OM 12 07 17 MINS - Shire of Augusta-Margaret River · Mr Linton Hodsdon of 11 Mann Street, Margaret...

Ordinary Council

MINUTES

FOR THE MEETING TO BE HELD WEDNESDAY, 12 JULY 2017

IN COUNCIL CHAMBERS, WALLCLIFFE ROAD, MARGARET RIVER

COMMENCING AT 5:30PM

SHIRE OF AUGUSTA MARGARET RIVER ORDINARY COUNCIL MEETING 12 JULY 2017

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Meeting Notice

Dear Councillor I advise that an Ordinary Council Meeting of the Shire of Augusta Margaret River will be held in Council Chambers, Wallcliffe Road, Margaret River on Wednesday 12 July 2017, commencing at 5:30pm. Yours faithfully

GARY EVERSHED CHIEF EXECUTIVE OFFICER


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ATTENTION/DISCLAIMER

This agenda has yet to be dealt with by the Council. The Recommendations shown at the foot of each item have yet to be considered by the Council and are not to be interpreted as being the position of the Council. The minutes of the meeting held to discuss this agenda should be read to ascertain the decision of the Council. In certain circumstances members of the public are not entitled to inspect material, which in the opinion of the Chief Executive Officer is confidential, and relates to a meeting or a part of a meeting that is likely to be closed to members of the public. No responsibility whatsoever is implied or accepted by the Shire of Augusta Margaret River for any act, omission, statement or intimation occurring during Council or Committee meetings. The Shire of Augusta Margaret River disclaims any liability for any loss whatsoever and howsoever caused arising out of reliance by any person or legal entity on any such act, omission or statement of intimation occurring during Council or Committee meetings. Any person or legal entity who acts or fails to act in reliance upon any statement, act or omission made in a Council or Committee meeting does so at that person’s or legal entity’s own risk. In particular and without derogating in any way from the broad disclaimer above, in any discussion regarding any planning application or application for a licence, any statement or intimation of approval made by any member or Officer of the Shire of Augusta Margaret River during the course of any meeting is not intended to be and is not taken as notice of approval from the Shire of Augusta Margaret River. The Shire of Augusta Margaret River advises that anyone who has any application lodged with the Shire of Augusta Margaret River must obtain and should only rely on WRITTEN CONFIRMATION of the outcome of the application and any conditions attaching to the decision made by the Shire of Augusta Margaret River in respect of the application. The Shire of Augusta Margaret River advises that any plans or documents contained within this agenda may be subject to copyright law provisions (Copyright Act 1968, as amended) and that the express permission of the copyright owner(s) should be sought prior to their reproduction. It should be noted that copyright owners are entitled to take legal action against any persons who infringe their copyright. A reproduction of material that is protected by copyright may represent a copyright infringement.


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TABLE OF CONTENTS

ITEM NO. SUBJECT PAGE NO.

1. DECLARATION OF OPENING .................................................................................................. 4

2. ATTENDANCE ........................................................................................................................... 4 2.1 APOLOGIES ............................................................................................................................... 4 2.2. APPROVED LEAVE OF ABSENCE ........................................................................................... 4

3. DISCLOSURES OF INTEREST ................................................................................................. 4 3.1 ITEM 11.1.1 CHIEF EXECUTIVE OFFICER ANNUAL PERFORMANCE REVIEW,

MR GARY EVERSHED .............................................................................................................. 5 3.2 ITEM 11.1.2 CEO ANNUAL PERFORMANCE TARGETS 1 JULY 2017 – 30 JUNE

2018, MR GARY EVERSHED .................................................................................................... 5

4. PUBLIC QUESTIONS ................................................................................................................ 5 4.1. RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE................................ 5 4.2. PUBLIC QUESTION TIME ......................................................................................................... 5 4.2.1 DEVELOPMENT APPLICATION FOR 57 (LOT 187) PT MARMADUKE DRIVE,

GNARABUP – MR LINTON HODSDON .................................................................................... 5

5. APPLICATIONS FOR LEAVE OF ABSENCE ........................................................................... 6

6. CONFIRMATION OF MINUTES OF PREVIOUS MEETING ..................................................... 6 6.1 ORDINARY COUNCIL MEETING HELD ON 28 JUNE 2017 - WITH AMENDMENT ................ 6

7. DEPUTATIONS .......................................................................................................................... 7

8. PETITIONS ................................................................................................................................. 7

9. ANNOUNCEMENTS FROM THE PRESIDING MEMBER......................................................... 7

10. QUESTIONS OF WHICH DUE NOTICE HAS BEEN GIVEN .................................................... 7

11. REPORTS OF COMMITTEES AND EMPLOYEE REPORTS ................................................... 7

11.1. CHIEF EXECUTIVE OFFICER ................................................................................................... 8 11.1.1 CHIEF EXECUTIVE OFFICER ANNUAL PERFORMANCE REVIEW ....................................... 9 11.1.2 CEO ANNUAL PERFORMANCE TARGETS 1 JULY 2017 - 30 JUNE 2018........................... 16 11.1.3 2017-18 ICON EVENTS FUNDING ALLOCATION .................................................................. 28 11.1.4 CULTURAL CENTRE REDEVELOPMENT (HEART PROJECT) CONCEPT PLAN ............... 46

11.2. SUSTAINABLE DEVELOPMENT ............................................................................................ 53

11.3. INFRASTRUCTURE SERVICES ............................................................................................. 55 11.3.1 ROAD WIDENING OF ROWE ROAD WEST, WITCHCLIFFE ................................................ 56

11.4. CORPORATE AND COMMUNITY SERVICES ....................................................................... 60 11.4.1 CORPORATE PLAN 2017-21 .................................................................................................. 60 11.4.2 REVIEW OF INVESTMENTS POLICY ..................................................................................... 68 11.4.3 MINUTES OF AUDIT AND RISK MANAGEMENT COMITTEE MEETING HELD ON

28 JUNE 2017 .......................................................................................................................... 71

12. MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN ........................................... 76

13. MOTIONS FOR CONSIDERATION AT NEXT MEETING ....................................................... 76

14. NEW BUSINESS OF AN URGENT NATURE ......................................................................... 76 14.1 MEMBERS ................................................................................................................................ 79 14.2 CEO .......................................................................................................................................... 79 14.21 LEGAL SERVICES CONTRACT FOR SAT APPEAL .............................................................. 79

15. CONFIDENTIAL BUSINESS .................................................................................................... 79

16. CLOSURE OF MEETING ......................................................................................................... 79


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Minutes of the Ordinary Council Meeting held on Wednesday 12 July 2017, in Council Chambers, 41 Wallcliffe Road, Margaret River, commencing at 5.30pm

Ordinary Council Meeting

1. DECLARATION OF OPENING

The Shire President welcomed all in attendance and declared the meeting open at 5.30pm

2. ATTENDANCE

Shire President : Cr Ian Earl North Ward

Councillors : Cr Kylie Kennaugh North Ward Cr Peter Lane North Ward Cr Kim Hastie Leeuwin Ward Cr Mike Smart Leeuwin Ward Cr Felicity Haynes Town Ward Cr Pam Townshend Town Ward

Acting Chief Executive Officer : Mr Dale Putland

Acting Director Infrastructure Services : Mr David Nicholson Director Corporate and Community Development : Ms Annie Riordan

Manager Planning and

Development : Mr Nick Logan Manager Library Services : Ms Heather Auld

Minute Secretary : Ms Claire Schiller

MEMBERS OF THE PUBLIC 6

MEMBERS OF THE PRESS Augusta Margaret River Times : Mr Declan Bush

2.1 Apologies

Chief Executive Officer, Mr Gary Evershed

2.2. Approved Leave of Absence

Nil

3. DISCLOSURES OF INTEREST


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3.1 Item 11.1.1 Chief Executive Officer Annual Performance Review, Mr Gary Evershed

The CEO disclosed an interest in Item 11.1.1 Chief Executive Officer Annual Performance Review as it relates to his principal source of income as the CEO of the AMRSC.

3.2 Item 11.1.2 CEO Annual Performance Targets 1 July 2017 – 30 June 2018, Mr Gary Evershed

The CEO disclosed an interest in Item 11.1.2 CEO Annual Performance Targets 1 July 2017 – 30 June 2018, as it relates to his principal source of income as the CEO of the AMRSC.

4. PUBLIC QUESTIONS

4.1. Response to Previous Public Questions Taken on Notice

Nil

4.2. Public Question Time

4.2.1 Development Application For 57 (Lot 187) Pt Marmaduke Drive, Gnarabup – Mr Linton Hodsdon

Mr Linton Hodsdon of 11 Mann Street, Margaret River, asked the following questions in relation to Development Application for 57 (Lot 187) Pt Marmaduke Drive, Gnarabup: Q1: What is Council’s response to a developer “ jumping the gun ” of any approval ? Q2: Is any siteworks before obtaining any approval legitimate? Q3: What is Council’s response to Mr Putland’s claim that clearing was necessary but “ it is anticipated that this will be landscaped following completion of the dwelling” as a fair expectation that need not be included in the conditions of planning approval? Is “anticipation” a valid town planning attitude? Q4: For local government planning powers to be respected, should a landscaping plan for any development in an environmentally sensitive area (as determined by the restrictive covenants contractually agreed by owners in Gnarabup Beach Estate) be required after the powers of a local government have expired? Q5: Does Council accept that opinions of Shire staff are infallible, Shire processes are

“entirely typical and appropriate part of residential development”? Are staff interpretations of compliance beyond scrutiny?

Q6: Have the neighbour consultation requirements of the Residential Planning Codes been respected in the processessing of this development application? With significant objections from neighbours being received regarding this development application, could the Shire have applied more conciliatory “best practice” procedures rather than just following minimum statutory procedures? Just because past approvals have failed to respect the spirit of the local government’s town planning powers, does that set a precedent for a local government to continue such disregard?

Q7: Is this a fair assessment of an activity that can be expected outside a garage? … particularly just 3 metres from a neighbour’s bedroom window, possibly when visitors may be leaving late at night … or even during the day, when many hobby activities could be expected to happen immediately outside a garage? Q8: Should Council entertain my interpretation, why should acoustic and visual screening not be required in a planning approval?


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Q9: Could Council engage with landowners to discuss any such conflicts, with a view to developing a policy to reconcile the preservation of neighbourhood amenity with current “best practice” bushfire protection? Q10: Regarding verge clearing approval, still pending, associated with approved crossovers to the development, could Council set a maximum area for clearing to accommodate a crossover?

The Shire President took the questions on notice.

4.2.2 Margaret River Main Street Project – Mr Linton Hodsdon

Mr Linton Hodsdon of 11 Mann Street, Margaret River, asked the following questions in relation to Margaret River Main Street Project: Q1: Will Council consider amending the CEO’s draft key performance targets to include presentation of a final design, construction details and the works program to a public meeting followed by a chance for the community to comment? Q2: Can Council look closely at the wisdom of selling the Churchill Avenue land as that land may be necessary to resolve traffic and parking issues at that intersection? Please note that the market for that land is not strong and, with the property having been on the market for some time, the property has gone stale. Will Council consider removing the sale of this property from the CEO’s Key Performance Targets for the moment? Q3: The CEO’s key performance targets for the Old Settlement was ‘to get the place open to the public’. That was triggered by the Histiorical Society opening their tenancy for 2 hours a week. Old Settlement is currently not operating at peak benefit to the community. Will Council consider including a new key performance target for the CEO to ensure the Old Settlement is brought up to peak benefit to the community?

The Shire President took the questions on notice.

5. APPLICATIONS FOR LEAVE OF ABSENCE

Nil

6. CONFIRMATION OF MINUTES OF PREVIOUS MEETING

6.1 Ordinary Council Meeting held on 28 June 2017

MOTION / COUNCIL DECISION CR HASTIE, CR HAYNES OM2017/169 That Council confirms the minutes of the Ordinary Council Meeting held 14 June 2017 with the following amendment: That on page 98 under the heading REASON the words ‘of ratepayers funding’ be added following the word $117,000.

CARRIED 7/0


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7. DEPUTATIONS

Nil

8. PETITIONS

Nil

9. ANNOUNCEMENTS FROM THE PRESIDING MEMBER

Nil

10. QUESTIONS OF WHICH DUE NOTICE HAS BEEN GIVEN

Nil

11. REPORTS OF COMMITTEES AND EMPLOYEE REPORTS


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11.1. Chief Executive Officer


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11.1.1 CHIEF EXECUTIVE OFFICER ANNUAL PERFORMANCE REVIEW LOCATION/ADDRESS Shire of Augusta Margaret River APPLICANT/LANDOWNER Shire of Augusta Margaret River FILE REFERENCE VTL/298 REPORT AUTHOR Gary Evershed, Chief Executive Officer AUTHORISING OFFICER Gary Evershed, Chief Executive Officer

The CEO discloses a financial interest in this report as it relates to his principal source of income as the CEO of the AMRSC. IN BRIEF The Local Government Act 1995 requires all employees to have a performance review at least once

per year. The CEO is the elected Council’s only employee and so Council is required to review the

performance of the CEO annually. All other performance reviews are done by the CEO, the Directors and the line managers of Shire staff.

Annual performance reviews are conducted at the AMRSC at the end of the financial year to align with the Corporate Plan and the annual budgeted program of works and services.

The CEO’s performance reporting period for the past year is from 1 July 2016 to 30 June 2017. The CEO is requesting Council to confirm the method of appraisal in accordance with the CEO’s

contract prior to the commencement of the process as required in the CEO’s contract. RECOMMENDATION That Council undertakes an annual performance review of the CEO’s performance from 1 July 2016 to 30 June 2017. LOCATION PLAN Nil TABLED ITEMS Nil BACKGROUND The CEO commenced employment with the Shire on 20 October 2008. Council has conducted annual CEO performance reviews each year since 2008. The CEO’s review was for the period from 1 May to 30 April each year against an agreed set of performance indicators adopted by resolution of Council. The completion of the performance review allows the finalisation of salary negotiations for the new financial year as part of the budget cycle rather than coinciding with the CEO’s anniversary date in October. Council and the CEO agreed on Performance targets on 24 August 2016 for the reporting year 1 July 2016 to 30 June 2017 which are included in the attachments. CONSULTATION AND ADVICE External Consultation Nil Internal Consultation Nil


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DISCUSSION / OFFICER COMMENTS The Council is required to assess the performance of the CEO as its only employee annually. The CEO presented a suite of performance targets which were adopted by agreement with Council last year. The reporting period finished on 30 June 2017. The CEO’s contract of employment under clauses 4.2 to 4.4 outlines the process to be followed in the Review, as follows: 4.2 Performance Reviews

The CEO’s performance under this Agreement must be reviewed by the Reviewer: (a) At least annually and completed in or before July each year; and

(b) More frequently if the Council or the CEO perceives there is a need to do so and, in that

case, gives to the other party a Review Notice.

4.3 Selection of the Reviewer The Council in consultation with the CEO is to determine, in respect of each performance review under this clause: (a) whether the reviewer is to be:

(i) The Council; (ii) A committee to which the conduct of the performance review has been delegated

by the Council under section 5.16 of the Act; or (iii) A person or body who has been authorised by the Council to conduct the

performance review; and

(b) whether the Reviewer is to be accompanied by any other person and, if so, the identity of that person.

4.4 Procedure

(1) Subject to any alternative procedure agreed between the Shire and the CEO, a performance review under this clause must include the following procedures: (a) the CEO must give the Council at least one month’s written notice of when his or her

performance review is required;

(b) the Council must decide, under clause 4.3, who is to conduct the performance review and must give the CEO at least 10 working days’ notice in writing of when the performance review is to be conducted and who is to conduct it;

(c) within 14 days after being given notice under paragraph (b), the CEO must prepare a report assessing his or her performance against the Performance Criteria, and give that report to the Reviewer;

(d) the CEO and the Reviewer will discuss the process and timing of the performance

review, which must include at least one interview session that provides for mutual discussion and feedback;

(e) the CEO will ensure his or her availability for the performance review as reasonably

required by the Reviewer;

(f) the CEO may be accompanied, at an interview session by any other person nominated by the CEO;

(g) within 1 month of the conclusion of the performance review, the Reviewer must

prepare a report, in consultation with the CEO, to be signed by both the Reviewer and the CEO, that includes;


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(i) conclusions about the CEO’s performance during the period covered by the performance review;

(ii) any proposal by either party to amend the Performance Criteria as a consequence of the performance rview;

(iii) any directions or reccommendations made to the CEO in relation to the future

performance by the CEO; and

(iv) details if the extent, if any, to which the CEO disagrees with any statement in the report.

(h) that report must then be submitted to the Council for consideration; and

(i) under regulation 18D of the Local Government (Administration) Regulations 1996, the

Council is to accept the report, with or without midifications, or is to reject the report.

(2) Reports and other documentation prepared under, or for the purposes of, this clause are to be treated by the parties as confidential.

The CEO does not believe that an external consultant is required at this point in time due to the relative straight forward nature of the process proposed and the relatively stable governance of the Shire at the present moment. Alternatively, the Council can appoint an independent consultant at a cost of approximately $5,000 - $10,000. e.g. WALGA The methodology and timeframes proposed for the performance review is as follows:

1. CEO provides self assessment and statement of performance against the adopted performance targets and provides copies to all Councillors (21 July) and a summary of key achievements.

2. Councillors assess CEO performance on the following rating scale:

Performance Ratings Outcomes

Outstanding 86% to 100%

Outstanding Performance - Exceeds agreed performance targets and exceeds or equals industry benchmarks. Outstanding level of Council, community and staff confidence. Excellent contribution to the wider community and industry, including participation in wider industry networks, conferences, presentations and awards which enhance the reputation of the AMRSC Council and staff.

Highly Satisfactory 71-85%

Highly Satisfactory Performance - Strong achievement of majority of performance targets. Achieves best practice standards when benchmarked against other local governments. High level of Council, community and staff confidence. High degree of positive external recognition within the community and industry networks.

Satisfactory 50 to 70%

Sound performance - Achieves objectives or there are explained variations for not meeting targets. Minimal negative publicity or unresolved issues generated. Satisfactory level of Council, community and staff confidence.

Unsatisfactory 26 to 49%

Fails to meet over half the performance standards and targets with an accompanying loss of reputation and confidence within AMRSC. Absence of explained variations and mitigating circumstances. Low level of Council, community and subordinate confidence.

Poor performance 0 to 25%

Fails to meet most performance standards and targets. Significant loss of reputation and confidence is suffered. Negative publicity and loss of reputation within AMRSC and in wider industry. Minimal confidence from a Council, community and staff perspective.

3. Councillors send ratings to Shire President with any comments including positive feedback,

constructive criticism, any identified deficiencies in performance which can be supported by


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factual information, any identified opportunities for professional development and any identified improvement opportunities for the CEO (11 August).

4. President prepares confidential draft report and provides copy to Councillors for feedback and

finalisation (5 September). 5. President finalises draft report giving due consideration to any Councillor feedback and

provides copy to CEO and Councillors (8 September). 6. CEO provides comment and feedback on the draft report on any areas of disagreement or any

further explanations and mitigating circumstances which may be applicable. 7. Council meet to discuss review independently of CEO and then with the CEO in a closed

meeting on the afternoon of Wednesday (13 September). 8. Report is finalised for the Council meeting and will be included as a confidential attachment.

Council completes review by adopting resolution (27 September).

STATUTORY ENVIRONMENT / LEGAL IMPLICATIONS Corporate Business Plan 2016-2020 The Local Government Act requires the performance of each and every employee including the CEO to be reviewed a minimum of each year. A local government is to consider each review on the performance of the CEO carried out under section 5.38 and is to accept the review, with or without modification, or to reject the review. The Council is also required to pass a resolution which records the outcome of that review. Depending on the above ratings scales the Council may adopt the following resolutions:

Performance Ratings Appropriate Resolution


That Council adopts the review of the CEO’s performance for the period of 1 May 2015 to 30 June 2016 contained in the confidential attachments and notes the rating of outstanding performance.


That Council adopts the review of the CEO’s performance for the period of 1 May 2015 to 30 June 2016 contained in the confidential attachments and notes the rating of highly satisfactory performance


That Council adopts the review of the CEO’s performance for the period of 1 May 2015 to 30 June 2016 contained in the confidential attachments and notes the rating of satisfactory performance.


That Council adopts the review of the CEO’s performance for the period of 1 May 2015 to 30 June 2016 contained in the confidential attachments and the proposed actions arising from the review. .


That Council adopts the review of the CEO’s performance for the period of 1 May 2015 to 30 June 2016 contained in the confidential attachments and the proposed actions arising from the review.

STRATEGIC PLAN / POLICY IMPLICATIONS Community Strategic Plan 2033 (CSP) Corporate Business Plan 2016-2020 Goal 5: Effective Leadership and Governance Community Outcome 4: Highly skilled and motivated people Strategic Response 4.1: Recruit, train and retain high achieving employees Service level strategy/plan 4.1.1: Implement employee development and growth program PLANNING FRAMEWORK Nil FINANCIAL IMPLICATIONS Nil


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SUSTAINABILITY IMPLICATIONS Environmental Nil Social Nil Economic Nil VOTING REQUIREMENTS Simple Majority RECOMMENDATION That Council undertakes an annual performance review of the CEO’s performance from 1 July 2016 to 30 June 2017. The methodology and timeframes proposed for the performance review is as follows: 1. CEO provides self assessment and statement of performance against the adopted performance

targets and provides copies to all Councillors (21 July) and a summary of key achievements. 2. Councillors assess CEO performance on the following rating scale:













constructive criticism, any identified deficiencies in performance which can be supported by factual information, any identified opportunities for professional development and any identified improvement opportunities for the CEO (11 August).

4. President prepares confidential draft report and provides copy to Councillors for feedback and

finalisation (5 September). 5. President finalises draft report giving due consideration to any Councillor feedback and provides

copy to CEO and Councillors (8 September). 6. CEO provides comment and feedback on the draft report on any areas of disagreement or any

further explanations and mitigating circumstances which may be applicable.


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7. Council meet to discuss review independently of CEO and then with the CEO in a closed meeting

on the afternoon of Wednesday (13 September). 8. Report is finalised for the Council meeting and will be included as a confidential attachment.

Council completes review by adopting resolution (27 September).

ADVICE TO APPLICANT / PROPONENT Nil ATTACHMENTS 1. CEO Performance Targets 1 July 2016 – 30 June 2017 RECOMMENDATION / COUNCIL DECISION CR KENNAUGH, CR LANE OM2017/170 That Council undertakes an annual performance review of the CEO’s performance from 1 July 2016 to 30 June 2017. The methodology and timeframes proposed for the performance review is as follows: 1. CEO provides self assessment and statement of performance against the adopted

performance targets and provides copies to all Councillors (21 July) and a summary of key achievements.

2. Councillors assess CEO performance on the following rating scale:













constructive criticism, any identified deficiencies in performance which can be supported by factual information, any identified opportunities for professional development and any identified improvement opportunities for the CEO (11 August).

4. President prepares confidential draft report and provides copy to Councillors for feedback

and finalisation (5 September).


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5. President finalises draft report giving due consideration to any Councillor feedback and provides copy to CEO and Councillors (8 September).

6. CEO provides comment and feedback on the draft report on any areas of disagreement or

any further explanations and mitigating circumstances which may be applicable. 7. Council meet to discuss review independently of CEO and then with the CEO in a closed

meeting on the afternoon of Wednesday (13 September). 8. Report is finalised for the Council meeting and will be included as a confidential

attachment. Council completes review by adopting resolution (27 September).

CARRIED 7/0


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11.1.2 CEO ANNUAL PERFORMANCE TARGETS 1 JULY 2017 - 30 JUNE 2018 LOCATION/ADDRESS Shire of Augusta Margaret River APPLICANT/LANDOWNER Shire of Augusta Margaret River FILE REFERENCE VTL/298 REPORT AUTHOR Gary Evershed, Chief Executive Officer AUTHORISING OFFICER Gary Evershed, Chief Executive Officer

The CEO discloses a financial interest in this item under section 5.70 of the Local Government Act (LGA) as the position of CEO provides the CEO with his principal source of income. IN BRIEF Council is required to set performance criteria on which the CEO’s annual performance review is

based as outlined in the CEO’s employment contract. The CEO performance targets should be an integral part of the Integrated Planning and Reporting

(IPR) system rather than a separate parallel process. The performance criteria and the CEO accountability should therefore be linked to the achievement

of highest level strategic projects and programs which align with the Community Strategic Plan 2033 and the Corporate Plan 2017-21 which have been adopted by Council and are informed by strategic planning workshops attended by Councillors.

A new suite of performance targets is recommended for adoption for the reporting period from 1 July 2017 to 30 June 2018.

RECOMMENDATION That Council adopts the CEO Performance Targets for 1 July 2017 to 30 June 2018. LOCATION PLAN Nil TABLED ITEMS Nil BACKGROUND Council is required to review the performance of the CEO annually. The performance review is to be based on the performance criteria attached to the CEO’s contract of employment. Council will shortly be evaluating the CEO’s performance against the criteria adopted for the 2016-17 reporting period from 1 July 2016 to 30 June 2017. A new suite of performance targets has been established by extracting the key items from the Corporate Plan adopted by Council and the proposed budget for 2017-18. Adoption of CEO targets from the Corporate Plan will:

Ensure the alignment of the CEO’s targets with the strategic direction of the organisation. Ensure that the higher level strategic items receive priority in the next year. Ensure that CEO targets are Council adopted and shared by all Councillors rather than selected

from individual Councillors personal priorities which are not supported by the majority of Councillors.

The CEO and Council need to agree on any new targets before implementation and the Council needs through the budget process to provide the CEO with sufficient resources to achieve the outcomes in terms of staffing and finance.


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CONSULTATION AND ADVICE External Consultation Nil Internal Consultation The CEO has formulated the draft targets taking into account the draft Corporate Plan 2017-21, which is also on the agenda for the this Council meeting (12 July 2017), and the 10 year Long Term Financial Plan, which was recently adopted by Council. DISCUSSION / OFFICER COMMENTS The great Italian painter Michelangelo once said, “The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.” This is true when setting performance targets where given a climate of supportive and encouraging governance stretch targets can be set as opposed to more easily achieved outcomes. The suite of targets presented is considered to be challenging and requiring good coordination and delivery of some complex projects and programs. There is likely to be explained reasons unknown at this stage and beyond the control of the CEO for some targets not to be met but the CEO’s best endeavours will be applied to achieve all targets. STATUTORY ENVIRONMENT / LEGAL IMPLICATIONS The LGA states under section 5.38 “The performance of each employee who is employed for a term of more than one year, including the CEO and each senior employee, is to be reviewed at least once in relation to every year of the employment.” The CEO’s contract includes the following clauses: “The CEO must use every reasonable endeavour to comply with the performance criteria. (Clause 4.1)” “The performance criteria may be amended, from time to time, by agreement in writing between the parties.” (Clause 4.5) STRATEGIC PLAN Community Strategic Plan 2033 (CSP) Corporate Business Plan 2016-2020 Goal 5: Effective Leadership and Governance Community Outcome 4: Highly skilled and motivated people Strategic Response 4.1: Recruit, train and retain high achieving employees Service level strategy/plan 4.1.1: Implement employee development and growth program POLICY IMPLICATIONS The ongoing review of policies is envisaged as part of the performance plan. PLANNING FRAMEWORK Nil FINANCIAL IMPLICATIONS Targets require a budget allocation and where grant funds are to be utlilised, confirmation of the receipt of income is required prior to the commencement of the project. SUSTAINABILITY IMPLICATIONS The performance targets are developed from the Corporate Plan which has a triple bottom line approach to the integration of economic development, environmental protection and social advancement. VOTING REQUIREMENTS Simple Majority


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RECOMMENDATION That Council adopts the CEO Performance Targets for 1 July 2017 to 30 June 2018 as follows:

Valuing the Natural Environment

KPI 1: Improvement in the management and quality of the environment KPI 2: Increase the percentage of waste diverted from landfill

Community Outcomes

Strategic Response

Priority Action Schedule

Climate Change Response

Plan proactively and respond to climate change

1.2.1.1 Review and update the Local Energy Action Plan and continue implementation of actions which include the community energy education program and carbon neutral tree planting program for 2017-18

Ongoing action

Assist the community to reduce their carbon emissions to meet adopted targets

1.2.3.2 Support community based projects aimed at assisting the Shire in sourcing 20% of its energy from renewable energy sources (windfarm or solar)

Ongoing action

Sustainable Waste Management

Reduce environmental impact of waste and maximise conservation of natural resources

1.3.1.2 Complete a Masterplan for waste disposal for the sustainable management of domestic, commercial and industrial waste streams including resource recovery, recycling and processing (subject to funding)

Year 1 of 4

Unique and iconic coastal and natural landscapes

Plan effectively to protect coastal and other key landscapes

1.6.1.3 Finalise for Council adoption and commence the implementation of actions from the Environmental Sustainability Strategy

Year 2 of 4

Welcoming and Inclusive Communities

KPI 3: Percentage of population using Recreation Centres KPI 4: Increased use of the Shire libraries

Community Outcomes

Strategic Response


Active and healthy lifestyles

Provide the community with high standard recreational facilities and sporting grounds

2.5.2.1 Undertake upgrades to Margaret River Recreation Aquatic Centre including ongoing maintenance of plant room and upgrading of dehumidifier for 2017-18

Ongoing action

2.5.2.3 Construct Margaret River Youth Precinct including skate and ride facility elements with approved funding

Year 3 of 3

2.5.2.4 Construct Gloucester Park Lower Western Oval including earthworks, drainage, turf, irrigation, lighting and carpark

Year 1 of 1

Safer communities

Enhance the Shire's emergency and disaster management capabilities

2.6.2.14 Participate and complete the State Risk Project (Local) in conjunction with the Office of Emergency Management

Year 1 of 1


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Managing Growth Sustainably

KPI 5: Development occurs in a manner consistent with the Local Planning Strategy KPI 6: Achieve a high level of liveability for the residents in the Shire

Community Outcomes

Strategic Response


Clearly defined areas for growth and renewal

Implement Local Planning Scheme No.1 (LPS1)

3.1.1.3 Commence review of the Local Planning Strategy, followed by the Local Planning Scheme No 1

Year 1 of 4

Ensure new communities are developed using ecologically sustainable development principles

3.1.2.1 Finalise the review of the Witchcliffe Village Strategy

Year 2 of 2

3.1.2.2 Based on environmental, social and aesthetic criteria, identify those areas which may and may not be suitable for extractive industries

Year 2 of 2

3.1.2.3 Develop policy for tree preservation and land clearing offsets

Year 1 of 1

Liveable and well designed places

Develop and implement master plans for centres, towns and villages to preserve and enhance their unique character

3.2.1.1 Sell Churchill Ave property in the Margaret River town centre to raise revenue for the Main Street upgrade

Year 1 of 2

3.2.1.4 Implement Margaret River Main Street upgrade with funds secured through Royalties for Regions

Year 2 of 2

Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and are accessible by all

3.2.2.4 Undertake Stage 1 of the Margaret River Cultural Centre redevelopment

Year 1 of 4

3.2.2.5 Develop a masterplan for upgrades to the Margaret River Recreation Centre, including Childcare and Recreation infrastructure renewal and maintenance requirements

Year 1 of 1

Connected and safe transport network

Develop and maintain a high quality transport network in partnership with all levels of government

3.4.1.4 Complete the $3.6 million road reconstruction program including Leeuwin Road, Rosa Brook Road, Carters Road, Rosa Glen Road, Treeton Road, Wallcliffe Road and design for Warner Glen Road, including road preservation program and Carbunup South Road Bridge renewal over 2017-18.

Ongoing action

3.4.1.7 Identify alignment and best option, and following Councillor workshop and Council decision complete design, obtain approvals and identify funding sources to extend pathway from Augusta Boat Harbour to Dead Finish

Year 1 of 2

3.4.1.8 Prepare and commence implementation of a walk and mountain bike trails strategy for Margaret River

Year 1 of 4


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3.4.1.12 Collaborate with CapeROC to prepare and implement a regional trails strategy

Year 1 of 4

Vibrant and Diverse Economy

KPI 7: Increased participation rates at icon events KPI 8: Increase in tourist numbers visiting the Shire

Community Outcomes

Strategic Response


Sustainable tourism industry

Provide family friendly quality camping grounds to encourage visitors to extend their stay

4.2.3.1 Complete construction and commissioning of three chalets and a service storage facility at Turner Caravan Park

Year 2 of 2

Ensure the Shire's procurement policies support local businesses and help generate local employment

4.4.3.1 Improve procurement and purchasing practices to ensure uniformity and consistency

Ongoing action

Sustainable economic development

Foster sustainable economic growth which provides local employment

4.4.4.2 Revise the draft Economic Development Strategy to include an analysis of inequality impacts and include the 2016 Census data and a world economic outlook statement

Ongoing action

4.4.4.4 Identify opportunities to collaborate with the South West Development Commission, key stakeholders, local peak industry bodies, other tiers of government and the community sector to maximise sustainable economic development

Ongoing action

4.4.4.6 Monitor industry efforts to establish a South West Food Alliance and respond to requests for assistance

Ongoing action

Effective Leadership and Governance

KPI 9: Financial ratios are trending positively KPI 10: Increasing satisfaction in the biennial Community Satisfaction Survey

Community Outcomes

Strategic Response


Effective governance and corporate leadership

Attract and develop high quality Councillors that are able to lead and articulate the community's aspirations

5.1.1.1 Host information presentation and advertising campaign for potential Councillors aimed at attracting a competitive field of high quality candidates

Year 1 of 1

5.1.1.2 Partner with Western Australian Electoral Commission to conduct the biennial election program by postal voting

Year 1 of 1

5.1.1.3 Conduct election of Shire President and Deputy President and appointment of Councillors to committees

Year 1 of 1

5.1.1.4 Conduct comprehensive Councillor induction program following elections including training in the Rules of Conduct Regulations

Year 1 of 1

5.1.1.5 Conduct Strategic Planning Days with Council in November/December 2017 and February/March 2018

Ongoing action


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Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct

5.1.2.1 Develop the Shire as a values based and driven organisation by hosting two Aboriginal cultural awareness sessions

Ongoing action

5.1.3.1 Complete and submit Statutory Compliance Return and remediate any errors within timeframes

Ongoing action

Develop staff leadership through the organisation to assist with accountable decision making

5.1.2.4 Promote and support the Women in Leadership program to foster greater participation of female Councillors and staff into leadership positions

Ongoing action

5.1.2.6 Conduct of review of Shire governance processes through a Councillor/ELT survey followed by an informal workshop with potential involvement from WALGA and the Department of Local Governments and Communities

Year 1 of 1

Develop effective partnerships and strategic alliances to maximise community benefits

5.1.5.6 Develop masterplans for Turner and Flinders Bay Caravan Parks and Alexandra Bridge Camp Ground

Year 1 of 4

5.1.5.14 Assess Funding Arrangement and Framework Agreement between state government and Augusta Margaret River library

Year 2 of 2

Effective strategy, planning and asset management

Develop and maintain the Community Strategic Plan that sets long term direction and goals for the future of the Shire

5.2.1.6 Continue implementation of the Integrated Planning and reporting (IPR) program, including quarterly reporting against the Operational Plan to Council

Ongoing action

5.2.1.10 Finalise full review of Community Strategic Plan and Community Vision for 2036 for Council adoption

Year 2 of 2

Develop a long term Resourcing Strategy aligned to the Community Strategic Plan

5.2.2.7 Monitor Risk Register actions and report regularly to ELT and the Audit and Risk management Committee

Ongoing action

5.2.2.8 Undertake full review with ongoing desktop review of the Long Term Financial Plan

Ongoing action

5.2.2.13 Undertake full review of Workforce Plan Year 1 of 1

Maintain and renew Shire assets according to agreed standards

5.2.4.1 Commence the asbestos replacement program in accordance with the Long Term Financial Plan and budget allocation

Year 1 of 10

5.2.4.4 Complete the $2million plant replacement program including purchase of a Zero turn mowers, skid steer loader, roller and light fleet program over 2017-18

Ongoing action

Effective knowledge and information management

Ensure information and technology systems meet corporate needs and add value to

5.3.2.9 Implement the organisational document control system

Year 1 of 1


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ADVICE TO APPLICANT / PROPONENT Nil ATTACHMENTS Nil RECOMMENDATION CR, CR That Council adopts the CEO Performance Targets for 1 July 2017 to 30 June 2018 as follows:

the Shire's operations

Community and customer focus

Communicate effectively with the community and promote the Shire's positive image

5.5.2.1 Develop a Corporate Marketing Plan Year 1 of 1

A culture of innovation, quality and continuous improvement

Foster a culture of innovation and continuous improvement

5.6.1.3 Implement recommendations from the Events Strategy

Year 1 of 4

Ensure Shire services and processes meet or exceed customer needs and recognised industry standards

5.6.2.4 Maintain Shire leadership and best practice governance policies including Code of Conduct for Councillors and Committee Members, Governance Charter and Tourism Policy in 2017-18

Ongoing action

Measure and report on success and sustainability

Effectively measure our success and progress to a sustainable future

5.7.1.7 Implement findings from levels of service review and review every four years

Year 1 of 1

5.7.1.10 Review workforce performance plans Ongoing action



Community Outcomes

Strategic Response





Ongoing action


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Ongoing action




Year 1 of 4




Year 2 of 4



Community Outcomes

Strategic Response





Ongoing action


Year 3 of 3


Year 1 of 1

Safer communities



Year 1 of 1



Community Outcomes

Strategic Response



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Year 1 of 4



Year 2 of 2


Year 2 of 2


Year 1 of 1

Liveable and well designed places

Develop and implement master plans for centres, towns and villages to preserve and enhance their unique character


Year 1 of 2


Year 2 of 2



Year 1 of 4


Year 1 of 1




Ongoing action


Year 1 of 2


Year 1 of 4


Year 1 of 4

Vibrant and Diverse Economy KPI 7: Increased participation rates at icon events


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KPI 8: Increase in tourist numbers visiting the Shire

Community Outcomes

Strategic Response





Year 2 of 2



Ongoing action


Foster sustainable economic growth which provides local employment


Ongoing action


Ongoing action


Ongoing action



Community Outcomes

Strategic Response





Year 1 of 1


Year 1 of 1


Year 1 of 1


Year 1 of 1


Ongoing action


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Ongoing action


Ongoing action



Ongoing action


Year 1 of 1



Year 1 of 4


Year 2 of 2




Ongoing action


Year 2 of 2



Ongoing action


Ongoing action




Year 1 of 10


Ongoing action


Ensure information and technology systems meet corporate needs and add


Year 1 of 1


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0/0

Cr Townshend moved the following procedural motion: PROCEDURAL MOTION / COUNCIL DECISION CR TOWNSHEND, CR HAYNES OM2017/171 That this item be deferred and Council undertake a workshop to discuss these targets and work with the CEO on the CEP Performance Targets for 1 July 2017 to 30 June 2018.

CARRIED 5/2 CRS EARL AND KENNAUGH VOTED AGAINST

REASON Cr Townshend spoke to the motion stating she would like for Council and the CEO to have a discussion to better understand what the Council and CEO were feeling about the targets.

value to the Shire's operations







Year 1 of 4



Ongoing action


Effectively measure our success and progress to a sustainable future


Year 1 of 1

5.7.1.10 Review workforce performance plans Ongoing action


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11.1.3 2017-18 ICON EVENTS FUNDING ALLOCATION LOCATION/ADDRESS Shire of Augusta Margaret River APPLICANT/LANDOWNER Shire of Augusta Margaret River FILE REFERENCE REC/22 REPORT AUTHOR Amanda Russell, Marketing and Events Officer AUTHORISING OFFICER Gary Evershed, Chief Executive Officer

IN BRIEF Council policy facilitates for an allocation of up to 1% of rates to sponsor Icon Events per financial

year. Icon Events are large scale events deemed to be of state, national and/or international significance

that can demonstrate high level of tourist activity and stimulate large-scale community interest, involvement and/or development.

In the draft 2017-18 budget Council is considering an allocation of $135,000 (or 0.7% of rates) for Icon Event sponsorships.

Multi-year agreements previously endorsed by Council have committed $72,500 of the 2017-18 Icon Events budget (pending budget adoption) as follows:

- CinefestOz Film Festival $25,000 (Agreement to 2017-18) - Margaret River Region Open Studios, $10,000 (Agreement to 2017-18) - Emergence Creative Festival, $10,000 (Agreement to 2017-18) - Augusta Adventure Fest, $7,500 (Agreement to 2017-18) - Drug Aware Surf Pro $20,000 (Agreement to 2018-19)

Council is required to consider new Icon Event funding applications as follows: - Lunar Circus ($18,000 x 3yrs) - Cape to Cape Mountain Bike ($10,000) - Perry Lakes SBL Basketball ($10,000 x 3yrs) - Cabin Fever ($10,000 x 3yrs) - 12 hour Mountain Bike ($3,000, $4,000, $5,000 in 2017-18, 2018-19, 2019-20 respectively) - Wildcats ($15,000)

Council is required to consider moving the start date of the Margaret River Wine Association’s Marathon multiyear agreement to 2017-18 ($2,500 in 2017-18, $5,000 in 2018-19 and $10,000 in 2019-20). This is the second time the event (and its corresponding funding requirement) has been postponed by a year.

Council is required to consider the allocation of $7,500 from the 2017-18 Icon Event budget to support events procured through the Shire’s contract with Sports Marketing Australia.

Fee waivers can no longer apply to events that receive Icon Event funding, due the revision of qualifying criteria as per the Financial Assistance Policy adopted by Council on 13/9/2013.

RECOMMENDATION That Council 1. Notes previous Icon Event funding commitments made for the 2017-18 and 2018-19 financial years

as follows:

Event 2017-18 $

2018-19 $

Reference

CinefestOz Film Festival 25,000 OM 25/6/2015 Margaret River Region Open Studios 10,000 OM 25/6/2015 Emergence Creative Festival 10,000 OM 25/6/2015 Augusta Adventure Fest 7,500 OM 25/6/2015 Drug Aware Surf Pro 20,000 20,000 OM 13/7/2016 TOTAL* 72,500 20,000 Budgeted* 135,000 n/a


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Remaining to be allocated 62,500 n/a *Total does not include Wine Association's Margaret River Marathon allocation. 2. Commits to providing $135,000 of Icon Events sponsorship in the 2017-18 budget, subject to the

adoption of the 2017/18 budget. 3. Commits Icon Events funding for 2017-18, 2018-19 and 2019-20 as follows:

Event 2017-18 $

2018-19 $

2019-20 $

Lunar Circus 7,500 7,500 7,500

Cape to Cape Mountain Bike 10,000

Margaret River Marathon 2,500 5,000 10,000

Cabin Fever CapeROC 10,000 10,000

Wildcats 15,000

Sports Marketing Australia Events - Tennis West AMT 7,500

Round 1 - available to allocate 62,500

Total new funding allocations 42,500

Round 2 - remaining unallocated 20,000

subject to: i. Council adoption of budgets providing for Icon Event funding in the corresponding financial

years. ii. A sponsorship agreement being established between the Shire and the Event Organiser iii. The Event Organisers meeting event compliance as determined by the Shire.

4. Approves the allocation of the remaining $20,000 in the 2017-18 Icon Events budget to be

determined on a merit-based application process by the CEO, including for the 2018 Readers and Writers Festival.

5. Declines the funding request for Perry Lakes Basketball. 6. Approves $3,000 for the 12 Hour Mountain Bike Event from the 2017-18 Community Events budget,

subject to: i. Council adoption of budget providing for Community Events funding in 2017-18 ii. A sponsorship agreement being established between the Shire and the Event Organiser iii. The Event Organiser meeting event compliance as determined by the Shire.

LOCATION PLAN Nil TABLED ITEMS Nil BACKGROUND Icon Events Policy On 23 April 2014, Council adopted an Icon Events Policy to facilitate for the funding of major events that are large scale, deemed to be of state, national and/or international significance and demonstrate the ability to generate economic activity (tourism, trade, investment). The policy defines Icon Event criteria as: Primary Criteria Management Planning, Sustainability, Access and Opportunity, Consultation.


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Secondary Criteria Economic Impacts, Media Coverage, Tourism Activity, Co-Cash Contributions, Prestige, Community Involvement, Capacity Building (upskilling the community), Social Justice (affordability of social engagement), Environmental Impacts, Education and Conservation. As stated in the policy, the intent of Icon Events funding is to provide seed support for establishing and growing events with the overall objective that they become self-sufficient over time. Furthermore, to be considered for Icon Event funding, the event should be geographically located within the Shire of Augusta Margaret River Local Government Area OR promote and position the region to a target external audience to achieve economic activity objectives. Funding percentage The policy states a maximum of 1% of rate payers income can be allocated to major events sponsorship each financial year. Due to the current tight fiscal environment an amount of $135,000, or 0.7% of rates was adopted by Council for Icon Events in the 2017-18 budget. Fee waivers On 11 September 2013, Council adopted the Financial Assistance Policy which sets the amounts of assistance available for donation, sponsorships, contribution, fee waivers and interest-free loans. As part of the resolution Council supported implementation of the associated procedures defining the eligibility criteria for each category. The Financial Assistance Policy determines that: Fee Waivers will not be considered for or provided to:

Individual persons*. State or Federal Government bodies. Commercial organisations or businesses. Fees and charges levied and collected by the Shire under any written law. Support for organisational or general operating costs. Activities that will financially benefit the community organisation (i.e. entry charge). Activities that are already covered by an existing service agreement with the Shire of Augusta

Margaret River. Community organisations that receive funding from the Shire of Augusta Margaret River by way

of Donation, Community Development Grant or Council Contribution in the current financial year.

As all Icon Event funding recipients are commercial organisations, or community groups who receive Shire cash funding for or from the event, fee waivers can no longer be applied. Multi-year agreements While not Council policy, is recommended to fund events to a maximum three-year term. A multi-year term is beneficial in that it provides surety to both parties about the events continuance and assists in forward planning. Putting a maximum term on the agreement provides opportunity for review of the agreement as both the event and the Shire’s priorities evolve. Funds previously committed The following multi-year Icon Event sponsorship agreements will roll into the 2017-18 financial year budget:

- CinefestOz Film Festival $25,000 (Agreement to 2017-18) - Margaret River Region Open Studios, $10,000 (Agreement to 2017-18) - Emergence Creative Festival, $10,000 (Agreement to 2017-18) - Augusta Adventure Fest, $7,500 (Agreement to 2017-18) - Drug Aware Surf Pro $20,000 (Agreement to 2018-19)

Sports Marketing Australia On 25 August 2015, the Shire commenced a three-year agreement with Sports Marketing Australia (SMA) to identify and secure commitments from sporting organisations to host sporting events in the Shire of Augusta Margaret River Local Government Area.


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In 2016-17, 20% ($27,000) of the Icon Events budget was reserved for events identified under the Shire’s contract with SMA. While all the SMA events under the contract were successfully held in 2016-17, the returns on investment were not comparable to other Icon Events direct-funded by the Shire. As such, the minimum funding commitment under the contract is proposed to be scaled back to $7,500 for 2017-18. Any events received through the contract can still be considered for Icon Event funding out of the CEO discretionary allocation. A reduced minimum commitment to the Sports Marketing agreement simply allows for greater flexibility in the spend, and allows for the spend to be made on the event that demonstrates the best return on investment – regardless of who the application was received from. Funding requests The Shire of Augusta Margaret River has received five new Icon Event sponsorship requests, four of which are seeking multi-year agreements. Requests for multi-year agreement: Lunar Circus ($18,000 for each 2017-18, 2018-19, 2019-20) Cabin Fever ($10,000 for each 2017-18, 2018-19, 2019-20) 12 hour Mountain Bike ($3,000, $4,000, $5,000 in 2017-18, 2018-19, 2019-20 respectively) Perry Lakes SBL Basketball ($10,000 for each 2017-18, 2018-19, 2019-20) Requests for 2017-18 only events: Cape to Cape Mountain Bike ($10,000) Requests to change years of funding allocation: Margaret River Marathon ($2,500 in 2017-18, $5,000 in 2018-19 and $10,000 in 2019-20) It is anticipated the Shire will receive additional applications for Icon Events funding throughout the year – notable the Readers and Writers Festival (funded $12,500 in 2016-17) and a new sporting event. Summary A summary of Icon Event funds previously committed and new requests for 2017-18, 2018-19, and 2019-20 is summarised in the table below.

Icon Events 2017-18 $

2018-19 $

2019-20 $

Reference

Augusta Adventure Fest 7,500 Committed OM 25/6/2015 CinefestOz Film Festival 25,000 Committed OM 25/6/2015 Emergence Creative Festival 10,000 Committed OM 25/6/2015 Margaret River Region Open Studios 10,000 Committed OM 25/6/2015 Margaret River Drug Aware Surf Pro 20,000 20,000 Committed Om 13/7/2016 Margaret River Marathon 2,500 5,000 10,000 Request to change years

of funding allocations committed OM 13/7/16

Cape to Cape Mountain Bike Race 10,000 New request Lunar Circus 18,000 18,000 18,000 New request Cabin Fever 10,000 10,000 10,000 New request Wildcats 15,000 New request Perry Lakes SBL Basketball 10,000 New request 12 Hour Mountain Bike Race 3,000 4,000 5,000 New request Sports Marketing Australia Events 7,500 To provide for events

procured through Shire contract with SMA

TOTAL 148,500 52,000 43,000 Budgeted 135,000 n/a

Council should note:

Several events previously funded by Council no longer require funding. Margaret River Running Festival has been discontinued, Tour of Margaret River has moved to Nannup.


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Events of local or regional significance are funded under the community events budget and are therefore not required to be considered for funding under the Icon Events budget. These include ANZAC Day, Australia Day, Christmas Carols in the Park, Deja Moo, iHemp, Arts Margaret River Sundowners, Margaret River Agricultural Show, Augusta River Fest.

Margaret River Marathon has requested their multi-year agreement restarts in 2017-18. Additional funding applications are expected to be received for the 2017-18 Icon events budget,

including the Readers and Writers Festival and new sporting event by a nationally recognised organiser.

The Shire is awaiting advice on the status of the Kambarang – South West Aboriginal Gourmet Experience event.

Funding history 2015-16 In the 2015-16 financial year, Council approved $125,000 in Icon Events funding, which was allocated as follows:

Event 2015-16 $

CinefestOz Film Festival 25,000 Margaret River Region Open Studios 10,000 Rural Health West Medical Conference 5,000 Margaret River Running Festival 12,000 Tour of Margaret River Cycling event 15,000 Emergence Creative Festival 10,000 Augusta Adventure Fest 7,500 Drug Aware Surf Pro 20,000 Cape to Cape Mountain Bike 7,500 Readers and Writers** 7,500 Wine Association Marathon 2,500 Kambarang – South West Aboriginal Gourmet Experience 3,000

TOTAL 125,000 **Total funding for 2015-16 was $12,500, inclusive of $5,000 provided for under Community Events budget 2016-17 In the 2016-17 financial year, Council approved $125,000 in Icon Events funding, which was allocated as follows:

Event 2016-17 $

Augusta Adventure Fest 7,500

Rural Health West Medical Conference 5,000


CinefestOz Film Festival 25,000

Drug Aware Margaret River Pro 20,000

Emergence Creative Festival 10,000

Margaret River Region Open Studios 10,000

Margaret River Marathon* 2,500

Readers & Writers Festival Festival** 7,500

The Margaret River Running Festival 5,500

Tour of Margaret River 5,000

Sports Marketing Australia Events 27,000

TOTAL 135,000


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*A saving of $2,500 was made in the Icon Events budget in 2016-17 due to the Margaret River Marathon being placed on hold, this was reallocated as a Sport Marketing event hosting fee. ** An additional $5,000 was provided to Readers & Writers Festival from 2016-17 Community Events Budget. NEW FUNDING REQUESTS Lunar Circus FUNDING REQUEST Lunar Circus School has requested $18,000 in funding for the each of the next three years (2017-18, 2018-19 and 2019-20) for local managerial festival positions, festival administration and infrastructure including toilet hire, waste management, Shire fees, on-site power and lighting, signage and security associated with the running of the Western Australian Circus Festival.

MOST RECENT SHIRE FUNDING Nil EVENT OVERVIEW The Western Australian Circus Festival event is a three-day celebration of circus held over the Australia day long weekend. There are nine different venues around the festival site including a 600 seater big top, smaller, more intimate venues and an outdoor venue. There are family shows, comedy shows, artistic shows, aerial shows, all performed by a variety of artists. Local and regional bands perform around the site and the opportunity for festival-goers to participate in circus workshops and browse the market stalls. The festival is preceded by a week of master classes and training for professionals, gathering together emerging performers and established artists from all over the world. This is an opportunity to exchange skills, develop shared methodology, establish lasting networks and to create new and shared work. The master class training weeks follows the Lunar Circus summer school which is two weeks of training for predominantly children where kids immerse themselves in six hours of circus training every day. The Western Australian Circus Festival is the largest and longest running circus festival in Australia, internationally renowned for the development of both youth circus and international circus partnerships. Festival organisers work closely with all Australian circus companies and training organisations including the National Institute of Circus Arts, the Australian Circus and Physical Theatre Association and international festivals who base operations on the Lunar Circus school festival model. Camping is offered at no extra charge to attendees. CONSULTATION AND ADVICE External Consultation Lunar Circus School Event sponsors include

Tourism WA South West Development Commission Augusta Margaret River Tourism Association Bootleg Brewery Firetail Wines

Internal Consultation Shire Events Group – Environmental Health, Marketing, Recreation, Corporate and Community Services. DISCUSSION / OFFICER COMMENTS The Western Australian Circus Festival has proven to be an immensely popular event and exceptionally well-organised from a compliance perspective. It has provided a unique audience experience, not often


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available outside of a metropolitan area. There is also an opportunity to train and upskill local performers to an international standard. Generally, Council is advised against funding event in peak season due to the region being at capacity however it is recommended The Western Australian Circus Festival is funded under the Icon Event budget due to the following:

Event organisers are facing increased management costs associated with increased event compliance requirements as a result of state government legislation – particularly in terms of traffic management.

The event encourages visitation to, and expenditure in, the region even at a time of bed night capacity due to the free camping option.

The unsustainable nature of holding events is a result of industry pressures, not as a result of management. Lunar Circus has demonstrated exceptional planning and financial management over an extended period of time.

A lack of funding for the festival may result in the event becoming increasingly unsustainable, resulting in a compromised or discontinued aspects of the event.

Loss of the festival or components of the festival will impact on the Circus School’s international standing.

While the festival is well attended by visitors to the region is it also seen as a peak season social engagement opportunity for many local community members .

Shire’s Environmental Health team have been working closely with this complex event over a number of years to ensure compliance requirements are met. The Lunar Circus team have responded enthusiastically to the point where this festival is now highly regarded.

Shire funding will afford the continuance of the festival and provide for a sponsored placement for a local community member to attend the Lunar Circus Summer School, which precedes The Western Australian Circus Festival. It will serve to further enhance interschool relationships, which provide training opportunities for local performers. This training has provided excellent foundations for a number of students who have complete their degree course at the Australian Institute of Circus Arts, various students have gone on to tertiary circus studies at internationally recognised institutions including Lido in Toulouse, The Montreal Circus School (home of Cirque du Soleil), Doch in Sweden and The Berlin Circus School. It’s also provided a platform to springboard students in professional circus productions including Briefs, Circa, Company 2, Circus Oz and Cirque du Soleil. The school promotes health and wellbeing through exercise and the offering of nutritious food to participants. The event has a dedication recycling team who are in charge of signage and bin distribution as they try and reach their goal of zero waste. All food waste is composted over the year and used on the trees the following year. The event site is located in Karridale, which encourages attendees to stop in the town which is often easily bypassed by tourists and locals. It is suggested the value of the circus exceeds the goal of encouraging new visitation and it is therefore recommended to fund the Circus $7,500 each year for 2017-18, 2018-19 and 2019-20. FINANCIAL IMPLICATIONS Provision of $7,500 in cash sponsorship from the Icon Events allocation during the 2017-18, 2018-19 and 2019-20 financial years. SUSTAINABILITY IMPLICATIONS Environmental Works to environmental principles – waste reduction, recycling, composting, reuse. Social Participation is for all ages Cabaret evening are a free social engagement opportunities Health and wellbeing – encourages exercise and health eating Scholarship and discount opportunities for local youth


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Economic Organiser’s local spend is $126,000 Tourism impact is approximately $1.6m Wildcats FUNDING REQUEST $15,000 in 2017-2018; OR $10,000 plus provision of accommodation for 50 Wildcats team members in 2017-18. MOST RECENT SHIRE FUNDING $10,000 in 2014-15. EVENT OVERVIEW The Perth Wildcats are seeking to hold one of their three National Basketball League Preseason games at the Margaret River Recreation Centre at 2pm on Sunday 3 September 2017. In additional to the cash funding the Wildcats require, under the proposal:

Complementary venue hire and staffing. Exclusive change room access. Game equipment. Ticketing allocation. Reserved parking allocation. Food and beverage provision for the Wildcats. Space for Wildcats merchandising.

The agreement will permit for the Shire to retain all ticketing income, and revenue derived from food and beverage sales. The game will follow the standard format of NBL Preseason games, which includes a basketball game against another National Basketball League team, pre-game and half-time entertainment, prizes, audience interactivity and a post-game signing sessions with the athletes. The Wildcats propose an audience of 1,200 people will general entry priced at $15 per person and seating priced at $35 per person. CONSULTATION AND ADVICE External Consultation Perth Wildcats Internal Consultation Shire Events Group – Environmental Health, Marketing, Recreation, Corporate and Community Services. DISCUSSION / OFFICER COMMENTS The 2014-15 Wildcats events was a sell-out success for the Shire of Augusta Margaret River. It was a low season activation of the Margaret River Recreation Centre, boosted basketball participation numbers, provided opportunity for local performers, and provided opportunities for local producers to promote their brands (VIP merchandise bags, MC mentions, logo placement on collateral, and in-centre advertising). The event served to promote the region for visitation purposes, through event media and advertising in the lead up to the game and social media dissemination of Wildcats players in the Margaret River Region (noting the photo of the Wildcats in Mammoth Cave was one of the region’s highest performing social media in 2014). The 2014 event required significant officer input, however, it is expected the 2017 will require less Shire input than the previous event due to floor plans, ticketing, staffing, risk plans already being drafted to suit the event. The 2017 event also proposes to omit the previously held basketball clinic thereby again reducing officer load. The game will still permit for local association contribution and participation by way of volunteering (court wiping, athlete support positions, etc.) The 2017 does request a greater cash OR cash and in-kind contribution from the Shire, however the proposal also advised the Shire is to retain full ticketing income as opposed to the 50% received under the 2014 agreement.


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It is recommended Council fund the event to the value of $15,000 (as opposed to $10,000 plus accommodation) to remove officer loading of managing accommodation bookings on behalf of the team and its management for what will ultimately be on-par Council expenditure. It is projected the Shire will receive approximately $12,000 income from the event, which can then be reinvested into Shire events and event marketing. FINANCIAL IMPLICATIONS Provision of $15,000 in sponsorship from the Icon Events budget in 2017-18 financial year. SUSTAINABILITY IMPLICATIONS Environmental Nil Held in existing venue. Social Health and wellbeing promotion to local community. Promote basketball participation in local youth. Wildcats sponsors are ‘Alcohol. Think Again’, which support responsible consumption of alcohol. Affordable social engagement opportunity in accessible venue. Economic Promotion of Margaret River for destination awareness and brand promotion through Wildcats

media avenues (state and national reach). Economic impact of 50 team members in staying in local accommodation for one night. The Shire will collect data of the 2017 event to better estimate the economic impact of the event for

future reference. It is anecdotally known that the 2014 event resulted in visitation from Perth and neighbouring regions.

Perry Lakes State Basketball League (SBL) showcase game and community workshops FUNDING REQUEST The Perry Lakes Hawks Club is seeking Icon Event Sponsorship funding support of $10,000 per year for each 2017-18, 2018-19 and 2019-20 to provide for: SBL match costs – equipment, officials and teams accommodation and transport, meals, facility

requirements, signage, seating, uniforms, giveaways, game night staff, marketing, administration costs and venue costs.

Community schools and coaching program costs. MOST RECENT SHIRE FUNDING Nil EVENT OVERVIEW The Perry Lakes Hawks Basketball Club is proposing to implement the first ever State Basketball League (SBL) Community Partner Program with Margaret River for 2018-20. The main objective of the Community Partner Program is to provide Margaret River SBL level basketball matches and supporting coaching program/clinics. This will be achieved via an annual SBL Match (Men and Women) and community program for the basketball players, coaches and officials of the Margaret River region. The Community Partner Program aims to:

Increase the reach and profile of the SBL family to the broader Margaret River community by conducting high profile SBL matches in Margaret River.

Showcase elite athletes for young Margaret River people to aspire and relate to. Grow the rates of participation in basketball at all ages, levels and across gender in the

Margaret River region. Provide potential basketball players in the Margaret River Region an aspirational pathway for

an elite basketball career and/or fulfillment of their individual basketball potential.


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Provide future coaches and other technical basketball staff and administrators in Margaret River an opportunity to receive training and pursue a path in basketball locally and within Western Australia.

Provide an economic stimulus to the region through SBL Match and visitors to the Margaret River Region.

Provide coaching and competitive opportunities for local Margaret River Region basketball players.

Timing for the games and clinics is approximately March/April for each of the three years. CONSULTATION AND ADVICE External Consultation Perry Lakes Hawks Basketball Club Internal Consultation Shire Events Group – Environmental Health, Marketing, Recreation, Corporate and Community Services. DISCUSSION/OFFICER COMMENTS The proposal has considerable merit in its ability to encourage health and recreation for local youth, increase club membership, provide affordable local access to high level athletes, and offer upskilling opportunities to local coaches, player and officials. It is, however, in funding competition with the Wildcats’ proposal, which offers a similar game and workshop format, but with national level players, who are likely to generate larger scale visitation and provide for more opportunity for destination awareness and brand promotion than state level players. In addition, the timing of the event coincides with works on the Cultural Centre, and the impact to court access is not yet established. It is suggested to decline the funding the request on this occasion but to indicate the Shire’s interest to the applicant about future opportunities. FINANCIAL IMPLICATIONS Nil if the funding request is declined as per the officer’s recommendation $10,000 for each of 2017-18, 2018-19 and 2019-20 should Council choose to accept the proposal SUSTAINABILITY IMPLICATIONS Environmental Nil. Established venue Social Free and low cost Upskilling for the local community Health and wellbeing promotion Economic $39,000 organiser spend $200,000 projected economic impact 12 Hour MTB FUNDING REQUEST Renard Group Pty Ltd is seeking funding for a 12 Hour Mountain Bike event for as follows: 2017-18 - $3,000 2018-19 - $4,000 2019-20 - $5,000


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MOST RECENT SHIRE FUNDING Nil. New event. The event is a 12 hour Mountain Bike race proposed to be held from 6pm on Saturday 24 February, to 6am on Sunday 25 February 2018. The race will utilise the Pines trails and some new Compartment 10 trails with participants completing laps from a central point with rest area, first aid and team support on Fox Road.

The objective of this event is to provide an endurance event in what is traditionally the off season for mountain biking and encourage riders from around the region to experience the new trails. The format is based on the Mont 24 Hour which is held in Canberra each year.

The Margaret River 24 Hour MTB will bring together the event experience of Renard Group and the knowledge of mountain biking by the owners of the Hairy Marron. The format will be all about fun and enjoyment whilst riders do what they like doing, riding. It will cater for the novice all the way to the elite. It will build on the reputation of Margaret River as a mountain biking destination.

The first year of event is projecting 250-300 participants (incl of teams x2, x4 and solo), 75-100 supporters, 100 spectators and a management team of 3 event personnel and 10 volunteers.

Riders will race under WA MTB membership and therefore covered by racing insurance.

Department of Parks and Wildlife (DPaW) have indicated they support the concept based on the trails already having achieve approved status, but with all the necessary risk plans in place particularly around summer fire hazard.

CONSULTATION AND ADVICE External Consultation Renards DPaW Suppported by Hairy Marron Internal Consultation Shire Events Group – Environmental Health, Marketing, Recreation, Corporate and Community Services. DISCUSSION/OFFICER COMMENTS The event is not likely to meet Icon Event criteria in its first year as the proposal indicates more regional and local involvement as opposed to being of State, national and international significance. The event does have strong merit as community event. It serves to promote health and wellbeing, it provides affordable and low cost participation options and provides an upskilling opportunity for local volunteers. It is recommended Council provide $3,000 in funding from the 2017-18 Community Events budget with future years funding considered following the outcome of the first year event. FINANCIAL IMPLICATIONS The commitment of $3,000 from the 2017-18 Community Events budget. SUSTAINABILITY IMPLICATIONS Environmental Nil. Event is on existing tracks and subject to DPaW approvals. Social Free to spectate Low cost participation Health and wellbeing opportunity


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Economic Up to $15,000 media value Cabin Fever FUNDING REQUEST Creative corner requests $10,000 to assist with payment of materials, equipment hire fees, performers, artists, contractors required for the Cabin Fever event in each of 2017-18, 2018-19, and 2019-20. MOST RECENT SHIRE FUNDING $20,000 funding provided in the 2016-17 CapeROC budget to assist with the 2017 event. EVENT OVERVIEW Cabin Fever is a 10-day festival aimed at increasing visitation to the Margaret River region during winter and providing a boost for local businesses in the low season. The event runs to an authentically Margaret River winter theme and showcases the best of the local produce, performers, art and entertainment. Cabin Fever offers a wide range of events, in a number of different venues in the Margaret River region. The events include a wide range of entertainment, activities, and experiences to suit a wide range of demographics. The program was designed to be inclusive in nature and suit a range of budgets, including free events. Cabin Fever aims to add vibrancy to the region and ensure the festival is a memorable experience worthy of Icon Event status. Organisers envisage Cabin Fever will become an annual event capable of growing in size, appeal, reach and diversity. CONSULTATION AND ADVICE External Consultation Creative Corner Supported by: Margaret River Busselton Tourism Association (MRBTA) Winter Down South Australia’s South West Tourism WA- $5,000 Southern Cross Austero Seven West Media Internal Consultation Shire Events Group – Environmental Health, Marketing, Recreation, Corporate and Community Services. DISCUSSION/OFFICER COMMENTS Cabin Fever was an event formulated by the MRBTA specifically to instigate tourism and increase trade for local businesses in the Margaret River low season. The appointed management committee Creative Corner has a proven track record in successfully delivering events to achieve tourism and community objectives in the Margaret River Region, most notably Emergence Creative Festival. The event provides multiple free and low cost opportunities for community participation and social engagement and engages the services of local talent for music, art and performances. It promotes the Margaret River brand for destination awareness and trade purposes and provides networking opportunities for local producers and businesses. It is recommended Council provides no further funding in the 2017-18 financial year due to CapeROC already providing for $20,000 in seed funding for the 2017 event (2016-17 budget). It is recommended Council provides $10,000 from the 2018-19 Icon Events budget for the 2018 event, and $10,000 for the in 2019-20 for the 2019 event. FINANCIAL IMPLICATIONS The commitment of $10,000 from each of the 2018-19 and 2019-20 Icon Events budget.


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SUSTAINABILITY IMPLICATIONS Environmental Cabin Fever is aligned to the values of diversity, connections, authenticity and the pristine

environment. Events are largely being run in already-designated venues, in order to minimise impact on the

environment. Social Free and low cost opportunities, The festival program includes a number of satellite events, which promote health and well being,

including an Organic Farm Open Day, Paddock to Plate Farm Walk and cheese making. Economic Organiser local spend is approx. $65,000 Projected economic impact of visitation is $940,000 Media value projected at approx. $780,000 Cape to Cape Mountain Bike FUNDING REQUEST Zubini Marketing and Management requests $10,000 in 2017-18 to help market the Cape to Cape Mountain Bike event both domestically and internationally. MOST RECENT SHIRE FUNDING $7,500 in 2015-16 $10,000 in 2016-17 EVENT OVERVIEW The Cape to Cape MTB is an annual four day mountain bike event in the Margaret River Region that is designed for both recreational riders and elite racers. Organisers advise the aim of the event is to;

1. Position the South West of WA as a mountain bike destination by promoting a legacy of MTB trails in the region to the Australian and International market.

2. Gain a greater number of interstate and international riders to the event each year. 3. To continue to generate the incredible amount of media exposure on a state, national and

international level the event receives every year. 4. Broadcast Profile – National free to air and international television distribution to 132 countries. 5. To continue to bring additional business to the local community from visitor sources including

metro, interstate and overseas. 6. To promote the increasingly important ‘be active’ message. 7. To remain a sustainable and iconic event in the Margaret River region for years to come.

The 2017 event is scheduled for 19 to 22 October and will be a special 10 year anniversary event that will see riders complete loops from venues around Margaret River, as opposed to the usual course track that sees riders go from Augusta Lighthouse to Dunsborough Country Club. The 2017 events hubs will be:

Day one - Xanadu Day two – Leeuwin Estate Day three - Colonial Brewery Day four – Margaret River Main Street

The main event is accompanied by an additional ‘Sundown Shootout’ event will attract more than 50 riders and encourage local participation. The commemorative year is expected to attract a higher number of participants than normal with 2,000 riders (up from 1,500 last year), 3,000 support crew and 100 staff. CONSULTATION AND ADVICE External Consultation Zubini Marketing Management/Initiative Sport (funding applicant)


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Sponsors for the 2016 event include:

Tourism WA – Partnership to 2017 City of Busselton – Partnership to 2017 Shimano – Ongoing Partnership GIANT – Ongoing Colonial Brewing Co Xanadu Leeuwin Estate Steadyrack

Internal Consultation Shire Events Group – Environmental Health, Marketing, Recreation, Corporate and Community Services DISCUSSION/OFFICER COMMENTS Cape to Cape Mountain Bike event achieves a considerable number of Shire objectives including direct economic impact, destination awareness, social engagement, active participation, access and inclusion. The event assists in positioning the Margaret River Region as a premier mountain biking destination to a target audience and organisers have demonstrated consistent ability to deliver the event. Zubini Marketing and Management have indicated plans to grow the Cape to Cape Mountain Bike event in 2017 in celebration of its 10th year. The Cape to Cape Mountain Bike event receives exceptional media coverage Australia-wide and internationally providing destination awareness and direct economic value that goes beyond the event week. Its standalone television documentary aired on SBS (Cycling Central), Fox SportsTV and Sky Sports NZ and also receives world-wide coverage. Shown in 132 countries, it has a conservative estimated media value in excess of $10.4 million dollars each year, further expanding awareness of the South West region. Council’s ongoing support of the event will assist in helping to market the Shire of Augusta Margaret River Local Government Area as a premiere riding destination following a damage to its reputation as a result of the logging of the popular pines mountain biking tracks. It is therefore recommended to fund Cape to Cape Mountain Bike event for $10,000 funding in the 2017-18 financial year. FINANCIAL IMPLICATIONS The commitment of $10,000 from the 2017-18 Icon Events budget. SUSTAINABILITY IMPLICATIONS Environmental Event organisers promote environmental messaging to the riders. A course clean-up is conducted post event. Social The event appeals to riders of all ages and abilities. The event organisers will facilitate for riders with a disability where possible. Spectator opportunities are free. Economic Estimated total economic contribution into the Margaret River economy by the Cape to Cape MTB

- $5-6 million Media value of the event is estimated at $10.4 million STRATEGIC PLAN / POLICY IMPLICATIONS Community Strategic Plan 2033 (CSP) Corporate Business Plan 2017-21 Goal 4: Vibrant and diverse economy Community Outcome: Sustainable tourism in industry


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Strategic Response: Encourage tourism in the Shire through the development and support of Icon Events VOTING REQUIREMENTS Simple Majority ADVICE TO APPLICANT / PROPONENT Nil ATTACHMENTS Nil RECOMMENDATION That Council 1. Notes previous Icon Event funding commitments made for the 2017-18 and 2018-19 financial years

as follows:

Event 2017-18 $

2018-19 $

Reference

CinefestOz Film Festival 25,000 OM 25/6/2015 Margaret River Region Open Studios 10,000 OM 25/6/2015 Emergence Creative Festival 10,000 OM 25/6/2015 Augusta Adventure Fest 7,500 OM 25/6/2015 Drug Aware Surf Pro 20,000 20,000 OM 13/7/2016 TOTAL* 72,500 20,000 Budgeted* 135,000 n/a Remaining to be allocated 62,500 n/a

*Total does not include Wine Association's Margaret River Marathon allocation. 2. Commits to providing $135,000 of Icon Events sponsorship in the 2017-18 budget, subject to the

adoption of the 2017/18 budget. 3. Commits Icon Events funding for 2017-18, 2018-19 and 2019-20 as follows:

Event 2017-18 $

2018-19 $

2019-20 $

Lunar Circus 7,500 7,500 7,500




Wildcats 15,000

Sports Marketing Australia Events - Tennis West AMT 7,500




subject to: i. Council adoption of budgets providing for Icon Event funding in the corresponding

financial years. ii. A sponsorship agreement being established between the Shire and the Event

Organiser iii. The Event Organisers meeting event compliance as determined by the Shire.




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5. Declines the funding request for Perry Lakes Basketball. 6. Approves $3,000 for the 12 Hour Mountain Bike Event from the 2017-18 Community Events budget,

subject to: i. Council adoption of budget providing for Community Events funding in 2017-18 ii. A sponsorship agreement being established between the Shire and the Event

Organiser iii. The Event Organiser meeting event compliance as determined by the Shire.

ADVICE TO APPLICANT / PROPONENT Nil ATTACHMENTS Nil RECOMMENDATION CR KENNAUGH, CR LANE That Council 1. Notes previous Icon Event funding commitments made for the 2017-18 and 2018-19 financial

years as follows:

Event 2017-18 $

2018-19 $

Reference


*Total does not include Wine Association's Margaret River Marathon allocation. 2. Commits to providing $135,000 of Icon Events sponsorship in the 2017-18 budget, subject

to the adoption of the 2017/18 budget. 3. Commits Icon Events funding for 2017-18, 2018-19 and 2019-20 as follows:

Event 2017-18 $

2018-19 $

2019-20 $

Lunar Circus 7,500 7,500 7,500


Margaret River Marathon 2,500 5,000 10,000 Cabin Fever CapeROC 10,000 10,000

Wildcats 15,000 Sports Marketing Australia Events - Tennis West AMT

7,500




subject to: i. Council adoption of budgets providing for Icon Event funding in the

corresponding financial years. ii. A sponsorship agreement being established between the Shire and the Event



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4. Approves the allocation of the remaining $20,000 in the 2017-18 Icon Events budget to be determined on a merit-based application process by the CEO, including for the 2018 Readers and Writers Festival.

5. Declines the funding request for Perry Lakes Basketball. 6. Approves $3,000 for the 12 Hour Mountain Bike Event from the 2017-18 Community Events

budget, subject to: i. Council adoption of budget providing for Community Events funding in 2017-

18 ii. A sponsorship agreement being established between the Shire and the Event


0/0 Cr Smart moved the following amendment: AMENDMENT CR SMART, CR HASTIE OM2017/172 That the word CEO be omitted and replaced with the word Council in point 4 of the recommendation.

LOST 2/5 CRS HAYNES, KENNAUGH, LANE, EARL AND TOWNSHEND VOTED AGAINST

REASON Cr Smart spoke to the motion questioning why, if Council were making decisions about funding for other icon events, were they not determining the allocation of the $20,000 in point 4 of the recommendation. As the amendment was lost, debate continued on the primary motion before being put to vote: PRIMARY MOTION / COUNCIL DECISION CR KENNAUGH, CR LANE OM2017/173 That Council 1. Notes previous Icon Event funding commitments made for the 2017-18 and 2018-19 financial

years as follows:

Event 2017-18 $

2018-19 $

Reference


*Total does not include Wine Association's Margaret River Marathon allocation. 2. Commits to providing $135,000 of Icon Events sponsorship in the 2017-18 budget, subject

to the adoption of the 2017/18 budget. 3. Commits Icon Events funding for 2017-18, 2018-19 and 2019-20 as follows:

Event 2017-18 $

2018-19 $

2019-20 $

Lunar Circus 7,500 7,500 7,500


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Wildcats 15,000 Sports Marketing Australia Events - Tennis West AMT

7,500




subject to: i. Council adoption of budgets providing for Icon Event funding in the

corresponding financial years. ii. A sponsorship agreement being established between the Shire and the Event




5. Declines the funding request for Perry Lakes Basketball. 6. Approves $3,000 for the 12 Hour Mountain Bike Event from the 2017-18 Community Events

budget, subject to: i. Council adoption of budget providing for Community Events funding in 2017-

18 ii. A sponsorship agreement being established between the Shire and the Event


CARRIED 7/0


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11.1.4 CULTURAL CENTRE REDEVELOPMENT (HEART PROJECT) CONCEPT PLAN LOCATION/ADDRESS 51 Wallcliffe Road, Margaret River APPLICANT/LANDOWNER Shire of Augusta Margaret River FILE REFERENCE CPT/96 CPT/7 REPORT AUTHOR Gary Evershed, Chief Executive Officer AUTHORISING OFFICER Gary Evershed, Chief Executive Officer

IN BRIEF Council has secured funding for Stage 1 of the Cultural Centre Redevelopment project and is

awaiting the outcome of a review for $3.05 million for Stage 2 which is likely to coincide with the State Budget announcement in September.

The Bollig Design Group has been awarded the tender for architectural services based on a two stage selective tendering process which included the presentation of a concept design for the project which could be delivered within the budget allocation.

As part of the inception phase Edwin Bollig of the Bollig Design Group (BDG) and his team met with all key stakeholders who provided a list of changes which they would like to see incorporated into the building.

The suggested changes would incur additional costs that cannot be funded within the current budget allocation and only the highest priority elements are recommended be incorporated.

A request from Arts Margaret River to increase seating from 360 seats to 434 seats is seen as a priority, but would require structural changes to the eastern façade of the existing Cultural Centre auditorium which adds significant cost and also increases the inherent risk of unforeseen cost contingencies that would be required.

A meeting is to be held with Councillors and Edwin Bollig of the BDG on Friday 7 July at 1pm and Council is being asked to consider the adoption of the Concept Plan and notes the financial implications of the adopted concept plan.

RECOMMENDATION That Council: 1. Adopts the Concept Plan Version SK02 Option A dated 6 July as contained in the attachments

to this agenda for the redevelopment of the Margaret River Cultural Centre Redevelopment (HEART) Project;

2. Notes that due to potential cost savings from a new build, the need for improved functionality in the multi-purpose space, concerns about the structural integrity of the squash court walls and compliance with the Building Code of Australia that the existing squash courts and SE toilet areas will need to be demolished with floor boards and other materials to be recycled wherever practical in the new build; and

3. Notes that the additional funding of approximately $100,000 is required for recladding the Fly Tower and the need for an increased contingency, which will be determined when the construction tender is awarded.

LOCATION PLAN Nil TABLED ITEMS Nil BACKGROUND The HEART project is a high priority transformational project developed initially under the SuperTowns’ Program. It involves a major redevelopment of the 34-year-old Margaret River Cultural Centre and the adjoining 38-year-old squash court and basketball facilities. The HEART project will expand and


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refurbish these ageing facilities into a transformed multipurpose conference, meetings, performance, exhibition and events venue. Project Budget The total project budget is outlined below: Table 1: Project Budget Funding Profile for HEART Project

Total Project Cost Estimates Cost

HEART Project Estimates from Wilde and Woollard Stage 1 – $4,737,931 Stage 2 -$3,393,210

$8,131,141

Provision for additional Equipment and Fit Out Stage 1

$168,859

Additional Stage 1 Lotterywest Sound Shell Installation and Landscaping $250,000

Shire Project Management $200,000

Total Estimated Project Costs $8,750,000

Income Sources

Federal National Stronger Regions Fund (Confirmed) $1,800,000

State Lotterywest (Confirmed) Stage 1 - $1,150,000 Sound Shell and Landscaping $250,000

$1,400,000

State RfR Regional Venues Improvement Fund (Confirmed) $500,000

Shire of Augusta Margaret River $1,800,000

State RfR “Growing the South” (Funding confirmed awaiting finalisation of contract with SWDC)

$3,050,000

Total Income Available (Cash) $8,550,000

Project Budget including Shire “In Kind” of $200,000 for project management $8,750,000


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Graph 1 Breakdown of Funding Sources NB: New residents means Developer Contributions Plan)

Scope of Works The key aspects of the scope of work under the Architectural Services contract comprises seven phases including:

1. STAGE 1 PROJECT INCEPTION 2. STAGE 2 CONCEPT DESIGN REVIEW AND FINALISATION 3. STAGE 3 DETAILED DESIGN 4. STAGE 4 CONSTRUCTION DOCUMENTATION 5. STAGE 5 CONSTRUCTION TENDER 6. STAGE 6 CONSTRUCTION CONTRACT ADMINISTRATION 7. STAGE 7 POST CONSTRUCTION AND DEFECTS LIABILITY

CONSULTATION AND ADVICE External Consultation The BDG team has met with Councillors, CEO and Executive Staff, the Cultural Centre Redevelopment working group, Chris Willcox, Arts Margaret River Inc, Recreation Centre staff and other invited persons with relevant expertise and has fulfilled their contractual requirements which were contained in the RFT document as follows: “Concept Design Drawings will be the subject of stakeholder consultation with Centre management representatives from Arts Margaret River, the Cultural Centre Redevelopment Working Group and the Elected Members of Council.” Architect Michael Sorensen has been working with Arts Margaret River on their building committee and has made many suggestions which have been considered by the BDG. In many cases they have been incorporated by Edwin Bollig in revisions to the original concepts. The CEO has also contracted Chris Willcox the original building architect and the developer of preliminary concept plans to act as a short-term additional advisor on cost control and other matters as required by the CEO. Internal Consultation CEO, DCCS, Manager Recreation Operations Manager.


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DISCUSSION / OFFICER COMMENTS To meet tight funding body contractual time frames the project architect is required to commence detailed design works as soon as possible to allow letting of the construction tender. This process will take approximately 4-5 months inclusive of the awarding of the construction tender. The Shire will proceed to a construction tender based on the available funding. Stage 1 and a portion of Stage 2 will be achieved with grant funding already secured and under contract plus the Shire’s own source contributions. The release of the remaining $3.05 million will enable the complete project to be finalised. If Stage 2 funding is not approved by the time the tender is awarded then it is anticipated that Council will at a minimum award a tender for Stage 1 plus the removal of asbestos for Stage 2. (See financial implications section on asbestos removal options) The BDG has costed all of the suggested additions and changes, including the need to reclad the Fly Tower and suggested a larger contingency fund. The cost estimates were prohibitive and cost control meetings were held to triage the key elements and determine a plan that can be delivered on budget. A meeting will be held with the BDG on the Friday 7th at 1pm to look at the options and workshop the best value for money for the project. A preferred option will then be presented to Council on Wednesday 12 July 2017 for a decision. BDG have also raised concerns about the structural integrity of the squash court walls which are cracked in many places. Compliance with the BCA and the need to meet modern standards for construction to meet earth quake ratings, have led to a recommendation to demolish the existing structure and build new, rather than heavily alter the existing costing structure. It is envisaged that flooring will be recycled and there may be some potential to use gabian basket retaining walls made from the bricks at the Lower Western Oval. This will need to be further explored. Given that the squash courts and the adjacent toilets and change rooms are in need of total refurbishment it may also be more cost effective to demolish and rebuild.

STATUTORY ENVIRONMENT / LEGAL IMPLICATIONS Part 4 sections 21-24 of the Local Government (Functions and General) Regulations STRATEGIC PLAN / POLICY IMPLICATIONS Community Strategic Plan 2033 (CSP) Corporate Business Plan 2016-2020 Goal 3: Managing growth and sustainability Community Outcome 3.2: Liveable and well designed places Strategic Response 3.2.2: Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and accessible by all Service level strategy/plan 3.2.2.4: Undertake Stage 1 of the redevelopment of the Margaret River Cultural Centre (subject to funding) PLANNING FRAMEWORK Zoning is consistent with Community Usage. FINANCIAL IMPLICATIONS It is anticipated that the project will be undertaken at a time when the competition for tenders for commercial buildings is very high which will result in good value for money. The tender will be broken into components for staging and for asbestos removal so the available funds can be applied to achieve the maximum benefit. The CEO believes that the project can be funded within existing budgetary parameters, unless some of the proposed variations are added, such as including the provision of additional seating. It is recommended that an increase in the project contingency should also be considered as a safeguard against unforeseen additional works arising from the fact that it is in Stage 2 the major renovation of a 34-year-old building particularly as significant structural changes are likely to be made to the building structural elements. Assuming that all funding is received for the Cultural Centre Redevelopment then all asbestos removal will would be undertaken as part of the funded project.


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In the event that the second stage of funding is not forthcoming, the funding confirmed for Stage 1 will allow only partial removal of the asbestos on the building. Stage 1 asbestos removal includes the Squash Courts, old Basketball Court, SE corner toilets and change rooms, the internal courtyard verandas and the existing central bar and hospitality area of the cultural centre itself. This is all funded by grant funds and Shire sources. The asbestos roofing which is to be funded by the $3.05 million that is currently under review includes the Fly Tower, roof of the auditorium and the remainder of the front veranda and the toilets. This may require additional funding depending on the tender price received. If an excellent tender is secured which is possible in the current market the money will go further. However, due to the cost savings involved and to avoid potential occupational health and safety issues, it is essential that all asbestos is removed and replaced in one job at the commencement of the project.

Firstly the economies of scale and cost savings of having one tender for the job rather than two separate ones will result in significant savings due to a single mobilisation of resources, setting up of exclusion zones and deployment of labour and transport etc.

From an OSH viewpoint it is imperative to have the asbestos removed and site made safe of asbestos at the beginning of the project. It is unlikely that a professional builder of any standing will be happy to have staff working immediately adjacent to asbestos cement sheeting known to be in a poor condition as exists on the auditorium roof.

The additional funding required to carry out these works can be from three potential sources.

1. Firstly, the planned separate $1 million loan for asbestos removal could be used to remove asbestos from the buildings. This will be in accordance with the previous work that has been done on prioritising buildings based on the status of the facility, the number of users and the condition of the asbestos. If the Shires buildings are prioritised on this basis the Cultural Centre will clearly be at the top of the list and other buildings would be a lower priority for allocation of resources.

2. The second source of funding is from Community Facilities Reserves.

3. The third source of funding would be to increase the size of the $1.1 million loan for the Cultural

Centre project which will currently be repaid by developer contributions. Additional funds may be sourced with any amounts over $1.1 million repaid annually by rate funds. Repayments on $1.1 million are around $100,000 per annum so any additional $100,000 would require an additional approximately $9-10k per annum.

Edwin Bollig has advised that a structural engineering report has identified that the Fly Tower bricks are fretting and that the bricks in some cases are softer than the mortar. The faces of the bricks are eroding away and over time this will result in severe structural damage to the walls. If untreated this has the potential to deteriorate to the extent of what happened at the Augusta squash courts when the ties between the bricks were rusted out and the wall collapsed. BDG is recommending that the tower be fully clad which would protect the bricks from further weather damage and deterioration. This is an additional $100,000 “maintenance” task which needs to be done independently of the cultural centre revitalisation and can be done when the project is undertaken or at a later date. From a cost savings point of view it is obviously most cost effective for the remedial cladding works to be done in conjunction with the new roof works; hence, another $100k will be needed in the budget. The CEO’s recommendation is to increase the Cultural Centre project loan when the time comes in awarding the tender for construction to cater for this and any other contingencies that may arise. That way funds would be available in the event of any unforeseen contingencies, but would only be used if and when required. The Project Architects BDG believes that the current contingency percentage is currently too low for a project of this type and have recommended that this be increased. Then additional loan repayments would only apply and be made on the amount of money drawn down.


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SUSTAINABILITY IMPLICATIONS Environmental The Bollig Design Group were assessed favourably for their ability to deliver Environmentally Sustainable Development outcomes on a brownfield site. Social Cultural and social benefits have been outlined in previous officer reports. Economic A high quality all weather venue will assist in hosting events during the winter months during the tourist season downturn. VOTING REQUIREMENTS Simple Majority RECOMMENDATION That Council: 1. Adopts the Concept Plan Version SK02 Option A dated 6 July as contained in the attachments

to this agenda for the redevelopment of the Margaret River Cultural Centre Redevelopment (HEART) Project;



ADVICE TO APPLICANT / PROPONENT The BDG will be advised of the outcome of Council’s decision making processes and commence detailed documentation preparation and tender document preparation. ATTACHMENTS 1. PowerPoint Presentation 2. Artists Impressions 3. Cost Estimate

RECOMMENDATION / COUNCIL DECISION CR KENNAUGH, CR HAYNES OM2017/174 That Council: 1. Adopts the Concept Plan Version SK02 Option A dated 6 July as contained in the

attachments to this agenda for the redevelopment of the Margaret River Cultural Centre Redevelopment (HEART) Project;



CARRIED 5/2 CR SMART AND HASTIE VOTED AGAINST


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Cr Hastie foreshadowed the following motion: FORESHADOWED MOTION That all action on the cultural centre project be put on hold until the Royalties for Regions funding of $3.05 million is confirmed. As the primary motion was carried, Cr Hastie’s foreshadowed motion was not put.


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11.2. Sustainable Development


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11.2. SUSTAINABLE DEVELOPMENT

Nil


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11.3. Infrastructure Services


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11.3.1 ROAD WIDENING OF ROWE ROAD WEST, WITCHCLIFFE LOCATION/ADDRESS Rowe Road West, Witchcliffe APPLICANT/LANDOWNER Shire of Augusta Margaret River FILE REFERENCE RDS/0537 RES/47049 REPORT AUTHOR Rachel Runco, Acting Technical Officer – Assets & Land

Administration AUTHORISING OFFICER David Nicholson, Acting Director Infrastructure Services

IN BRIEF A small portion of reserve R47049 is required for road widening to compensate for recent

modifications to Rowe Road West. RECOMMENDATION That Council supports the excision of the required land or road purposes as shown as Lot 302 on Deposited Plan 408681 and Lot 304 on Deposited Plan 411352; from Reserve 47049 and the dedication of the same land as ‘road’ in accordance with Section 56 of the Land Administration Act 1997 (LAA). PLAN

TABLED ITEMS Nil BACKGROUND Rowe Road West is a rural road located in the locality of Witchcliffe. The gazetted road reserve runs from Bussell Highway through to Redgate Road. However, the mid-section remains unbuilt. The recent subdivision along Rowe Road West required the road to be upgraded to a sealed surface, west of Bussell Highway for 1.45 km. The approved alignment resulted in a small portion of built road encroaching into Reserve 47049.


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CONSULTATION AND ADVICE External Consultation Department of Lands – supports the proposal. Internal Consultation Infrastructure Services – supports the proposal. DISCUSSION / OFFICER COMMENTS Officer recommends supporting this proposal because;

a. During pre-construction phase of the subdivision the portions of Reserve 47049, as identified as Lot 302 on Deposited Plan 408681 and Lot 304 on Deposited Plan 411352 were required for road purposes to meet Main Roads WA standards. The dedication of these two lots will formalise the constructed road alignment which has previously been endorsed by the Shire (refer to attachment 3).

b. The road widening does not affect the functionality of the Wadandi Track, which is located within Reserve 47049.

STATUTORY ENVIRONMENT / LEGAL IMPLICATIONS All dedicated road reserves belong to the State and are governed by the Land Administration Act 1997. Section 56 of the Act deals with road dedication and would apply to the portion of Reserve 47049 that is to be excised and dedicated as road reserve. STRATEGIC PLAN / POLICY IMPLICATIONS Community Strategic Plan 2033 (CSP) Corporate Business Plan 2016-2020 Goal 5: Effective strategy, planning and asset management Community Outcome 5.2.3.3: Provide land administration services PLANNING FRAMEWORK Nil FINANCIAL IMPLICATIONS Nil. Developer has met all associated survey fees. SUSTAINABILITY IMPLICATIONS Environmental There has been minimal environmental impact during the road alignment. Social The upgraded section of Rowe Road West will have a positive social impact by delivering a more serviceable access for the newly created lots at this location. Economic Improving the standard of the access roads within the Shire will contribute to ongoing economic growth in the region. VOTING REQUIREMENTS Simple Majority RECOMMENDATION That Council supports the excision of the required land or road purposes as shown as Lot 302 on Deposited Plan 408681 and Lot 304 on Deposited Plan 411352; from Reserve 47049 and the dedication of the same land as ‘road’ in accordance with Section 56 of the Land Administration Act 1997 (LAA). ADVICE TO APPLICANT / PROPONENT As per Council resolution. ATTACHMENTS 1. Deposited Plan 408681 2. Deposited Plan 411352


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3. Approved Construction Design

RECOMMENDATION / COUNCIL DECISION CR SMART, CR HASTIE OM2017/175 That Council supports the excision of the required land or road purposes as shown as Lot 302 on Deposited Plan 408681 and Lot 304 on Deposited Plan 411352; from Reserve 47049 and the dedication of the same land as ‘road’ in accordance with Section 56 of the Land Administration Act 1997 (LAA).

CARRIED 7/0


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11.4.

Corporate and Community Services


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11.4.1 CORPORATE PLAN 2017-21 LOCATION/ADDRESS Shire of Augusta Margaret River APPLICANT/LANDOWNER Shire of Augusta Margaret River FILE REFERENCE COR/129 REPORT AUTHOR Stacey Hutt, Community and Corporate Planner AUTHORISING OFFICER Heather Auld, Acting Director Corporate and Community Services

IN BRIEF Local Government (Administration) Regulations 1996 requires all local governments to have a

Corporate Plan. The Department of Local Government and Communities (DLGC) Integrated Planning and Reporting

Framework determines the Corporate Plan must cover a minimum of four years and is reprioritised annually.

The Corporate Plan identifies and prioritises the key strategies and activities Council will undertake in response to the Community Strategic Plan 2033. It details the services, operations and projects the Shire will deliver over the four year period, the processes for delivery and the associated cost.

It is a requirement for Council to review and adopt by absolute majority the Corporate Plan. RECOMMENDATION That Council adopts the Corporate Plan 2017-21 as presented in Attachment 1. LOCATION PLAN Nil TABLED ITEMS Nil BACKGROUND Under the Local Government (Administration) Regulations 1996 (LGAR), all local governments in Western Australia are required to have developed and adopted two key documents: a Strategic Community Plan and a Corporate Plan which are supported and informed by informing and delivery strategies. These plans drive the development of each local government’s annual budget. The Community Strategic Plan was reviewed in February 2015 and is currently going through a scheduled major review. It outlines the goals that will be achieved through the strategies and actions that are provided in the Corporate Plan. The Corporate Plan integrates the informing strategy which is comprised of the Workforce Plan, Asset Management Plan and the Long Term Financial Plan. The Corporate Plan sets out the projects and services the Shire will deliver over the next four years that work towards achieving the outcomes identified in the Community Strategic Plan. The Corporate Plan is achieved through the annual Operational Plan, which information on individual actions and projects programmed to be completed throughout the year (Year 1 of the Corporate Plan). Performance monitoring of the annual Operational Plan is required to be undertaken quarterly and reported to Council. CONSULTATION AND ADVICE External Consultation No external consultation is required as part of a desktop review of the Corporate Plan, however a public notice is required under the Local Government (Administration) Regulations 1996 (LGAR) following the adoption of any changes to the plan by Council.


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Internal Consultation Executive Leadership Team Business Unit Managers and Coordinators DISCUSSION / OFFICER COMMENTS In accordance with the LGAR, the Shire is required to review the Corporate Plan annually and submit any modifications to Council for adoption by an absolute majority. In preparation of the Corporate Plan 2017-21, Officers reviewed services, key projects and activities in the Shire. This included assessment of alignment with the Community Strategic Plan 2033 and consideration of the capability to deliver these within current resources. Projects that have been completed in the 2016-17 financial year have been removed. Where required, action descriptions have been amended to reflect the changes or progress which has occurred over the previous 12 months. New projects have been added and the CEO Performance Targets to be adopted by Council at the Ordinary Council Meeting of 28 June 2017 are indicated in the plan in bold font. The Corporate Plan for 2017-21 is a comprehensive strategic document articulating Council’s Vision, Mission, Values, Goals and Objectives and the key strategies to achieve those objectives. Vision A prosperous and connected community that values its natural environment and character as it grows sustainably into the future Mission To protect the natural environment, strengthen our communities, foster local economic prosperity, and responsibly manage the community’s infrastructure and assets Key priorities to be achieved over the next four years include the following strategies and actions which form the CEO performance targets:



Community Outcomes

Strategic Response





Ongoing action



Ongoing action




Year 1 of 4


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Year 2 of 4



Community Outcomes

Strategic Response





Ongoing action


Year 3 of 3


Year 1 of 1

Safer communities



Year 1 of 1



Community Outcomes

Strategic Response





Year 1 of 4



Year 2 of 2


Year 2 of 2


Year 1 of 1

Liveable and well

Develop and implement master plans for


Year 1 of 2


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designed places

centres, towns and villages to preserve and enhance their unique character


Year 2 of 2



Year 1 of 4


Year 1 of 1




Ongoing action


Year 1 of 2


Year 1 of 4


Year 1 of 4

Vibrant and Diverse Economy

KPI 7: Increased participation rates at icon events KPI 8: Increase in tourist numbers visiting the Shire

Community Outcomes

Strategic Response





Year 2 of 2



Ongoing action


Foster sustainable economic growth which


Ongoing action


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provides local employment


Ongoing action


Ongoing action



Community Outcomes

Strategic Response





Year 1 of 1


Year 1 of 1


Year 1 of 1


Year 1 of 1


Ongoing action



Ongoing action


Ongoing action



Ongoing action


Year 1 of 1



Year 1 of 4


Year 2 of 2


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Ongoing action


Year 2 of 2



Ongoing action


Ongoing action




Year 1 of 10


Ongoing action


Ensure information and technology systems meet corporate needs and add value to the Shire's operations


Year 1 of 1







Year 1 of 4



Ongoing action


Effectively measure our success and progress to a


Year 1 of 1


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Assumptions The Corporate Plan has been reviewed with the assumptions of no major contextual changes, which may impact the organisations capability to deliver services and projects. This includes no workforce growth, achieving a balanced budget with rate increases kept to a minimum of 3% each year and ongoing risk management. Service Levels The Corporate Plan outlines the plan for delivery of services linked to the strategic direction over a four year period. The Shire conducted an extensive review of its services in 2016-17 financial year in order to determine service delivery and expectations and to determine the quality and cost standards of those services. This is a vital step in the development of key informing strategies: Asset Management Plan, Long Term Financial Plan and Workforce Planning. Services levels to be prioritised have been prioritised based on an assessment of the cost benefit options. Monitoring and Reporting The Corporate Plan is achieved through the annual Operational Plans. An annual Operational Plan includes information on individual actions and projects programmed to be completed throughout the year (Year 1 of the Corporate Plan) and incorporates the CEO Performance Targets as adopted by Council. The annual Operational Plan is reported quarterly to Council. STATUTORY ENVIRONMENT / LEGAL IMPLICATIONS Section 5.56 (1) Local Government Act 1995 requires local governments to have in place a plan for the future. Section 5.56 (1) Local Government Act 1995 and Section 19DA of the Local Government (Administration) Regulations 1996 establishes the requirements for a Corporate Plan and the requirement for adoption of the plan by absolute majority.

19DA. Corporate plans, requirements for (Act s. 5.56) (1) A local government is to ensure that a corporate plan is made for its district in accordance

with this regulation in respect of each financial year after the financial year ending 30 June 2013.

(2) A corporate plan for a district is to cover the period specified in the plan, which is to be at least 4 financial years.

(3) A corporate plan for a district is to — (a) set out, consistently with any relevant priorities set out in the strategic community

plan for the district, a local government’s priorities for dealing with the objectives and aspirations of the community in the district; and

(b) govern a local government’s internal business planning by expressing a local government’s priorities by reference to operations that are within the capacity of the local government’s resources; and

(c) develop and integrate matters relating to resources, including asset management, workforce planning and long-term financial planning.

(4) A local government is to review the current corporate plan for its district every year. (5) A local government may modify a corporate plan, including extending the period the plan is

made in respect of and modifying the plan if required because of modification of the local government’s strategic community plan.

(6) A council is to consider a corporate plan, or modifications of such a plan, submitted to it and is to determine* whether or not to adopt the plan or the modifications.

*Absolute majority required. (7) If a corporate plan is, or modifications of a corporate plan are, adopted by the council, the

plan or modified plan applies to the district for the period specified in the plan. [Regulation 19DA inserted in Gazette 26 Aug 2011 p. 3484-5.]

sustainable future 5.7.1.10 Review workforce performance plans

Ongoing action


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STRATEGIC PLAN / POLICY IMPLICATIONS Community Strategic Plan 2033 (CSP) Corporate Business Plan 2016-2020 Goal 5 Effective Leadership and Governance Outcome 5.2. Effective strategy, planning and asset management Strategy 5.2.1 Develop and maintain the Community Strategic Plan that sets long term directions and goals for the future of the Shire Action 5.2.1.9 Undertake a desktop review of the Corporate Plan PLANNING FRAMEWORK Nil FINANCIAL IMPLICATIONS The actions and projects which are detailed in the Corporate Plan are aligned with the draft Annual Budget 2017-18 and the Long Term Financial Plan 2017-27. SUSTAINABILITY IMPLICATIONS The Community Strategic Plan fosters an identification and integration of environmental protection, social advancement and economic prosperity which is enacted through the Corporate and Operational Plan. VOTING REQUIREMENTS Simple Majority RECOMMENDATION That Council adopts the Corporate Plan 2017-21 as presented in Attachment 1. ADVICE TO APPLICANT / PROPONENT Nil ATTACHMENTS 1. Corporate Plan 2017-21 RECOMMENDATION CR , CR That Council adopts the Corporate Plan 2017-21 as presented in Attachment 1.

0/0

Cr Townshend moved the following procedural motion: PROCEDURAL MOTION / COUNCIL DECISION CR TOWNSHEND, CR SMART OM2017/176 That the item be deferred pending a Councillor workshop.

CARRIED 7/0

REASON The deferral would allow Council the opportunity to make additions.


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11.4.2 REVIEW OF INVESTMENTS POLICY LOCATION/ADDRESS N/A APPLICANT/LANDOWNER Shire of Augusta Margaret River FILE REFERENCE COR/11 REPORT AUTHOR Andrew Ross, Manager Corporate Services AUTHORISING OFFICER Heather Auld, Acting Director Corporate and Community Services

IN BRIEF The Shire’s Investments Policy is due to be reviewed by October 2017. The Investments Policy was last reviewed in October 2014 and no changes were required. The Local Government (Financial Management) Amendment Regulations 2017 came into effect on

13 May 2017 and initiated some necessary changes to the policy. The policy has been amended to ensure conformance with legislation and to reflect current

administrative practices as well as providing some flexibility for future investment decisions. RECOMMENDATION That Council approve the amended Investments Policy as attached. LOCATION PLAN Nil TABLED ITEMS Nil BACKGROUND The Investments Policy was included with the review of Finance policies provided to Council at the Ordinary Council meeting held 22 October 2014 and at this time no changes were proposed to be made. The policy specifies a review timeframe of 3 years. However, changes may be required more often due to factors including legislative changes or administrative process improvements. At the time of the last review the following comments were included in the report to Council. “No changes are suggested to this policy as it is essential investments are well controlled, comply with legislation and are consistent with the Shire’s conservative risk profile. There are some concerns the restrictions on the amounts to be invested by financial institution according to their credit rating make it difficult to arrange maturity dates so the spread of investments complies with the policy. However, the wording of the last sentence of point (ii) of the General Policy Guidelines does provide some degree of flexibility. “ Recent legislative changes are the main reason for the policy having to be amended. CONSULTATION AND ADVICE External Consultation The Manager of the Augusta Community Bank Branch of Bendigo Bank confirmed details of the investment process. Internal Consultation Nil DISCUSSION / OFFICER COMMENTS The Local Government (Financial Management) Amendment Regulations 2017 came into effect on 13 May 2017 and resulted in regulation 19C(2)(b) of the Local Government (Financial Management) Regulations 1996 being changed to allow local governments to invest in deposits with authorised


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deposit taking institutions for a term of not more than 3 years. Previously the maximum term was 12 months. The Investments policy referred to credit ratings based on Standard and Poor’s short term issue credit ratings. As the maximum investment term has been increased to 3 years it is appropriate to also refer to Standard and Poor’s long term credit ratings. However, the same guidelines applying to the maximum amounts per credit rating or institution will continue to apply. It is also advised that Standard and Poor’s downgraded their long term credit ratings for a number of financial institutions on 22 May 2017 due to the “buildup of financial imbalances”. These downgrades did not impact the “big 4” financial institutions while Moody’s credit rating agency downgraded the credit rating of 12 financial institutions, including the “big 4” on 19 June 2017 due to “elevated risks in Australia’s household sector”. Due to the volatility in credit ratings, it is essential investment guidelines be followed in order to minimise risk. From a procurement perspective quotations are obtained when investments are initially placed with authorised institutions. However, quotations are not necessarily obtained at the end of the investment term if the investment is to be reinvested (rolled over) with the same institution at a comparable rate reflecting the current market. This practice is followed for ease of administration and officers are able to compare rates with current market rates as they receive relevant investment information on a daily basis from investment market participants. The final amendment to the policy provides clarification that funds may be invested on a short-term basis with the Augusta Community Bank Branch of Bendigo Bank that operates within the Shire. These money market investments are placed with Bendigo & Adelaide Bank, which is an authorised deposit taking institution and meets the Policy’s credit rating guidelines with a short term credit rating of A2. The benefit of placing investments with this institution is the community bank distributes a portion of its profits within the Shire as community sponsorships and grants. In summary the Investments Policy has been amended to incorporate the following:

The first point of the Authorised Investments section has been changed from 12 months to 3 years;

Point (i) of the General Policy Guidelines deals with quotations for investments and has been changed to state 3 quotations are required for initial investments, however, quotations are not required if investments are rolled over with the same institution;

Point (ii) of the General Policy Guidelines dealing with credit ratings to be used to guide investment decisions has been changed to include long term credit ratings; and

Point (iii) has been altered to specifically state that short-term investments may be placed with the Augusta Community Bank Branch of the Bendigo Bank.

STATUTORY ENVIRONMENT / LEGAL IMPLICATIONS The policy ensures the Shire complies with the financial related legislation and regulations of the Local Government Act 1995, Local Government (Financial Management) Regulations 1996 and the Local Government (Functions and General) Regulations 1996. STRATEGIC PLAN / POLICY IMPLICATIONS Community Strategic Plan 2033 (CSP) Corporate Business Plan 2016-2020 Goal 5: Effective leadership and governance Community Outcome 6: A culture of innovation, quality and continuous improvement Strategic Response: Ensure Shire services and processes meet or exceed customer needs and recognised industry standards Service Level Strategy/Plan: Conduct comprehensive review of Shire policies over a three year period Goal 5: Effective leadership and governance Community Outcome 2: Effective strategy, planning and asset management Strategic Response: Ensure the Shire’s financial performance is well managed and leads to a strong financial position Service Level Strategy/Plan: Administering the Shire’s investment portfolio PLANNING FRAMEWORK Nil


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FINANCIAL IMPLICATIONS Without appropriate Finance policies the Shire is exposed to a number of financial risks. The application of the Investments Policy allows the Shire to generate income from funds that are surplus to current operating needs. SUSTAINABILITY IMPLICATIONS Environmental Nil Social Nil Economic Short term investments with local authorised deposit taking institutions provides a local economic benefit and also allows for the opportunity for profits to be distributed within the local community. VOTING REQUIREMENTS Simple Majority RECOMMENDATION That Council approve the amended Investments Policy as attached. ADVICE TO APPLICANT / PROPONENT Nil ATTACHMENTS 1. Investments Policy RECOMMENDATION / COUNCIL DECISION CR SMART, CR LANE OM2017/177 That Council approve the amended Investments Policy as attached.

CARRIED 7/0


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11.4.3 MINUTES OF AUDIT AND RISK MANAGEMENT COMITTEE MEETING HELD ON 28 JUNE 2017 LOCATION/ADDRESS N/A APPLICANT/LANDOWNER Shire of Augusta Margaret River FILE REFERENCE FIN/7 REPORT AUTHOR Andrew Ross, Manager Corporate Services AUTHORISING OFFICER Heather Auld, Acting Director Corporate and Community Services

IN BRIEF On 28 June 2017 the Audit and Risk Management Committee held its last meeting for 2016-17. The meeting considered a number of items including the results of the interim audit for 2016-17, an

updated Risk Dashboard report, a Strategic Internal Audit Plan, the Local Government Amendment (Auditing) Bill, the impact of and requirements to disclose related party transactions, and the schedule of meetings for the next 12 months.

RECOMMENDATION That Council: 1. Receives the unconfirmed minutes of the Audit and Risk Management Committee meeting held on

28 June 2017. 2. In relation to disclosure of related party transactions, approves the recommendation of the Audit

and Risk Management Committee that: a) The related parties to be the subject of financial disclosure in the Annual Financial Report

be any persons elected as a Councillor of the Shire of Augusta Margaret and the key management personnel;

b) The key management personnel be limited to persons occupying the positions of CEO and the Directors;

c) Other related parties be limited to the close family members and relationships identified in the Related Parties Disclosure procedure;

d) Ordinary citizen transactions that are not related party transactions include paying rates; paying fines and penalties; paying application fees for licences, approvals or permits; using Shire owned and operated facilities such as civic centres, recreation centres, aquatic centres, libraries, parks, ovals, public open space, transfer stations and landfill sites, whether a fee is charged or not; and attending Shire functions that are open to the public;

e) Related party transactions include compensation or remuneration received by elected members and key management personnel; monetary and non-monetary transactions between the Shire and any business or entity owned or controlled by the related party (including family) in exchange for goods and/or services provided by the Shire; contracts and agreements for construction, consultancy or services; and any other items included in the attached Related Party Disclosures procedure; and

f) The Related Party Disclosures – Declaration form and associated procedure, be implemented for the 2016-17 financial year and completed by all Council members and key management personnel.

LOCATION PLAN Nil TABLED ITEMS Nil


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BACKGROUND Council’s Audit and Risk Management Committee (ARMC) comprises all members of Council and operates in accordance with the Augusta Margaret River Audit and Risk Management Committee Instrument of Appointment and Delegation. The Committee is required to discharge the legislative obligations outlined in the Local Government Act 1995 and the Local Government (Audit) Regulations 1996. CONSULTATION AND ADVICE External Consultation Nil Internal Consultation Nil DISCUSSION / OFFICER COMMENTS The meeting minutes are self-explanatory and there were no items raised during the meeting that required follow-up by Council. In brief the Committee: Noted the Risk Dashboard report for March 2017; Noted the matters raised by the Auditors resulting from the March 2017 interim audit and

commented on the need to address the issues identified; Noted the Strategic Internal Audit Plan for the 5 years ending 30 June 2022 and the appointment

of AMD Chartered Accountants to implement this Plan and conduct the legislative reviews required;

Noted the update provided on the Local Government Amendment (Auditing) Bill 2017 which has the impact upon the Shire of the Office of the Auditor General undertaking the end of financial year statutory audit for the 2019-20 financial year after the contract with Moore Stephens ends with the audit of the 2018-19 financial year;

Noted the schedule of meetings and meeting agenda items proposed for 2017-18; and Recommended to Council various matters relating to the disclosure of related party transactions

including the positions who are considered related parties and required to provide an annual disclosure, the extent of related parties, the transactions to be considered, the declaration form to be used and the procedure to be referred to for guidance.

STATUTORY ENVIRONMENT / LEGAL IMPLICATIONS Regulation 16 of the Local Government (Audit) Regulations 1996 states that “An audit committee — (a) is to provide guidance and assistance to the local government —

(i) as to the carrying out of its functions in relation to audits carried out under Part 7 of the Act; and (ii) as to the development of a process to be used to select and appoint a person to be an auditor; and

(b) may provide guidance and assistance to the local government as to — (i) matters to be audited; and (ii) the scope of audits; and (iii) its functions under Part 6 of the Act; and (iv) the carrying out of its functions relating to other audits and other matters related to financial management;

and (c) is to review a report given to it by the CEO under regulation 17(3) (the CEO’s report) and is to —

(i) report to the council the results of that review; and (ii) give a copy of the CEO’s report to the council.”

STRATEGIC PLAN / POLICY IMPLICATIONS Community Strategic Plan 2033 (CSP) Corporate Business Plan 2016-2020 Goal 5: Effective leadership and governance Community Outcome 2: Effective strategy, planning and asset management


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Strategic Response: Ensure the Shire’s financial performance is well managed and leads to a strong financial position Service level strategy/plan: Preparation of financial reports Goal 5: Effective leadership and governance Community Outcome 2: Effective strategy, planning and asset management Strategic Response: Develop long term resourcing strategy aligned to the Community Strategic Plan Service level strategy/plan: Monitor Risk Register actions and report regularly to ELT and the Audit and Risk Management Committee Goal 5: Effective leadership and governance Community Outcome 1: Effective governance and corporate leadership Strategic Response: Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct PLANNING FRAMEWORK Nil FINANCIAL IMPLICATIONS There are no financial implications associated with the adoption of the Committee minutes. SUSTAINABILITY IMPLICATIONS Environmental Nil Social Nil Economic Nil VOTING REQUIREMENTS Simple Majority RECOMMENDATION That Council: 1. Receives the unconfirmed minutes of the Audit and Risk Management Committee meeting held on

28 June 2017. 2. In relation to disclosure of related party transactions, approves the recommendation of the Audit

and Risk Management Committee that: a) The related parties to be the subject of financial disclosure in the Annual Financial Report

be any persons elected as a Councillor of the Shire of Augusta Margaret and the key management personnel;



d) Ordinary citizen transactions that are not related party transactions include paying rates; paying fines and penalties; paying application fees for licences, approvals or permits; using Shire owned and operated facilities such as civic centres, recreation centres, aquatic centres, libraries, parks, ovals, public open space, transfer stations and landfill sites, whether a fee is charged or not; and attending Shire functions that are open to the public;

e) Related party transactions include compensation or remuneration received by elected members and key management personnel; monetary and non-monetary transactions between the Shire and any business or entity owned or controlled by the related party (including family) in exchange for goods and/or services provided by the Shire; contracts and agreements for construction, consultancy or services; and any other items included in the attached Related Party Disclosures procedure; and


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ADVICE TO APPLICANT / PROPONENT Nil ATTACHMENTS 1. Minutes of the Audit and Risk Management Committee meeting of 28 June 2017 Subsequent to the publishing of the agenda, prior to the meeting, a revision was made to the officers recommendation with an addition of dot point 3. REVISED RECOMMENDATION CR KENNAUGH, CR LANE That Council: 1. Receives the unconfirmed minutes of the Audit and Risk Management Committee meeting

held on 28 June 2017. 2. In relation to disclosure of related party transactions, approves the recommendation of the

Audit and Risk Management Committee that: a) The related parties to be the subject of financial disclosure in the Annual Financial

Report be any persons elected as a Councillor of the Shire of Augusta Margaret and the key management personnel;



d) Ordinary citizen transactions that are not related party transactions include paying rates; paying fines and penalties; paying application fees for licences, approvals or permits; using Shire owned and operated facilities such as civic centres, recreation centres, aquatic centres, libraries, parks, ovals, public open space, transfer stations and landfill sites, whether a fee is charged or not; and attending Shire functions that are open to the public.

e) Related party transactions include compensation or remuneration received by elected members and key management personnel; monetary and non-monetary transactions between the Shire and any business or entity owned or controlled by the related party (including family) in exchange for goods and/or services provided by the Shire; contracts and agreements for construction, consultancy or services; and any other items included in the attached Related Party Disclosures procedure;


3. Notes in relation to the item entitled “Strategic Internal Audit Plan” the CEO advises that: a) an external accounting firm has been engaged to assist with the CEO’s review of the

appropriateness and effectiveness of the Shire’s financial management systems and processes in accordance with Local Government (Financial Management) Regulations 1996 regulation 5(2)(c);

b) the same accounting firm has been engaged to assist with the CEO’s review of the appropriateness and effectiveness of a local government’s systems and procedures in relation to risk management, internal controls and legislative compliance in accordance with Local Government (Audit) Regulations 1996 regulation 17;

c) referring to these reviews as part of an internal audit was inadvertent and not intended to imply that auditors were being appointed; and

d) a report will be provided to the Audit and Risk Management Committee outlining the procurement process and objectives of these reviews.

0/0


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Cr Hastie moved the following amendment: AMENDMENT CR HASTIE, CR SMART That the following be added as point 4: 4. That the CEO seek legal advice, for Council's consideration, regarding the processes around

the recent engagement of an external firm to assist with the Audit Regulation clause 17 review. Such advice to address, but not limited to, Council's purchasing policy, delegation of authority and the appropriateness of the CEO appointing an auditor without reference to Council.

0/0 The Shire President, Cr Earl, disallowed the amendment as it was an additional direction to the CEO, not relevant to the receiving of the unconfirmed ARMC minutes, and directed Cr Hastie move the motion at Item 13 Motions for Consideration at Next Meeting. The amendment was withdrawn and the primary motion was then put:

PRIMARY MOTION / COUNCIL DECISION CR KENNAUGH, CR LANE OM2017/178 That Council: 1. Receives the unconfirmed minutes of the Audit and Risk Management Committee meeting

held on 28 June 2017. 2. In relation to disclosure of related party transactions, approves the recommendation of the

Audit and Risk Management Committee that: a) The related parties to be the subject of financial disclosure in the Annual Financial

Report be any persons elected as a Councillor of the Shire of Augusta Margaret and the key management personnel;



d) Ordinary citizen transactions that are not related party transactions include paying rates; paying fines and penalties; paying application fees for licences, approvals or permits; using Shire owned and operated facilities such as civic centres, recreation centres, aquatic centres, libraries, parks, ovals, public open space, transfer stations and landfill sites, whether a fee is charged or not; and attending Shire functions that are open to the public.

e) Related party transactions include compensation or remuneration received by elected members and key management personnel; monetary and non-monetary transactions between the Shire and any business or entity owned or controlled by the related party (including family) in exchange for goods and/or services provided by the Shire; contracts and agreements for construction, consultancy or services; and any other items included in the attached Related Party Disclosures procedure;


3. Notes in relation to the item entitled “Strategic Internal Audit Plan” the CEO advises that: a) an external accounting firm has been engaged to assist with the CEO’s review of the

appropriateness and effectiveness of the Shire’s financial management systems and processes in accordance with Local Government (Financial Management) Regulations 1996 regulation 5(2)(c);

b) the same accounting firm has been engaged to assist with the CEO’s review of the appropriateness and effectiveness of a local government’s systems and procedures in relation to risk management, internal controls and legislative compliance in accordance with Local Government (Audit) Regulations 1996 regulation 17;

c) referring to these reviews as part of an internal audit was inadvertent and not intended to imply that auditors were being appointed; and


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d) a report will be provided to the Audit and Risk Management Committee outlining the procurement process and objectives of these reviews.

CARRIED 5/2 CRS SMART AND HASTIE VOTED AGAINST

12. MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN

Nil

13. MOTIONS FOR CONSIDERATION AT NEXT MEETING

13.1 Audit Regulation Clause 17 Review Cr Hastie gave notice of the following motion, to be considered at the next Ordinary Council Meeting on 26 July 2017. NOTICE OF MOTION That the CEO seek legal advice, for Council's consideration, regarding the processes around the recent engagement of an external firm to assist with the Audit Regulation clause 17 review. Such advice to address, but not limited to, Council's purchasing policy, delegation of authority and the appropriateness of the CEO appointing an auditor without reference to Council.

14. NEW BUSINESS OF AN URGENT NATURE

14.1. Members

Nil

14.2. CEO

14.2.1 Legal Services Contract for SAT Appeal The Acting CEO introduced the item as urgent business due to timeframes of the upcoming SAT Appeal. PROCEDURAL MOTION / COUNCIL DECISION CR HASTIE, CR TOWNSHEND OM2017/178 That Council accepts Item Legal Services Contract for SAT Appeal as New Business of an Urgent Nature.

CARRIED 7/0


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14.2.1 LEGAL SERVICES QUOTATION - REPRESENTATION AT STATE ADMINISTRATIVE TRIBUNAL HEARING

LOCATION/ADDRESS Lot 9502 Bussell Highway, Cowaramup APPLICANT/LANDOWNER Shire of Augusta Margaret River FILE REFERENCE PTY/11921 REPORT AUTHOR Lauren Bidesi, Legal Officer AUTHORISING OFFICER Dale Putland, Director Sustainable Development

IN BRIEF Requests for quotes have been called legal providers for legal representation for review of a

decision under a local planning scheme at the State Administrative Tribunal. Quotes have been evaluated against criteria detailed in the Shires RFQ documentation. The evaluation of quotes is attached and a recommendation is made for the preferred legal

representative. RECOMMENDATION That Council: 1. Awards the quotation for the provision of legal services to represent the Shire at the State

Administrative Tribunal for the matter of Stewart & Anor v Shire of Augusta Margaret River to ……………………………...;

2. Authorises the engagement of any expert witnesses/reports as recommended by Council’s legal representative; and

3. Authorises unbudgeted expenditure of up to $70,000 for the engagement of legal services and additional expert witnesses to represent the Shire at the State Administrative Tribunal for the matter of Stewart & Anor v Shire of Augusta Margaret River.

LOCATION PLAN Nil BACKGROUND The Shire has been served with notice of an application for review of a decision under a local planning scheme by the State Administrative Tribunal. The decision under review is a refusal of a development application for a service station on land zoned future development under the Shires Local Planning Scheme No.1. The decision was made by Council on 24 May 2017, following an officer recommendation for approval. The refusal was based on a number of grounds including traffic impacts, amenity and impacts on residents. As the officers recommended approval, shire staff are unable to represent Council in this matter. Quotes were requested from legal firms that have experience in planning law on Wednesday 5 July 2017 and closed at 5:00pm on Tuesday 11 July 2017. DISCUSSION / OFFICER COMMENTS The contract should be awarded to the respondent who best demonstrate the ability to provide quality goods and / or services at a competitive price. Responses were be evaluated on the basis of the following selection criteria:

Compliance Criteria (non-scored criteria – assessed on a pass/fail basis); Qualitative Criteria (scored criteria); and Price (scored criteria).


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The Principal is obliged to seek best value for money in its approach to this request and evaluation of responses. This means that, although qualitative criteria and price are scored, the response containing the lowest price should not necessarily be accepted, nor will the offer ranked the highest on the qualitative criteria. A summary of the selection criteria is below:

Criteria Evaluation Weighting Compliance Criteria A Accordance with Request Pass/Fail N/A B Compliance with Specification Pass/Fail N/A C Compliance with Qualitative Criteria and

completion/return of Attachment 4.2 Pass/Fail N/A

D Compliance with Price Information and completion/return of Attachment 4.3a and 4.3b

Pass/Fail N/A

E Compliance with the Delivery Date and Delivery Method Pass/Fail N/A F Conflict of Interest Pass/Fail N/A G Insurance Requirements Pass/Fail N/A H Conditions of Contract Pass/Fail N/A I Addendums signed and returned (where applicable) Pass/Fail N/A Qualitative Criteria A Relevant Experience Point scored & Weighted 50% B Key Personnel Skills & Experience Point scored & Weighted 25% Price Point scored & Weighted 25%

A request for quotation was sent to the following legal firms:

Kott Gunning McLeods Castledine Gregory Moharich & More Cornerstone Legal

All are WALGA preferred suppliers with the exception of Moharich & More who the Shire considered to have considerable planning and tribunal experience. Two quotations were received; from McLeods and Castledine Gregory. Submissions from these firms are included in the confidential attachments. Officers have provided an initial evaluation report that is included in the attachments; however, the decision to appoint the legal firm properly rests with Council. STATUTORY ENVIRONMENT / LEGAL IMPLICATIONS Quotations are called in line with the Local Government (Functions and General) regulations. Under the Shire’s purchasing policy, where the provision of goods or services is likely to exceed $5000 and likely to be less than $150,000 it is recommended that quotes be provided from 3 suppliers and be based on best value for money. WALGA contracts are rigorously market tested using a compliant procurement process to ensure that the highest quality offerings are delivered at the best possible value. POLICY IMPLICATIONS Compliance with Policy 5.2.9 Purchasing. FINANCIAL IMPLICATIONS Provision has been made in the 2017/2018 draft budget for $40,000 to allow the purchase of external legal services in this matter. However, as the budget has not yet been adopted, a Council resolution is required to expend the currently unbudgeted funds. VOTING REQUIREMENTS Absolute Majority


79

RECOMMENDATION That Council: 1. Awards the quotation for the provision of legal services to represent the Shire at the State

Administrative Tribunal for the matter of Stewart & Anor v Shire of Augusta Margaret River to ……………………………...;



ADVICE TO APPLICANT / PROPONENT Nil CONFIDENTIAL ATTACHMENTS 1. CONFIDENTIAL McLeods Quotation 2. CONFIDENTIAL Castledine Gregory Quotation 3. CONFIDENTIAL Evaluation Report RECOMMENDATION / COUNCIL DECISION CR TOWNSHEND, CR HASTIE OM2017/179 That Council: 1. Awards the quotation for the provision of legal services to represent the Shire at the State

Administrative Tribunal for the matter of Stewart & Anor v Shire of Augusta Margaret River to McLeods;



CARRIED BY ABSOLUTE MAJORITY 6/1 CR KENNAUGH VOTED AGAINST

15. CONFIDENTIAL BUSINESS

Nil 16. CLOSURE OF MEETING The Shire President thanked all in attendance and declared the meeting closed at 6.48pm

OM 12 07 17 MINS - Shire of Augusta-Margaret River · Mr Linton Hodsdon of 11 Mann Street, Margaret...

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Transcript of OM 12 07 17 MINS - Shire of Augusta-Margaret River · Mr Linton Hodsdon of 11 Mann Street, Margaret...