minutes strategic and governance committee meeting … · 09.02.2009 strategic and governance...

MINUTES

STRATEGIC AND GOVERNANCE COMMITTEE MEETING

9 FEBRUARY 2009

MINUTES

STRATEGIC AND GOVERNANCE COMMITTEE MEETING

9 FEBRUARY 2009

ATTENTION/DISCLAIMER

These minutes are subject to confirmation

Before acting on any recommendation of the Committee a check must also be made in the Council minutes following the Committee meeting to ensure that Council did not make a decision at variance to the Committee Recommendation.

In certain circumstances members of the public are not entitled to inspect material, which in the opinion of the Chief Executive Officer, 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 Mundaring for any act, omission, statement or intimation occurring during Council or Committee meetings.

The Shire of Mundaring 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 employee of the Shire of Mundaring during the course of any meeting is not intended to be and is not taken as notice of approval from the Shire of Mundaring.

The Shire of Mundaring advises that anyone who has any application lodged with the Shire of Mundaring 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 Mundaring in respect of the application.

The Shire of Mundaring advises that any plans or documents contained within these minutes 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.

09.02.2009 STRATEGIC AND GOVERNANCE COMMITTEE MINUTES CONFIRMED 09.03.2009 24.02.2009 COUNCIL MINUTES CONFIRMED 24.03.2009

SGC1.FEBRUARY 2009

LEGEND To assist the reader, the following explains the method of referencing used in

this document:

Item Example Description Page Numbers

SGC1 FEBRUARY 2009 2008 (SGC2, SGC3, etc)

Sequential page numbering of SGC Agenda or Minutes for February 2009

Item Numbers 8.1 (8.2, 8.3 etc) Sequential numbering of reports

under the heading “8.0 Reports of Officers and/or Committees”

Committee Recommendation Reference

SGC11.02.09 Committee Recommendation number 11 from SGC meeting February 2009

Committee Decision Reference

DSGC7.02.09 Committee Decision number 7 from SGC meeting February 2008

09.02.2009 STRATEGIC AND GOVERNANCE COMMITTEE MINUTES CONFIRMED 09.03.2009 24.02.2009 COUNCIL MINUTES CONFIRMED 24.03.2009

SGC2.FEBRUARY 2009

CONTENTS

09.02.2009 STRATEGIC AND GOVERNANCE COMMITTEE MINUTES CONFIRMED 09.03.2009

1.0 OPENING PROCEDURES 5

1.1 ANNOUNCEMENT OF VISITORS .......................................................................... 5

1.2 RECORD OF ATTENDANCE/APOLOGIES/APPROVED LEAVE OF ABSENCE .......................... 5

2.0 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE 6

3.0 PUBLIC QUESTION TIME (MINIMUM OF 15 MINUTES) 7

4.0 CONFIRMATION OF MINUTES 9

DSGC1.02.09................ 9

5.0 ANNOUNCEMENTS BY THE PRESIDING PERSON WITHOUT DISCUSSION 9

5.1 PERMISSION TO SPEAK FOR MEMBERS OF PUBLIC PRESENT ....................................... 9 DSGC2.02.09................ 9

6.0 PRESENTATIONS 10

6.1 SHIRE OF MUNDARING STRATEGIC TRANSPORT PLAN ............................................ 10

7.0 DISCLOSURE OF INTERESTS 10

7.1 DISCLOSURE OF FINANCIAL INTEREST AND PROXIMITY INTERESTS............................. 10

7.2 DISCLOSURE OF INTEREST AFFECTING IMPARTIALITY............................................. 10

8.0 REPORTS OF OFFICERS AND/OR COMMITTEES 11

8.1 SHIRE OF MUNDARING STRATEGIC TRANSPORT PLAN ............................................ 11 SGC1.02.09 ................ 18

8.2 PAYMENT BETWEEN MEETINGS........................................................................ 19 SGC2.02.09 ................ 20

8.3 2009/10 BUDGET ...................................................................................... 21 SGC3.02.09 ................ 22

8.4 ESTABLISHMENT OF CORPORATE PURCHASING CARD POLICY AND INVESTMENT POLICY .................................................................................................... 23

SGC4.02.09 ................ 25 8.5 ENTERPRISE RISK MANAGEMENT POLICY............................................................ 26

SGC5.02.09 ................ 28 8.6 ECONOMIC DEVELOPMENT STRATEGY 2009........................................................ 29

SGC6.02.09 ................ 37 8.7 ROTARY CLUB OF MUNDARING – REQUEST FOR CONTRIBUTION ON EVENT COSTS........... 38

SGC7.02.09 ................ 41 8.8 STRATEGIC WASTE MANAGEMENT PLAN FOR PERTH’S EASTERN REGION ..................... 42

24.02.2009 COUNCIL MINUTES CONFIRMED 24.03.2009 SGC3.FEBRUARY 2009

CONTENTS


SGC8.02.09 ................ 45

9.0 ELECTED MEMBERS MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN 46

10.0 NEW BUSINESS OF AN URGENT NATURE APPROVED BY PRESIDING PERSON OR BY DECISION OF MEETING 46

10.1 ELECTED MEMBERS...................................................................................... 46

10.2 OFFICERS ................................................................................................. 46

11.0 MATTERS BEHIND CLOSED DOORS 46

12.0 CLOSING PROCEDURES 46

12.1 DATE, TIME AND PLACE OF THE NEXT MEETING................................................... 46

12.2 CLOSURE OF THE MEETING ............................................................................ 46

13.0 ATTACHMENTS 46



STRATEGIC AND GOVERNANCE COMMITTEE MEETING COUNCIL CHAMBER

1.0 OPENING PROCEDURES

South

.

t

The Presiding Person declared the meeting open at 6.30pm.

1.1 Announcement of Visitors 1.2 Record of Attendance/Apologies/Approved Leave of Absence

Councillors Cr T Cuccaro (Presiding Person) West Ward Cr H Dullard (President) West Ward Cr P Hall (arrived 6.34pm) West Ward Cr P Gardhouse East Ward Cr S Davies East Ward Cr J Daw (arrived 6.35pm) East Ward Cr M Jamieson (Deputy President) Ward Cr D Lavell South Ward Cr K Harvey South Ward Cr J Johnson Central Ward Cr A Pilgrim Central Ward Staff Mr J Throssell Chief Executive Officer Ms M Griffiths (arrived 6 36pm) Executive Manager Community Services Mr P O’Connor Executive Manager Corporate Services Mr S Purdy Executive Manager Infrastructure Services Ms K Abel Manager Community Developmen Mr N Tester Economic Development Advisor Mrs M Tai Minute Secretary Leave of Absence

Nil

Apologies Nil Absent Nil Guests Jacob Martin Cardno Pty Ltd Members of 2 the Public Members of Nil the Press



2.0 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON

NOTICE

At the SGC meeting held 10 November 2008, Peter Gavranich asked the following questions which were taken on notice.

This response was provided in a letter from the Acting CEO to Mr Gavranich dated 28 January 2009.

Summary of Question Response Given

1. Are you aware that the cheque run for October as published in tonight’s agenda package does not, in my opinion, in some instances, give sufficient detail in an open and transparent manner for the community to be kept fully informed about the Shire’s spending of ratepayers’ monies?

The Details provided are in accordance with Regulation 13 of the Local Government (Financial Management) Regulations 1996.

3. Can the appropriate officer explain on page 7, creditor number 507.01 Liquor Barons invoice 141008 $166.95 for whom?

The purchase was made for catering related to Council and committee meetings.

4. Can the appropriate officer explain on page 10, creditor number 1142.01 DD’s Confectionery Refreshments Retail Supplies $728.15 for whom?

The purchase was made for the Mt Helena Pool.

9. Can the CEO confirm that he has, as requested by me, sent my letter dated 3 October 2008 with 7 attachments which I had addressed and involved all Councillors for their edification and possible response. If not, why not?

A letter from the CEO was previously provided outlining the issues raised in the letter dated 3 October 2008.



3.0 PUBLIC QUESTION TIME (MINIMUM OF 15 MINUTES) Procedures for asking and responding to questions are determined by the Person Presiding. Questions must relate to a function of the Committee. Note: This is not a verbatim record of questions asked and answers given. It is a summary only.

During discussion of this item the following movements were noted: 6.34pm Cr Hall entered the Council Chamber. 6.35pm Cr Daw entered the Council Chamber. 6.36pm Executive Manager Community Services entered the Council Chamber. 6.40pm Crs Lavell and Jamieson left the Counci Chamber. l

6.45pm Crs Lavell and Jamieson returned to the Council Chamber.

Summary of Questions Summary of Responses Given

Mr Peter Gavranich 1 Are you aware that the cheque run

for January 2009 as published in tonight’s agenda does not, in some payments, give sufficient detail in an open and transparent manner for the community to be kept fully informed about the Shire’s spending of ratepayers’ monies?

Presiding Person advised the details provided are in accordance with Regulation 13 of the Local Government (Financial Management) Regulations 1996.

2 What are the difficulties in providing more details in the interest of avoiding time consuming questions at future meetings?

Chief Executive Officer advised it is not so much whether there are difficulties, it’s allocating appropriate resources to the tasks. If Councillors direct they want to see more detail, we will respond to that. Council has indicated by its acceptance (on a regular basis) that there is sufficient detail to identify the transaction and compliance with Regulation 13. To provide more detail will take more time and resources.

3 Can the appropriate officer clarify on page 2 of the cheque run creditor number 145.01 Cadbury Schweppes Pty Ltd – refreshments $991.40 – for whom?

The question was taken on notice.

4 Can the appropriate officer clarify on page 2 creditor number 210.01 Fonterra Brands Australia – refreshments with a milk insert $595.41. Invoice 53 does not fit Fonterra Brands invoice numbers nor do they supply milk – refreshment for whom?




Summary of Questions Summary of Responses Given 5 Can the appropriate officer clarify

on page 2 creditor number 1142.01 CD’s Confectionery – refreshments $259.80 – what type and for whom?


6 Can the appropriate officer clarify on page 2 creditor number 5924.01 Mrs Macs Pty Ltd – refreshments $2027.70 – what type of refreshments?

The Presiding Person advised the purchase was stock for the swimming pools kiosks.

7 Can the appropriate officer clarify on page 3 creditor number 79.01 Mount Helena IGA – groceries $667.15 – for whom?

The Presiding Person advised the purchase was for stock for the Mt Helena swimming pool kiosk.

8 Can the appropriate officer clarify on page 3 creditor number 145.01 Cadbury Schweppes Pty Ltd – refreshments $824.49 – what type and for whom?

The Presiding Person advised the purchase was for stock at the kiosk at one of the aquatic centres.

9 Can the appropriate officer clarify on page 4 creditor number 5924.01 Mrs Macs Pty Ltd – refreshments $1007.55 – what type and for whom?

The Presiding Person advised the purchase was for stock at kiosk at one of the aquatic centres.

10

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Can the appropriate officer clarify on page 4 creditor number 6170.01 Primavera Fresh Market – food $170.70 – for whom?

The Presiding Person advised the purchase was for one of the businesses we opera e or someone else, not for someone personally.

11 Can the appropriate officer clarify on page 4 creditor number 145.01 Cadbury Schweppes Pty Ltd – refreshments $918.42 – what type of refreshments and for whom?

The Presiding Person advised the purchase was for stock at the kiosk.



4.0 CONFIRMATION OF MINUTES

That the minutes of the meeting of the Strategic and Governance Committee held 11 November 2008 be confirmed. COMMITTEE DECISION DSGC1.02.09 Moved by: Cr Dullard Seconded by: Cr Gardhouse

CARRIED 11/0

5.0 ANNOUNCEMENTS BY THE PRESIDING PERSON WITHOUT

DISCUSSION

The Presiding Person announced the Shire staff have been successful in i s application to the Outer Metropolitan Community Fund 2008-09 with grants totalling $207,705 made up as follows:

t

Railway Reserve Heritage Trail promotion and marketing officer $26,879, Re-development of Swan View Youth Centre at Brown Park, $100,000; Tree Canopy and Understorey Program Infrastructure $20,000; and Project Officer, Family Day Care Outreach and Recruitment $60,086.

5.1 Permission to Speak for Members of Public Present

[Standing Orders clause 1.4.1 (6)]

COMMITTEE DECISION DSGC2.02.09 Moved by: Cr Daw Seconded by: Cr Davies

That, in accordance with clause 1.4.1 (6) of the Shire of Mundaring Standing Orders Local Law, members of the public in attendance be permitted to make comment in relation to a matter on the agenda of the meeting at the time the matter is discussed during the course of the meeting, where a member of the public has a demonstrated interest in a matter; and that such permission be subject to the ruling of the presiding person with regards to the duration of any comment, the number of speakers wishing to speak on a particular matter and the demonstrated interest.

CARRIED 11/0

6.47pm Cr Dullard left the Council Chamber. 6.48pm Cr Dullard returned to the Council Chamber



6.0 PRESENTATIONS 6.1 Shire of Mundaring Strategic Transport Plan

Jacob Martin from Cardno Pty Ltd will deliver a short presentation on the Shire of Mundaring Strategic Transport Plan which will be considered at Item 8.1.

Mr Martin delivered a presentation on the Shire of Mundaring Strategic Transport

Plan and provided answers to questions raised by Councillors.

7.0 DISCLOSURE OF INTERESTS 7.1 Disclosure of Financial Interest and Proximity Interests

Members must disclose the nature of their interest in matters to be discussed at the meeting. (Sections 5.60B and 5.65 of the Local Government Act 1995). Employees must disclose the nature of their interest in reports or advice when giving the report or advice to the meeting. (Sections 5.70 and 5.71 of the Local Government Act 1995).

Nil

7.2 Disclosure of Interest Affecting Impartiality Members and staff must disclose their interest in matters to be discussed at the meeting in respect of which the member or employee has given or will give advice. (Shire of Mundaring Code of Conduct, Local Government (Admin) Reg. 34C).

Nil



8.0 REPORTS OF OFFICERS AND/OR COMMITTEES

8.1 Shire of Mundaring Strategic Transport Plan

Date of Report 21 January 2009

Location / Address N/A

Applicant N/A

Author Lyndsey Stoney, Community Development Advisor

Senior Officer Megan Griffiths, Executive Manager Community Services

Disclosure of Any Interest

Nil

SUMMARY: This report presents to Council the Shire of Mundaring Strategic Transport Plan included as ATTACHMENT 1 for adoption. (NOTE: This attachment Shire of Mundaring Strategic Transport Plan has been delivered prior to Agenda. Please ensure you bring your copy to the meeting.) Transport strategies suggested in the Plan include improved footpaths and bus stop infrastructure; public transport education; a park ‘n’ ride transport option; the development of a Bicycle Plan with improved bicycle infrastructure; and a community bus option. This report recommends the exploration of these strategies and implementation where appropriate and feasible. BACKGROUND: A key strategic goal for the Shire of Mundaring in the Strategic Directions “A Plan for the Future” document is the completion of a strategic transport plan that provides transport options and strategies for local residents. This direction arose as a result of previous Shire of Mundaring consultations which identified transport as an issue for Shire residents. For example, in:

Planning for Seniors Report (2000) Seniors Recreation Habits and Barriers (2004) Positive Ageing Strategy (2005) Report on the Shire of Mundaring Access and Inclusion Plan Survey

(2005) Housing Options for Seniors and People with Disabilities (2006) Launching into Youth Community Consultation (2007)

These reports all showed that transport is an area of concern for key demographic groups within the Shire.



Item 8.1 cont’d 2 A brief was prepared in April 2008 to engage a consultant to develop the Strategic Transport plan. Along with the engagement of Cardno WA Pty Ltd as the lead consultants on this project a reference group made up of representatives of key community organisations, interested members of the public and relevant Shire staff was formed. The Transport Reference Group met on three (3) occasions. The first meeting was held in April 2008, before the consultant was engaged, in order that the group could be briefed on the project, reflect on the transport issues in the Shire, and prepare information for the consultant. The second meeting occurred in August 2008, where the Cardno consultant met with the group and gathered information about such services as the Home and Community Care buses and anecdotal evidence from people who had first hand experience of the issues the community and the Shire faces around transport. A final meeting of the group was held in November 2008 to review and discuss the draft transport strategy and provide feedback to the consultant.

The Shire of Mundaring Strategic Transport Plan takes into consideration the unique aspects of the prevailing lifestyle in the Shire with regard to community participation, transportation and planning issues. It also highlights the constraints experienced due to the Shire’s topography and population dispersion. The Plan outlines strategies which encompass community education schemes; car pooling; infrastructure improvements; existing travel choice models such as Travel Smart and a community bus model. It is expected that the Plan will provide a document that can be submitted with any future funding applications to demonstrate that the Shire of Mundaring has a strategic approach to the provision of transport within the Shire. The Plan will clearly demonstrate this strategic approach and the actions required to achieve the outcomes identified in the Plan. STATUTORY / LEGAL IMPLICATIONS: Nil POLICY IMPLICATIONS: Nil FINANCIAL IMPLICATIONS: A financial commitment will be required from Council to carry out the implementation of the Strategic Transport Plan. Estimates of this commitment will be prepared during the course of investigations of the various strategies and listed for approval in the relevant year’s draft budget.



Item 8.1 cont’d 3 STRATEGIC IMPLICATIONS: The Strategic Transport Plan addresses transport issues which impact the local community and are affected by such things as rising fuel costs, the population distribution and social isolation within the Shire and provides a strategic approach to address these issues. The development of a Strategic Transport Plan is directed in the Shire of Mundaring’s Strategic Directions A Plan for the Future 2007- 2010 document. This is highlighted in Strategic Objective 3: “Plan and cater for the requirements of groups within the community with particular needs” and guided by 3.7 “Establish the feasibility of a targeted transport strategy to assist community members”. SUSTAINABILITY IMPLICATIONS: Social The Shire of Mundaring community will benefit from a transport plan which provides options for vehicular and other modes of transit. Better transport methods and options enable people to move safely and readily about their community and stay connected with local services, facilities and businesses. Transport modes which increase greater connection between communities may help to develop a strengthened sense of community. Economic Strategies such as the Park ‘n’ Ride option have the potential to positively affect local businesses. Residents who are stopping to change transport modes in Mundaring may be more inclined to use local businesses at this stop over before collecting their car to drive home. CONSULTATION: Comprehensive consultation has informed the development of this plan. The local community, key service providers and Shire staff have been involved in a wide range of consultation opportunities, the most recent of these involving meetings with the transport consultant and intercept surveys. COMMENT: Current issues

Consultation with seniors, young people and people with disabilities has identified transport as an area of need

While some public transport is available, the services are limited and do not fully meet the requirements of Shire residents



Item 8.1 cont’d 4

Buses used by local organisations, for example, Hills Community Support Group, spend a considerable amount of time in “down time” mode which means a significant resource is going to waste

Opportunities for transit options have not been explored or developed for implementation.

Methodology

A review of previous consultation A review of other existing background papers An intercept survey conducted with local residents at Swan View Shopping

Centre, Mount Helena IGA and Mundaring Village Shopping Centre The establishment of a Strategic Transport Plan Reference Group with

representatives from key demographic groups Meetings of the Reference Group with the transport consultant Review of written draft plans.

Taking these reports and other relevant documents and research into account, along with information from relevant service providers, the Strategic Transport Plan provides a planning tool in the provision of transport services/strategies for the community. The Plan:

Identifies options and strategies to address this community need Provides an operational targeted transport strategy Addresses sustainability issues Identifies estimated budgeting requirements

Key Strategies: Short Term

Review existing bus stop access to determine priorities and necessary improvements.

Identify the most used bus stops and upgrade where appropriate to covered stops.

Advise community of existing public transport options including seniors, youth and working population.

Provide information on Journey Planner and TravelEasy services. Medium Term

Assess underutilised car parking that might be suitable for long-stay Park

‘n’ Ride near bus routes. Promote the use of local Park ‘n’ Ride options. Assess the critical pedestrian links along existing road network and across

major roads (e.g. Great Eastern Highway) with short, medium and long term capital works suggestions.



Item 8.1 cont’d 5

Expand the existing footpath upgrade and maintenance plan to reflect the outcomes of a Footpath Infrastructure study.

Upgrade main crossing points to improve access and safety. Long Term

In concert with the Footpath Plan, assess the shared path and dual-use paths within the Shire to establish the ability for resident and visitors to access local facilities.

Expand and upgrade the existing footpath network to incorporate bicycle access to services and other foci.

Provision of a community bus, either ‘event provision’ model, ‘scheduled trips’ or ‘hire’ model

Community Bus An event provision model, scheduled trip model and hire model are included in the Transport Plan. Of these three strategies, the hire model is potentially the most viable option. The ‘scheduled trip’ and ‘event provision’ models are the most complicated of the three models suggested. Event Provision Model Benefits

Access by community members to a wide range of events within and external to the Shire.

Cost can be partially recouped through fees for individual events. Individuals can be accommodated by Shire organisation of events for the

wider community.

Constraints Provision and cost of a suitably licensed driver. Scheduling of routes and timetables. Likely more expensive than other community bus options. Uptake has

been shown to be erratic in adjacent Shires and within the Shire of Mundaring. For example, seniors have been given the opportunity to utilise free buses to attend Seniors Week events and the patronage has been much lower than anticipated.

Without funding from local organisations, the Shire would have to fund the bus itself, with associated issues if usage was low.

Scheduled Trips Model Benefits

Can be tailored to the needs of the community. Does not require external agencies to organise outings. Can be combined with the other models. This would limit flexibility for hire

but maximise usage overall.



Item 8.1 cont’d 6

Constraints Provision and cost of a suitably licensed driver. Scheduling of routes and timetables. Rigid schedule may prevent usage by some residents due to timing or

activity. Shared use between demographics may be a deterrent. Cost will not be offset by fares to any real degree. The operation of such a service may have a negative impact on the use of

Transperth and private ‘orange bus’ services. Uptake may be lower than anticipated.

Hire Model Benefits

Operational cost may be wholly offset by hire charges. Access available for any local community groups and for the Shire. Shire operates as a booking agency only, with some additional

requirements for maintenance. Some coordination required for hire and insurance. LotteryWest funds available for vehicle purchase (Note this would only be

partial funding and would require a significant contribution from Council). Provides a service to groups for whom the hire of a bus may currently be

out of reach. Help residents to stay mobile and connected within the community and

the greater Perth region. The primary income of the Orange School Buses comes from the school

routes; therefore the impact of a community bus would be minimal. Similar successful bus services are operated in the neighbouring Shires of

York, Northam and Kalamunda. Increased resident perception of and satisfaction with the Shire. Available for Shire activities and events including orientation programs for

new staff and councillors.

Constraints No funding available for vehicle upgrades, maintenance, registration,

housing and insurance. Vehicle Asset management plan and Vehicle Use Procedures would need

to be developed. Full recuperation of costs, operating and capital, may not be possible. Schools may not be able to utilise the community bus due to restrictions

on passenger numbers. Secure Parking area required. Resourcing for booking system, cleaning checks, license checks, odometer

readings and refuelling required. Groups without a driver would not be able to utilise bus.

It is clear from community consultation that there is a need for another transit option, and utilising a 22 seater bus, this model has the potential to service



Item 8.1 cont’d 7

approximately 44 people per week, or 2288 people per year (based on information from the Shire of York where their bus is used at a minimum twice per week). It should be understood that while external funding could be sourced to purchase the bus, this funding would only be partial and a significant contribution from Council would be required. Council would also have to fund:

Approximately $4,000 per annum in ongoing maintenance, insurance,

registration and cleaning costs (based on the feasibility paper 2005). Vehicle upgrades, estimated at approximately $45 000 every six years. The construction of a purpose built shed at the depot (or elsewhere) for

housing of the bus. This would allow user groups to return the bus without the requirement of a Shire officer in attendance

Staff resources in terms of managing the booking system, cleaning checks, license checks, odometer readings and refuelling, estimated at 7.5 hours per week.

Estimated initial outlay (based on figures from 2005): Item Unit Cost Funding Shire

component 22 Seater Bus $104 000 $52 000

(50%) $52 000 (50%)

Garage (including concrete slab, lighting etc)

$40 000 $40 000

TOTAL $144 000 $52 000 $92 000

Estimated running costs (based on figures from 2005): Item Unit

Cost Annual Pricing

Fuel and depreciation allowance per km 54.9c/km $5 710 Vehicle upgrade (every 6 years) $45 000 $7500 Vehicle registration $700 Maintenance Allowance (tyres, repairs) $2000 Insurance of Vehicle $1000 Cleaning of vehicle (allowance) $300 Service Promotion $4500 Service Evaluation $2000 Phone, computer $3500 Sundry $500 Coordinator – 7.5 hours per week (level 5) @21.93/hr plus 20% on costs.

$10 250

Sub Total $37 960 **Income $11 440 TOTAL $26 520



Item 8.1 cont’d 8

**Based on two (2) trips per week, 100km per trip, charged at $1.10 per km (2005 hire rate for Shire of York community bus), this would amount to an income of $11 440 per annum. Previous consultation with community members, discussion with the Transport Reference group and low patronage of previously offered free transport services indicates that a door to door transit service is the preferred option for the majority of community members who require a public transport option. Therefore, due to the high costs associated with a bus purchase, the ongoing operational expenses, and an anticipated low take up of this option, it is recommended that the Community Bus Hire model not be adopted.

VOTING REQUIREMENT: Simple Majority COMMITTEE AND OFFICER RECOMMENDATION SGC1.02.09 Moved by: Cr Pilgrim Seconded by: Cr Dullard That: 1. Council adopt the plan entitled “Shire of Mundaring Strategic Transport

Plan” as at ATTACHMENT 1; 2. the Community Bus Hire Model not be considered.

CARRIED 9/2 For

Against Cr Dullard Cr Harvey Cr Johnson Cr Jamieson Cr Gardhouse Cr Hall Cr Cuccaro Cr Lavell Cr Davies Cr Daw Cr Pilgrim



8.2 Payment between Meetings

Date of Report 2 February 2009


Applicant N/A

Author Paul O’Connor, Executive Manager Corporate Services

Senior Officer As Above


Nil

SUMMARY: The Local Government (Financial Management) Regulations requires that a list of accounts paid from the municipal fund or trust fund (where authority is delegated to the CEO to make such payments) be presented to Council and be recorded in the minutes of the meeting at which the list was presented. BACKGROUND: Nil STATUTORY / LEGAL IMPLICATIONS: Regulation 13 of the Local Government (Financial Management) Regulations 1996 states – (1) If the local government has delegated to the CEO the exercise of its power

to make payments from the municipal fund or the trust fund, a list of accounts paid by the CEO is to be prepared each month showing for each account paid since the last such list was prepared –

(a) the payee’s name;

(b) the amount of the payment;

(c) the date of the payment; and

(d) sufficient information to identify the transaction . . . .

(3) A list prepared under sub regulation (1) or (2) is to be –

(a) presented to council at the next ordinary meeting of the council after the list is prepared; and

(b) recorded in the minutes of that meeting



Item 8.2 cont’d 2 POLICY IMPLICATIONS: Nil FINANCIAL IMPLICATIONS: Nil STRATEGIC IMPLICATIONS: Nil SUSTAINABILITY IMPLICATIONS: Economic - making financial information available to Council and the community to keep them informed about the financial position of the Shire. CONSULTATION: Not applicable COMMENT: Nil

VOTING REQUIREMENT: Simple Majority COMMITTEE AND OFFICER RECOMMENDATION SGC2.02.09 Moved by: Cr Hall Seconded by: Cr Johnson That Council notes the payments made between 1 January 2009 and 31 January 2009 included as ATTACHMENT 2 and ATTACHMENT 3.

CARRIED 11/0



8.3 2009/10 Budget



Applicant N/A

Author Rod Moss, Manager Finance Services

Senior Officer Paul O’Connor, Executive Manager Corporate Services


Nil

SUMMARY: The 2009/10 Budget will be prepared to allow adoption of the Statutory Budget on 3 June 2009. BACKGROUND: Nil STATUTORY / LEGAL IMPLICATIONS: Section 6.2(1) of the Local Government Act 1995 requires that –

“During the period from 1 June in a financial year to 31 August in the next financial year, or such extended time as the Minister allows, each local government is to prepare and adopt *, in the form and manner prescribed, a budget for its municipal fund for the financial year ending on the 30 June next following that 31 August.”

* Absolute Majority Required POLICY IMPLICATIONS: The Local Government Act was amended in 2005 to allow local governments to adopt the budget for the next financial year prior to the end of the current financial year. Council therefore has the authority to adopt the 2009/10 Budget for the year prior to 30 June 2009. FINANCIAL IMPLICATIONS: It is important to adopt the Budget as soon as possible in a financial year to enable commencement of projects approved in the Statutory Budget and to allow the issue of rates notices to fund them.



Item 8.3 cont’d 2 STRATEGIC IMPLICATIONS: Nil SUSTAINABILITY IMPLICATIONS: Economic - Making financial information available to Council and the community to keep them informed about the financial position of the Shire. CONSULTATION: Projects within the budget process may require community consultation. COMMENT: Budget preparation has commenced with the intention to adopt the Statutory Budget on 3 June 2009. Special budget workshops and meetings for Councillors are proposed as follows: a) March 2009 - Review of draft Fees & Charges, b) March 2009 - Review draft Long Term Financial Plan, c) April 2009 - Review draft Management Budget for 2009/10, and d) June 2009 – Adoption of Statutory Budget for 2009/10. Dates of meetings will be advised to all Councillors.

VOTING REQUIREMENT: Simple Majority COMMITTEE AND OFFICER RECOMMENDATION SGC3.02.09 Moved by: Cr Hall Seconded by: Cr Dullard That Council note that: 1. The Statutory Budget for 2009/10 will be adopted on 3 June 2009; and 2. Special budget workshops and meetings are proposed as follows:

a) March 2009 - Review of draft Fees & Charges, b) March 2009 - Review draft Long Term Financial Plan, c) April 2009 - Review draft Management Budget for 2009/10, and d) June 2009 – Adoption of Statutory Budget for 2009/10.

CARRIED 11/0



8.4 Establishment of Corporate Purchasing Card Policy and Investment

Policy



Applicant N/A

Author Rodney Moss, Manager Finance Services

Senior Officer Paul O’Connor, Executive Manager Corporate Services


Nil

SUMMARY: New policies for the implementation of the Corporate Purchasing Card (ATTACHMENT 4) and Investment Policy (ATTACHMENT 5) are presented for adoption. BACKGROUND: Council resolved at its meeting of the 27 November 2007 (C5.11.07) that the Policy Review Occasional Committee be abolished and that any Council policies requiring review be taken directly to the Strategic and Governance Committee meetings. STATUTORY / LEGAL IMPLICATIONS: The proposed policies are cognisant of the requirements of the Local Government Act 1995. POLICY IMPLICATIONS: Nil FINANCIAL IMPLICATIONS: Nil STRATEGIC IMPLICATIONS: Nil SUSTAINABILITY IMPLICATIONS: Nil



Item 8.4 cont’d 2 CONSULTATION: Nil CONSULTATION: Nil COMMENT: It is proposed that the following considerations be adopted:

• New - Corporate Purchasing Card; (ATTACHMENT 4);

• Delete - Corporate Credit Card; and

• New - Investment Policy. (ATTACHMENT 5) Reasons for the proposed amendments are: • Corporate Purchasing Card

As a result of business process and efficiency reviews, the procurement process is to be enhanced by the introduction of purchasing cards. The cards will be issued to selected individuals in a controlled manner and will be used for high volume / low cost purchasing.

Purchasing Cards have proven to be an efficient and convenient way to manage expenses. They will enables Shire employees to make purchases without the time consuming complications involved in securing purchase orders or cheques. Purchasing Cards will help reduce costs and streamline business processes associated with authorising, tracking, purchasing, payment and reconciliation of Shire purchases.

• Corporate Credit Card

Superseded by the Corporate Purchasing Card proposed above.

• Investment Policy An investment policy has been developed to determine how future short term investments will be made. This policy is conservative in nature and takes into account the existing economic climate with a view to protecting rate payer funds in a secure and controlled manner.

7.30pm Manager Community Development left the Council Chamber 7.31pm Manager Community Development returned to the Council Chamber



Item 8.4 cont’d 3 VOTING REQUIREMENT: Absolute Majority COMMITTEE AND OFFICER RECOMMENDATION SGC4.02.09 Moved by: Cr Lavell Seconded by: Cr Hall That Council:

1. Adopt the following policies

(a) Corporate Purchasing Card; (b) Investment Policy subject to replacing the word “of” with the

word “on” in the second paragraph under the heading “Objectives” at page 1; and

2. Delete the existing policy titled Corporate Credit Card.

CARRIED 11/0



8.5 Enterprise Risk Management Policy



Applicant N/A

Author Sharon Hook, Risk Management Coordinator

Senior Officer Jonathan Throssell, Chief Executive Officer


Nil

SUMMARY: The effective management of risk will greatly assist the Shire in the achievement of its strategic objectives and business goals. To assist in this process it is recommended that Council adopt the Enterprise Risk Management Policy as at ATTACHMENT 6; and that a regular system of reporting on the policy’s implementation be provided to Council. BACKGROUND: The Shire of Mundaring recognises that Risk Management is an integral part of good business practice. The adoption of the Enterprise Risk Management Policy will assist in achieving the objective 6.6 of the Shire’s Strategic Directions – A Plan for the Future, Jan 2007 – June 2010. In late 2007, Local Government Insurance Services (LGIS) advised the Shire of Mundaring that a Risk Management Software system would be made available to member Local Governments. This system is accompanied with the provision of LGIS workshop training and technical support. These services are free of charge as they meet the LGIS funding conditions. The proposal was submitted to the Executive Leadership Team who approved further investigation into the offer, and in principle the implementation of Enterprise Risk Management. In early 2008 a presentation was made to the Council Forum, who supported the progress of implementing Enterprise Risk Management. STATUTORY / LEGAL IMPLICATIONS: Occupational Safety and Health Act 1984 Australian and New Zealand Standard for Risk Management – AS/NZS 4360:2004 and the Draft International Standard ISO/DIS 31000. POLICY IMPLICATIONS: Nil



Item 8.5 cont’d 2

FINANCIAL IMPLICATIONS: The implementation of risk management is likely to result in:- Insurance premium reduction, lower workers compensation claims, improved use of resources. STRATEGIC IMPLICATIONS: Effective risk management contributes to the achievement of organisational objectives and improvements in overarching business processes. Improvements occur from managing risks that arise from the provision of services, minimizing the adverse effects of unfavourable events and maximizing opportunities. Anticipated improvements will occur in the areas of:-

Human Health & Safety Legal and regulatory compliance Efficient and effective operations Corporate governance Reputation Decision making

The implementation of the risk management plan will achieve the objective 6.6 of the Shire’s Strategic Directions – a plan for the Future, Jan 2007 – June 2010:-

“6.6 Review, revise and implement the Risk Management plan” The inclusion of risk assessments in reports to Council, meeting agendas and project planning will provide a clear appraisal of the risks and likely consequences, adding value to the informed decision making processes. SUSTAINABILITY IMPLICATIONS: Social Factors Through effective risk management improved event safety will have a consistent and high priority with standardised risk assessments and control measures established, resulting in a reduction of the risk of injury to the community.

With risk assessments undertaken on shire owned public spaces and buildings, risks will be consistently assessed, evaluated and controlled thereby improving the amenity and safety of these facilities

Stakeholder consultation is identified and appraised for all projects and initiatives as part of the risk assessment.



Item 8.5 cont’d 3 Environmental Factors Risk assessments are to include an evaluation of the environmental impact of proposed projects or initiates. When undertaken at the primary stages information is available to assist in determining the project’s viability.

Economic Factors The Enterprise Risk Management implementation includes the establishment of a business continuity framework with business continuity plans. This will assist the organisation to resume critical business processes in a timely manner, should an untoward incident occur, thereby reducing the opportunity for unexpected expenditure and ‘down time’ in resuming critical business services and operations, impacting less on the community and complementing existing business activities.

CONSULTATION: In early 2008 a presentation was made to Councillors via the Council Forum, who supported the progress of implementing Enterprise Risk Management. COMMENT: The Enterprise Risk Management policy is presented to Council for approval in accordance with the Risk Management plan and as agreed by Council Forum. VOTING REQUIREMENT: Absolute majority COMMITTEE AND OFFICER RECOMMENDATION SGC5.02.09 Moved by: Cr Dullard Seconded by: Cr Jamieson That: 1. Council adopt the Enterprise Risk Management Policy as at

ATTACHMENT 6; 2. Regular progress reports be provided to Council on the implementation of

Enterprise Risk Management. CARRIED 11/0



8.6 Economic Development Strategy 2009



Applicant N/A

Author Nick Tester , Economic Development Advisor

Senior Officer Megan Griffiths, Executive Manager Community Services


Nil

SUMMARY: The Shire has a strong focus on environmental, social and financial sustainability; managing growth and development in order to preserve the unique environmental and social characteristics of the hills, whilst sustaining and developing our workforce and their opportunities, all of which are key elements within the Economic Development Strategy. This report presents to Council the Shire of Mundaring Economic Development Strategy (See ATTACHMENT 7) which will contribute to the achievement of the Shire of Mundaring Strategic Plan 2007–2010 objectives 1 and 2: (NOTE: This attachment Shire of Mundaring Economic Development Strategy 2009 has been delivered prior to Agenda. Please ensure you bring your copy to the meeting.)

Key Strategic Objective 1

Encourage environmentally sustainable development

Key Strategic Objective 2:

Increase business and employment opportunities in the Shire of Mundaring

Economic development throughout the Shire of Mundaring is required to provide both economic stability and growth to support, maintain and cater for the future community needs of education, health, cultural, leisure and recreational services and facilities. The Economic Development Strategy has been created to support and enhance sustainable growth across the geography and economy of the Shire of Mundaring. It will set in place long term strategies for future sustainable economic development of the Shire of Mundaring.



Item 8.6 cont’d 2

BACKGROUND: Community feedback from the development of the Shire’s Strategic Plan over the past few years identified the maintenance of the range of different lifestyles and Mundaring’s unique character as important. Many in the community felt that without support and improvement the characteristics of Mundaring and its population may be unsustainable, changed or lost. The Economic Development Strategy has been developed to promote ways to maintain and improve the economic environment with minimal detrimental effect on the natural environment and social characteristics of the Shire of Mundaring. The Strategy has been developed by the Shire of Mundaring Community Services with additional input from a wide range of stakeholders. STATUTORY / LEGAL IMPLICATIONS: Nil POLICY IMPLICATIONS: Nil FINANCIAL IMPLICATIONS: The Economic Development Strategy will be implemented over a 5 year period with a requirement for investment in a range of programme activities for which it is envisaged there will be a positive return on capital investment, both financially and environmentally, for the Shire, our residents and business operators throughout the Shire.

Many of the actions from this plan will be funded within existing Shire resources; however some actions will require additional resources. These are detailed in section 3 of the Strategy document. Estimates of this commitment will be prepared during the course of investigations of the various strategies and listed for approval in the relevant year’s draft budget.

Two major investment projects that would require future capital expenditure are proposed, namely the Tourism Visitor Centre review (Tourism, Key Theme 5, Action 2), and the construction of roadside information bays (Tourism, Key Theme 5, Action 18).



Item 8.6 cont’d 3 STRATEGIC IMPLICATIONS: Sustainable increased levels of investment and growth in business, tourism, employment and population will enable the Shire to provide the services required by residents and ensure future financial stability. To facilitate such growth the Economic Development Strategy will contribute to the achievement of the Shire of Mundaring Strategic Plan 2007–2010 objectives 1 and 2:

Key Strategic Objective 1

Encourage environmentally sustainable development

Key Strategic Objective 2:

increase business and employment opportunities in the Shire of Mundaring

SUSTAINABILITY IMPLICATIONS: This Strategy will generate additional economic benefits in areas such as tourism, business development and expansion, and collaboration with neighbouring councils. It will also assist in the sustainability of the following areas: Cultural and Heritage Assets The Strategy supports the theme of sustainable development and values our cultural and heritage assets. Key Themes 1 Development, and 5 Tourism, demonstrates the integration of this strategy with the built form environment of Mundaring and recognition of the importance of our irreplaceable cultural and heritage assets.

Within Key Theme 1 (Development), strategies include: o supporting the completion of TPS4 o identification of suitable land for industrial or commercial use o and the expansion of wastewater treatment capacity.

Within Key Theme 5 (Tourism) areas such as:

o the management and promotion of the Railway Heritage Reserves Trails

o working with the Mundaring and Hills Historical Society and Mundaring Tourism Association to develop cultural and heritage tourism opportunities

o developing cycling opportunities o pursuing eco-tourism o and promoting a planned and considered approach to tourism

marketing and promotion.



Item 8.6 cont’d 4 Creating an Inclusive Community All sectors of the community will benefit from economic growth within Mundaring. Specific actions are recommended to support access to improved public transport provision. Access to improved communications infrastructure is supported by action to improve broadband internet access throughout the Shire. The forecast population demographic profile for the Shire of Mundaring shows a population growth from 34,144 to 39,507 accompanied by changes in the age composition of the population; an increase in the 65+ years age group from 11.10% of the population to 18.39%, and in the 25-34 years age group from 9.50% to 15.95%. That growth and change within the population age demographic indicates an ageing population with associated increases in demand for support services, e.g. medical, social, transport. The Strategy addresses that demographic change by a number of measures including encouraging inwards migration of skilled workers, improving access to public transport, identifying and supporting the development of local career and employment opportunities and encouraging business investment. Encouraging Economic Progress The creation of employment opportunities will be supported by the following measures to increase business participation within the Shire

Key theme 1 - Development, Actions 2, 4, 5, 6, 8

Key theme 3 - Employment and Skills Development, Actions 1, 2, 3

Key theme 5 - Tourism, Actions 3, 7, 8, 14

Key theme 6 - Business Development, Actions 2, 3, 4, 6, 8, 9, 10

Key theme 7 - Business Support and Facilitation, Actions 2, 5

Tourism Within the Strategy a review of the existing Tourism Visitor Centre is proposed to maximise the effectiveness and return on capital employed. Within that review the location and facilities of the visitor centre will be investigated. Current Business Development The Strategy proposes strategies that are currently absent and the implementation of those strategies will support existing businesses. Future Business Development One of the recurring strands of the Strategy is the attraction of inwards business investment. Quantifiable projections of new business attraction can not be proposed at this stage as existing economic development inhibitors identified within the Strategy must be addressed. The scale of success in addressing those inhibitors will have considerable bearing on the additional businesses that can be attracted to the area.



Item 8.6 cont’d 5 CONSULTATION: Consultation has taken place with representatives from business and community groups including the Shire of Mundaring Business Advisory Group, Eastern Hills Business Association, Mundaring Tourism Association, Swan Chamber of Commerce, Small Business Centre East Metro, the Department of Environment and Conservation, the National Trust, Mundaring and Hills Historical Society, Shire staff, and the EMRC. Workshops with these key stakeholders have been held, the results of which were incorporated into the objectives and actions of the Strategy. At the Shire of Mundaring Business Advisory Group meeting (02/02/2009) the following was resolved

“That council utilise the opportunity created by the current low interest rates to consider loan opportunities to purchase land for industrial development, affordable housing and caravan park development in order to facilitate the creation of local jobs and to provide a boost to the local economy.”

This motion expresses the view of the group that the current economic situation provides opportunities for the Shire to take advantage of the falls in land prices and interest rates for the future benefit of the community. COMMENT: Global Economic Changes The recent global economic changes reinforce the need for effective economic strategies. With changes in the security and availability of employment already starting to affect our resident workforce, changes to superannuation and retirement investments affecting our seniors, house sales slowing and property prices dropping, this Strategy takes a medium to long term view to support economic stability and growth within Mundaring. The volatility and uncertainty of global and Australian economics has increased significantly since the development process for the Economic Development Strategy started. In order to maximise the effectiveness of the Strategy in a changing economic climate regular reviews will take place of the objectives, strategies and priorities. Methodology The development methodology of the Economic Development Strategy included:

Review of the existing strategies and policies within the Shire of Mundaring.



Item 8.6 cont’d 6

Review of economic development strategies and practices in place within Australia and overseas.

Baseline analysis of the existing demographic and economic development situation within the Shire of Mundaring.

Identification of the key initiatives, opportunities and inhibitors affecting the potential for economic development in Mundaring.

Consultation with stakeholders including the Shire of Mundaring Business Advisory Group, Mundaring Tourism Association, Eastern Hills Business Association, EMRC, Shire Services, Swan Chamber of Commerce and other relevant stakeholders.

Research and analysis was conducted into the following aspects of the Shire of Mundaring:

Location Composition of the Shire and Major Features History and Growth Transport and Communications Business and Economic Partnerships Economic Development Inhibitors Population – Age and Distribution Profile Population Projections to 2021 Housing Tenure Employment and Occupations Employment by Industry Resident’s Income Internet and Computer Use Building and Land Development Residential, Commercial and Industrial Property Sales Business Activity Tourism Rural Industries

This Strategy, the first Economic Development Strategy for the Shire, has been produced to support the delivery of the Shire of Mundaring’s vision of “a vibrant community that provides opportunities and support for people to enjoy a rich mix of sustainable hills lifestyles” by ensuring that a comprehensive and effective economic development structure is implemented, supported by clearly identified objectives, strategies and actions plans.



Item 8.6 cont’d 7 Challenges The full results of the research and analysis are contained within section 2 of the Strategy. By following the development methodology as previously described the key factors that shaped the Strategy became apparent, reflecting the important challenges faced by the Shire of Mundaring which are:

Limited land availability for future residential and commercial development.

Lack of infrastructure to support environmentally acceptable residential development.

Declining population growth with an ageing population.

Poor access to public transport.

Lack of new industry and commerce due to factors including scarcity of land, infrastructure, and support for new business and investment.

Insufficient tourism accommodation, services and marketing. Limited strategic, development and marketing of Mundaring as a tourism destination. Limited effectiveness of the visitor centre due to location and facility constraints.

Insufficient tourism emphasis placed on the Shire’s significant heritage and cultural assets.

Business development and the attraction of new business to Mundaring is insufficiently supported.

Lack of promotion and marketing of Mundaring to attract new investment and inwards skills migration.

A high proportion of residents work outside of Mundaring whilst the majority of our workforce resides outside of Mundaring.

Post high-school access to education and training opportunities is limited within Mundaring.

Key Themes The consultations that have taken place in the preparation of this Economic Development Strategy have identified not only these challenges but also many potential solutions to them which have been incorporated into key strategic objectives and are organised under the 7 key themes:

Development – encouraging sustainable development and more effective land use; investigating methods of clarifying approvals and new business start-up procedures; supporting the expansion of wastewater treatment capacity.



Item 8.6 cont’d 8

Marketing – developing effective marketing strategies for the Shire and tourism; ensuring maximisation of return on investment; and the promotion of a positive and cohesive image of the Shire of Mundaring.

Employment and Skills Development – developing the local labour market to improve employment opportunities for residents and to increase the skills levels and employability of residents; promoting Mundaring as a lifestyle choice to skilled migrants and business migrants.

Transport – supporting the Regional Transport Strategy and developing an action plan to increase access to public transport provision.

Tourism – developing tourism destination management, development and marketing by a wide range of strategies to maximise the effectiveness of existing tourism assets and facilities; ensuring cultural and heritage tourism opportunities are supported and developed; developing and strengthening partnerships with neighbouring and regional councils and organisations to maximise the economic benefit of tourism to Mundaring.

Business – encourage and facilitate existing businesses to become stronger and grow; support action to improve broadband availability; simplify business start-up procedures.

Business Support and Facilitation – investigating business support requirements; encouraging business investment and inwards skilled migration; improving the effectiveness of business associations; improving communications between the Shire and businesses; promoting regional economic development cooperation; improving business support and grant funding access.

Following approval of the Strategy by Council action plans will be created for each of the strategies, a schedule developed, and the Economic Development Strategy 2009 will be implemented over a five year period. VOTING REQUIREMENT: Simple majority OFFICER RECOMMENDATION That Council adopt the Economic Development Strategy as at ATTACHMENT 7.



Item 8.6 cont’d 9 Preamble to Committee Recommendation

tt

Cr Pilgrim felt the recommenda ion should be broken into two parts to include congratulations to Nick Tester, Economic Developmen Officer on his professionalism. With consent of the mover and seconder the motion was amended.

COMMITTEE RECOMMENDATION SGC6.02.09 Moved by: Cr Dullard Seconded by: Cr Hall That Council:

1. adopt the Economic Development Strategy as at ATTACHMENT 7; and

2. congratulate Nick Tester, Economic Development Advisor, on the thoroughness and professionalism of the report presented.

CARRIED 8/3 For Against Cr Dullard Cr Harvey Cr Johnson Cr Davies Cr Gardhouse Cr Daw Cr Hall Cr Cuccaro Cr Lavell Cr Jamieson Cr Pilgrim



8.7 Rotary Club of Mundaring – Request for contribution on event costs


Location / Address Nichol Street between Craig Street & Jacoby Street, Mundaring

Applicant Rotary Club of Mundaring

Author Executive Manager Infrastructure Services

Senior Officer As above


Nil

SUMMARY: The Rotary Club of Mundaring runs the Mundaring Sunday markets within the Nichol Street road reserve between Craig Street and Jacoby Street, Mundaring. The Rotary Club have requested the Shire contribute to the costs to install and remove the required traffic management signage for each monthly market to reduce ongoing costs for the event into the future thereby ensuring its financial viability. BACKGROUND: The Rotary Club of Mundaring have requested in a letter received on 27 November 2008 shown at ATTACHMENT 8 a financial contribution towards the costs to install and remove the traffic management signage required to run the monthly market on the Nichol Street road reserve. The Rotary Club commenced the markets in August 2006. To assist the Rotary Club in the initial development of the markets Council resolved at the meeting of December 2006 to:

“1. Agree to halve the invoices for the recovery of costs charged for staff undertaking the traffic management control required at the Mundaring Sunday Markets until the qualification of members from the Rotary Club of Mundaring in traffic control at events subject to the Rotary Club of Mundaring agreeing to have two members qualified as soon as practical;

2. Allocate funds of $1,800 for traffic control at the Mundaring Sunday Markets and that the necessary funds be gained at a mid year budget review.”



Item 8.7 cont’d 2 The number of Shire workers was reduced from two to one once the Rotary Club had two members qualified as traffic controllers at events from December 2007. At that time the initial contribution of halving the invoices also ceased.

The Rotary Club use proceeds from the markets, which is currently their major fund raiser, to sponsor a number of community projects as highlighted in their letter. During the financial year 2007/08 this totalled $30,000. STATUTORY / LEGAL IMPLICATIONS: Fees and charges are set annually through the annual budget process and costs incurred for private works such as the setting out of traffic management for events run by community groups are recovered fully. POLICY IMPLICATIONS: Community groups are not currently subsidised for ongoing costs such as traffic control at events. One off grants are however available through the Shire’s quick grants or seed funding grant. FINANCIAL IMPLICATIONS: The costs for traffic control are around $7,200 per annum based on the current arrangements at the Mundaring Sunday markets. There is no current budget allocation for such contributions and an ongoing allocation of funding would need to be generated should the request be endorsed. STRATEGIC IMPLICATIONS: The support for the Mundaring Rotary Markets is consistent with strategic objective 2 to increase business and employment opportunities in the Shire. SUSTAINABILITY IMPLICATIONS:

The Mundaring Sunday Markets contributes to the services offered to the community (1.1.1).

The Mundaring Sunday Markets contributes to the community as a meeting place creating some vibrancy for the town centre of Mundaring (1.1.4).

The Mundaring Sunday Markets provides an outlet for sale of works by local artists and crafts people (3.1.1).

The markets provide opportunities for existing local businesses such as the hotel, cafes and restaurants, to enjoy additional economic benefits (3.1.2 and 3.1.5).



Item 8.7 cont’d 3 CONSULTATION: Shire staff have been in consultation with the Rotary Club of Mundaring in regards to the best manner to ensure traffic management controls are in place and the potential options to have the traffic management put in place. COMMENT: The cost to have a Shire worker with vehicle and signs attend for three hours Sunday morning and three hours Sunday afternoon is currently around $600 per event based on some assistance from the Rotary Club. The Rotary Club of Mundaring currently have ongoing expenses of around $20,000 per annum to run the markets (of which traffic control is $7,200) which equates to around $23 per stall based on 900 stalls for a year. Current charges for the stalls range between $35 and $45. An option available to the Rotary Club to save these traffic management costs is for them to purchase the required signs and a trailer to store the signs and to then arrange for the signs to be set out and retrieved for each market event by the qualified event controllers. Concern has been raised at this suggestion due to the difficulty in doing all the required tasks to set up the markets as a small group of volunteers and the additional insurance coverage costs to cover this aspect of the set up.

Another option would be for Rotary to increase the cost of stalls to cover operating expenses.

A further option is to employ a private traffic management company who are likely to charge around $50 per hour, which on a minimum callout period of 4 hours would result in costs of around $400 to $450.

A grant for the signs and a trailer for Rotary could potentially come from several sources.

A contribution towards offsetting costs such as traffic management at the Mundaring Sunday markets would likely lead to similar requests by other community groups running events.

Whilst the Rotary Club do sponsor community programs with their volunteer work should Council decide to contribute towards ongoing operational costs of an event such as the Mundaring Sunday Markets it is in effect enabling the Rotary Club to fund community projects in lieu of Council.



Item 8.7 cont’d 4 VOTING REQUIREMENT:

Simple majority OFFICER RECOMMENDATION That Council advise the Rotary Club of Mundaring that the request for an ongoing contribution toward the running costs of the Mundaring Sunday markets is declined as the resulting impact on their funds to sponsor community events directly impacts Council’s own funding of community projects

Preamble to Committee Recommendation The Committee felt this items should be withdrawn and deferred to the next meeting on 9 March 2009 to enable discussion with Rotary, the Shire President and the Chief Executive Officer. COMMITTEE RECOMMENDATION SGC7.02.09 Moved by: Cr Hall Seconded by: Cr Gardhouse That “Item 8.7 Rotary Club of Mundaring – Request for contribution on event costs” deferred to the next Strategic & Governance Committee meeting on 9 March 2009 to enable discussion with Mundaring Rotary Club, the Shire Presidentand the Chief Executive Officer.

CARRIED 11/0



8.8 Strategic Waste Management Plan for Perth’s Eastern Region



Applicant N/A

Author Shane Purdy, Executive Manager Infrastructure Services

Senior Officer N/A


Nil

SUMMARY: It is a requirement to complete a Strategic Waste Management Plan (SWMP) for each Local Government or Regional Council. The EMRC have developed a SWMP for the Perth’s Eastern Region with the assistance of member Council staff (See ATTACHMENT 9). It is now presented for endorsement to enable the EMRC to submit the document on behalf of the region. BACKGROUND: The State Government’s former Resource Recovery Rebate Scheme (RRRS) ended in 2006, and the funding model proposed to replace this is contingent upon the development of a Regional Strategic Waste Management Plan (SWMP). The model proposes to provide funding based on projects identified in the SWMP. Whilst funding arrangements were being revised, the Waste Avoidance and Resource Recovery Act 2007 (WARR Act) was introduced. The WARR Act also requires a SWMP, and for a local government to provide waste services consistent with the SWMP. A one-off grant of $150,000 was offered in 2007 for the development and initial implementation of a regional SWMP. The SWMP is to be endorsed by all Councils within the region. A SWMP for Perth’s Eastern Region has been prepared over the course of 2008 by EMRC officers in consultation with officers from all member Councils. The SWMP was endorsed by the EMRC Council at its meeting held on 4 December 2008. (See ATTACHMENT 10). (NOTE: ATTACHMENT 9 Strategic Waste Management Plan and ATTACHMENT 10 EMRC Council report were delivered prior to the agenda. Please ensure you bring your copies to the meeting.) The EMRC now seeks endorsement by the Shire of Mundaring of the SWMP by the end of February 2009 in order to meet the timeframes required by the Department of Environment and Conservation.



Item 8.8 cont’d 2 STATUTORY / LEGAL IMPLICATIONS: Section 40 of the Waste Avoidance and Resource Recovery Act 2007 (WARR)requires each Local Government to provide waste services consistent with an approved Strategic Waste Management Plan (SWMP).

POLICY IMPLICATIONS: Nil FINANCIAL IMPLICATIONS: The development of the SWMP has been funded from a one off grant of $150,000 from the Department of Environment and Conservation to develop and assist the initial implementation of a regional SWMP. Proposed future funding allocations sought over a 5 year period from the Waste Management Board, EMRC and each member Council have been shown in section 7 of the SWMP. STRATEGIC IMPLICATIONS: The development of a zero waste management plan is on the Shire’s Strategic Plan (item 1.9). Since the introduction of the WARR Act the terminology has changed from Zero Waste Management Plan to Strategic Waste Management Plan. The plan was originally to be completed by April 2008. However this timeframe was too short and an extension of time has been given to the end of February 2009. SUSTAINABILITY IMPLICATIONS: The further development and improvement of waste services will improve the amenity and services offered to the community (1.1.1, 1.1.4) The proposal will contribute to waste minimisation, recovery, reuse and recycling (2.1.2). CONSULTATION: The EMRC has met on a number of occasions with EMRC member Council staff both individually and at a group workshop to develop the draft SWMP. It is intended to review the document yearly and include the Waste Management Community Reference group (which includes community members from each of the EMRC member Council areas) in future reviews.



Item 8.8 cont’d 3 COMMENT: The Strategic Waste Management Plan for Perth’s Eastern Region covers a number of topics and is set out in the format as suggested by the Department of Environment and Conservation. The various matters covered include an overview of values and objectives, history of waste, applicable legislation, existing regional and local government waste services and infrastructure, waste generation data, resource recovery, residual waste, current issues and recommendations for future work, education and estimated funding requirements and monitoring and review of the Plan. The most significant matter raised directly affecting the Shire of Mundaring is the suggestion of developing an organics processing facility at Mathieson Road. This would enable the currently shredded greenwaste material to be processed into a product better suitable for use as a compost material and may even be capable of deriving an income to commercial operators or to individuals. It is suggested this be possibly funded in the 2009/10 year with funding from the Waste Management Board with contributions from the Shire and the EMRC. Important regional projects discussed include a Resource Recovery facility, Materials Recovery facility, glass beneficiation plant and a reuse centre. It is important to note that whilst this document is relatively comprehensive and was put together quite quickly to meet the timeframes of the Department of Environment and Conservation there will be a regular annual review of the document to ensure that waste services for the region and the Shire of Mundaring are meeting community expectations and addressing the rapidly changing waste and recycling industries.



Item 8.8 cont’d 4 VOTING REQUIREMENT: Simple Majority COMMITTEE AND OFFICER RECOMMENDATION SGC8.02.09 Moved by: Cr Pilgrim Seconded by: Cr Lavell That Council endorse the Strategic Waste Management Plan for Perth’s eastern region as at ATTACHMENT 9. CARRIED 8/3 For

Against Cr Dullard Cr Harvey Cr Johnson Cr Davies Cr Gardhouse Cr Daw Cr Hall Cr Cuccaro Cr Lavell Cr Jamieson Cr Pilgrim



9.0 ELECTED MEMBERS MOTIONS OF WHICH PREVIOUS NOTICE

HAS BEEN GIVEN

Nil

10.0 NEW BUSINESS OF AN URGENT NATURE APPROVED BY PRESIDING PERSON OR BY DECISION OF MEETING

10.1 Elected Members

Nil

10.2 Officers

Nil 11.0 MATTERS BEHIND CLOSED DOORS 12.0 CLOSING PROCEDURES 12.1 Date, Time and Place of the Next Meeting

The next Strategic and Governance Committee meeting will be held on Monday, 9 March 2009 at 6.30pm in the Council Chamber.

12.2 Closure of the Meeting

The Presiding Person declared the meeting closed at 8.15pm. 13.0 ATTACHMENTS

ATTACHMENT NO.

ITEM NO.

SUBJECT

1 8.1 Cardno - Shire of Mundaring Strategic Transport Plan – Final Report (NOTE: This attachment has been delivered prior to Agenda. Please ensure you bring your copy to the meeting.)

2 8.2 Payments between Meetings

3 8.2 Cheque Listings

4 8.4 Draft Corporate Purchasing Card Policy

5 8.4 Amended Draft Investment Policy

6 8.5 Draft Enterprise Risk Management Policy



ATTACHMENT NO.

ITEM NO.

SUBJECT

7 8.6 Shire of Mundaring Economic Development Strategy 2009 (NOTE: This attachment has been delivered prior to Agenda. Please ensure you bring your copy to the meeting.)

8 8.7 Rotary Club of Mundaring (Inc) letter dated 27 November 2008

9 8.8 EMRC Strategic Waste Management Plan December 2008 (NOTE: This attachment has been delivered prior to Agenda. Please ensure you bring your copy to the meeting.)

10 8.8 EMRC Council Report on the Strategic Waste Management Plan (NOTE: This attachment has been delivered prior to Agenda. Please ensure you bring your copy to the meeting.)


minutes strategic and governance committee meeting … · 09.02.2009 strategic and governance...

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