillors should leave with the Secretariat any contact details, either for themselves or for a person who knows their locations, so that all State Councillors can be contacted within 24 hours in case of urgent business.

Discussion:

Does the role of a State Councillor adequately capture the contemporary requisites and

expectations of the position?

2.2.2 Clause 7 – Role of State Councillor – Zone Meetings

There is scope to consider broadening sub-clause (iii) ‘Expectations of State Councillors in

State Council Meetings’ to include expectations when attending Zone Meetings to reflect the

collegiate approach to State Council Policy positions that arise through formal decision-

making processes.

Discussion:

There is a requirement in Local Government that Elected Members support their Council’s

formal resolutions, and not speak adversely or negatively on decisions that Council has

made. Should this transfer to the expectation of the behaviour of State Councillors?

2.2.3 Clause 8 – Role of President

The President’s role is currently described as follows:

The President’s role is a key one within the Association. The President is considered the “lead” State Councillor and utilises experience, skills and leadership abilities to facilitate governance processes. The President is to represent and advocate the resolutions of State Council. Whilst State Council retains ultimate responsibility for Association decision making, any issues that require an immediate or urgent decision outside of State Council ordinary and extraordinary decision making processes, and where it is impractical to seek State Council consideration, may be dealt with by the President in consultation with the Deputy President. Such actions shall not contravene existing policy or previous decisions of State Council and must be undertaken in observance to any specified parameters. Any exercise of this power will require an agenda item to be submitted to the next ordinary meeting of State Council seeking ratification. In common with the Chairman of most governing boards, the President will:

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chair State Council meetings in a manner which results in consensus and commitment to decisions;

represent the views of State Council to management and act as a link between meetings;

be the ‘interface’ of the organisation with external stakeholders;

act as spokesperson and media contact on such matters as are required, in consultation with the Chief Executive Officer of the Association;

develop an effective working relationship with the Chief Executive Officer;

ensure timely and accurate dissemination of information to State Councillors;

be responsible for State Council performance and advise and counsel State Councillors in regards to their performance on State Council;

establish Policy Forums, as required, to report directly to State Council; and

co-opt persons for Local Government vacancies to boards and committees where no nominations have been received following two rounds of advertising.

Discussion:

1. Does the role of the President adequately capture the contemporary requisites and

expectations of this important function?

2. Further, should a clause be added to the Corporate Governance Charter to clarify the

role of the Deputy President, which is to fulfil the role of the President in the

President’s absence?

2.2.4 Clause 9 – Role of the Chief Executive Officer

The Chief Executive Officer’s role is currently described as follows:

The Chief Executive Officer is appointed by and accountable to the State Council. The Chief Executive Officer is responsible for the ongoing management of the Association in accordance with the strategy and policies approved by the State Council. Within the State Council meeting, the Chief Executive Officer will provide advice, information and seek to clarify any issues raised, but will not enter into debate or deliberations. The Chief Executive Officer’s responsibilities will include:

managing the day-to-day operations of the Association;

developing, with the State Council, a consensus for the Association’s vision and mission and constructing strategic and business plans to implement the vision and mission;

establishing and maintaining an effective system for identifying, monitoring, analysing and managing organisational risk and ensuring sound internal compliance and control;

ensuring that State Council is kept informed of all relevant or requested information in a timely manner;

ensuring that all proposals which affect the strategic direction of the Association are channelled through State Council for consideration;

recruiting and negotiating the terms and conditions of appointment for all employees and appointing senior managers to the Executive Team;

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promoting an organisational culture that is aligned with the values, standards and strategies adopted by State Council;

ensuring a safe workplace for all personnel;

being the spokesperson for the Association on all operational matters and such other issues as required by the President;

establishing and maintaining a Register of Powers, Authorities, Discretions and Duties delegated by the State Council; and

being the custodian of records, books, documents and securities of the Association. Pursuant to clause 13 (2) of the Association’s Constitution, the State Council may delegate to the Chief Executive Officer the exercise of any of its powers or the discharge of any of its duties under the Constitution.

Discussion:

Does the role of the Chief Executive Officer adequately describe the expectations of

Members in the management of the Association?

2.2.5 Clause 11 – State Council Meetings

The Corporate Governance Charter currently states:

State Council meetings are fundamental to the governance of the Association. The State Council meeting is the main opportunity for State Councillors to:

obtain and exchange information with the Chief Executive Officer and senior management team;

obtain and exchange information with each other; and

make decisions. The following guidelines have been adopted for all meetings of State Council:

a willingness to deal with the business – “canvass fully, then decide”;

set a start time and aim for two hours maximum;

aim to finish the job;

where there is no disagreement, no debate is needed;

adhere to clear rules of meeting and debate;

if the majority accept, move on (“win some, lose some”);

concentrate on the issue, resist the temptation for personal attack and the claiming of territories;

create space for those who want to have a say;

speak up and speak clearly;

know the Agenda - do your homework;

ensure phones are turned off in meetings; and

in media releases, endeavour to acknowledge difference if present, whilst representing the State Council view or decision.

Discussion:

Review of this clause is recommended to ensure satisfaction that the functions relating to

State Council meetings reflect contemporary expectations.

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2.2.6 Clause 13 – State Council Meeting Agenda

The Corporate Governance Charter currently states:

The State Council meeting agenda will generally address the following:

Standing matters, including attendance, announcements, previous minutes, business arising from minutes and declarations of interest

Emerging Issues

Matters for Decision

Matters for Noting

Organisational Reports including Key Activity Reports and Policy Forum Updates

The President’s Report

The Chief Executive Officer’s Report, and

Meeting Assessment.

Discussion:

Should there be allocation for a report from an Ex-Officio member? Currently the LGMA

(WA) President attends all meetings; however there is no item for a report. WALGA, by

comparison, has a reporting item at LGMA meetings through the CEO’s Ex Officio capacity.

2.2.7 Clause 13 (iv) – Emerging Issues

This subclause currently states:

Urgent issues that are not dealt with in the State Council agenda may be discussed in the “Emerging Issues” section at the beginning of State Council meetings. The emerging issues section will be primarily used for notifying State Council of critical issues of relevance to Local Government that arise from Zone, Committee or Policy Forum meetings. Where a State Councillor seeks to raise an emerging issue at a State Council meeting, at least 24 hours notification must first be provided to the President and/or Chief Executive Officer. Any resolutions that arise from the consideration of an emerging issue must be carried by an appropriate resolution, in accordance with clause 12 of the Association’s Constitution. It is considered inappropriate to utilise Emerging Issues as a means of seeking resolution from State Council on any of the following matters:

variations to the Constitution;

amendments to the Code of Conduct;

amendments to the Standing Orders;

any addition, amendment, withdrawal, modification or substitution of powers of the State

Council; or

delegations to any person or committee.

Discussion:

1. Does the current process for inclusion of Emerging Issues in the State Council

agenda require review?

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2. Should emerging issues require approval of State Council to be formally considered

at a State Council meeting?

2.2.8 Clause 16 – LGIS Board and Local Government House Trust

Presently, the Corporate Governance Charter contains extensive detail on the formation and

operation of Delegated Committees e.g. Honours Committee. However, the LGIS Board and

the Local Government House Trust are not mentioned to the same extent.

Currently the following is provided:

State Council has established a Board with full delegated powers, namely the Local Government Self-Insurance Schemes Board. Decisions of the Board are taken independent of the need for ratification of State Council. The Local Government House Trust is a Trustee which owns and operates Local Government House.

It is suggested that more detail can be included outlining the Board and Trust.

Local Government Self Insurance Scheme Board

The LGIS Board is ultimately responsible for all matters relating to implementing the

objectives and purposes of the Insurance Schemes.

State Council has resolved that the Board will function and be regarded for all intents and

purposes as a Board of Directors. Board members are therefore Directors, and are required

to act in the discharge of all their responsibilities as if they are Directors of a corporation.

The LGIS Board has its own Corporate Governance Charter which is endorsed by State

Council.

Local Government House Trust

The Local Government House Trust was established in 1980 with the objective of providing

a building for the Local Government Associations.

The Trust is overseen by a Board of Management comprising of the following;

I. President and Deputy President of WALGA

II. a State Councillor from the country constituency

III. a State Councillor from the metropolitan constituency

IV. a representative from the beneficiaries of the country constituency

V. a representative from the beneficiaries of the metropolitan constituency

VI. the Chief Executive Officer of WALGA

There is a need to document in the Corporate Governance Charter the appointment and re-

appointment process and terms for State Councillors and also the representatives from the

country and metropolitan constituency.

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Discussion:

Comment is invited on the matters discussed above.

2.2.9 Clause 17 – Committees with Delegated Powers

The current Committees with delegated powers include the Finance and Services

Committee, Municipal Waste Advisory Council, Selection Committee and Honours Panel.

It is suggested the Committee process could be improved by including the following

provisions in the Corporate Governance Charter:

Terms of Reference:

This will include the scope and limitations of the Committee.

Membership and Term:

Description of skills and abilities of members, and the term they will serve, which is

suggested should coincide with State Council terms.

Appointment process for State Councillors and non-WALGA members:

Currently, the Corporate Governance Charter states that the President may appoint

members to delegated committees.

It is proposed that a formal process of appointment to delegated committees is established

with appointments made by State Council utilising the Selection Committee where

appropriate. At the beginning of each two-year State Council term, State Council should

appoint State Councillors to delegated committees. Further, State Council should consider

and endorse the appointment of external members to delegated committees based on

recommendations from the Selection Committee following a thorough nomination and

selection process.

This proposal would reflect the contemporary practice in the Local Government sector when

establishing a formal Committee of a Council.

Discussion:

Comment is invited on this proposal.

2.2.10 Clause 20 – Monitoring

This clause currently states:

A fundamental function of the State Council is to monitor the strategic direction, performance, management of risk and compliance of the Association. With this general principle in mind, the State Council is charged with monitoring both financial and non-financial KPIs.

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Financial KPIs The State Council will closely follow:

annual membership contributions;

the Balance Sheet;

Income and Expenditure Statement;

financial performance against annual budget;

debtors (over 90 days);

creditor’s days;

financial indicators (e.g. liquidity ratio, debt/asset ratio);

the annual audit of financial statements; and

compliance with the Association Financial Management Policies (e.g. Financial Planning, Financial Condition, Budget Reallocation).

Currently, financial KPIs are monitored by the Finance and Services Committee with State

Council considering the Finance and Services Committee Minutes at each State Council

meeting.

Discussion:

1. This section requires reviewing as a number of the monitoring functions are carried

out by the Finance and Services Committee, and comment is invited on appropriate

content.

2. Further, should State Council have a more structured role in monitoring financial

KPIs?

2.2.11 Clause 33 – Relationship between State Council, Zones and Local Governments

This clause outlines the relationship between State Council, Zones and Member Local

Governments and includes sub clauses on the following:

State Council

State Council Co-Chairs

Forum of Co-Chairs

Policy Forums

Zones

Member Local Governments

Clause 33 states:

The structural framework for the Association includes three levels of representation:

State Council - consisting of 24 members representing Zones within the country and metropolitan constituencies;

Zones – 12 country and 5 metropolitan Zones; and

Member Local Governments

(i) State Council State Council is the peak decision making body for the Association and is responsible to Zones and Member Local Governments for fulfilling their constitutional responsibilities.

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Zones and Member Local Governments can make direct submissions to State Council, either through their representative(s) on State Council or the Association Secretariat. (ii) State Council Co-Chairs Two State Councillors are appointed by the President as Co-Chairs for each of the four policy portfolios of governance and strategy, infrastructure, environment and waste and planning and community development. The role of the Co-Chairs is to act as the key advocates for their respective policy portfolios. Specific duties include liaison with the respective Executive Manager on key policy positions and developments in the portfolio including the preparation of submissions and when required, endorsement of interim submissions. Co-Chairs may also be invited to attend meetings with relevant Government Ministers at the discretion of the President.

(iii) Forum of Co-Chairs The Forum of State Council Co-Chairs acts as the primary policy and advocacy support to the President and the Association. The Forum is established by the Association President and comprises the President and two State Councillors for each of the four policy areas (infrastructure, governance and strategy, environment and waste, planning and community development). The Forum of Co-Chairs has no delegated authority and works within current Association policy positions. The Forum of Co-Chairs considers and discusses strategic priority policy issues affecting the Association and the Local Government sector for future State Council consideration.

(iv) Policy Forums Within the core policy portfolios of the Association, policy development is facilitated by Policy Forums. Policy Forums are convened on an as-needs basis by the Association President to develop policy for the Association in relation to a particular issue or range of issues. Policy Forums can be of any size and may include membership from elected representatives and officers from affected or interested Member Local Governments. In some instances, a Policy Forum may be a day-long symposium open to all Local Governments which concludes upon the adoption of a common resolution. In other cases, Policy Forums may be a specialised working group assembled to develop policy or legislative initiatives for the Association. Zones and Member Local Governments may be directly involved with Policy Forums, and can participate or make formal submissions. (v) Zones The country and metropolitan constituencies in Western Australia are divided into groupings called Zones. Zones consist of Local Governments grouped together on the basis of population, commonalities of interest and geographical alignment considerations. Pursuant to the Association’s Constitution, the membership of Ordinary Members to Zones shall be determined from time to time by State Council. The number of Zones shall be determined from time to time by the Ordinary Members of the Association at a Special or Annual General Meeting. There are 12 Country Zones and 5 Metropolitan Zones. For the country constituency, each Zone has one (1) representative on State Council who will represent the interests of the

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Local Governments within that Zone. Metropolitan Zones have between two (2) or three (3) representatives to State Council, with the number of representatives determined by the population size of Local Governments within the Zone. The total number of country and metropolitan representatives to State Council is 24 (12 country and 12 metropolitan). Clause 14 of the Association’s Constitution requires that Zone undertake the following functions:

electing a representative or representatives and deputy representative or deputy representatives to the State Council;

considering the State Council agenda;

providing direction and/or feedback to their representative or representatives on the State Council; and

any other functions deemed appropriate by the members of the Zone.

(vi) Member Local Governments Member Local Governments are the shareholders of the Association and the focus of core Association activities is to be directed towards the provision of political advocacy, programs and services which meet their collective needs. Under the structural framework of the Association, Member Local Governments have the capacity to be directly involved in the development of policy for Local Government. Member Local Government can access the Association through the State Council, Secretariat, Policy Teams and Policy Forums, or through their respective Zones.

A potential reform option, which was contemplated in the previous Governance review in

2011, is considering the formation of an Executive Committee.

Under this model, State Council would maintain its primacy as the Association’s governing

Board but would be able to delegate some powers to an Executive Committee, which would

be in a position to meet more regularly than the current two-monthly cycle of State Council

meetings.

The Executive Committee could be utilised for policy and advocacy decisions required

outside of the State Council meeting cycle and could be delegated powers that are currently

the responsibility of the Finance and Services Committee.

Should the formation of an Executive committee be contemplated, it could then take on the

political, policy and advocacy roles and responsibilities of the State Council Co-Chairs (see

clause 33(ii) above) and the Forum of Co-Chairs (clause 33(iii) above).

Currently, the Co-Chairs, corresponding to WALGA’s four key policy development portfolios

(Governance, Infrastructure, Environment and Waste, and Planning and Community

Development) consider and provide input to interim submissions prior to their submission to

the relevant agency.

The membership of the Forum of Co-Chairs is the President and the two State Councillors

who act as Co-Chairs for each of the Association’s key policy portfolios: Governance and

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Strategy, Infrastructure, Environment and Waste and Planning and Community

Development.

Consideration could also be given to reviewing the Policy Forum concept as opposed to the

previous construct of four portfolio Policy Teams (six members each) where a State

Councillor would be allocated to at least one policy team. The four Policy Teams

corresponded to each of WALGA’s four key policy development portfolios: Governance,

Infrastructure, Environment and Waste, and Planning and Community Development.

The Policy Teams were recently replaced by Policy Forums which are explained in Clause

33(iv) above.

Current Policy Forums are:

Mining Communities Policy Forum

Metropolitan Mayors Policy Forum

WARR Act Policy Forum

Container Deposit Legislation Policy Forum

Freight Policy Fourm

Discussion:

Comment is invited on Clause 33 generally, and specifically:

the potential for an ‘Executive Committee’ to be formed;

the utility of the Co-Chairs and Forum of Co-Chairs; and,

a review of the Policy Forum / Policy Teams concept and their appointment

processes.

2.2.12 Proposed New Clause – Recommendations to Representative Bodies

WALGA provides representatives to approximately 120 State Government and Local

Government Committees and Boards. There may be a need to capture in the Governance

Charter the reporting requirements of the selected representatives.

Discussion:

To what extent should the Corporate Governance Charter capture reporting requirements of

representatives back to WALGA?

2.2.13 Code of Conduct and Confidentiality Agreement

A review is to be carried out to make the documents more contemporary and with general

consistency with Local Government Codes of Conduct.

Discussion:

Comment is invited in relation to the Code of Conduct and Confidentiality Agreement.

www.walga.asn.au 20

2.3 Standing Orders

The current Standing Orders can be found at:

http://walga.asn.au/MemberResources/GovernanceStrategy/GovernanceReviewDiscussion

Paper.aspx

2.3.1 Clause 7 – Order of Business

Alignment with the Corporate Governance Charter is required.

Discussion:

Comment is invited on Clause 7 of the Standing Orders.

2.3.2 Proposed New Provision – Alleged Breach of Standing Orders

The Standing Orders are silent on any process for dealing with an allegation of a breach of

their provisions, which does not align with the Code of Conduct dealing with breaches of the

Corporate Governance Charter.

The contemporary practice in Local Government centres on Regulation 4 of the Rules of

Conduct Regulations, which provides for a minor breach complaint opportunity.

Discussion:

1. Should State Council’s Standing Orders contemplate complaints-handling

procedures?

2. Could this be dealt with by amending the Code of Conduct to reflect appropriate

behaviours during meetings of State Council?

3. Should the Code of Conduct be amended so that a breach of the Standing Orders equates to a breach of the Code of Conduct?



www.walga.asn.au 21

3. Technical Drafting

In principle, all three documents should align in terms of content. Over time there have been

reviews of the Constitution and the Corporate Governance Charter without reviews of the

Standing Orders and this has created some inconsistencies that should be addressed as

part of this review.

3.1 Constitution

One item of a technical drafting nature has been identified in the Constitution.

3.1.1 Clause 5 – Membership of the Association

A typographical error appears in clause 5(7)(b), with incorrect reference to sub-clause 5(9),

which should read 5(11).

3.2 Corporate Governance Charter

Two items of a technical drafting nature have been identified in the Corporate Governance

Charter.

3.2.1 Clause 7 – Role of State Councillor: Review of Annual General Meeting Decisions

Clause 7(iv), below, states that State Council must consider decisions made by the

membership at Annual General Meetings:

(iv) Annual General Meeting Directions and Decisions In accordance with clauses 22 and 23 of the Constitution, the State Council is to give consideration to any direction or decision made at an Annual General Meeting in its discharge of responsibilities and functions. Where State Council considers that a direction or decision from an Annual General Meeting is not in the best interests of the Association, the Chief Executive Officer shall give notice to Ordinary Members of the decision of State Council and the reasons for that decision.

It is considered that it would be more appropriate for this clause to be included as part of the

‘Role of State Council’ (Clause 1) as it is a role for the board, not for individual State

Councillors.

3.2.2 Clause 15 – Annual Meeting Calendar

The calendar will be reviewed and updated to reflect current practice including regional

meetings.

www.walga.asn.au 22

Currently, the following is included in the Corporate Governance Charter:

In order to provide an even distribution of work over the year, the State Council will utilise a

rolling twelve-month meeting calendar. An example of an annual meeting calendar is

included below as a guide to State Council activities undertaken throughout a typical

calendar year. At least one State Council meeting will be held regionally each year at a

location and date to be determined. Zone meetings are held in a two week period prior to

State Council meetings.

Month Event February Finance and Services Committee Meeting

Selection Committee Meeting

March General induction of new State Councillors (if applicable)

Election of President and Deputy President (if applicable)

Honours Panel Meeting

State Council Meeting

April Selection Committee Meeting

Finance and Services Committee Meeting

May Consideration of Association Honours



June Special Meeting State Council – Budget Adoption & Strategic Plan review

Finance and Service Committee Meeting

Selection Committee Meeting

July State Council Meeting

Finance and Services Committee Meeting (Adoption of Audited Financial Statements

August Selection Committee Meeting


Annual General Meeting

September State Council Meeting

November Selection Committee Meeting


December Annual Review of Chief Executive Officer

Annual Review of State Council and individual State Councillors


www.walga.asn.au 23

4. Review of State Council and Zone Effectiveness

General feedback is sought in relation to the effectiveness of Zones and State Council. The

following subjects may provoke feedback.

4.1 State Council Decision Making Process

The current decision making process of State Council is inclusive. Zones consider State

Council items and the recommendations to State Council at their meetings. The Zones are

able to move amendments to, or oppose, the recommendations to State Council.

At the State Council meeting, every Zone’s resolution regarding State Council items will be

considered by all State Councillors. This is done by a process of composite resolutions,

where the original recommendation is blended with all Zone motions to form a new,

‘composite’ resolution.

In this way, the input from Zones is crucial to the State Council decision making process and

means that, in practice, State Council invariably arrives at a representative and consensus

position.

4.1.1 Inclusiveness vs. Timeliness of State Council Decisions

There has been discussion in recent times about the timeliness of State Council decision

making, particularly when State Council seeks to ensure all Zones are able to input into the

decision making process. State Council strives to find a balance between timeliness and

inclusiveness in their decision making processes and can be reluctant to make decisions

without Zone consultation. Notwithstanding, the ability for State Councillors to bring

‘Emerging Issues’ to the State Council meeting provides State Council with some flexibility to

make decisions in a more timely manner when necessary.

Another relevant issue is the treatment of motions from Zones. Currently, State Council

considers other Zone resolutions en bloc during their meeting, and then the Zone resolutions

are referred to the relevant WALGA business or policy unit for action. This process can also

take time for Zones to receive a response. One option would be for State Councillors to raise

sector-wide issues when Zone resolutions are considered for State Council to make a more

timely decision or for the State Council to formally prioritise Zone resolutions when they are

considered.

Discussion:

1. Does the current State Council decision-making process strike the right balance

between timeliness and inclusiveness?

2. Should the method in which State Council considers Zone resolutions be changed?

www.walga.asn.au 24

4.1.2 Zone Motions – Consistency with Council Policy

There has been discussion on the issue of some zone representatives bringing forward

items that are not supported or are actively opposed by their Council. Some have therefore

suggested that motions at Zone meetings should require the support of the mover’s Council.

This would ensure that the Zone is confident that the motion being considered has

undergone some thought and research. Conversely, requiring a Council resolution to submit

a motion to a Zone meeting would increase the time required for policy issues to be

considered and would reduce the flexibility of Zones to make their own decisions. Further, as

Zones are autonomous in their construct, it may be considered inappropriate to restrict

matters that can be considered by Zones.

Discussion:

Should zone motions be required to have the Local Government’s consent or be consistent

with their Council’s policy position?

4.2 Zone Autonomy

While Zones have a requirement to elect one or more State Councillors and to consider the

State Council agenda, they have the autonomy to build on or expand this role.

Some Zones are more active than others in this regard. Some Zones expand on the role of

the Zone and undertake some of the following activities:

developing and advocating positions of regional significant affecting Local

Government;

progressing regional Local Government initiatives;

identifying relevant issues for action by WALGA;

presentations from external stakeholders;

networking and sharing information; and

contributing to policy development.

Other Zones are more minimalist in their approach and have not taken the opportunity to

expand their role beyond that defined in the Constitution.

Discussion:

Any comment relating to Zone Autonomy is invited.

4.3 Zone Presentations and Delegations

Zones have the opportunity to receive delegations and presentations from politicians and

government departments and agencies.

This provides the Zone with opportunities for information exchange and communication

between Local Governments and stakeholders.

www.walga.asn.au 25

The Zone meetings are also a primary point of contact between WALGA and its members.

The Association has the opportunity to update Local Government representatives on the

work of the Association and Zone meetings present the opportunity for Zone delegates to

ask questions of the WALGA President and senior WALGA staff.

Discussion:

Any comment relating to Zone Presentations and Delegations is invited.

4.4 Comprehensive State Council Agenda

The comprehensive State Council Agenda is a key component in WALGA’s policy

development and advocacy process. It contains discussion in relation to policy issues on a

range of topics that affect different Local Governments differently. Two issues are discussed

below: the timeliness of the State Council agenda distribution and the format of the State

Council agenda.

4.4.1 Timeliness of State Council Agenda

The production of the comprehensive State Council agenda runs to a relatively tight

timetable that seeks to balance relevance of the issues covered in the agenda with time

available for reading and analysis by member Local Governments, Zone delegates and

State Councillors.

The timetable operates as follows:

Deadline for

Agenda Items

Electronic

Distribution –

Deadline to

Printer

Hard-copy

Distribution

Zone

Meetings

Number of days prior

to the State Council

Meeting (including

weekends)

27 days prior

to State

Council

meeting

21 days prior

to State

Council

meeting

16 days prior

to State

Council

meeting

12-5 days

prior to State

Council

meeting

There has been commentary that Zone delegates require more time to read the agenda;

however, there are nine days between the electronic distribution of the State Council agenda

and the first of the Zone meetings. The agenda timetable could be amended to provide more

time for Zone delegates to read the agenda, but it would be at the risk of the agenda no

longer being up to date with policy issues.

Discussion:

Is the State Council agenda timetable appropriate, or should it be amended in some way?

www.walga.asn.au 26

4.4.2 State Council Agenda Format

Currently the State Council agenda is distributed to Local Governments via email in pdf form

three weeks prior to the State Council meeting and is sent to a printing company at the same

time. Then, approximately 400 copies are printed and posted to Local Governments to arrive

approximately two weeks before the State Council meeting.

Discussion:

Is it still appropriate for hard-copy agendas to be printed and posted to Local Governments

or, is the electronic version sufficient?

www.walga.asn.au 27

5. Submission of Feedback

Please submit feedback on the issues raised in this discussion paper, as well as any other

relevant matters, by Wednesday, 16 September 2015 to:

James McGovern

Manager, Governance

[email protected]

(08) 9213 2093

Following the submission of feedback, a report will be presented to Zones and State Council

in December 2015.


COUNCIL

WALGA GOVERNANCE REVIEW 2015

WALGA SUBMISSION

15 SEPTEMBER 2015

ATTACHMENT 2

Submission by Town of Claremont| WALGA Governance Review| September 2015.

Town of Claremont Submission to the WALGA Governance Review 2015 Background WALGA State Council is sponsoring a review to be carried out on the governance arrangements for State Council and Zones. A review of the Association’s governance structure was undertaken in 2011. This review focused on the structure and effectiveness of State Council and the Zones. WALGA has made the primary focus of this review the governance processes of WALGA and the effectiveness of the relationship with Zones rather than a focus on structure. The review process takes the form of a discussion paper. The discussion paper focuses on:

1. Review of Documentation – Key issues – Section 2 of the paper 2. Technical drafting – Correction of technical wording issues and the alignment of issues

in the three governance documents – Section 3 of the paper 3. Review of State Council and Zone processes and effectiveness – Section 4 of the paper

This response by Town of Claremont acknowledges the value of the review and good intentions of WALGA. The discussion and recommendations is offered in good faith in the hope that it may assist WALGA to ensure its preeminent standing as the voice of local government. Purpose and Reason Corporate governance refers to the framework of rules, systems and processes put in place to control and monitor – or “govern” – an organisation. Good governance underpins good conduct and the good judgement of those who are charged with running an organisation. Effective governance structures allow organisations to manage their affairs with proper oversight and accountability, to create value for shareholders or members through sound investment and innovation, and provide accountability and control systems commensurate with the risks involved. As a preeminent governance association in Western Australia, the West Australian Local Government Association plays an important role in providing leadership on governance and policy issues for its members. These Guiding Principles should be adhered to and be uncompromised. These Guiding Principles are not intended to be prescriptive. It must be acknowledged there is no “one size fits all” good practice solution for effective governance. Factors which may influence how a Board Member should govern include, but are not limited to, the nature of the organisation’s activities (e.g. complexity, risks, and geographical dispersion), its regulatory environment, the legislation and other regulation that governs the organisation and the


organisation’s constitution. Nor are these Guiding Principles to be considered a substitute for the relevant laws, regulations and standards with which local governments must comply. The 10 principles listed below* are widely accepted as the guiding principles of good governance: Principle 1 The board plays a key role in approving the vision, purpose and strategies of the organisation. It is accountable to the organisation’s members as a whole and must act in the best interests of the organisation. Principle 2 The board sets the cultural and ethical tone for the organisation. Principle 3 All directors should exercise independent judgment and provide independent oversight of management. Principle 4 Taking into consideration the scale and nature of the organisation’s activities, the board should comprise an appropriate number of directors who have a relevant and diverse range of skills, expertise, experience and background and who are able to effectively understand the issues arising in the organisation’s business. Where practicable, the chairman of the board should be independent, with the role of the chairman being separate from the role of the CEO. Principle 5 The board should have an appropriate system of risk oversight and internal controls put in place. Principle 6 Directors should act diligently on an appropriately informed basis and have access to accurate, relevant and timely information. Principle 7 The board would normally delegate certain functions to management. Where it does so, there should be a clear statement and understanding as to the functions that have been delegated. Principle 8 The board is responsible for the appointment of the CEO and the continuing evaluation of his or her performance. Principle 9 The board should ensure that the organisation communicates with members and other stakeholders in a regular and timely manner, to the extent that the board thinks is in the best interests of the organisation, so that they have sufficient information to make appropriately informed decisions regarding the organisation.


Principle 10 The board’s performance (including the performance of its chair, the individual directors and, where appropriate, the board’s sub-committees), needs to be regularly assessed and appropriate actions taken to address any issues identified. *www.companydirectors.com.au/Director-Resource-Centre/Governance-and-Director-Issues/Guiding-principles-of-good-governance The comments and suggestions made in regards to the WALGA Governance Review Discussion Paper are made within the context of the governance framework and principles detailed above. WALGA plays two roles WALGA essentially has two roles The first, and the most fundamental, is Political Advocacy. This is at the centre of the reason for the existence of WALGA. The Association is structured to attempt to have a ‘board’, State Council, which is drawn from the membership and remains connected with the membership through the Zone arrangements. The State Council has 28 members; 25 from the Zones plus ex officio members. By any comparison that is a large ‘board’. Like any elected group it does not ensure the ‘board’ is appropriately inclusive of the most able members. However the emphasis on being representative of the members arguably makes it an appropriate structure for the Political Advocacy role. The State Council focus should be on:

a. Strategy, including development of clear vision for the local government sector of the future

b. Representative of the sector; has a focus on and represents the interests and priorities of the members

c. Advocacy; representing its members at a State and Federal level on issues/agendas/policy positions, including those identified by its members.

WALGA also delivers services to members through a number of business units. Although some of these a quite vital to the wellbeing of the sector (for example the self insurance scheme) the provision of services to members is a discretionary role. All or most services could be sourced by members though various cost effective alternative avenues (for example the State Purchasing Service). There is a secondary benefit to members which comes from purchasing through WALGA in that the margin charged by WALGA provides a very substantial source of revenue to underpin the operation of WALGA and the delivery of its prime role in advocacy. The business units need the focus of a board which is chosen on merit for the skills required, as with any commercial entity. Oversight of the business arm of WALGA would be enhanced by devolving the business services to an autonomous business organisation with its own


board. The entity should be wholly owned by the Association and the board accountable to State Council, in the way a public company board is accountable to shareholders. State Council must remain ultimately responsible and accountable. It is a clear rule of governance that a role or function may be delegated but not the responsibility for that function. The State Council is ultimately responsible for any service provided or position taken. It is critical to recognise that State Council does not delegate its responsibility to any committees or policy forums; in the end the State Council must ensure the oversight of any delegated activity and fully accept its own accountability. Does the State Council set clear performance goals and measures, and does it monitor them and review performance at its meetings? The Town is insufficiently informed to know the answer to this important question. State Council should have a structured role in monitoring the financial KPI’s of the Association. Therefore a focussed review of all performance goals and measures should be undertaken to ensure they are effective for monitoring the Association’s activities, and especially its business service units. Consideration would need to be given to a set of KPI’s by the suggested Board to ensure it can make strong business decisions and monitor the performance of the business units of the Association. These KPIs will of course inform the performance agreement of the CEO. If an Executive Committee is established, the monitoring of the performance of the CEO should be included in the terms of reference for the committee. The President There is no doubt that the elected leadership of WALGA is fundamental to the success of the Association. This is equally true in terms of the internal wellbeing of the association and its relationship with key external parties such as the State Government. Enormous power and trust rests in the position of President. It is proposed that there needs to be adequate checks and balances to ensure the President is always guided to act scrupulously in the best interests of the Association and in strict accordance with the approved Association policy positions. The President must be advocating on behalf of a position taken by WALGA – in turn which should reflect the members’ views - not his or her own views. If the President is presented with an issue where there is no certainty about the Association position at the very least any view expressed should be clearly identified as a personal view, while at the first reasonable opportunity the State Council should form a policy position (at least on important industry issues). It is recognised that the nature of the State Council, with almost 30 members spread across the state, means there should be a mechanism for responding to rapidly emerging issues and/or changing circumstances. The creation of an ‘executive committee’ could address this need and remove the problem of placing reliance on too narrow a perspective creating division. The executive committee could and should replace the existing Policy Forum Co - chairs.


Membership of the executive committee should be appointed by the State Council, not the President. There is too much potential of inappropriate use of the power to appoint if left with the President. Leaving such decisions to one person creates a potential for political patronage, development of cliques, emergence of divisions amongst State Council members, reward and punishment and other entirely undesirable bad governance practices. The proper conduct and performance of the President is critical to the Association. Just as there are checks and balances for the WALGA CEO, so should there be for the President. This should include a call in power whereby State Council can formally draw issues to the President’s attention and require correction of misdirected actions, for example to require complete and accurate reflection of the policy position. Any proper governance structure must recognise that the elected leader does not have a role in directing staff or any other aspect of the day to day operations. The suggested executive committee could be a forum for the CEO to raise and have addressed any concerns or issues. If the President chose not to accept the guidance of the executive committee the matter would be resolved by State Council. This initiative would loosely follow the concept of the Standards Panel approach under the Local Government Act. Ultimately the President should serve the members. The President should also clearly serve at the gift of the members. This principle should be clearly embedded by creating a provision that:

1. Allows the State Council to censure the President; 2. Allows the State Council to suspend the President in exceptional circumstances; and 3. Provides for the replacement of the President by a vote of the membership if –

a. the State Council having been able to address inappropriate actions or behaviours recommends that the position be referred to the members, or

b. A majority of members demand a poll and at that poll the majority vote to dismiss the President.

Electing the President and Vice President The option of the term limit for the President and Deputy President being consistent is supported. A maximum term of 4 years for the office of president is supported. This term should not be extended. Recent practice of extending the terms of sitting presidents for ‘exceptional circumstances’ has not been in the best interests of good governance. When well established rules are bent the scene is set for further governance problems. There is no more important elected position in local government than President of WALGA. It is only appropriate that the election of the WALGA President be at the annual general meeting by the members. It is desirable but perhaps not as essential that the Deputy President also be elected by the members.


The provisions for filling a vacancy in the office of President should require a proper notice and nomination process that is open and transparent (including to the members). It leaves a bad impression where such matters even have a perception of being arranged in the shadows and settled behind closed doors.

Decision making and the Zones It has to be recognised that the Association was badly impacted by the State Government restructuring process. If it was actually the hidden goal of the government to weaken the Association then it had one success in its lamentably incompetent process. During the last four or five years the remarkable achievement of local government was to hold together. It was the enormous bank of goodwill built up over decades that did that. In the end the Association lost one member but should not be complacent about that: It was very nearly a much worse fracture which would potentially have taken decades to repair. The future of WALGA may be decided by how it responds to the damage of the immediate past and the opportunity is presented by this governance review to rebuild the linkages with members, and in many cases rebuild the confidence of members’ in their association. It is recognised without reservation that the Association decision making process tries to engage with members through the Zones. There is no doubt that State Council seeks to hear and take into consideration the views of the members as channelled through the Zones. But it is an imperfect system and it often does not serve well, especially with contentious issues. In this regard State Council needs to consider how to place greater recognition on the views coming through Zones. Some examples to demonstrate this are:

• An item generated by WALGA goes to the Zones. All Zones make responses. One Zone identifies an issue and makes a proposed change. State Council feels unable to consider the new proposal ‘because all Zones have not seen it and been unable to comment’. How then does a Zone actually have an opportunity to influence the decision of State Council as opposed to simply agree with what is presented?

• An urgent item arises of significance to the local government sector and the Zone declines to consider it because members of the Zone with a direct interest in the matter combine together to reject consideration. How can such an issue be identified to and considered by State Council?

From time to time issues are a moving feast with a requirement to review and respond to emerging nuances. This can mean State Council (and it should be State Council, perhaps in an emergency an executive committee, but never one person’s decision, i.e. a President) having to review and refine policy. This can put State Council at odds with some of the membership, potentially many of the members. It is proposed this be addressed through introduction of an accountability mechanism whereby members can require State Council to take the matter to the members. This could be by:


1. inviting member council’s to consider the matter and decide a position by council resolution;

2. putting the matter to a meeting of the members; or 3. referring the matter for review by the Zones (which in turn might recommend option 1 or

2 which decision would bind State Council). Provisions for dealing with ‘emerging issues’ should be retained in the State Council (and Zone) agendas. However the fact that something new is raised at State Council does not mean it needs to be dealt with immediately. It is probably relatively rare that such an issue cannot be put to the Zones for views before a position is taken. At the very least a fact sheet and call for input to all members must be possible. If this generates concerns it will be obvious that time and care needs to be taken in formulating the way forward. Consider the members, look for ways to engage, be sensitive to their issues, work on being more inclusive. Members come first WALGA exists to serve the members. Therefore members come first should be the foundation principle. Many members do not feel that it is the situation now. An example is that resolutions taken at the Annual Meeting are considered advisory. There are of course reasons for this, including that on occasion the State Council/Association has more or new information which makes the resolution unworkable. This is accepted as reality. So the question is what is an appropriate accountability mechanism so that members can’t feel their proposals are put aside and ignored? State Council could, having reached a considered position that a motion passed at a meeting of the members should not be acted upon, advise the members of the decision (Including with a full explanation of the facts and reasoning involved. The members could then accept the State Council decision or have a right of appeal. This could involve the matter being put to the same process as proposed for improving the relationship with Zones, that is:

1. inviting member council’s to consider the matter and decide a position by council resolution;

2. putting the matter to a meeting of the members; or 3. referring the matter for review by the Zones (which in turn might recommend option 1 or

2 which decision would bind State Council). It is proposed that the CEO and President should attend Zone Meetings more regularly to listen to members’ concerns/issues – provide information from and take feedback to State Council. It needs to be remembered that the zones are an important opportunity to engage with the members. While the various staff of WALGA are well regarded the fact is there is message given when the President and CEO are not often seen out and about. It is about expecting and giving respect as much as building and nurturing relationships. Recommendations


1. Consideration should be given to creation of a separate and appropriately qualified Board to oversee the Association’s business units. A set of KPI’s be developed for the Board to ensure it can make strong business decisions and monitor the performance of the business units of the Association.

2. The State Council should focus on: a. Strategy, including development of clear vision for the local government sector of

the future b. Representative of the sector; has a focus on and represents the interests and

priorities of the members c. Advocacy; representing its members at a State and Federal level on

issues/agendas/policy positions, including those identified by its members d. Responsibility as sole shareholder of the Board which oversees the business

units. 3. The CEO’s KPIs include appropriate recognition of the business unit KPIs. 4. An Executive Committee be established with representation including the President,

Deputy President and an appropriate representation of State Councillors, appointed by the State Council.

5. A clear governance protocol governing the role of the President be established, including:

• The President must be advocating on behalf of a position taken by WALGA – in turn which should reflect the members’ views - not his or her own views.

• A call in power whereby State Council can formally draw issues to the President’s attention and require correction of misdirected actions.

• Clearly recognise that the President does not have a role in directing staff or any other aspect of the day to day operations. The executive committee should be a forum for the CEO to raise and have addressed any concerns or issues. If the President chooses not to accept the guidance of the executive committee the matter would be resolved by State Council.

• Accountability of the President to the Association members should be strengthened by provisions that -

o Allows the State Council to censure the President; o Allows the State Council to suspend the President in exceptional

circumstances; and o Provides for the replacement of the President by a vote of the membership

if – o the State Council having been able to address inappropriate actions or

behaviours recommends that the position be referred to the members, or o A majority of members demand a poll and at that poll the majority vote to

dismiss the President. 6. The term limit for the President and Deputy President should be consistent and

restricted to a maximum term of 4 years. 7. The election of the WALGA President should be at the annual general meeting by the

members and not by State Council. 8. The provisions for filling a vacancy in the office of President should require a proper

notice and nomination process that is open and transparent (including to the members).


9. State Council review the processes for involvement of the Zones in decision making, including consideration of:

o inviting member council’s to consider the matter and decide a position by council resolution;

o putting the matter to a meeting of the members; or o referring the matter for review by the Zones (which in turn might

recommend option 1 or 2 which decision would bind State Council) o a process for including members in development of responses to

emerging issues. 10. State Council formally adopt t as its the foundation principle members come first. 11. State Council is bound by a resolution of members passed at a general meeting of the

members, unless: • Having reached a considered position that a motion passed at a meeting of the

members should not be acted upon, the members are advised of the decision (including with a full explanation of the facts and reasoning involved).

• The members may then accept the State Council decision or have a right of appeal.

• This will involve the matter being put to the members by: o inviting member council’s to consider the matter and decide a position by

council resolution; o putting the matter to a meeting of the members; or

referring the matter for review by the Zones (which in turn might recommend option 1 or 2 which decision would bind State Council).

12. That the CEO and President attend at least one meeting of every Zone in each calendar year.


Page 16

13.2 PLANNING AND DEVELOPMENT

13.2.1 LOTS 504 AND 505 GRAYLANDS ROAD, CLAREMONT - ACCESS ARRANGEMENTS

File Ref: A-5444 & A-5445 Attachments: Access plans and elevations to “Durack Way”

Detailed Area Plans for Lots 504 and 505 Responsible Officer: David Vinicombe

Executive Manager Planning and Development Author: David Vinicombe

Executive Manager Planning and Development Proposed Meeting Date: 15 September 2015 Date Prepared: 7 September 2015 Property Owner: Western Australian Land Authority (proposed

purchaser – Mirvac (WA) Pty Ltd Submitted By: Mirvac (WA) Pty Ltd Lot No.: 504, 505 and 9002 (Proposed Lots 801and

portion of 9003) Area of Lot: Lot 504 - 3831m2, Lot 505 - 2734m2 and portion

of Lot 9002 - 365m2 (Proposed Lot 801 - 6920m2 and portion of Lot 9003 -365m2)

Zoning: Development Financial Implications: Nil Enabling Legislation: Planning and Development Act 2005 (PDA)

Town Planning Scheme No. 3 (TPS3) Residential Design Codes (RDC)

Purpose For Council to consider the response from Mirvac in regards to provision of an additional access point to the basement car parking area for the development of 234 apartments on proposed Lot 801 (Lots 504 and 505 and portion of Lot 9002 – Proposed Lot 801) from “Durack Way” prior to approval of a Building Permit for the development.

Background Council supported the advertising of Detailed Area Plans (DAPs) for development sites in the Claremont North East Precinct (NEP) on 21 August 2012. The DAP for Lot 504 at the intersection of Road 2 (northern road to the south of and parallel to Lapsley Road) included two crossover points – one to Graylands Road and another to Road 2. Lot 505 included a single crossover to “Durack Way”.


Page 17

Council supported the DAPs as a variation to the NEP Structure Plan (SP - along with variations to the SP and Design Guidelines – DG) subject to a number of modifications on 18 December 2012. Following determination of the final details of the SP variations, DAPs and DGs, the revised requirements were adopted by Council on 9 December 2014 as variations to the SP pursuant to clause 75P of TPS3. Council resolved on 9 December 2014 to recommend that the Metro West Joint Development Assessment Panel (JDAP) approve the development of 142 apartments on Lot 504. Council also recommended that JDAP approve the related development for 92 apartments on Lot 505 (total of 234 apartments with common basement parking area and access point to Graylands Road) with a condition requiring:

“Request the JDAP to consider that the entry to the car park be from the side road (New Road) and not Graylands Road.”

It is noted that whilst technically Council supported the development on Lot 504 without modification of the crossover to Graylands Road, the resolution in support of the development on Lot 505 called for the relocation of the crossover from Lot 504 to the side road of Lot 505. Following the Council meeting, discussions were held with the applicant to determine whether it was feasible to redesign the development to provide an additional access point to one of the intersecting side streets. It was established that an additional access to the southern side road (“Durack Mews”) for Lot 505 would require a major design modification. An alternative of an additional access to Lot 504 was however considered more feasible and a preliminary analysis was prepared for the JDAP meeting on 8 January 2015. Sole access to Graylands Road was subject to considerable discussion at the JDAP meeting. Concerns over the volume of traffic and potential impact on Graylands Road resulting from the operation of the entrance gates in front of the development was addressed by the applicant’s traffic engineer. Discussion also addressed clause 36(6) requirements of TPS3. Clause 36(6) states:

“Council will not support the provision of on site parking at the front of a property where a practical alternative access point exists, such as to a secondary street, rear laneway or similar...”

JDAP was advised that this clause is typically applied to single residential development and legal advice would be required to determine its applicability (it is noted that access to the Claremont Quarter comes off the main road being Gugeri Street, as well as the secondary streets). JDAP proceeded to approve both developments without a requirement for the access to be relocated, noting that a condition requiring an additional access would be determined as invalid if the applicant’s applied for a State Administrative Tribunal (SAT) review. Two conditions were however applied on the approval for the


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development of Lot 504 (as recommended by Council) to address the operation of the access point and visitor parking: “10. Prior to the issue of a building permit, a management plan detailing the

proposed access to and management of the visitor bays to ensure they are utilised and functional is to be submitted and approved by the Town of Claremont.

14. Prior to the issue of a building permit, the applicant is to provide further evidence that the internal driveway design adjacent to the entrance of the common parking area located on Lot 504 will operate to a suitable design capacity which ensures that no queuing will occur on Graylands Road. Alternatively, redesign of the internal driveway junction adjacent the main entrance is to be provided and implemented to the satisfaction of the Town of Claremont.”

Condition 14 above was also placed as condition 10 on the approval for development of Lot 505, consistent with Council’s recommendation. A confidential report was submitted to Council on 17 February 2015 where it was publically resolved that Council: 1. Advise the applicant for the development of 142 apartments on Lot 504 and 92

apartments on Lot 505 that it supports the proposal to modify the basement parking area to relocate the access gates on Lot 504 behind the visitor parking bays in order to address traffic congestion concerns in Graylands Road.

2. Request the applicant to review plans for the proposed 92 apartments on Lot 505 to provide an additional access crossover off “Durack Mews”.

Proposal The applicant has prepared the attached response and plans to analyse the impacts of changes to the plans to provide the additional access point to “Durack Way”. The impacts may be summarised as follows:

• Two apartments (facing the street directly above the access) are lost and another (at the rear of the ramp and facing the Public Open Space - POS) is compromised as shown on the side elevation and Level 1(ground) – Note the Level 2 plan (first floor) has not been included to show the loss of the second apartment.

• Two street bays will be removed (although it is noted that these may be relocated).

• 18 basement parking bays will be lost with the introduction of the additional ramp (together with relocation of storage areas and service rooms). The loss of 18 bays is likely to result in a further reduction of approximately 10 -12 apartments. The loss of these apartments in the market conditions currently being experienced would impact the viability of the project.

• There are other legal and contractual issues which would be compromised by further changes to the plans at this point.

In view of the above, the applicant contends that it has seriously entertained Council’s request to review the plans to include the additional access. However in


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view of the impacts (and the fact that there is a valid approval from the JDAP for the development as it stands) on the viability of the development the applicant is not prepared to follow through with final design modifications to include the additional access point as a revised application to the JDAP for the development.

Discussion Technically, it can be acknowledged that an anomaly exists within the Scheme. Clause 36(6) which requires the access from the secondary street conflicts with the DAP which is adopted as part of the NEP SP under clause 75P(8) of the Scheme. The DAP and SP provide for a crossover to Graylands Road as well as the side streets. It is noted however that a basic principle of law is that the specific requirement prevails over the general. In supporting the developments on Lots 504 and 505, the JDAP (on behalf of Council) considered the proposed variation to the DAP and SP to remove the two additional crossovers from the side road (New Road – now known as Kyle Way) and “Durack Mews”. This variation was supported in consideration of the improved streetscape benefits to the quieter residential roads under clause 75P(9) of TPS3 and is therefore a valid planning decision with the requirements that congestion in Graylands Road be addressed relative to the satisfaction of conditions 10 and 14. It is noted that when preliminary alternative access arrangements to Lot 504 were presented as an option to spread the access points in the confidential report to Council on 17 February 2015, the applicant advised they are progressing with the development of Lot 505 at a later stage and that it was therefore possible that design modifications could be made to provide an additional access to the southern intersecting road with Graylands Road (“Durack Mews”). It was however noted that the applicant would not be prepared to modify an active and valid approval unless some form of compensation could be considered, most likely in the form of additional development yield. It is noted that the combined development has already received considerable concessions in terms of four additional higher value apartments on the top floors of the buildings together with a common parking area which runs under the public open space and provides for an additional 25 parking bays. As a result of discussions with the applicant at the time, the applicants have followed through with their commitment to make alterations to the basement parking area to relocate the entrance gates to the rear of visitor parking. These modifications will satisfy the fundamental concerns raised by the Town with regard to the potential for vehicle queuing and congestion in Graylands Road and accordingly satisfy the conditions detailed above.

Policy and Statutory Implications The decision of the JDAP has varied the DAP for the sites under the SP in terms of removing two of the three crossover points. Council has not supported this change and instead has supported the removal of only one of these access points. It is noted that the JDAP decision has been issued under the Town’s TPS3 with the same effect as if it had been made by the Council. If Council is still concerned over the safety of the single access point (despite the engineering comment to the contrary previously


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provided in Council’s confidential report), an option would be for Council to note that approval of the application for development at Lots 504 and 505 Graylands Road by the JDAP on behalf of the Town of Claremont on 8 January 2015 does not accord with the parking access requirements under clause 36(6) of the Town Planning Scheme. To do so would not have any legal effect, but may draw attention to the fact that Council has itself not made any decision that could be characterised as negligent or impinging on public safety.

Urgency A Building Permit application will shortly be lodged with the Town. Given that the application will not contravene any condition imposed by the JDAP relative to this development, the Town is not in a position of being able to refuse or delay the issue of an approval for that application.

Conclusion It is recommended that Council acknowledge that the applicant has suitably attempted to address Council’s concerns over access to Graylands Road, but to note that the single access point does not accord with clause 36(6) of TPS3, as a practical alternative access point is available to either Kyle Way or “Durack Mews”.


OFFICER RECOMMENDATION That Council: 1. Advise the applicant for the development of 142 apartments on Lot 504

and 92 apartments on Lot 505 Graylands Road that it supports the proposal to modify the basement parking area to relocate the access gates on Lot 504 behind the visitor parking bays in order to address traffic congestion concerns in Graylands Road and acknowledge the efforts the applicant has made to consider modifications which would provide a secondary access crossover to “Durack Mews”.

2. Note that the approval for the development of 142 apartments on Lot 504 and 92 apartments on Lot 505 Graylands Road with the single common access point to Graylands Road does not accord with Clause 36(6) of Town Planning Scheme No. 3, as a practical alternative access point is available to either Kyle Way or “Durack Mews”.

PLANNING AND DEVELOPMENT

LOTS 504 AND 505 GRAYLANDS ROAD, CLAREMONT - ACCESS ARRANGEMENTS

ACCESS PLANS AND ELEVATIONS TO “DURACK WAY”

15 SEPTEMBER 2015

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PLANNING AND DEVELOPMENT

LOTS 504 AND 505 GRAYLANDS ROAD, CLAREMONT - ACCESS ARRANGEMENTS

DETAILED AREA PLANS FOR LOTS 504 AND 505

15 SEPTEMBER 2015

ATTACHMENT 2

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13.3 PEOPLE AND PLACES

13.3.1 COMMUNITY DEVELOPMENT INTIATIVE - COMMUNITY CONCERT

Responsible Officer: Liz Ledger Executive Manager People and Places

Author: Maryanne Martino Community Development Manager


Purpose That Council consider granting $8,000 of the $25,000 allocated in the 2015- 2016 Budget (to support a new Community Development initiative). This is based on the Town having secured $8,000 in external funding.

Background At the 2 June OCM, Council was presented with a report seeking funds to support a new community development initiative; a major community concert. A total of $25,000 was requested from Council based on getting $25,000 in sponsorship. Over the past three months officers have been able to secure an amount of $8,000 in cash, with an additional $9,000 of in-kind sponsorship to support this event.

Discussion Whilst the full amount of $25,000 in external funds has not been secured, the amount of $8,000 that has been secured (if matched equally with Council) would provide sufficient funds to continue the project but with some modifications:

• A different artist (Well known and significant Australian artist), • Would allow for a second smaller concert to occur later this financial year.

Significant planning and implementation for this event has already occurred, including negotiating sponsorship proposals, developing a comprehensive marketing strategy, securing infrastructure and other event management details. This event called ‘A Night on Bay View’ is promoted as a very special night for the community, to be entertained and relax with friends and family.

Past Resolutions Ordinary Council Meeting, Resolution 96/15:

That Council include provision of $25,000 in the 2015-16 budget for 50% contribution towards artist’s fees for a free community concert at Claremont Park.

CARRIED

Financial and Staff Implications The summarised breakdown of the budget* for this event is provided below:


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Income Expenditure Existing Concert Budget 45,000 Infrastructure 28,000 Additional Council Funds 8,000 Entertainment 20,000 Sponsorship 8,000 Marketing 15,000 In-kind sponsorship 9,000 Incidentals 7,000 TOTAL 70,000 70,000 *Projected costs based on quotes.

Policy and Statutory Implications Entering into a sponsorship agreement with an external party relates to the policy PE401 called Sponsorship of Town of Claremont Activities.

Publicity Communication of this event commenced several months ago with external stakeholders. To not continue with this event at this stage would have a negative impact on the Town in terms of public relations. The event is scheduled for 7 November and a comprehensive marketing strategy has been developed and will commence in earnest from 16 September, following the outcome of this report.

Strategic Community Plan People

We live in an accessible and safe community that welcomes diversity, enjoys being active and has a strong sense of belonging.

• Recognise and celebrate the Town’s history and culture through arts and events programs.

• Play an integral role in local safety and crime prevention.

Governance and Leadership


• Identify strategic partnerships that align with the Town’s vision.

Urgency This item is urgent due to critical timeframes for the success of the project.



Page 23

OFFICER RECOMMENDATION That Council approve the expenditure of $8,000 of the $25,000 allocated in the 2015- 2016 Budget to support the Community Development initiative ‘A Night on Bay View’.


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13.4 CORPORATE AND GOVERNANCE

13.4.1 LIST OF PAYMENTS 1-31 AUGUST 2015

File Ref: FIM00062 Attachments: List of Payments August 2015 NAB Purchase Card August 2015 Responsible Officer: Les Crichton

Executive Manager Corporate and Governance Author: Edwin Kwan

Finance Officer Proposed Meeting Date: 15 September 2015

Purpose For Council to note the payments made in August 2015.

Background Council has delegated to the CEO the exercise of its power to make payments from the Municipal Fund or Trust Fund. The CEO is then required to prepare a list of accounts, for recording in the Minutes, detailing those payments made since the last list was presented.

Discussion Attached is the list of all accounts paid totalling $1,453,435.31 during the month of August 2015.

The attached schedule covers:

• Municipal Funds electronic funds transfers (EFT) $ 936,511.99 • Municipal Fund vouchers (39376-39389) $ 9,343.46 • Municipal Fund direct debits $ 427,430.47 • Trust Fund electronic funds transfer (EFT) $ 80,149.39 • Trust Fund vouchers $ 0.00 All invoices have been verified, and all payments have been duly authorised in accordance with Council’s procedures.

Past Resolutions Ordinary Council Meeting 18 August 2015, Resolution 146/15: THAT Council notes all payments made for July 2015 totalling $1,884,247.16 comprising; The attached schedule covers: • Municipal Funds electronic funds transfers (EFT) $ 1,362,823.22 • Municipal Fund vouchers (39364-39375) $ 27,631.74 • Municipal Fund direct debits $ 385,649.12 • Trust Fund electronic funds transfer (EFT) $ 108,143.08


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• Trust Fund vouchers $ 0.00

Financial and Staff Implication Resource requirements are in accordance with existing budgetary allocation.

Policy and Statutory Implications Regulations 12- 13 of the Local Government (Financial Management) Regulations 1996. Town of Claremont Delegation Register Item 37.

Publicity N/A

Urgency N/A

Voting Requirements Simple majority decision. OFFICER RECOMENDATION: THAT Council NOTES all payments made for August 2015 totalling $1,453,435.31 comprising; Municipal Funds electronic funds transfers (EFT) $ 936,511.99 Municipal Fund vouchers (39376-39389) $ 9,343.46 Municipal Fund direct debits $ 427,430.47 Trust Fund electronic funds transfer (EFT) $ 80,149.39 Trust Fund vouchers $ 0.00

CORPORATE

LIST OF PAYMENTS 1-31 AUGUST 2015

LIST OF PAYMENTS AUGUST 2015

15 SEPTEMBER 2015

ATTACHMENT 1

SCHEDULE OF PAYMENTS 1-31 JULY 2015

Page 1

ELECTRONIC FUNDS TRANSFERS AUGUST 2015 - MUNICIPAL FUNDDate Ref. Name Details Amount

20/08/2015 EFT01220 ALEXANDER GORDEN Subsidy for Crossover $400.0014/08/2015 EFT01219 ALL FENCE U RENT Fence Hire - SMH August 2015 $295.6328/08/2015 EFT01223 ALSCO Hygiene Unit Service $347.0428/08/2015 EFT01223 AMCOM PTY LTD Internet/Network for September 2015 $8,632.3125/08/2015 EFT01221 AMP LIFE LIMITED Superannuation July 2015 $580.5514/08/2015 EFT01219 ANDREW GOTT Professional Golf Sales $1,602.0020/08/2015 EFT01220 ANDREW GOTT Professional Golf Sales $71.0028/08/2015 EFT01223 ANDREW GOTT Professional Golf Sales $328.5014/08/2015 EFT01219 APACE AID INCORPORATED Plants for replanting of lakeway subdivision $2,229.20

7/08/2015 EFT01215 ARMAGUARD Bank Charges - Aquatic Centre $579.8228/08/2015 EFT01223 ASHTON AVENUE MEDICAL CENTRE Pre employment medicals $314.60

7/08/2015 EFT01215 AUSTRALIAN TAXATION OFFICE PAYG July 2015 $58,940.0020/08/2015 EFT01220 AUSTRALIAN TAXATION OFFICE PAYG August 2015 $49,236.0028/08/2015 EFT01223 AUSTRAL MERCANTILE COLLECTIONS P/L Legal costs associated with debt recovery $2,901.8628/08/2015 EFT01223 AUSTRALIA POST - 623462 Postage - July 2015 $3,451.5928/08/2015 EFT01223 AUSTRALIA POST - 673027 Postage - July 2015 $1,030.4725/08/2015 EFT01221 AUSTRALIAN SUPER Superannuation July 2015 $1,669.7214/08/2015 EFT01219 AUTO MASTERS COTTESLOE Car Service for 1ENB604 $295.0014/08/2015 EFT01219 B & B WASTE CONTRACTORS PTY LTD Removal of bulk rubbish from lane between $330.00

7/08/2015 EFT01215 BEAVER TREE SERVICES Various tree works $825.0014/08/2015 EFT01219 BEAVER TREE SERVICES Various tree works $3,850.00

7/08/2015 EFT01215 BENARA NURSERIES Various planting works $46.7614/08/2015 EFT01219 BENARA NURSERIES Various planting works $1,327.1528/08/2015 EFT01223 BENARA NURSERIES Various planting works $498.3728/08/2015 EFT01223 BEND-TECH GROUP Install hand rail to steps - Aquatic Centre $978.19

7/08/2015 EFT01215 BETTER TRY US Purchase bathers - Aquatic Centre $152.407/08/2015 EFT01215 BOX CORPORATE Milk order- July 2015 $292.49

14/08/2015 EFT01219 BOYAN ELECTRICAL SERVICES Various Electrical Works $8,798.9014/08/2015 EFT01219 BRIAN KAVANAGH Office Stationary Expenses $111.82

7/08/2015 EFT01215 BRIGHTON COUNCIL PropertyWise Annual Support 2015/16 $25,331.907/08/2015 EFT01215 BUNNINGS Tools and Equipment $627.47

28/08/2015 EFT01223 BUNNINGS Tools and Equipment $120.547/08/2015 EFT01215 BURKE AIR Service of airconditioner - CCH $187.007/08/2015 EFT01215 CITY OF NEDLANDS Building Approval Assessment June 2015 $9,919.47

28/08/2015 EFT01223 CITY OF NEDLANDS Building Approval Assessment July 2015 $11,864.547/08/2015 EFT01215 CLAREMONT NEDLANDS CRICKET CLUB Grounds maintenance - Cresswell Park $19,800.007/08/2015 EFT01215 CLAREMONT NEWSPAPER DELIVERY SERVICE Newspaper - June 2015 $299.40

28/08/2015 EFT01223 CLAREMONT NEWSPAPER DELIVERY SERVICE Newspaper - July 2015 $299.407/08/2015 EFT01215 CLAREMONT RECREATION CLUB Bowling Club Mowing Subsidy - 2015-16 $44,371.80

14/08/2015 EFT01219 CLEAN CITY GROUP PTY LTD CBD Cleaning 1-15 July 2015 $1,980.0028/08/2015 EFT01223 CLEAN CITY GROUP PTY LTD Various Stree Works and Signage repairs and maintenance $12,731.9520/08/2015 EFT01220 CLYNE PETROLEUM SERVICES Subsidy Crossover Payment $400.0014/08/2015 EFT01219 COLIN & LEE AINSWORTH Reimbursement for Golf Course Expenses $143.8820/08/2015 EFT01220 COLIN & LEE AINSWORTH Reimbursement for Golf Course Expenses $159.0028/08/2015 EFT01223 COLIN & LEE AINSWORTH Reimbursement for Golf Course Expenses $71.9428/08/2015 EFT01223 COMMERCIAL AQUATICS AUSTRALIA Plant Room annual service $5,536.3014/08/2015 EFT01219 COMPU-STOR External Records Storage $1,562.5928/08/2015 EFT01223 CONSERVATION VOLUNTEERS AUSTRALIA 2 x days of planting at lake claremont for erosion $825.0020/08/2015 EFT01220 CORNERSTONE RENOVATIONS Composite decking installation Hatchett Park $12,898.60

7/08/2015 EFT01215 CR & CM IVEY Refund of Development Application Fees DA2015/112 $132.307/08/2015 EFT01215 D V & A L JOYCE Rate Refunds A768 - Overpaid by property owener $158.52

20/08/2015 EFT01220 DATABASE CONSULTANTS AUSTRALIA Notice IT-6X O'Neil Bluetooth Printer $5,280.007/08/2015 EFT01215 DE FREITAS & RYAN REAL ESTATE Lease of O'Connor 7/15-6/16 $2,035.21

20/08/2015 EFT01220 DEBBIE IZAAC Library Acquisitions $20.0028/08/2015 EFT01223 DEPARTMENT OF FIRE AND EMERGENCY SERVICES DFES Annual Monitoring - 2015/16 $1,728.71

7/08/2015 EFT01215 DEPARTMENT OF TRANSPORT Vehicle owner search fees June 2015 $1,491.7528/08/2015 EFT01223 DEPARTMENT OF TRANSPORT Vehicle owner search fees July 2015 $1,232.80

7/08/2015 EFT01215 DIAMOND HIRE Hire of concrete grinder $170.5028/08/2015 EFT01223 DIELECTRIC SECURITY SYSTEMS PView Softare 2 x License $726.0028/08/2015 EFT01223 DOGHOUSE MEDIA PTY LTD Claremont Now - Website Dvelopment $1,155.00

7/08/2015 EFT01215 DOWSING CONCRETE Various Road Works $1,705.0614/08/2015 EFT01219 DOWSING CONCRETE Various Road Works $3,692.8628/08/2015 EFT01223 DOWSING CONCRETE Various Road Works $5,877.3014/08/2015 EFT01219 DRAINFLOW SERVICES PTY LTD Lot 15 Claremont Crescent $1,188.0020/08/2015 EFT01220 DRAINFLOW SERVICES PTY LTD Eductions at 29 Walter Rd and $1,386.00

7/08/2015 EFT01215 DRIP STOPPER Backflow testing - Bay View Tce $429.0014/08/2015 EFT01219 DYNAMICS AUDIO VISUAL SOLUTIONS PTY LTD Resolving meeting Room 4 screen issue $220.0014/08/2015 EFT01219 ELLIOTTS IRRIGATION PTY LTD Retic maintenance at various places $863.5028/08/2015 EFT01223 ENVIRO SWEEP CBD & residential area sweeps for July 2015 $20,229.0014/08/2015 EFT01219 ENVIRONMENTAL HEALTH AUSTRALIA (NATIONAL) "I'm Alert" training subscription 2015-16 $180.0014/08/2015 EFT01219 ESAFE SERVICES PTY LTD Electrical tagging - Signal Cabin $96.3614/08/2015 EFT01219 EVOLUTION TRAFFIC CONTROL PTY LTD T/A TRS Various Traffic Management $3,056.3628/08/2015 EFT01223 EVOLUTION TRAFFIC CONTROL PTY LTD T/A TRS Various Traffic Management $4,358.95

7/08/2015 EFT01215 FAST FINISHING SERVICES Binding Council Minutes May 2015 $90.207/08/2015 EFT01215 FEAST CAFE Catering for OCM dinner July 2015 $1,520.00

28/08/2015 EFT01223 FOOD TECHNOLOGY SERVICES Food Business Risk Assessments $2,177.2728/08/2015 EFT01223 FRUIT AT WORK Fruit deliveries July 2015 $484.00


Page 2

Date Ref. Name Details Amount25/08/2015 EFT01221 GIORGI SUPERANNUATION FUND Superannuation July 2015 $165.9814/08/2015 EFT01219 GLG GREENLIFE GROUP PTY LTD Grounds maintenance at Golf Course $5,074.32

7/08/2015 EFT01215 GREENLINE Repairs and service to Golf Course Gator $523.0528/08/2015 EFT01223 GYM CARE Service Gym Equipment $191.4014/08/2015 EFT01219 HAWAIIAN MANAGEMENT PTY LTD Telecommunication Rental 2013-2015 $21,444.4114/08/2015 EFT01219 HAYS PERSONNEL SERVICES (AUSTRALIA) PTY LTD Contract Labour EHO - Week ending 2/8/15 $1,065.2028/08/2015 EFT01223 HAYS PERSONNEL SERVICES (AUSTRALIA) PTY LTD Contract Labour EHO - Week ending 16/8/15 $2,731.34

7/08/2015 EFT01215 HOME STYLE FOOD BAR Catering for Q&A session 20/07/15 $134.2514/08/2015 EFT01219 HOPE VALLEY NURSERY 40 red geraniums for Ashton Ave & Luera Ave $423.5014/08/2015 EFT01219 HORTI-COUTURE GARDEN DESIGNS Herb Garden - July $198.0014/08/2015 EFT01219 HORTWEST INDUSTRIES Variations to tender for July 2015 $1,161.2220/08/2015 EFT01220 HORTWEST INDUSTRIES Streetscape maintenance to Verges $14,190.0025/08/2015 EFT01221 HOSTPLUS SUPERANNUATION FUND Superannuation July 2015 $2,145.8314/08/2015 EFT01219 IMAGESOURCE Print on reflective self-adhesive $429.00

7/08/2015 EFT01215 INFORMATION OUTLOOK PTY LTD Navision 2015/16 support and Licence $22,311.177/08/2015 EFT01215 INSIGHT CALL CENTRE SERVICES Overcall fees June 2015 $578.44

25/08/2015 EFT01221 IVEY SUPERANNUATION FUND Superannuation July 2015 $217.0214/08/2015 EFT01219 IXOM OPERATIONS PTY LTD Aquatic Centre Chemicals $174.2528/08/2015 EFT01223 IXOM OPERATIONS PTY LTD Aquatic Centre Chemicals $3,003.9320/08/2015 EFT01220 J GOETZE Reimbursement of Conference Expenses $116.5914/08/2015 EFT01219 JB HI-FI COMMERCIAL DIVISION Mobile phones for Rangers $1,340.0020/08/2015 EFT01220 JIM'S MOWING (NORTH MOSMAN PARK) Mowing at various places $275.0014/08/2015 EFT01219 KERB DOCTOR Semi Mountable Kerb $2,519.00

7/08/2015 EFT01215 KONICA MINOLTA BUSINESS SOLUTIONS Various Printing Internal $107.0814/08/2015 EFT01219 KONICA MINOLTA BUSINESS SOLUTIONS Various Printing Internal $124.5928/08/2015 EFT01223 KONICA MINOLTA BUSINESS SOLUTIONS Various Printing Internal $188.8428/08/2015 EFT01223 KONICA MINOLTA EQUIPMENT FINANCE Copier Monthly Lease August 2015 $1,832.61

7/08/2015 EFT01215 LANDGATE - MIDLAND Certificate of Title Searches $221.4014/08/2015 EFT01219 LANDGATE - MIDLAND GRV Schedule G2015/14-04/07/15 to 17/07/15 $236.46

7/08/2015 EFT01215 LAWN CULTURE Blowsweep memorial $1,056.007/08/2015 EFT01215 LGISWA Fidelity Guarantee & Worker Compensation Insurance FY2015-16 $92,630.277/08/2015 EFT01215 LGRCEU Superannuation July 2015 $246.00

14/08/2015 EFT01219 LOCAL GOVERNMENT MANAGERS AUSTRALIA-WA 2015-2016 Membership various and Age Friendly Communities PD day $1,098.0014/08/2015 EFT01219 LOCAL GOVERNMENT SUPERVISORS ASSOCIATION Local Gov Supervisors Assoc annual membership $38.5020/08/2015 EFT01220 MARYANNE MARTINO 50% of Telephone expenses $104.6014/08/2015 EFT01219 MCLEODS Legal consultation various $12,823.8228/08/2015 EFT01223 MCLEODS Legal consultation various $4,178.7128/08/2015 EFT01223 MEDIA ON MARS PG logo added to website - Museum $275.0025/08/2015 EFT01221 MLC MASTERKEY Superannuation July 2015 $751.0425/08/2015 EFT01221 NATIONAL NOMINEES LTD (PRIME SUPER) Superannuation July 2015 $194.0620/08/2015 EFT01220 NVMS PTY LTD Noise monitoring and measuring software $9,147.6028/08/2015 EFT01223 NVMS PTY LTD Microphone cable extension $986.7014/08/2015 EFT01219 OCE CORPORATE CLEANING Cleaning at various places $12,012.84

7/08/2015 EFT01215 OPTIMA PRESS PTY LTD Vacation swim card printing $378.407/08/2015 EFT01215 OPTUM HEALTH & TECHNOLOGY Employee assist annual fee FY2015-16 $4,510.007/08/2015 EFT01215 OVEN SPARKLE Clean BBQ's at various parks $591.257/08/2015 EFT01215 P KELLY Reimbursement of Expenses for ICTC Conference $306.627/08/2015 EFT01215 PALM SPRINGS Bottle Water $18.90

20/08/2015 EFT01220 PALM SPRINGS Bottle Water $6.3020/08/2015 EFT01220 PERTH FROZEN FOODS P/L Aquatic Centre Shop Purchases - Hot food $318.6020/08/2015 EFT01220 PERTH IRRIGATION CENTRE (GOLF COURSE) Large purchase of retic for Golf Course $1,815.9614/08/2015 EFT01219 PERTH STITCHINGS Staff uniform - Aquatic Centre $4,041.2920/08/2015 EFT01220 PERTHWASTE PTY LTD Domestic Waste Collection $28,432.07

7/08/2015 EFT01215 PHIL JOHNSON PLUMBING AND GAS Repair and Maintenance at various places $683.0014/08/2015 EFT01219 PHIL JOHNSON PLUMBING AND GAS Repair and Maintenance at various places $318.0020/08/2015 EFT01220 PIPELINE IRRIGATION Retic check & repair at various places $792.0014/08/2015 EFT01219 PROFESSIONAL PC SUPPORT WSLG server hosting $1,026.88

7/08/2015 EFT01215 PROFESSIONAL TREE SURGEONS Various tree works $2,013.0014/08/2015 EFT01219 PROFESSIONAL TREE SURGEONS Various tree works $583.0014/08/2015 EFT01219 PROTEC ASPHALT Various Road Works $4,823.5025/08/2015 EFT01221 REST SUPER Superannuation July 2015 $668.7914/08/2015 EFT01219 ROBERT WALTERS Contract Labour Finance Officer Ending 29/07/15 $1,056.0020/08/2015 EFT01220 RT & SR KIDD Rate Refunds A5163 - Rebate Adjustment $1,390.8720/08/2015 EFT01220 S M FRANKLIN Rate Refunds A496 - Overpaid in error $2,797.6314/08/2015 EFT01219 SCOOP PUBLISHING PTY LTD Advertising - Scoop Magazine - 2/3 $712.8020/08/2015 EFT01220 SCOOP PUBLISHING PTY LTD Advertising - Scoop Magazine - 3/3 $712.80

7/08/2015 EFT01215 SEEK LIMITED Job Adertisement Various $788.707/08/2015 EFT01215 SHACKS HOLDEN Clear oil light alert on vehicle $42.90

25/08/2015 EFT01221 SL WHITTELL SUPERANNUATION FUND Superannuation July 2015 $2,619.8620/08/2015 EFT01220 SPECIALISED SECURITY SHREDDING Shredding Bin Exchange - Records $33.0020/08/2015 EFT01220 ST JOHN AMBULANCE AUSTRALIA (WA) INC. First Aid Expenses - Refill & Top-up $1,200.06

7/08/2015 EFT01215 STAPLES (CORPORATE EXPRESS) Stationery $939.1414/08/2015 EFT01219 STAPLES (CORPORATE EXPRESS) Stationery $373.6514/08/2015 EFT01219 STATE LIBRARY OF WESTERN AUSTRALIA Lost and Damaged Replacement Stock $9.9020/08/2015 EFT01220 STRATA COMPANY #56760 Refund overcharged 240L waste Bin $55.9314/08/2015 EFT01219 STUMP OUT Stump grinding at various places $1,705.0020/08/2015 EFT01220 SUN SOLUTIONS Blinds for level 1 No.1 Claremont $400.9528/08/2015 EFT01223 SUSTAINABLE OUTDOORS Weed control and works at various places $13,431.44


Page 3

Date Ref. Name Details Amount14/08/2015 EFT01219 SWANBOURNE VETERINARY CENTRE Council Boarding June 2015 $154.0014/08/2015 EFT01219 SYNERGY Electricity - Claremont Cres $26.1020/08/2015 EFT01220 SYNERGY Various Electricity and Street Lighting $19,630.2028/08/2015 EFT01223 SYNERGY Various Electricity and Street Lighting $18,246.1020/08/2015 EFT01220 TASKERS SHADES Maintenance of flag pole next to council building $1,265.0028/08/2015 EFT01223 TELSTRA Mobile Phone Expenses August 2015 $6,032.1120/08/2015 EFT01220 TERMICO Pest control inspection at various places $420.2014/08/2015 EFT01219 THE CHURCHES COMMISSION ON EDUCATION INC Contributions- Shenton Youthcare $4,950.0014/08/2015 EFT01219 THE COOKIE BARREL Cookies - Aquatic Centre $55.2828/08/2015 EFT01223 THE COOKIE BARREL Cookies - Aquatic Centre $55.2820/08/2015 EFT01220 THE PAPER COMPANY OF AUSTRALIA Paper $310.7514/08/2015 EFT01219 TIM EVA'S NURSERY Purchase of trees for various plantings $1,039.5014/08/2015 EFT01219 TOTAL EDEN PTY LTD Retic maint at various places $426.80

7/08/2015 EFT01215 TOWN OF MOSMAN PARK Paid share of WMRC CEO's farewell lunch $103.507/08/2015 EFT01215 TURFWORKS WA PTY LTD Mow parks & various verges $3,905.30

14/08/2015 EFT01219 TURFWORKS WA PTY LTD Mow parks & various verges $5,489.2028/08/2015 EFT01223 TURFWORKS WA PTY LTD Mow parks & various verges $5,283.5225/08/2015 EFT01221 TWU SUPERANNUATION FUND Superannuation July 2015 $481.8714/08/2015 EFT01219 ULTRA TUNE CLAREMONT 50,000km car service - 1EFD956 $314.7014/08/2015 EFT01219 UNITED TILT TRAY SERVICE Removal - Abandoned Vehcile $534.0028/08/2015 EFT01223 UNITED TILT TRAY SERVICE Removal - Abandoned Vehcile $156.2020/08/2015 EFT01220 VORGEE PTY LTD Aquatic Centre Shop Purchases - Goggles $465.3020/08/2015 EFT01220 WA LIBRARY SUPPLIES Minor Equipment 3 x posts 1575mm , 4 back braces $400.0025/08/2015 EFT01221 WA SUPER Superannuation July 2015 $48,155.95

7/08/2015 EFT01215 WALGA Various Subscription 2015/2016 $4,356.0014/08/2015 EFT01219 WALGA Various Subscription 2015/2016 $26,036.8328/08/2015 EFT01223 WALGA Local law subscription 2015/2016 $632.50

7/08/2015 EFT01215 WAVESOUND PTY LTD Library Acquisitions $1,402.5014/08/2015 EFT01219 WEST COAST PROFILERS PTY LTD Drainage Maintenance - 4 & 6 Queenslea Dve works $4,445.1414/08/2015 EFT01219 WESTBOOKS Library Acquisitions $1,644.2120/08/2015 EFT01220 WESTBOOKS Library Acquisitions $197.09

7/08/2015 EFT01215 WESTERN AUSTRALIAN TREASURY CORPORATION Government Guarantee Fee June 2015 $61.627/08/2015 EFT01215 WESTERN METROPOLITAN REGIONAL COUNCIL Domestic Refuse Service $25,662.53

14/08/2015 EFT01219 WESTERN METROPOLITAN REGIONAL COUNCIL Domestic Refuse Service $26,366.6020/08/2015 EFT01220 WESTERN METROPOLITAN REGIONAL COUNCIL Domestic Refuse Service $22,004.0628/08/2015 EFT01223 WESTERN METROPOLITAN REGIONAL COUNCIL Domestic Refuse Service $24,732.0114/08/2015 EFT01219 WESTWATER ENTERPRISES PTY LTD Replace faulty chlorine gas sensor - Aquatic Centre $9,086.0025/08/2015 EFT01221 WILLOX SUPERANNUATION FUND Superannuation July 2015 $202.9214/08/2015 EFT01219 WORK CLOBBER Staff Uniforms/Protective Clothing $1,032.0028/08/2015 EFT01223 WORK CLOBBER Staff Uniforms/Protective Clothing $201.6714/08/2015 EFT01219 ZIPFORM PTY LTD Production of 2015/2016 notices and ERates $11,350.44

Total EFT 936,511.99Total Number of EFT Transfers 196

CHEQUES ISSUED AUGUST 2015 - MUNICIPAL FUNDDate Ref. Name Details AmountCheque Posting D Document NoVendor No / Name Description Cheque Amount

12/08/2015 39376 67653 AJ & JM ANNING Rate Refunds A2655 - Incorrect Pool Levy $30.0012/08/2015 39377 67649 LJ & DR SINTON Rate Refunds A4943 - Seniors Rebate $374.7126/08/2015 39378 67645 ASGARD EMPLOYEE SUPER Superannuation July 2015 $310.9726/08/2015 39379 66244 IOOF EMPLOYER SUPER Superannuation July 2015 $198.7726/08/2015 39380 65755 MLC NOMINEES Superannuation July 2015 $251.4626/08/2015 39381 67550 PEMBERLEY ESTATE SUPER FUND Superannuation July 2015 $194.0626/08/2015 39382 67453 PORTFOLIOCARE SUPER SERVICE Superannuation July 2015 $130.6726/08/2015 39383 66180 TELSTRA SUPER PERSONAL PLUS Superannuation July 2015 $359.2426/08/2015 39384 67672 C A MEAGER Rate Refunds A1537- Rebate applied for Senior Card $330.6926/08/2015 39385 67670 MARIA D'ORSOGNA Rate Refunds A625 - Due to OSR rebate $374.7128/08/2015 39386 67673 ALISON UPSON Rate Refunds A1629-Adjustment appied for Pensioner $1,274.1728/08/2015 39387 67678 COLLECTION HOUSE LTD Damage to Telstra Asset - 30 Brassey St $1,647.8128/08/2015 39388 64138 FINES ENFORCEMENT REGISTRY Unpaid infringement pursuit August 2015 $2,652.0028/08/2015 39389 67675 GS & AM LANGFORD Rate Refunds A1798 - New rebate being applied $1,214.20

Total EFT 9,343.46Total Number of Cheques 14

DIRECT DEBITS AUGUST 2015 - MUNICIPAL FUNDDate Ref. Name Details Amount

NAB / CBA Various Bank Fees $1,339.15PERTHWASTE Domestic Waste Collection $30,001.80PAYROLL Payroll and Superannuation $376,151.12CALTEX Caltex card fuel expenses $3,817.42SHELL Shell card fuel expenses $2,943.54IINET Internet access $59.95EXETEL Variable Message Signs (VMS) $229.56SG FLEET Lease of Vehcile $572.47NAB Purchase Card Purchase Card August 2015 $12,315.46

Total Direct Debits 427,430.47


Page 4

Date Ref. Name Details AmountTOTAL MUNICIPAL PAYMENTS FOR THE MONTH OF AUGUST 2015 1,373,285.92

ELECTRONIC FUNDS TRANSFERS AUGUST 2015 - TRUST FUNDDate Ref. Name Details Amount

13/08/2015 EFT01217 AAA DEMOLITION & TREE SERVICES Refund of Bond $5,000.0013/08/2015 EFT01217 ANGELA KOONG Refund of Bond $3,000.0028/08/2015 EFT01222 BARRY RONALD JONES Refund of Bond $5,000.0013/08/2015 EFT01217 BCITF BCITF Levies July 2015 $12,880.1913/08/2015 EFT01217 BUILDERS REGISTRATION BOARD OF WA BRB Levies July 2015 $10,769.2013/08/2015 EFT01217 CLASSIC HOME & GARAGE INNOVATIONS Refund of Bond $1,000.0013/08/2015 EFT01217 CLASSIC HOME & GARAGE INNOVATIONS Refund of Bond $3,000.0028/08/2015 EFT01222 G U J & A A GORDEN Refund of Bond $3,000.0013/08/2015 EFT01217 IAN VENABLES Refund of Bond $3,000.0013/08/2015 EFT01217 ISIS GROUP AUST PTY LTD Refund of Bond $5,000.0013/08/2015 EFT01217 JCORP Refund of Bond $3,000.0013/08/2015 EFT01217 CLASSIC HOME & GARAGE INNOVATIONS Refund of Bond $1,000.0013/08/2015 EFT01217 KERRY WILSON Refund of Bond $5,000.0028/08/2015 EFT01222 KIMBERLY J STEWART Refund of Bond $3,000.0013/08/2015 EFT01217 MALIBU POOLS AND SPAS Refund of Bond $2,000.0013/08/2015 EFT01217 RICCIARDELLO NOMINEES Refund of Bond $5,000.0028/08/2015 EFT01222 SCOTCH COLLEGE Refund of Bond $3,000.0013/08/2015 EFT01217 SCOTCH COLLEGE Refund of Bond $5,000.0013/08/2015 EFT01217 WEBB & BROWN-NEAVES Refund of Bond $1,500.00

Total EFT 80,149.39Total Number of EFT Transfers 19

CHEQUES ISSUED AUGUST 2015 - TRUST FUNDDate Ref. Name Details AmountCheque Posting D Document NoVendor No / Name Description Cheque Amount

Total Cheques 0.00Total number of Cheques 0.00

Date Ref. Name Details AmountTOTAL TRUST PAYMENTS FOR THE MONTH OF AUGUST 2015 80,149.39

TOTAL ALL PAYMENTS FOR THE MONTH OF AUGUST 2015 1,453,435.31

CORPORATE

LIST OF PAYMENTS 1-31 AUGUST 2015

NAB PURCHASE CARD STATEMENT - AUGUST 2015

15 SEPTEMBER 2015

ATTACHMENT 2

kbovell

Cross-Out

Statement Period 29 Jul 2015 to 28 Aug 2015

Andrew Head

Posting Date Tran Date Supplier Transaction Descript** Amount

3-Aug-15 31-Jul-15 Bunnings 306000 Cold mix packs for CBD repairs 51.00$ 10-Aug-15 8-Aug-15 Wilson Parking Per082 Parking for local government conf. 13.39$

Total AUD 64.39$

Anne Arrigoni


17-Aug-15 17-Aug-15 Ofwks Online 7901 Plastic card printer 899.00$ Total AUD 899.00$

Ashely Edwards


29-Jul-15 27-Jul-15 Wanewsadv Death notice CEO family 92.30$ 29-Jul-15 29-Jul-15 Geraldton Floral Stu Flowers for death in CEO family 100.00$ 30-Jul-15 30-Jul-15 Coles 0299 Farewell Community Development Officer 93.12$ 6-Aug-15 5-Aug-15 Home Style Cake Lunc CAPH meeting refreshments 148.00$

10-Aug-15 10-Aug-15 Telstra Ipad recharge Exec Mngr P & P 180.00$ 11-Aug-15 11-Aug-15 Coles 0299 Qrtly CBP meeting refreshments 26.34$ 21-Aug-15 19-Aug-15 Easyflowers Congrats staff member new baby 95.35$

Total AUD 735.11$

David Vinicombe


21-Aug-15 20-Aug-15 City Of Perth Park5 Car Parking Fee 7.80$ 24-Aug-15 22-Aug-15 Kmart 1162 Helix Ultra Car Oil 16.00$

Total AUD 23.80$

Debbie Thompson


11-Aug-15 11-Aug-15 Coles 0299 Fruit & tea for Operations Centre 16.94$ 17-Aug-15 13-Aug-15 Bunnings 306000 Sealant & bag of rags for CBD maintenance 65.35$ 17-Aug-15 14-Aug-15 Bunnings 306000 Garden stakes for Golf Course pedestrian buffer 44.94$ 18-Aug-15 18-Aug-15 Coles 0299 Fruit & tea for Operations Centre 18.07$ 20-Aug-15 18-Aug-15 Bunnings 306000 Wheelbarrow for Friends of Lake Claremont 119.00$ 24-Aug-15 20-Aug-15 Bunnings 306000 4 wheelbarrow wheel tubes for FOLC 67.92$ 24-Aug-15 24-Aug-15 Coles 0299 Fruit for Operations centre 14.92$

26-Aug-15 25-Aug-15 Aussie Natural Spring 3 x 15L bottles of water for golf course 31.50$ 27-Aug-15 26-Aug-15 Portsilk Holdings P L Batteries for retic timers throughout TOC 108.00$ 28-Aug-15 26-Aug-15 Bunnings 306000 9v batteries for retic timer at Claremont Cres RAB 19.88$

Total AUD 506.52$

Elizabeth Ledger


24-Aug-15 23-Aug-15 Adobe Creative Cloud Monthly Software subscription 49.99$ 25-Aug-15 24-Aug-15 Matshop.Com.Au Expenses for People and Places 225.90$

Total AUD 275.89$

Fiona Crossan


4-Aug-15 3-Aug-15 Ventraip Australia Pty Lt Webiste support 2044435 5.95$ 5-Aug-15 3-Aug-15 Nedlands Supa Iga HIACC catering Aug 6th 48.42$

10-Aug-15 6-Aug-15 Nedlands Supa Iga HIACC Catering Aug 6th 35.23$ 17-Aug-15 15-Aug-15 Perth Camera House New camera battery 69.95$ 27-Aug-15 27-Aug-15 Town Of Claremont Fodd Prem Licence for events 154.00$ 28-Aug-15 26-Aug-15 Feast Cafe Jullie Bishop Catering 132.50$

Total AUD 446.05$

Hitesh Hans


10-Aug-15 7-Aug-15 Allegro Pizza Pizza recouped from staff Club 65.60$ 11-Aug-15 10-Aug-15 Coles 0299 Drinks - Recouped from Staff Club 104.34$ 20-Aug-15 19-Aug-15 Local Governement Man LGMA Finance Professional Day 110.00$ 20-Aug-15 19-Aug-15 Local Governement Man LGMA Finance Professional Day 110.00$ 26-Aug-15 25-Aug-15 Foundation Daw Park IncDonation from Staff Tube of Charity 100.00$ 26-Aug-15 25-Aug-15 Foundation Daw Park IncDonation paid twice -waiting for refund 100.00$ 27-Aug-15 25-Aug-15 Asquith Cellars Drink Recouped from Staff Club 134.97$

Total AUD 724.91$

Jenna Waight


4-Aug-15 3-Aug-15 Beaurepaires 5521 Replace valve on 1TDM569 220.00$ 26-Aug-15 25-Aug-15 Department Of Transpor 1TDM569 12 months licence renewal 48.00$

Total AUD 268.00$

Katie Bovell


5-Aug-15 3-Aug-15 Subway Claremont Catering for Elected Member Forum -3 August 201 98.00$ 10-Aug-15 7-Aug-15 Knick Pty Limited Drycleaning table cloths 175.00$ 18-Aug-15 18-Aug-15 Coles 0299 Lollies supply for Council Meetings 30.90$

Total AUD 303.90$

Leslie Crichton


19-Aug-15 18-Aug-15 Gm Cabs Pty. Ltd. Parking Conference EMCG - Sydney taxi to hotel 51.13$ 19-Aug-15 18-Aug-15 Uber Australia Pty Ltd Parking Conference EMCG - Taxi to Perth airport 82.00$ 24-Aug-15 22-Aug-15 Amora Htl Jamison Parking Conference EMCG Accommodation 18/8-2 819.61$

Total AUD 952.74$

Lisa Russell


29-Jul-15 29-Jul-15 Coles 0282 Sausage roll ingredients Danielle's Morning tea 13.15$ 6-Aug-15 5-Aug-15 Dick Smith Online Couple of items to get TV going in staff room 54.41$ 7-Aug-15 5-Aug-15 Apple Online Store iPAD for E-Rates Comp 645.70$

17-Aug-15 14-Aug-15 Dnh*godaddy.Com Aud Global protect wild card certificate for Pinforce 499.19$ Total AUD 1,212.45$

Louise Townsend


10-Aug-15 7-Aug-15 Aifst Inc Training course for J Strange - SEHO 190.00$ 25-Aug-15 24-Aug-15 Red Dot Chalk for Rangers 23.94$

Total AUD 213.94$

Michelle Fernandez


25-Aug-15 24-Aug-15 St John Ambulance Aust First Aid Course - Michelle Fernandez 199.00$ 25-Aug-15 24-Aug-15 St John Ambulance Aust First Aid Course - Sophie McKay 199.00$

Total AUD 398.00$

Nicholas King


14-Aug-15 14-Aug-15 Intersectional Linem Expenses for Infrastructure 660.66$ Total AUD 660.66$

Sarah Liddiard


31-Jul-15 29-Jul-15 Jacks Wholefoods And G Tea for events 29.00$ 7-Aug-15 6-Aug-15 The Lane Bookshop Gift vouchers for CBW and library stock 400.49$

10-Aug-15 7-Aug-15 City Of Perth Park6 Attending SLWA MEETING PARKING TICKET 14.00$ 11-Aug-15 11-Aug-15 Coles 0299 Sundry kitchen supplies, detergent, hand towels 19.49$ 12-Aug-15 10-Aug-15 Jacks Wholefoods And G MahJong event 4.98$ 12-Aug-15 10-Aug-15 Bakers Delight Clarem Climbing my Tree activity afternoon tea 5.50$ 13-Aug-15 12-Aug-15 Morrison Media Frankie magazines renewal online 59.70$ 14-Aug-15 12-Aug-15 Magshop Online Online magazine subscriptions 203.90$ 14-Aug-15 13-Aug-15 Guardian News And MedGuradian newspaper subscription 312.00$ 14-Aug-15 14-Aug-15 Ofwks Online 7901 Plastic display signs, paper punch for 100 pages 286.00$ 17-Aug-15 13-Aug-15 Jacks Wholefoods And G Storytime activities - play dough 14.02$ 17-Aug-15 14-Aug-15 Claremont Art Framers APinup board for events 340.00$ 18-Aug-15 18-Aug-15 Coles 0299 Coat hangers for display. 3.75$ 18-Aug-15 18-Aug-15 Coles 0299 Coffee , paper towel 23.70$ 19-Aug-15 18-Aug-15 Dymocks Claremont New book title 32.99$ 19-Aug-15 19-Aug-15 Coles 0299 Counter sweets AMLIB offline 9.00$ 20-Aug-15 18-Aug-15 Jb Hi Fi New DVD stock 29.98$ 21-Aug-15 19-Aug-15 Jacks Wholefoods And G Mah Jong morning tea 2.49$ 21-Aug-15 21-Aug-15 Claremont Newsagency Silver felt pen 6.95$ 24-Aug-15 23-Aug-15 Ikea Perth New clock, butterfly mobile, led lights 63.75$ 24-Aug-15 24-Aug-15 Partytown Refund of one balloon and postage 50.00-$ 24-Aug-15 24-Aug-15 Party Town Balloons for CBW 119.99$ 25-Aug-15 22-Aug-15 Onslow Rd Pharmacy Thank you cards for CBW presenters 5.00$ 25-Aug-15 25-Aug-15 Ofwks Online 7901 New business cards wi-fi and mobile printing 55.95$

Debit Total AUD 2,042.63$ Credit Total AUD 50.00-$ Total AUD 1,992.63$

Sean Badani


30-Jul-15 28-Jul-15 Bunnings 306000 Equipment for step fittings 75.77$ 3-Aug-15 30-Jul-15 Jacks Wholefoods And G Staff room fruit 26.24$ 3-Aug-15 30-Jul-15 Bunnings 306000 Material for lawn works 70.74$ 6-Aug-15 5-Aug-15 Orbit Fitness Purchase gym equipment 200.00$ 6-Aug-15 6-Aug-15 Coles 0299 Stock for cafe 46.14$ 7-Aug-15 5-Aug-15 Jacks Wholefoods And G Staff room fruit 28.95$

12-Aug-15 12-Aug-15 Coles 0299 Fruit for staff room 35.69$ 17-Aug-15 17-Aug-15 Coles 0299 Staff room milk 7.67$ 17-Aug-15 17-Aug-15 Coles 0299 Fruit for staff room 41.46$ 17-Aug-15 17-Aug-15 Coles 0299 Stock for cafe 43.76$ 18-Aug-15 18-Aug-15 Coles 0299 Stock for cafe 72.40$ 19-Aug-15 17-Aug-15 Sumo Salad Claremont Q Development plan work shop food 134.25$

21-Aug-15 19-Aug-15 Bunnings 306000 Purchase dyna bolts 18.80$ 21-Aug-15 19-Aug-15 Bunnings 306000 Purchase door fittings 99.49$ 27-Aug-15 25-Aug-15 Nedlands Supa Iga Milk for cafe 4.98$ 27-Aug-15 25-Aug-15 Jacks Wholefoods And G Staff room fruit 30.04$ 27-Aug-15 27-Aug-15 Coles 0299 Stock for cafe 20.49$ 28-Aug-15 28-Aug-15 Coles 0299 Staff room fruit 44.36$

Total AUD 1,001.23$

Stephen Goode


29-Jul-15 27-Jul-15 Exmouth Towing Srvc CEO vehicle 245.24$ 13-Aug-15 12-Aug-15 Airbnb CEO accomm. 17/8 - 19/8 353.00$ 20-Aug-15 19-Aug-15 Airbnb CEO accomm. 13/9 - 17/9 510.00$ 24-Aug-15 22-Aug-15 Airbnb CEO accomm. 30/8 - 3/9 443.00$ 25-Aug-15 24-Aug-15 Public Transport Aut CEO public transport card 60.00$ 26-Aug-15 25-Aug-15 Her Message CEO lunch meeting Cary Green 25.00$

Total AUD 1,636.24$

Total 12,315.46$


Page 26

13.4.2 MONTHLY STATEMENT OF FINANCIAL ACTIVITY FOR THE PERIOD ENDING 31 JULY 2015

File Ref: FIM/0062-02 Attachments: Statement of Financial Activity for period ending

31 July 2015 Responsible Officer: Les Crichton

Executive Manager Corporate and Governance Author: Hitesh Hans

Finance Manager Proposed Meeting Date: 15 September 2015

Purpose For Council to note the Statement of Financial Activity for the month ending 31 July 2015. This report incorporates all the carry forwards approved part of June 2015 report.

Background The Monthly Financial Report is presented in accordance with the Local Government Act 1995 and Local Government (Financial Management) Regulations 1996.

Discussion The Financial Statements to 31 July 2015 represent the first month of operation within the 2015-16 financial year. The closing surplus of $14,360,819 compares favourably against the budgeted surplus of $14,777,353. As detailed below, the $416,536 variance is comprised of net increase (excluding non cash items) of $16,322 & $14,840 in operating revenue and operating expenditure respectively against the budget , $91,075 under in capital works schedule and $509,091 under in asset sales.

Operating revenue - $16,322 above budget • $53,526 increase in rates revenue is due to increase in valuation before

the rates were levied. • $22,964 increase in reimbursement is mainly due to refund of Heritage

Loan Subsidy Scheme Contribution . • ($65,097) decrease in interest is due to interest accrual not being

processed for the month of July 15.

Operating expenditure - $14,840 above budget • ($65,017) Employee Cost is over budget mainly due to the timing on the

payment of Worker's Compensation Premium ahead of budget timing. • $91,615 of variance due to timing difference across materials and

contracts services ($123,801) and consultancies ($8,485). However office expenses are over the budget by $45,160 due to timing on annual subscription payments.


Page 27

• ($25,720) Insurance expenditure is over the budget due to premiums paid ahead of budget timing.

• ($29,918,) Other Expenditure is above the budget due to contribution to Shine community care being paid ahead of the budget timing and overheads not applied for July 15.

Capital expenditure – $91,075 under budget As detailed within the capital works schedules (Attachment [Note 9]), capital expenditure is under budget mainly due to timing of the capital works. Capital income – (509,091) under the budget Variance is due to the delay in the final settlement of Lot 151 Claremont Cres.

Past Resolutions Ordinary Council Meeting 18 August 2015, Resolution 147/15: That Council note the Financial Statement of Activity for the period 1 July 2014 to 30 June 2015.


Policy and Statutory Implications Local Government Act 1995. Local Government (Financial Management) Regulations 1996.

Publicity N/A

Strategic Community Plan Governance and Leadership We are an open and accountable local government that encourages community involvement and strives to keep its community well informed. • Provide and maintain a high standard of governance, accountability,

management and strategic planning. • Maintain long term financial stability and growth.


OFFICER RECOMMENDATION That Council notes the Financial Statement of Activity for the period 1 July 2015 to 31 July 2015.

CORPORATE

MONTHLY STATEMENT OF FINANCIAL ACTIVITY FOR THE PERIOD ENDING 31 JULY 2015

STATEMENT OF FINANCIAL ACTIVITY FOR PERIOD ENDING 31 JULY 2015

15 SEPTEMBER 2015

ATTACHMENT 1

1

Town of Claremont

MONTHLY FINANCIAL REPORT

For the Period Ended 31 July 2015

TABLE OF CONTENTS

Reimbursements are under projections.

Statement of Financial Activity

Note 1 Significant Accounting Policies

Note 2 Graphical Representation

Note 3 Net Current Funding Position

Note 4 Cash and Investments

Note 5 Major Variances

Note 6 Receivables

Note 7 Grants and Contributions

Note 8 Cash Backed Reserves

Note 9 Capital Disposals and Acquisitions

Note 10 Trust

LOCAL GOVERNMENT ACT 1995LOCAL GOVERNMENT (FINANCIAL MANAGEMENT) REGULATIONS 1996

5

Revised Annual Budget

YTD Budget

(a)

YTD Actual

(b)Var. $

(b)-(a)Var. %

(b)-(a)/(b)Note 4 3 3

Operating Revenue $ $ $ $ %Grants, Subsidies and Contributions 5.1.1,8 316,814 120,025 120,227 202 0.2% Profit on Asset Disposal 5.1.2,10 383,734 383,734 0 (383,734)Fees and Charges 5.1.3 3,429,898 542,073 544,633 2,560 0.5% Reimbursements 5.1.6 102,867 6,807 29,771 22,964 77.1% Interest Earnings 5.1.7 625,687 65,094 (3) (65,097) 2562855.9% Other Revenue 5.1.8 175,555 1,050 3,216 2,166 67.4%

Total (Excluding Rates) 5,034,555 1,118,783 697,845 (420,938)Operating ExpenseEmployee Costs 5.2.1 (7,280,323) (527,098) (592,115) 65,017 11.0% Materials and Contracts 5.2.2 (6,889,980) (538,149) (446,534) (91,615) (20.5%) Utilities Charges 5.2.3 (532,568) (45,119) (30,859) (14,260) (46.2%)Depreciation (Non-Current Assets) 5.2.4 (2,123,268) (176,939) (14) (176,925) (1263750.0%) Interest Expenses 5.2.5 (555,887) 0 (62) 62 100.0% Insurance Expenses 5.2.5 (277,547) (118,722) (144,442) 25,720 17.8% Loss on Asset Disposal 5.2.7 (24,356) 0 0 0 Elected Member Expenses (259,592) 0 0 0 Other Expenditure 5.2.8 (154,161) (203,067) (232,985) 29,918 12.8%

Total (18,097,682) (1,609,094) (1,447,009) (162,085)Funding Balance AdjustmentAdd Back Depreciation 2,123,268 176,939 14 176,925 (1263750.0%)Adjust (Profit)/Loss on Asset Disposal 10 (359,378) (383,734) 0 (383,734)Adjust Provisions and Accruals 0

Net Operating (Ex. Rates) (11,299,237) (697,106) (749,150) (52,044)Capital RevenuesGrants, Subsidies and Contributions 8 468,325 0 0 0Proceeds from Disposal of Assets 10 549,091 509,091 0 (509,091)Proceeds from New Debentures 5,500,000 0 0 0

Transfers from/to Restricted Assets 21,913 0 0 0Non Current Reclassications 0 0 0 0Transfer from Loan Account - Restricted Assets 169,440 0 0 0Transfer from Reserves 9 3,224,131 0 0 0

Total 9,932,900 509,091 0 (509,091)Capital ExpensesLand and Buildings 10 (691,651) (11,528) (24,413) 12,885 52.8% Plant and Equipment 10 (308,980) (6,500) (4,800) (1,700) (35.4%)Furniture and Equipment 10 0 0 0 0 Infrastructure Assets - Other 10 (3,657,404) (102,303) (22,164) (80,139) (361.6%) Repayment of Debentures (7,629,135) 0 0 0Transfer to Reserves 9 (1,349,678) (28,918) (6,798) (22,120) (325.4%) Total (13,636,848) (149,249) (58,174) (91,075)Net Capital (3,703,948) 359,842 (58,174) (418,016)

Total Net Operating + Capital (15,003,185) (337,264) (807,325) (470,061)

Rate Revenue 13,222,940 13,150,707 13,204,233 53,526 0.4% Opening Funding Surplus(Deficit) 1,963,910 1,963,910 1,963,910 (0) 0.0%

Closing Funding Surplus(Deficit) 3 183,665 14,777,353 14,360,819 (416,536) (2.8%)

Town of ClaremontSTATEMENT OF FINANCIAL ACTIVITY

For the Period Ended 31 July 2015 (Nature or Type)

6

Revised Annual Budget

YTD Budget

(a)

YTD Actual

(b)Var. $

(b)-(a)Var. %

(b)-(a)/(b) Var.Note 4 3 3

Operating Revenue $ $ $ $ %General Purpose Funding 640,298 70,841 1,595 (69,246) (97.7%) Governance 32,167 696 1,325 629 90.4% Law, Order and Public Safety 14,200 1,333 638 (695) (52.1%)Health 35,600 15,183 45,612 30,429 200.4% Education and Welfare 352 29 0 (29) 100.0% Community Amenities 487,105 305,097 316,351 11,254 3.7% Recreation and Culture 1,401,952 92,994 85,892 (7,102) (7.6%)Transport 1,466,469 75,780 57,984 (17,796) (23.5%)Economic Services 1,037,973 556,578 188,448 (368,130) (66.1%) Other Property and Services 3,030 252 0 (252) 100.0%

Total (Excluding Rates) 5,119,146 1,118,783 697,845 (420,938)Operating ExpenseGeneral Purpose Funding (442,853) (161,448) (146,329) (15,119) (9.4%)Governance (1,572,950) (146,101) (287,768) 141,667 97.0% Law, Order and Public Safety (399,844) (34,394) (14,955) (19,439) (56.5%)Health (443,137) (44,196) (27,559) (16,637) (37.6%)Education and Welfare (208,580) (35,047) (51,086) 16,039 45.8% Community Amenities (2,745,231) (213,567) (166,187) (47,380) (22.2%) Recreation and Culture (5,835,406) (485,453) (340,038) (145,415) (30.0%) Transport (3,993,390) (312,128) (182,905) (129,223) (41.4%) Economic Services (2,450,646) (86,936) (67,853) (19,083) (22.0%)Other Property and Services (5,645) (89,824) (162,329) 72,505 80.7%

Total (18,097,682) (1,609,094) (1,447,009) (162,085)Funding Balance AdjustmentAdd back Depreciation 2,123,268 176,939 14 (176,925) (100.0%)Adjust (Profit)/Loss on Asset Disposal 10 (359,378) (383,734) 0 383,734 100.0% Adjust Provisions and Accruals 0 0

Net Operating (Ex. Rates) (11,214,646) (697,106) (749,150) (52,044)Capital RevenuesGrants, Subsidies and Contributions 468,325 0 0 0Proceeds from Disposal of Assets 10 549,091 509,091 0 (509,091) 100.0% Proceeds from New Debentures 5,500,000 0 0 0Transfers from Restricted Assets 21,913 0 0 0Non Current reclassifications 0 0 0 0Transfer from Loan Account - Restricted Assets 169,440 0 0 0Transfer from Reserves 9 3,224,131 0 0 0

Total 9,932,900 509,091 0 (509,091)Capital ExpensesLand Held for Resale 0 0 0 0 Land and Buildings 10 (691,651) (11,528) (24,413) 12,885 111.8% Plant and Equipment 10 (308,980) (6,500) (4,800) (1,700) (26.2%)Furniture and Equipment 10 0 0 0 0 Infrastructure Assets - Roads 10 0 0 0 0Infrastructure Assets - Other 10 (3,657,404) (102,303) (22,164) (80,139) (78.3%) Purchase of Investments 0 0 0 0Repayment of Debentures (7,629,135) 0 0 0 Transfers to Restricted Assets 0 0 0 0Transfer to Reserves 9 (1,349,678) (28,918) (6,798) (22,120) (76.5%) Total (13,636,848) (149,249) (58,174) (91,075)Net Capital (3,703,948) 359,842 (58,174) (418,016)

Total Net Operating + Capital (14,918,594) (337,264) (807,325) (470,061)

Rate Revenue 13,222,940 13,150,707 13,204,233 53,526 0.4% Opening Funding Surplus(Deficit) 1,963,910 1,963,910 1,963,910 0 0.0%

Closing Funding Surplus(Deficit) 268,256 14,777,353 14,360,819 (416,534) (2.8%)

Town of ClaremontSTATEMENT OF FINANCIAL ACTIVITY

For the Period Ended 31 July 2015 (Statutory Reporting Program)

7

1. SIGNIFICANT ACCOUNTING POLICIES

The significant accounting policies which have been adopted in the preparation of this statement offinancial activity are:

0 0(a) Basis of Accounting

This Statement is a special purpose financial report, prepared in accordance with applicable AustralianAustralian Accounting Standards, other mandatory professional reporting requirements and the LocalGovernment Act 1995 (as amended) and accompanying regulations (as amended).

(b) All Funds through which the Council controls resources to carry on its functions have been included in thisReimbursements are under projections.

In the process of reporting on the local government as a single unit, all transactions and balancesbetween those funds (for example, loans and transfers between Funds) have been eliminated.

All monies held in the Trust Fund are excluded from the statement, but a separate statement of thosemonies appears at Note 11.

(c) Rounding Off FiguresAll figures shown in this statement are rounded to the nearest dollar.

(d) Rates, grants, donations and other contributions are recognised as revenues when the local government obtains control over the assets comprising the contributions. Control over assets acquired from rates is obtained at the commencement of the rating period or, where earlier, upon receipt of the rates.

(e) Goods and Services TaxIn accordance with recommended practice, revenues, expenses and assets capitalised are stated netof any GST recoverable. Receivables and payables are stated inclusive of applicable GST.

(f) Cash and Cash EquivalentsCash and cash equivalents comprise cash at bank and in hand and short-term deposits that are readilyconvertible to known amounts of cash and which are subject to an insignificant risk of changes in value.

For the purposes of the Cash Flow Statement, cash and cash equivalents consist of cash and cash equivalents as defined above, net of outstanding bank overdrafts. Bank overdrafts are included asshort-term borrowings in current liabilities.

(g) Trade and Other ReceivablesTrade receivables, which generally have 30 - 90 day terms, are recognised initially at fair value andsubsequently measured at amortised cost using the effective interest rate method, less any allowance foruncollectible amounts.

Collectability of trade receivables is reviewed on an ongoing basis. Debts that are known to be uncollectibleare written off when identified. An allowance for doubtful debts is raised when there is objective evidencethat they will not be collectible.

(h) InventoriesGeneralInventories are valued at the lower of cost and net realisable value. Net realisable value is the estimatedselling price in the ordinary course of business less the estimated costs of completion and the estimatedcosts of necessary to make the sale.

Inventories held from trading are classified as current even if not expected to be realised in the next 12 months.

Land Held for ResaleCost includes the cost of acquisition, development and interest incurred on the financing of that land duringits development. Interest and holding charges incurred after development is complete are recognised asexpenses.

Revenue arising from the sale of property is recognised in the operating statement as at the time of signing a binding contract of sale.

Land held for resale is classified as current except where it is held as non-current based on Council'sintentions to release for sale.

Town of ClaremontNOTES TO THE STATEMENT OF FINANCIAL ACTIVITY


8

1. SIGNIFICANT ACCOUNTING POLICIES (Continued)

(I) Fixed AssetsAll assets are initially recognised at cost. Cost is determined as the fair value of the assets given asconsideration plus costs incidental to the acquisition. For assets acquired at no cost or for nominalconsideration, cost is determined as fair value at the date of acquisition. The cost of non-current assetsconstructed by the local government includes the cost of all materials used in the construction, directlabour on the project and an appropriate proportion of variable and fixed overhead.

Certain asset classes may be revalued on a regular basis such that the carrying values are not materiallydifferent from fair value. Assets carried at fair value are to be revalued with sufficient regularity to ensurethe carrying amount does not differ materially from that determined using fair value at reporting date.

(j) Depreciation of Non-Current AssetsAll non-current assets having a limited useful life are systematically depreciated over their usefullives in a manner which reflects the consumption of the future economic benefits embodied inthose assets.

Depreciation is recognised on a straight-line basis, using rates which are reviewed each reportingperiod. Major depreciation rates and periods are:

Buildings 2%Furniture and Equipment 14.3-30%Plant and Equipment 10-30%Motor Vehicles 20-30%

Roads - Aggregate 50 yearsRoads - Unsealed - Gravel 50 yearsDrains and Sewers 50 years

(k) Trade and Other PayablesTrade and other payables are carried at amortised cost. They represent liabilities for goods and servicesprovided to the local government prior to the end of the financial year that are unpaid and arise when theShire becomes obliged to make future payments in respect of the purchase of these goods andservices. The amounts are unsecured and are usually paid within 30 days of recognition.

(l) Employee BenefitsThe provisions for employee benefits relates to amounts expected to be paid for long service leave, annual leave, wages and salaries and are calculated as follows:

(i) Wages, Salaries, Annual Leave and Long Service Leave (Short-term Benefits)The provision for employees’ benefits to wages, salaries, annual leave and long service leave expected tobe settled within 12 months represents the amount the Shire has a present obligation to pay resulting from employees services provided to balance date. The provision has been calculated at nominal amounts based on remuneration rates the Shire expects to pay and includes related on-costs.

(ii) Annual Leave and Long Service Leave (Long-term Benefits)The liability for long service leave is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the project unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future paymentsare discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match as closely as possible, the estimated future cash outflows. Where theShire does not have the unconditional right to defer settlement beyond 12 months, the liability is recognised as a current liability.

(m) Interest-bearing Loans and BorrowingsAll loans and borrowings are initially recognised at the fair value of the consideration received lessdirectly attributable transaction costs.

After initial recognition, interest-bearing loans and borrowings are subsequently measured at amortisedcost using the effective interest method. Fees paid on the establishment of loan facilities that areyield related are included as part of the carrying amount of the loans and borrowings.

Borrowings are classified as current liabilities unless the Council has an unconditional right to defersettlement of the liability for at least 12 months after the balance sheet date.

Town of Claremont

For the Period Ended 31 July 2015NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY

9


Borrowing CostsBorrowing costs are recognised as an expense when incurred except where they are directly attributableto the acquisition, construction or production of a qualifying asset. Where this is the case, they arecapitalised as part of the cost of the particular asset.

(n) ProvisionsProvisions are recognised when: The council has a present legal or constructive obligation as a result ofpast events; it is more likely than not that an outflow of resources will be required to settle the obligation;and the amount has been reliably estimated. Provisions are not recognised for future operating losses.

Where there are a number of similar obligations, the likelihood that an outflow will be required in settlementis determined by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any one of item included in the same class of obligations may besmall.

(o) Current and Non-Current ClassificationIn the determination of whether an asset or liability is current or non-current, consideration is given to thetime when each asset or liability is expected to be settled. The asset or liability is classified as currentif it is expected to be settled within the next 12 months, being the Council's operational cycle. In thecase of liabilities where Council does not have the unconditional right to defer settlement beyond 12 months,such as vested long service leave, the liability is classified as current even if not expected to be settledwithin the next 12 months. Inventories held for trading are classified as current even if not expected to berealised in the next 12 months except for land held for resale where it is held as non current based onCouncil's intentions to release for sale.

(p) Nature or Type Classifications

RatesAll rates levied under the Local Government Act 1995. Includes general, differential, specific arearates, minimum rates, interim rates, back rates, ex-gratia rates, less discounts offered. Exclude administration fees, interest on instalments, interest on arrears, service charges and sewerage rates.

Operating Grants, Subsidies and ContributionsRefer to all amounts received as grants, subsidies and contributions that are not non-operating grants.

Non-Operating Grants, Subsidies and ContributionsAmounts received specifically for the acquisition, construction of new or the upgrading of non-current assets paid to a local government, irrespective of whether these amounts are received as capital grants, subsidies, contributions or donations.

Profit on Asset DisposalProfit on the disposal of assets including gains on the disposal of long term investments.Losses are disclosed under the expenditure classifications.

Fees and ChargesRevenues (other than service charges) from the use of facilities and charges made for local government services, sewerage rates, rentals, hire charges, fee for service, photocopying charges, licences, sale of goods or information, fines, penalties and administration fees. Local governments may wish to disclose more detail such as rubbish collection fees, rental of property, fines and penalties, other fees and charges.

Service ChargesService charges imposed under Division 6 of Part 6 of the Local Government Act 1995. Regulation 54 of the Local Government (Financial Management) Regulations 1996 identifies these are televisionand radio broadcasting, underground electricity and neighbourhood surveillance services. Exclude rubbish removal charges. Interest and other items of a similar nature received from bank and investment accounts, interest on rate instalments, interest on rate arrears and interest on debtors.

Interest EarningsInterest and other items of a similar nature received from bank and investment accounts, interest on rate instalments, interest on rate arrears and interest on debtors.

Other Revenue / IncomeOther revenue, which can not be classified under the above headings, includes dividends, discounts, rebates etc.



10


Employee CostsAll costs associate with the employment of person such as salaries, wages, allowances, benefits such as vehicle and housing, superannuation, employment expenses, removal expenses, relocation expenses, worker's compensation insurance, training costs, conferences, safety expenses, medical examinations, fringe benefit tax, etc.

Materials and ContractsAll expenditures on materials, supplies and contracts not classified under other headings. These include supply of goods and materials, legal expenses, consultancy, maintenance agreements, communication expenses, advertising expenses, membership, periodicals, publications, hire expenses, rental, leases, postage and freight etc. Local governments may wish to disclose more detail such as contract services, consultancy, information technology, rental or lease expenditures.

Utilities (Gas, Electricity, Water, etc.)Expenditures made to the respective agencies for the provision of power, gas or water. Exclude expenditures incurred for the reinstatement of roadwork on behalf of these agencies.

(q) Nature or Type Classifications (Continued)

InsuranceAll insurance other than worker's compensation and health benefit insurance included as a cost of employment.

Loss on asset disposalLoss on the disposal of fixed assets.

Depreciation on non-current assetsDepreciation expense raised on all classes of assets.

Interest expensesInterest and other costs of finance paid, including costs of finance for loan debentures, overdraft accommodation and refinancing expenses.

Other expenditureStatutory fees, taxes, provision for bad debts, member's fees or levies including WA Fire Brigade Levy and State taxes. Donations and subsidies made to community groups.

(r) Statement of ObjectivesIn order to discharge its responsibilities to the community, the Council has developed a set ofoperational and financial objectives. These objectives have been established both on an overallbasis and for each of its broad activities/programs.

Council operations as disclosed in this statement encompass the following service orientatedactivities/programs:

GOVERNANCEDetails expenses related to Councils ten councillors, who normally meet the first and third Tuesday of eachmonth, make policy decisions, review Councils operations, plan for current and future service provisionrequirements and undertake necessary appropriate training and attend conferences.

GENERAL PURPOSE FUNDINGRates - the amount raised is determined by Councils budget "shortfall" that is known income anddesired expenditure.

General purpose grants - are the grant amounts paid to the Town from Federal Government funding asdetermined by and via the Western Australian Local Government Grants Commission.

Interest - interest earned on monies invested or deposited by Council.

LAW, ORDER, PUBLIC SAFETYSupervision of animal control, dog pound operations, local law control and state emergency services (SES).

HEALTHPublic places health and safety, food safety and health compliance.



11


(r) STATEMENT OF OBJECTIVE (Continued)

EDUCATION AND WELFAREPre-schools, aged and disabled , senior citizens, welfare administration, donations to welfare organisations.

COMMUNITY AMENITIESRubbish collections, recycling, litter control, public litter bins, town planning control/studies.

RECREATION AND CULTUREPublic halls, civic centres, swimming pool, golf course, parks, sports grounds, sports groups, community recreationprograms, library, community arts program, youth activities, heritage and museum.

TRANSPORTRoads, footpaths, cycleways, right of way, drainage, road verges, median strips, street lighting, street cleaning,street trees, traffic surveys, parking services, traffic management and underground power.

ECONOMIC SERVICESBuilding services, strategic planning and activities involving the Royal Agricultural Society and Anzac Cottage.

OTHER PROPERTY & SERVICESPublic works overheads, plant/vehicle operations, private works and other property.



12



Note 2 - Graphical Representation - Source Statement of Financial Activity

For the Period Ended 31 August 2012

Comments/Notes - Operating Expenses

Comments/Notes - Operating RevenuesThe operating revenue does not include income from rates.

1350

1400

1450

1500

1550

1600

1650

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Amou

nt $

( '0

00s)

Month ending

Budget Operating Expenses -v- YTD Actual

Budget 2015-16

Actual 2015-16

0

200

400

600

800

1000

1200


Amou

nt $

( '0

00s)

Budget Operating Revenues -v- Actual

Budget 2015-16

Actual 2015-16

13



Note 2 - Graphical Representation - Source Statement of Financial Activity

Comments/Notes - Capital Expenses

Comments/Notes - Capital Revenues

0

100

200

300

400

500

600


Amou

nt $

( '0

00s)

Month ending

Budget Capital Revenue -v- Actual

Budget 2015-16

Actual 2015-16

0

20

40

60

80

100

120

140

160


Amou

nt $

( '0

00s)

Month ending

Budget Capital Expenses -v- Actual

Budget 2015-16

Actual 2015-16

14

Note 3: NET CURRENT FUNDING POSITION

For the Period Ended 31 July 2015 Note This Period Last Period $ $

Current AssetsCash Unrestricted 4,961,054 3,688,203Cash Restricted 24,520 24,520Investments 13,759,075 13,752,277Receivables - Rates and Rubbish 13,135,865 147,481Receivables - Other 288,693 245,006Inventories 129,667 129,667

32,298,874 17,987,154

Less: Current LiabilitiesPayables (3,014,534) (1,124,410)Current Loan Liability (7,629,136) (7,629,136)Provisions (1,010,260) (992,370)

(11,653,929) (9,745,915)Less: Restricted AssetsCash Restricted (13,783,595) (13,776,797)Inventories (129,667) (129,667)

Plus: Loan Liability 7,629,136 7,629,136

14,360,819 1,963,910

2015-16



Positive=Surplus (Negative=Deficit)

0

2

4

6

8

10

12

14

16


Mill

ion

s

Note 3 - Liquidity Over the Year 2013-14 2014-15

2015-16

15

Note 4: CASH AND INVESTMENTS

Deposit Interest Municipal Reserves Trust Total Institution MaturityNo. Rate $ $ $ Amount $ Date

(a) Cash Deposits 2.35% 446,815 446,815 NAB At Call

258 2.90% 2,045,686 2,045,686 ANZ 1/12/2015(b) Term Deposits 271 3.00% 1,013,037 1,013,037 NAB 28/09/2015

286 2.85% 3,000,000 3,000,000 Suncorp 18/01/2016273 2.93% 420,312 420,312 Bendigo 30/11/2015274 2.94% 498,506 498,506 NAB 17/03/2016275 2.95% 73,782 73,782 NAB 22/06/2016276 2.95% 11,801 11,801 NAB 22/06/2016277 2.95% 38,601 38,601 NAB 22/06/2016278 2.95% 207,325 207,325 NAB 22/06/2016279 2.95% 21,767 21,767 NAB 22/06/2016284 2.90% 1,165,860 1,165,860 NAB 1/06/2016285 2.90% 193,960 193,960 NAB 1/06/2016287 2.90% 2,000,000 2,000,000 NAB 28/04/2016288 2.90% 1,069,421 1,069,421 NAB 30/11/2015282 2.95% 3,069,195 3,069,195 ANZ 28/12/2015283 2.95% 1,292,527 1,292,527 ANZ 28/12/2015

0 16,568,594 0 16,568,594

(c) InvestmentsTotal



Comments/Notes - Investments

16

Note 4A: CASH INVESTMENTSComparative rate

Up to 30 31-60 61-90 91-120 120+

Average Interest time of deposit

Interest Rate at time of Report

Annual Budget

Year to Date Actual Var.$

General Municipal4180379 22/07/2015 Suncorp 180 2.85% 42,164 3000000 3,000,000

83-934-9750 27/07/2015 NAB 310 2.90% 4,775 193861 193,861 - - -

Subtotal - - - - - 3,193,861 3,193,861 - Restricted9732-35404 28/06/2015 ANZ 183 2.95% 45,395 3,069,195 3,069,195 9736-55847 1/06/2015 ANZ 183 2.90% 29,744 2,045,686 2,045,686 9732-35279 28/06/2015 ANZ 183 2.95% 19,117 1,292,527 1,292,527 83-934-9750 27/07/2015 NAB 310 2.90% 28,715 1,165,860 1,165,860 83-934-9750 28/07/2015 NAB 125 2.90% 10,621 1,069,421 1,069,421 19-381-1571 28/06/2015 NAB 273 2.94% 10,962 498,506 498,506 14-111-5231 23/06/2015 NAB 365 2.95% 2,177 73,782 73,782 14-111-1660 23/06/2015 NAB 365 2.95% 348 11,801 11,801 14-111-1564 23/06/2015 NAB 365 2.95% 1,139 38,601 38,601 14-111-5098 23/06/2015 NAB 365 2.95% 6,116 207,325 207,325 83-796-9593 23/06/2015 NAB 365 2.95% 642 21,767 21,767 94-604-0679 30/03/2015 NAB 182 3.00% 15,154 1,013,037 1,013,037 77-223-8027 28/07/2015 NAB 275 2.90% 43,699 2,000,000 2,000,000 16-145-58 28/05/2015 Bendigo 186 2.93% 6,276 420,312 420,312 083-817 156849553 26/04/2013 NAB At Call 2.35% 446,815 446,815

Subtotal 220,103 446,815 - - 3,069,195 9,858,625 13,374,634 -

- - - - - - - - - -

Total Interest Expected on Funds Invested 220,103 446,815 - - 3,069,195 13,052,486 16,568,495 - - -

NAB83-934-9750 27/07/2015 310 3.00% 193,861 83-934-9750 27/07/2015 310 2.90% 1,165,860 83-934-9750 28/07/2015 125 2.90% 1,069,421 19-381-1571 28/06/2015 273 2.94% 498,506 14-111-5231 23/06/2015 365 2.95% 73,782 14-111-1660 23/06/2015 365 2.95% 11,801 14-111-1564 23/06/2015 365 2.95% 38,601 14-111-5098 23/06/2015 365 2.95% 207,325 83-796-9593 23/06/2015 365 2.95% 21,767 At Call At Call At Call 446,815 94-604-0679 30/03/2015 182 3.00% 1,013,037 77-223-8027 28/07/2015 275 2.90% 2,000,000

Subtotal 6,740,775 41%Bendigo16-145-58 28/05/2015 186 2.93% 420,312

Subtotal 420,312 3%Suncorp

4180379 22/07/2015 180 2.85% 3,000,000 Subtotal 3,000,000 18%

ANZ9732-35404 28/06/2015 183 2.95% 3,069,195 9736-55847 1/06/2015 183 2.90% 2,045,686 9732-35279 28/06/2015 183 2.95% 1,292,527

Subtotal 6,407,408 39%

Total Funds Invested 16,568,495 100.0%

Percentage of Portfolio

Deposit Ref

Deposit Date Institution

Term (Days)

Invested Interest rates

Expected Interest

Deposit Ref Term (Days)

Invested Interest

rates

Town of ClaremontMonthly Investment Report


Budget v Actual Amount Invested (Days)

Total

Portfolio Diversity NAB

Bendigo

Suncorp

ANZ

-

2

4

6

8

10

12

14

Up to 30 31-60 61-90 91-120 120+ M

illio

ns

Investment Maturity Timing

17

NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY

Note 5: MAJOR VARIANCESComments/Reason for Variance

5.1 OPERATING REVENUE (EXCLUDING RATES)

5.1.1 GRANTS, SUBSIDIES AND CONTRIBUTIONSMinor variance due to timing, please refer to note 7 for further details

5.1.2 PROFIT ON ASSET DISPOSALNon Cash- Variance due to the delay in the settlement of Lot 151 Claremont Cres.5.1.3 FEES AND CHARGESMinor variance due to timing,

5.1.6 REIMBURSEMENTSReimbursements are above the budget due to newly implemented Credit Card Surcharge (3K) and Refund of Herit Loan Subs Schem Contribtuion (21K).5.1.7 INTEREST EARNINGSInterest accrual has not been processed and figures will be updated in August.

5.1.8 OTHER REVENUEMinor variance due to timing,

5.2 OPERATING EXPENSES

5.2.1 EMPLOYEE COSTSVariance due to timing on the payment of Worker's Compensation Premium ahead of budget timing.5.2.2 MATERIAL AND CONTRACTSVariance due to timing difference across materials and contracts services ($123,801) and consultancies ($8,485). Howerver office expenses are over the budget by $45,160 due to annual subcriptions paid ahead of the budget timing.5.2.3 UTILITY CHARGESVariance due to timing,5.2.4 DEPRECIATION (NON CURRENT ASSETS)Depreciation not applied in July 15.

5.2.5 INTEREST EXPENSESMinor Variance5.2.6 INSURANCE EXPENSESInsurance is over the budget because preimiums paid ahead of the budget timing.5.2.7 LOSS ON ASSET DISPOSALNon cash item. 5.2.8 OTHER EXPENDITUREOther Expenditure is over the budget due to contribution to Shine community care being paid ahead of the budget timnig and overheads not applied for July 15

5.3 CAPITAL REVENUE5.3.1 GRANTS, SUBSIDIES AND CONTRIBUTIONSMinor Variance Refer to note 7.5.3.2 PROCEEDS FROM DISPOSAL OF ASSETSVariance is due to the delay in the final settlement of Lot 151 Claremont Cres.5.3.4 TRANSFER FROM/TO RESTRICTED ASSETSNo budget5.3.7 TRANSFER FROM RESERVES (RESTRICTED ASSETS)No budget

5.4 CAPITAL EXPENSES

5.4.1 LAND HELD FOR RESALETiming of the expenditure, please refer to note 95.4.2 LAND AND BUILDINGSTiming of the expenditure, please refer to note 95.4.3 PLANT AND EQUIPMENTTiming of the expenditure, please refer to note 95.4.4 FURNITURE AND EQUIPMENT

Town of Claremont


18

NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY

Note 5: MAJOR VARIANCESComments/Reason for Variance

Town of Claremont


Timing of the expenditure, please refer to note 95.4.5 INFRASTRUCTURE ASSETS - ROADSTiming of the expenditure, please refer to note 95.4.6 INFRASTRUCTURE ASSETS - OTHERTiming of the expenditure, please refer to note 95.4.8 REPAYMENT OF LOANSNo budget or actuals for July 155.4.10 TRANSFER TO RESERVES (RESTRICTED ASSETS)Variance is due to timing of the interest income of reserve funds as transfers are processed at maturity of the term deposit.

5.5 OTHER ITEMS

5.5.1 RATE REVENUERate revenue is over the budget due to increase in valuations before the rates were levied.

5.5.2 OPENING FUNDING SURPLUS(DEFICIT)This actual figure is to be confirmed following completion of 2014-15 Audit.

19

Note 6: RECEIVABLESReceivables - Rates and Rubbish Current Previous Total Receivables - General Current 30+ Days 60+ Days 90+Days

2015-16 2014-15 $ $ $ $$ $ $ 86,914 62,979 12,949 129,228

Opening Arrears Previous Years 147,481 153,250 147,481 Total Outstanding 292,071Rates Levied this year 13,645,412 12,931,546 13,645,412Less Collections to date (656,168) (12,937,315) (656,168) Amounts shown above include GST (where applicable)Equals Current Outstanding 13,136,725 147,481 13,136,725

Net Rates Collectable 13,136,725% Collected 4.76%

0

Comments/Notes - Rates Comments/Notes - Receivables General



Rates charges include interim rates of $8,151.81 90+ accounts relates to contribution for Avion Way Project that would be paid once the works are completed.

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%


Note 7 - Rates % Collected

Last Year 2014-15

This Year 2015-16

Current 30%

30+ Days 22%

60+ Days 4%

90+Days 44%

Note 6 - Accounts Receivable (non-rates)

20

Note 7: GRANTS AND CONTRIBUTIONS

Program/Details Provider Approval 2015-16 Variations Revised Recoup StatusGL Yes Budget Additions Grant Received Not Received

No YTD (Deletions)(Yes/No) $ $ $ $ $

Claremont Nowop Specified Area Rates BID Yes 120,000 120,206 (206)

TOTALS 120,000 0 0 120,206 (206)

Comments - Grants and Contributions



21

Note 8: Cash Backed Reserve

NameOpening Balance

$ $ $ $ $ $ $ $ $Pool Upgrade 379,589 8,896 80,000 0 0 0 468,485 379,589Underground Power 1,847,557 52,093 0 0 0 0 1,899,651 1,847,557Plant Replacement 73,782 1,830 0 0 0 0 75,612 73,782Bore Replacement 21,767 649 0 0 0 0 22,416 21,767Public Art res 356/13 58,221 634 0 0 0 0 58,855 58,221Parking 917,156 20,087 0 0 (218,775) 0 718,468 917,156Administration Building 421,165 7,367 0 0 (168,836) 0 259,695 421,165Future Fund 8,570,123 227,777 4,610 922,591 0 (2,525,685) 0 7,194,806 8,574,733Golf Course Land 38,601 1,148 0 0 0 0 39,749 38,601Aged Transport Subsidy 11,801 352 0 0 0 0 12,153 11,801Claremont Joint Venture 1,163,673 25,084 2,187 0 0 (310,835) 0 877,922 1,165,860Claremont NOW 79,403 1,169 0 0 0 0 80,572 79,403

Restricted - Loan Investments 169,441 0 0 0 0 0 169,441 169,441Resticted - Municipal Investments 24,520 0 0 0 0 0 0 24,520 24,520

13,776,797 347,087 6,798 1,002,591 0 (3,224,131) 0 11,902,344 13,783,595

4,610

(612,949)

-612949

-332113.9



Budget Interest Earned

Actual Interest Earned

Budget Transfers

In (+)

Actual Transfers

In (+)

Budget Transfers

Out (-)

Actual Transfers

Out (-)

Budget Closing Balance

Actual YTD Closing Balance

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

10,000,000

Note 8 - Year To Date Reserve Balance to End of Year Estimate

Opening Balance

Budget Closing Balance

Actual YTD Closing Balance

22

Note 9: CAPITAL DISPOSALS AND ACQUISITIONS

Valuation as at 01 July

2014 Accum Depr ProceedsProfit(Loss) Budget Actual Variance

$ $ $ 0 $ $ $Sale Lot 15 Claremont Cres 383,734 0 (383,734)

0 0 0 0 Totals 383,734 0 (383,734)

Comments - Capital Disposal

Grants Reserves Borrowing Total Budget Actual Variance$ $ $ $ $ $ $

Property, Plant & Equipment0 0 0 0 Land and Buildings 691,651 24,413 (667,238) 0 0 0 0 Plant & Equipment 308,980 4,800 (304,180) 0 0 0 0 Furniture & Equipment 0 0 0

Infrastructure0 0 0 0 Roadworks 1,050,626 1,026 (1,049,600) 0 0 0 0 Footpath & Cycleways 1,554,369 1,264 (1,553,105) 0 0 0 0 Parks, Gardens & Reserves 924,614 17,403 (907,211) 0 0 0 0 Other Infrastructure 127,795 2,190 (125,605)

0 0 0 0 Totals 4,658,035 51,095 (4,606,940)

Grants Reserves Borrowing Total Budget Actual Variance$ $ $ $ $ $ $

14-15 Disability Access Upgrade Various Buildings 46,227 0 (46,227)14-15 Civic & Administration Centre - 308 Stirling Highway 15,000 0 (15,000)14-15 Anzac Cottage Upgrade 15,000 0 (15,000)14-15 Golf Course Upgrade 0 13,860 13,86015-16 Aquatic Centre Upgrade - Tower Light & Hand Rail 62,754 8,260 (54,494)15-16 CBD Public Toilet 250,000 0 (250,000) 15-16 Golf Course Upgrade - Asbestos removal & Access upgrade 31,670 0 (31,670)15-16 Meals on Wheels Upgrade 28,000 0 (28,000) 15-16 Museum Upgrade 3,000 0 (3,000) 14-15 Claremont Park Toilet Cf 200,000 0 (200,000)Lot 13 Stirling Hwy Claremont 40,000 0 (40,000)Lot 15 Claremont Crescent 0 2,293 2,293

0 0 0 0 Totals 691,651 24,413 (667,238)Comments - Land & Buildings

Contributions

Profit (Loss)


Land & Buildings Current Budget


Profit(Loss) of Asset DisposalDisposals

Current BudgetContributions InformationSummary Acquisitions

23

Note 9: CAPITAL DISPOSALS AND ACQUISITIONS



Grants Reserves Borrowing Total Budget ActualVariance

(Under)Over$ $ $ $ $ $ $

EMCG Vehicle 33,600 (33,600) Christmas Lighting 50,100 (50,100)Vehicles for (MPE& Coordi works) 60,900 (60,900)Website Development 40,000 (40,000)Computer Replacement Prog (30K), Software u 80,000 (80,000)CCTV Bayview TCE 10,000 (10,000)Museum CCTV Updgrade 7,000 (7,000)Health Software for Food Premises 10,000 (10,000)Upgrade to Handheld Devices - Rangers 17,380 4,800 (12,580)

0 0 0 0 Totals 308,980 4,800 (304,180)

Comments - Plant & Equipment

Grants Reserves Borrowing Total Budget ActualVariance

(Under)Over$ $ $ $ $ $ $

0 Road Works0 Intersections 576,066 1,026 (575,040)

Roadworks 474,560 0 (474,560)

0 Footpath & Cycleways0 Other works 1,554,369 1,264 (1,553,105)

0 Parks, Gardens & Reserves0 Lake Claremont Park Development - Stage 2 875,614 17,403 (858,211) 0 Other Parks 49,000 0 (49,000) 0 Other Infrastructure 127,795 2,190 (125,605)

0 0 0 0 Totals 3,657,404 21,883 (3,635,521)

Comments - Other Infrastructure

Contributions Other Infrastructure Current Budget

This Year

Capital works expenditure remain within the full year budget

Plant & Equipment Current Budget

This YearContributions

24

Note 10: TRUST FUND

2 Funds held at balance date over which the Council has no control and which are not included in this statement are as follows:

Opening Balance Amount Amount

Closing Balance

1-Jul-15 Received Paid 30-Jun-16$ $ $ $

BCITF Fees 36,134 13,102 (36,054) 13,182Build Services Levy 37,336 10,939 (37,296) 10,980DAP Fees 150 0 (150) 0Damage Bond Residenial 792,099 37,000 (29,000) 800,099Damage Bond Demolition 185,500 15,000 (1,000) 199,500Damage Bond Lakeway 32,500 0 (5,000) 27,500Damage Bond Commercial 200,460 41,250 0 241,710Damage Bond Verge Usage Bond 5,300 0 0 5,300Damage Bond Performance Bond 79,368 0 0 79,368Other Trust Bonds 259 0 0 259

1,369,106 117,291 (108,500) 1,377,897



30

Note 6: BUDGET AMENDMENTSAmendments to original budget since budget adoption. Surplus/(Deficit)

GL Account Code Description

Council Resolution

No Change -(Non Cash

Items) Adjust.

Increase in Available

Cash

Decrease in Available

Cash

Amended Budget

Running Balance

$ $ $ $

0 0 0 0




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13.4.3 ORDINARY COUNCIL MEETINGS FOR 2016

File Ref: GOV/00055 Responsible Officer: Les Crichton

Executive Manager Corporate and Governance Author: Les Crichton

Executive Manager Corporate and Governance Proposed Meeting Date: 03 February 2015

Purpose For Council to set the Ordinary Council Meeting (OCM) dates for the 2016 calendar year.

Background Council meetings are currently held on the first and third Tuesday of each month (except January) commencing at 7.00pm. This arrangement has been in place since February 2004. Council is required annually to advertise the dates, time and place of its OCM’s for the next twelve months. This has historically been undertaken prior to the commencement of each calendar year.

Discussion Bi-monthly meetings continue to respond to the requirements of Council, community, neighbouring local authorities, and peak bodies, and as such it is proposed that they continue to be held on the first and third Tuesday of each month except January (Table 1). In continuing the current practice with the purpose of reducing the impact of Monday public holidays on the meeting cycle, it is proposed those dates which fall immediately after a public holiday Monday not be held and items carried to the next ordinary meeting. This will ensure elected members are provided sufficient opportunity to inform themselves and ask questions through provision of an Agenda Briefing Forum prior to all ordinary Council meetings. It is proposed that Council reduce meetings in December to one in recognition of the busy period. Administration has explored the option of scheduling meetings on the second and fourth Tuesday of the month however this creates three occurrences of meetings following a public holiday. It also moves the meeting cycle to the latter half of the month which clashes with peak organisation and other agency schedules. Days other than Tuesdays has not been presented as elected members have previously indicated a change of day (Wednesday or Thursday meeting) creates conflict with other ongoing commitments.


Page 29

Ordinary Council Meeting dates 2016:

Table 1 – 1st & 3rd Tuesdays

Location: Number One Claremont, 308 Stirling Highway, Claremont.

Month 2016 Date (First Meeting) Date (Second Meeting)

January No Meeting No Meeting February Tuesday 2 Tuesday 16

March Tuesday 1 Tuesday 15

April Tuesday 5 Tuesday 19

May Tuesday 3 Tuesday 17

June No Meeting (Monday Public Holiday WA Day)

Tuesday 21

July Tuesday 5 Tuesday 19

August Tuesday 2 Tuesday 16

September Tuesday 6 Tuesday 20

October Tuesday 4 Tuesday 18

November Tuesday 1 Tuesday 15

December Tuesday 13 No Meeting

Past Resolutions Ordinary Council Meeting 3 February 2015, Resolution 05/15:

That Council approves the Ordinary Council Meeting dates for 2015: CARRIED

(NO DISSENT)


Policy and Statutory Implications Local Government Act 1995 s.5.25 – Regulations about council and committee meetings and committees. Local Government (Administration) Regulations 1996 Reg. 12 – Public Notice of Council or Committee meetings.

Regulation 12 states:

“At least once each year a local government is to give local public notice of the dates on which and the time and place at which -

a) the ordinary council meetings, and b) the committee meetings that are required under the Act to be open to

members of the public or that are proposed to be open to members of the public,

are to be held in the next 12 months.”


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Publicity Ordinary Council Meeting dates for 2016 will be published in accordance with s.1.7 (Local Public Notice) of the Local Government Act 1995.

Strategic Community Plan Governance and Leadership We are an open and accountable local government that encourages community involvement and strives to keep its community well informed. • Provide and maintain a high standard of governance, accountability,

management and strategic planning. • Focus on improved customer service, communication and consultation.

Urgency As the previous notice of meeting dates covers the period to the end of the 2015 calendar year, the meeting dates for the next period will need to be determined and advertised as soon as possible.


OFFICER RECOMMENDATION That Council 1. Approves the Ordinary Council Meeting dates for 2016 to be: Ordinary Council Meeting dates 2016:

Table 1 – 1st & 3rd Tuesdays (except in December)

Location: Number One Claremont, 308 Stirling Highway, Claremont.

Month 2016 Date (First Meeting) Date (Second Meeting)

January No Meeting No Meeting February Tuesday 2 Tuesday 16

March Tuesday 1 Tuesday 15

April Tuesday 5 Tuesday 19

May Tuesday 3 Tuesday 17

June No Meeting (Monday Public Holiday WA Day)

Tuesday 21

July Tuesday 5 Tuesday 19

August Tuesday 2 Tuesday 16

September Tuesday 6 Tuesday 20

October Tuesday 4 Tuesday 18

November Tuesday 1 Tuesday 15

December Tuesday 13 No Meeting

2. Commences all Ordinary Council Meetings in 2016 at 7.00pm.


Page 31

13.5 INFRASTRUCTURE

13.5.1 QUEENSLEA DRIVE PROPOSED BICYCLE LANES

File Ref: RDS/00234 Attachments: 14027 Queenslea Drive Cycle Lanes Parking

Bays pdf Responsible Officer: Saba Kirupananther

Executive Manager Infrastructure Author: Marty Symmons

Engineering Technical Officer Proposed Meeting Date: 15 September 2015

Purpose Install bicycle lanes and five parking bays on Queenslea Drive.

Background Council have allocated funds to complete the final section of edge line marking between the Christ Church Grammar School and Victoria Avenue.

Discussion The original design for a single west to east bound on road bicycle lane has been rejected by Main Roads WA. Main Roads WA advised that if only a single on road lane is to be provided, that it should be installed on the opposite side of the road providing for cyclists travelling in the, east to west bound direction, rather than a west to east bound direction. The reason for the priority being given to east to west bound cyclists is the existing vertical grade of the road being uphill in the east to west bound direction. The preferred solution would be to have two bicycle lanes provided for both directions if possible. As the installation of a single bicycle lane will require the removal and reinstatement of the existing kerb as well as the widening of the road; at a minimal further cost the road could be widened the additional distance required to accommodate the installation of two on road bicycle lanes. Bethesda Hospital is funding the installation of five car bays on this section of road which can be constructed concurrently as part of the same project.

Past Resolutions Ordinary Council Meeting 20 May 2014, Resolution 72/14: THAT Council –

1. Include $177,000 in the Draft Budget to provide;


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• $102,000 on-road cycle path (North side only) (Yacht Club to Bethesda Hospital main entrance);

• $65,000 for off road dual use path (south side);and

• $10,000 to complete a feasibility study for end of journey facilities in the Station Masters House precinct.

2. Fund the increase in path renewal and end of journey facilities study from

$147,000 reallocation of the current footpath renewal allocation currently included in the 2014-15 Draft Budget;

$20,000 from the Future Fund Reserve; and $10,000 from the Parking Reserve.


Financial and Staff Implications Available budget is $164,000 and the estimated cost is $165,000. Bethesda hospital will pay for the on road parking bays.

Policy and Statutory Implications Austroads and Main Roads WA design guidelines

Publicity Notify affected residents by letter drop two weeks prior to works. Notify CCGS and MLC Schools two weeks prior to works Notify Bethesda Hospital

Strategic Community Plan Environment

We are a leader in responsibly managing the build and natural environment for the enjoyment of the community and continue to provide sustainable, leafy green parks, streets and outdoor spaces.

• Create opportunities for varied transport options that reduce carbon emissions and other impacts of a growing town.

People

We live in an accessible and safe community that welcomes diversity, enjoys being active and has a strong sense of belonging.

• Play an integral role in local safety and crime prevention.

Liveability


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We are an accessible community, with well maintained and managed assets, and our heritage preserved for the enjoyment of the community.

• Maintain and upgrade infrastructure for seamless day to day usage.

Urgency To complete the works as soon as possible


OFFICER RECOMMENDATION That Council approves 1. The design and construction of two on road bicycle lanes for the section

of Queenslea Drive as shown in attached plan 14027, and 2. The construction of five new on street car bays, at the Bethesda

Hospital’s cost, as part of the construction.

INFRASTRUCTURE

QUEENSLEA DRIVE PROPOSED BYCYCLE LANE

14027 QUEENSLEA DRIVE CYCLE LANES PARKING BAYS

15 SEPTEMBER 2015

ATTACHMENT 1

G

G

G

G

H

H

WV

WV

WV

WV


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13.5.2 SHENTON PLACE PROPOSED STREETSCAPE IMPROVEMENTS

Responsible Officer: Saba Kirupananther Executive Manager Infrastructure

Attachments: Shenton Place Footpath and Garden Bed Shenton Place Landscaping Author: Andrew Head

Manager of Parks & Environment Proposed Meeting Date: 15 September 2015

Purpose To seek approval to make improvements to the access and safety for pedestrians where there is currently a narrow point and entry statement in the road, And landscaping of the car parking area in Shenton Place

Background In 1985 when this area was subdivided an entry statement of raised limestone blocks was installed on both sides of Shenton Place just north of the Tennis Club entry. The Cedus is an entry into Lake Claremont which is being used more by visitors to the park. As the Lake Claremont area is increasing patronage the demand placed on paths leading into the reserve is increasing, including this link to the CBD. Currently there is no footpath in Shenton Place or The Cedus and as a result the pedestrians have to walk on the road. While this is not seen as a problem for the remainder of the road the narrow point can create conflict for pedestrians with vehicles, particularly mothers with prams, unable to get over the kerb easily.

Discussion During the works on Shenton Road for the Claremont on the Park development pedestrians have been using this entry into Lake Claremont as a detour around the works. Now that road traffic has returned to the street, people are concerned about conflict with cars and pedestrians pushing prams, trolleys and children on bikes. At the narrow point, verge width is less than minimum recommended for a path. While this area was previously soil and grass it did not function well as a pedestrian refuge. The kerb is semi mountable which is difficult to get up with a pram quickly (As cars can come around the corner from Shenton Road without warning) and the width is insufficient to be classed a path. During drainage works for the Claremont on the Park the eastern bed had to be removed and has now been rebuilt with new block work. This makes the western side look dilapidated. By removing the retaining wall surrounding the garden on the western verge (which was hit by a truck around three years ago and heave/cracking caused by tree roots). We could relocate the walled garden west by 500mm without


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impacting the adjoining resident. This would allow the badly damaged wall to be replaced and renewed while also providing access for pedestrians on a path which meets Australian Standards for minimum width requirements. The path would only need to be installed between the two adjoining crossovers on the western side to allow easy access for walkers, prams and bikes passed the narrow point as the crossovers could substitute as pram ramps. Once the garden wall is rebuilt some low soft plantings would be installed both sides of the road to complement the garden beds and lift the presentation standards of the street.

Past Resolutions N/A

Financial and Staff Implications The cost estimate is $20,000. There are no current resources allocated. The funding is requested from the 2014-2015 unallocated surplus.

Policy and Statutory Implications Nil

Publicity Inform residents in Shenton Place

Strategic Community Plan Liveability

We are an accessible community, with well maintained and managed assets, and our heritage preserved for the enjoyment of the community.

• Clean, usable, attractive, accessible streetscapes and public open spaces.

• Maintain and upgrade infrastructure for seamless day to day usage.

Governance and Leadership


• Focus on improved customer service, communication and consultation.

Urgency To request funding from 2015-16 unallocated surplus to undertake works as soon as practical.

Voting Requirements Absolute majority decision of Council required.


Page 36

OFFICER RECOMMENDATION That Council approves streetscape modification and enhancement works as per the attached concept plan and $20,000 to be allocated from the 2015-16 unallocated surplus.

INFRASTRUCTURE

SHENTON PLACE PROPOSED STREETSCAPE IMPROVEMENTS

SHENTON PLACE FOOTPATH AND GARDEN BED

15 SEPTEMBER 2015

ATTACHMENT 1

INFRASTRUCTURE

SHENTON PLACE PROPOSED STREETSCAPE IMPROVEMENTS

SHENTON PLACE LANDSCAPING

15 SEPTEMBER 2015

ATTACHMENT 1

Shenton Place Car Park Landscaping (Concept drawing for parking on street)

Limestone Parking Area with Agonis tree planting between


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14 ANNOUNCEMENTS BY THE PRESIDING PERSON

15 ELECTED MEMBERS’ MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN

16 NEW BUSINESS OF AN URGENT NATURE APPROVED BY THE PERSON PRESIDING OR BY DECISION OF MEETING

17 CONFIDENTIAL MATTERS FOR WHICH THE MEETING MAY BE CLOSED TO THE PUBLIC

18 FUTURE MEETINGS OF COUNCIL

19 DECLARATION OF CLOSURE OF MEETING

NOTICE OF MEETING · 9/15/2015 · TOWN OF CLAREMONT . NOTICE OF MEETING . NOTICE IS HEREBY GIVEN....

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