Please note:  These minutes are yet to be confirmed as a true record of proceedings

CITY OF BUSSELTON

MINUTES FOR THE Council  MEETING HELD ON 12 November 2014

TABLE OF CONTENTS

ITEM NO.                                        SUBJECT                                                                                                                              PAGE NO.

1....... Declaration of Opening and Announcement of Visitors. 4

2....... Attendance. 4

3....... Prayer. 4

4....... Public Question Time. 5

Response to Previous Questions Taken on Notice. 5

Public Question Time. 5

5....... Announcements Without Discussion.. 5

Announcements by the Presiding Member. 5

Announcements by other Members at the invitation of the Presiding Member. 5

6....... Application for Leave of Absence. 5

7....... Petitions and Presentations. 5

8....... Disclosure Of Interests. 5

9....... Confirmation and Receipt Of Minutes. 5

Previous Council Meetings. 5

9.1          Minutes of the Council  held on 22 October 2014. 5

Committee Meetings. 6

9.2          Minutes of a Meeting of the Busselton Settlement Art Project Steering Committee held on 9 October 2014. 6

9.3          Minutes of a meeting of the Meelup Regional Park Management Committee held on 14 October 2014. 6

9.4          Minutes of a meeting of the Policy and Legislation Committee held on 23 October 2014. 6

9.5          Minutes of a meeting of the Airport Advisory Committee held on 29 October 2014. 7

9.6          Minutes of a meeting of the Busselton Jetty Advisory Committee Meeting held on 24 October 2014. 7

Items Brought Forward and Adoption by Exception Resolution.. 8

Items Brought Forward For Discussion. 8

En Bloc Motion. 9

10..... Reports of Committee. 10

10.1        Settlement Art Project Steering Committee - 9/10/2014 - BUSSELTON SETTLEMENT ART PROJECT STEERING COMMITTEE OFFICER'S REPORT - PROPOSED BUDGET AMENDMENT, COMMISSIONING OF SCULPTURE AND HISTORY WALL LOCATION.. 10

10.2        Policy and Legislation Committee - 23/10/2014 - REVIEW OF POLICY RELATING TO MARKETS  17

10.3        Policy and Legislation Committee - 23/10/2014 - REVIEW OF POLICY 124: BUSSELTON REGIONAL AIRPORT - STATEMENT OF INTENT. 25

10.4        Policy and Legislation Committee - 23/10/2014 - REVIEW OF BRANDS AND STYLE GUIDE POLICY 241. 32

10.5        Policy and Legislation Committee - 23/10/2014 - PROPOSED "COMMUNITY RECOGNITION - HONOURS, EVENTS AND WELL WISHES" POLICY. 36

10.6        Policy and Legislation Committee - 23/10/2014 - REVIEW OF FEES, ALLOWANCES AND EXPENSES FOR ELECTED MEMBERS POLICY 001 AFTER DETERMINATION OF THE SALARIES AND ALLOWANCES TRIBUNAL. 40

10.7        Busselton Jetty Advisory Committee - 24/10/2014 - BUSSELTON JETTY ENVIRONMENT AND CONSERVATION ASSOCIATION REQUEST FOR TRAIN WAITING AREA AT INTERPRETIVE CENTRE. 48

10.8        Airport Advisory Committee - 29/10/2014 - BUSSELTON REGIONAL AIRPORT - FEES AND CHARGES. 53

10.9        Airport Advisory Committee - 29/10/2014 - RFT 08/14 AIRPORT SPECIALIST CONSULTANCY PANEL - AWARD OF TENDER. 57

10.10      Airport Advisory Committee - 29/10/2014 - RFT 08/14 AIRPORT SPECIALIST CONSULTANCY PANEL - AWARD OF TENDER. 63

11..... Planning and Development Services Report. 69

11.1        DRAFT DUNSBOROUGH LAKES DEVELOPER CONTRIBUTIONS PLAN - CONSIDERATION FOR ADOPTION FOR ADVERTISING.. 69

12..... Engineering and Work Services Report. 73

12.1        PEDESTRIAN ACCESS WAY (PAW) BETWEEN ANTHONY ROAD AND DAVID DRIVE, GEOGRAPHE. 73

12.2        BUDGET AMENDMENT - SHARK NET / BEACH  ENCLOSURE GRANT FUNDING.. 82

13..... Community and Commercial Services Report. 84

13.1        PUBLIC CONSULTATION FOR THE PROPOSED DUNSBOROUGH COMMUNITY SITE AND PROPOSED LEASES WITH ASSOCIATED GROUPS. 84

13.2        MARKETING AND EVENTS REFERENCE GROUP OUTCOMES. 94

14..... Finance and Corporate Services Report. 101

14.1        PROPOSED CITY OF BUSSELTON DOGS LOCAL LAW 2014. 101

15..... Chief Executive Officer's Report. 106

15.1        PRESENTATION OF THE 2013-2014 CITY OF BUSSELTON ANNUAL REPORT AND COUNCIL ENDORSEMENT OF THE 2014 ANNUAL GENERAL ELECTORS' MEETING AND SPECIAL MEETING OF THE ELECTORS (DUNSBOROUGH) 106

15.2        COUNCILLORS' INFORMATION BULLETIN.. 109

16..... Motions of which Previous Notice has been Given.. 113

Nil

17..... Confidential Reports. 113

Nil

18..... Public Question Time. 113

19..... Next Meeting Date. 113

20..... Closure. 113

 


Council                                                                                      3                                                            12 November 2014

MINUTES

 

MINUTES OF A Meeting of the Busselton City Council HELD IN the Council Chambers, Administration Building, Southern Drive, Busselton, ON 12 November 2014 AT 5.30pm.

 

1.               Declaration of Opening and Announcement of Visitors

The Presiding Member open the meeting at 5.30pm.

2.               Attendance

Presiding Member:

Members:

 

Cr Ian Stubbs           Mayor

Cr Grant Henley

Cr John McCallum

Cr Tom Tuffin

Cr Gordon Bleechmore

Cr Rob Bennett

Cr Coralie Tarbotton

Cr Jenny Green

Cr Terry Best

 

Officers:

 

Mr Mike Archer, Chief Executive Officer

Mr Oliver Darby, Director, Engineering and Works Services

Mr Paul Needham, Director, Planning and Development Services

Mrs Naomi Searle, Director, Community and Commercial Services

Mr Matthew Smith, Director, Finance and Corporate Services

Miss Lynley Rich, Manager, Governance Services

Mrs Katie Banks, Administration Officer, Governance

 

Apologies

 

Nil

 

Approved Leave of Absence

 

Nil

 

Media:

 

“Busselton-Dunsborough Times”

“Busselton-Dunsborough Mail”

 

Public:

 

Nil

3.               Prayer

The prayer was delivered by

4.               Public Question Time

Response to Previous Questions Taken on Notice 

Public Question Time

 

Nil

5.               Announcements Without Discussion

Announcements by the Presiding Member

Announcements by other Members at the invitation of the Presiding Member

 

Nil

6.               Application for Leave of Absence

Nil

7.               Petitions and Presentations

Nil 

8.               Disclosure Of Interests

Nil

9.               Confirmation and Receipt Of Minutes 

Previous Council Meetings

9.1             Minutes of the Council  held on 22 October 2014

Recommendation

That the Minutes of the Council  Meeting held 22 October 2014 be confirmed as a true and correct record.

 

Committee Meetings

9.2             Minutes of a Meeting of the Busselton Settlement Art Project Steering Committee held on 9 October 2014

 

RECOMMENDATION

 

1)         That the minutes of a meeting of the Busselton Settlement Art Project Steering Committee held on 9 October 2014 be received.

 

2)         That the Council notes  the outcomes of the Busselton Settlement Art Project      Steering Committee held on 9 October 2014 being:

             a)            The Busselton Settlement Art Project Steering Committee                                                         Officer’s Report is presented for Council consideration at Item 10.1 of this                             agenda.

             b)            The Committee discussed the option of auctioning the Whalers Wife to fund                        the remaining sculptures

 

 

9.3             Minutes of a meeting of the Meelup Regional Park Management Committee held on 14 October 2014

 

RECOMMENDATION

 

1)         That the minutes of a meeting of the Meelup Regional Park Management Committee      held on 14 October 2014 be received.

 

2)         That the Council notes the outcomes of the Meelup Regional Park Management Committee meeting held on 14 October 2014 being:

            

             a)            The Committee supported the Meelup Beach Day 2014.

 

             b)            The Committee supported the Meelup Regional Park Research Proposal                              2014 – 2024 & recommended that the Council notes the proposal as a                                    guide for future planning.

 

 

9.4             Minutes of a meeting of the Policy and Legislation Committee held on 23 October 2014

 

RECOMMENDATION

 

1)         That the minutes of a meeting of the Policy and Legislation Committee held on 23             October 2014 be received.

 

2)         That the Council notes the outcomes of the Policy and Legislation Committee      meeting held on 23 October 2014 being:

 

             a)            The Review of Policy Relating to Markets Item is presented for Council                                 consideration at Item 10.2 of this agenda.

             b)            The Review of Policy 124: Busselton Regional Airport - Statement                                              of Intent Item is presented for Council consideration at Item 10.3 of this                                   agenda.

             c)            The Review of Brands and Style Guide Policy 241 Item is presented for                                 Council consideration at Item 10.4 of this agenda.

             d)            The Proposed "Community Recognition - Honours, Events and Well                                       Wishes" Policy Item is presented for Council consideration at Item 10.5 of                             this agenda.

             e)            The Review of Fees, Allowances and Expenses for Elected Members                                      Policy 001 After Determination of the Salaries And Allowances                                                    Tribunal Item is presented for Council consideration at Item 10.6 of this                                                agenda.

 

 

 

 

 

 

9.5             Minutes of a meeting of the Airport Advisory Committee held on 29 October 2014

 

RECOMMENDATION

 

1)         That the minutes of a meeting of the Airport Advisory Committee held on 29 October      2014 be received.

 

2)         That the Council notes the outcomes of the Airport Advisory Committee meeting               held on 29 October 2014 being:

            

             a)            The RFT 08/14 Airport Specialist Consultancy Panel - Award of Tender Item is                    presented for Council consideration at Item 10.8 of this agenda.

 

             b)            The RFT 09/14 Busselton Regional Airport Detailed Design and Construction                         of Additional Apron Area - Award of Tender Item is presented for Council                                 consideration at Item 10.9 of this agenda.

 

             c)            The Busselton Regional Airport - Fees And Charges Item is presented                                       for Council consideration at Item 10.10 of this agenda.

 

 

 

 

 

 

9.6             Minutes of a meeting of the Busselton Jetty Advisory Committee Meeting held on 24 October 2014

 

RECOMMENDATION

 

1)         That the minutes of a meeting of the Busselton Jetty Advisory Committee held on 24        October 2014 be received.

 

2)         That the Council notes the outcomes of the Busselton Jetty Advisory Committee held       on 24 October being:

            

             a)            The Busselton Jetty Environment and Conservation Association request Item                       is presented for Council consideration at Item 10.6 of this agenda.

 

 

 

 

Items Brought Forward and Adoption by Exception Resolution

 

At this juncture the Mayor advised the meeting that with the exception of the items identified to be withdrawn for discussion, that the remaining reports, including the Committee and Officer Recommendations, will be adopted en bloc.

Items Brought Forward For Discussion

10.2        Minutes of a Meeting of the Busselton Settlement Art Project Steering Committee held on 9 October 2014

10.3        Minutes of a meeting of the Meelup Regional Park Management Committee held on 14 October 2014

10.4        Minutes of a meeting of the Policy and Legislation Committee held on 23 October 2014

10.5        Minutes of a meeting of the Airport Advisory Committee held on 29 October 2014

10.6        Minutes of a meeting of the Busselton Jetty Advisory Committee Meeting held on 24 October 2014

11.1        Settlement Art Project Steering Committee - 9/10/2014 - BUSSELTON SETTLEMENT ART PROJECT STEERING COMMITTEE OFFICER'S REPORT - PROPOSED BUDGET AMENDMENT, COMMISSIONING OF SCULPTURE AND HISTORY WALL LOCATION

11.2        Policy and Legislation Committee - 23/10/2014 - REVIEW OF POLICY RELATING TO MARKETS

11.3        Policy and Legislation Committee - 23/10/2014 - REVIEW OF POLICY 124: BUSSELTON REGIONAL AIRPORT - STATEMENT OF INTENT

11.4        Policy and Legislation Committee - 23/10/2014 - REVIEW OF BRANDS AND STYLE GUIDE POLICY 241

11.5        Policy and Legislation Committee - 23/10/2014 - PROPOSED "COMMUNITY RECOGNITION - HONOURS, EVENTS AND WELL WISHES" POLICY

11.6        Policy and Legislation Committee - 23/10/2014 - REVIEW OF FEES, ALLOWANCES AND EXPENSES FOR ELECTED MEMBERS POLICY 001 AFTER DETERMINATION OF THE SALARIES AND ALLOWANCES TRIBUNAL

11.7        Busselton Jetty Advisory Committee - 24/10/2014 - BUSSELTON JETTY ENVIRONMENT AND CONSERVATION ASSOCIATION REQUEST FOR TRAIN WAITING AREA AT INTERPRETIVE CENTRE

11.8        Airport Advisory Committee - 29/10/2014 - BUSSELTON REGIONAL AIRPORT - FEES AND CHARGES

12.1        DRAFT DUNSBOROUGH LAKES DEVELOPER CONTRIBUTIONS PLAN - CONSIDERATION FOR ADOPTION FOR ADVERTISING

13.1        PEDESTRIAN ACCESS WAY (PAW) BETWEEN ANTHONY ROAD AND DAVID DRIVE, GEOGRAPHE

13.2        BUDGET AMENDMENT - SHARK NET / BEACH  ENCLOSURE GRANT FUNDING

14.1        PUBLIC CONSULTATION FOR THE PROPOSED DUNSBOROUGH COMMUNITY SITE AND PROPOSED LEASES WITH ASSOCIATED GROUPS

14.2        MARKETING AND EVENTS REFERENCE GROUP OUTCOMES

15.1        PROPOSED CITY OF BUSSELTON DOGS LOCAL LAW 2014

16.1        PRESENTATION OF THE 2013-2014 CITY OF BUSSELTON ANNUAL REPORT AND COUNCIL ENDORSEMENT OF THE 2014 ANNUAL GENERAL ELECTORS' MEETING AND SPECIAL MEETING OF THE ELECTORS (DUNSBOROUGH)

16.2        COUNCILLORS' INFORMATION BULLETIN

6.1          Airport Advisory Committee - 29/10/2014 - RFT 08/14 AIRPORT SPECIALIST CONSULTANCY PANEL - AWARD OF TENDER

6.2          Airport Advisory Committee - 29/10/2014 - RFT 08/14 AIRPORT SPECIALIST CONSULTANCY PANEL - AWARD OF TENDER

En Bloc Motion

 

RECOMMENDATION

 

That the Committee and Officer Recommendations in relation to the following agenda items be carried en bloc:

 


Council                                                                                      9                                                            12 November 2014

10.             Reports of Committee

10.1           Settlement Art Project Steering Committee - 9/10/2014 - BUSSELTON SETTLEMENT ART PROJECT STEERING COMMITTEE OFFICER'S REPORT - PROPOSED BUDGET AMENDMENT, COMMISSIONING OF SCULPTURE AND HISTORY WALL LOCATION

SUBJECT INDEX:

Heritage: Local History; Busselton Settlement Art Project Steering Committee

STRATEGIC OBJECTIVE:

A City of shared, vibrant and well planned places that provide for diverse activity and strengthen our social connections.

BUSINESS UNIT:

Community Services

ACTIVITY UNIT:

Cultural Services

REPORTING OFFICER:

Cultural Development Officer - Jacquie Happ

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Absolute Majority

ATTACHMENTS:

Attachment a   Concept and Location of History Wall

Attachment b    Proposed Location of the Timber Worker

Attachment c    State Heritage Comments History Wall 2014   

 

This item was considered by the Settlement Art Project Steering Committee at its meeting on 9 October 2014, the recommendations from which have been included in this report. 

 

PRÉCIS

 

The Busselton Settlement Art Project (BSAP) is a public art initiative commemorating the successful establishment of Busselton as one of the first settlements outside Perth. The project consists of the commissioning of six (6) life-sized bronze sculptures (one per year subject to funding) at a total cost of approximately $700,000 (ex GST). The project is overseen by a formal Committee of Council, the Busselton Settlement Art Project Steering Committee (BSAPSC).

 

The purpose of this report is to seek approval for a portion of the City’s Percent for Art funds allocated for the Busselton (east) precinct to be allocated for the detailed design and construction of a History Wall to recognise donors and contributors. To comply with National Trust appeal funding conditions, it is recommended that the City establishes a new Public Art Fund Restricted Assets Account whereby corporate and business sponsors can be recognised for their contributions to the project.

 

 

BACKGROUND

 

In November 2011 Council awarded Tender 1/11 Settlement of Busselton Art Project to Greg James (C1111/342) for the commissioning of BSAP sculptures. In June 2013, a formal committee of Council (BSAPSC) was established to provide a vehicle by which the commissioning of the sculptures could be overseen; and to initiate and coordinate fundraising activities (C1306/139).

 

On 15 August 2013, the BSAPSC at its first formal meeting discussed the order in which the sculptures should be commissioned. The recommended order was as follows:

 

1.    Whaler’s Wife

2.    Aboriginal Child and Elder (previously known as Indigenous Child and Elder)

3.    Timber Worker

4.    John Garrett (JG) Bussell

5.    Spanish Settler

6.    Pioneer Woman

 

This initial order of commission was endorsed by the Council at its meeting on 11 September 2013 (C1309/235). This strategy was based on sufficient time to develop the Aboriginal Child and Elder to meet community expectations and funding from various government and non-government agencies being immediately forthcoming for this particular sculpture. 

 

It has since transpired that additional work is required to secure the funding for this sculpture and consultation is required to consolidate a detailed design that will reflect the wishes of the local Aboriginal community. At a formal meeting of the BSAPSC on 9 January 2014 (BSA1401/010) the Committee recommended that the order of commissioning for the first three sculptures be changed to:

1.    Whaler’s Wife

2.    Timber Worker

3.    John Garrett (JG) Bussell

 

The revised order of commission was endorsed by Council at its meeting on 12 February 2014 (C1402/018) in anticipation that there will be adequate funding for the JG Bussell sculpture.

 

The first sculpture has been commissioned and the Whaler’s Wife was installed and officially unveiled on 14 March 2014 as part of the Cultural Precinct’s Fringe Festival of Arts Busselton event. 

 

As part of the BSAP it is important to define the difference between donations and contributions. Donations are made by entities (including individuals and organisations) wishing to take advantage of the tax deductibility status and therefore need to comply with Heritage Conservation Appeal conditions.  Whilst not tax deductible, a contribution is where an entity (including individuals and organisations) wish to provide sponsorship and receive the benefit of acknowledgement, including brand recognition. The marketing and implementation of the project thus far has indicated that both donors and contributors should be recognised in some format. The proposed history wall is a means to do this (see attachment 1).

 

Heritage Conservation Appeals (such as the Busselton Settlement Appeal) are for the conservation of places or items of heritage significance. The Australian Tax Office allows the National Trust to extend this tax-deductibility to heritage-related appeals operated by other organisations, which are known as 'External Appeals'. Generally, the heritage place should be owned or managed by a community based not-for-profit organisation. The subject of the appeal must be heritage-listed and have a degree of public accessibility.

 

There are specific conditions for appeal projects relating to donor recognition.  Under these conditions the recognition of corporate donations and brand recognition (such as company logos) is not permissible.  The establishment of a new Public Art Fund Restricted Assets Account will provide a mechanism for business and corporate brands to be shown on the history wall.

 

STATUTORY ENVIRONMENT

 

Under Section 5.8 of the Local Government Act 1995 (the Act), a local government, by absolute majority, may establish committees of three or more persons to assist the Council, and to exercise the powers and discharge the duties of the local government that can be delegated to committees.  Authority can be delegated to formally constituted Committees of Council in accordance with Sections 5.16 and 5.17 of the Act.

 

Under Section 6.8 of the Act, expenditure that is not included in the annual budget requires a resolution in advance of the expenditure with Absolute Majority.

 


 

RELEVANT PLANS AND POLICIES

 

Social & Ageing Plan 2012 – 2020

It is a goal of the City’s Social and Ageing Plan (2010-2020) that our culture is celebrated, valued and retained. The installation of the BSAP is in line with this goal.

 

City of Busselton’s Ten Year Financial and Corporate Business Plans

The BSAP has been budgeted in the City’s four year Corporate Business Plan. It has also been identified with an allocation of $50,000 annually in the City’s Long Term Financial Plan (2013-2023) for the current financial year up until 2016/17.

 

The Local Planning Policy (6B) Percent for Art Provisions

The Percent for Art Provisions allow for developers to provide cash in lieu contribution in place of an artwork at the site of the development application.  According to the draft policy, subject to Council endorsement at the Ordinary Meeting on 8 October 2014, funds which are in the Percent for Art Cash in Lieu – Public Art Restricted Funds account that have been collected in the Busselton (East) precinct of the City of Busselton will be directed to the Settlement Art Project as a priority. There are two contributions that have been paid into this account (totalling $38,000) and both are from the Busselton (East) precinct.

 

FINANCIAL IMPLICATIONS

 

Timber Worker

The Timber Worker is the next sculpture to be commissioned and is confirmed to cost $110,000. It is proposed to be funded from a combination of the National Trust Busselton Settlement Appeal donations, Percent for Art (City of Busselton Public Art Fund) contributions, a contribution from Busselton Water and municipal funds incorporated into the 2014/15 budget.

 

History Wall

It is estimated there will be a need in 2014/15 for a combination of ten (10) individual donor and contributor plaques and two (2) plinths (constructed from jetty timber) for the History Wall.

 

With regard to the timber for the plinths, it is an economical use of labour and equipment hire to source the five (5) jetty timbers up front and store them until they are required. Two (2) plinths would be required initially. Labour costs include sanding, sealing and installation.

 

With regard to the galvanised steel bases, Officers have recommended to commission five (5) steel bases instead of two (2), increasing the budget from $1,600 to $2,600. Three (3) bases could be held in storage with the timbers until they are needed. It is more economical to make five (5) rather than two (2) steel bases due to the economies of scale.  Additionally, it is estimated manufacturing costs will approximately double overtime and the price of steel increases periodically. In the event that the project ceases, the bases could be used for other cultural interpretation stands of a similar nature.

 

The construction of the History Wall is projected to cost $9,050 comprising of:

 

History Wall Expenses

Plaques

$2,450

Jetty Timber Plinths (5)

Nil

Timber labour costs

$3,500

Steel base fabrication (5)

$2,600

Engineers Certificate

$500

Total

$9,050

As part of the 2014/15 budget, $120,000 has been allocated towards the project. The proposal to use some of the BSA funding to design and construct the History Wall has no negative impact on the 2014/15 budget as detailed in the table below:

 

Income

 

Expense  

 

National Trust donations

$6,050

Capital

 

Percent for Art Cash in Lieu – Public Restricted Fund

$38,000

Timber Worker

$110,000

Municipal Funds

$50,000

History Wall (Labour Costs)

$3,500

Busselton Water (Public Art Fund Restricted Assets Account) contribution

$25,000

History Wall (2 Steel Bases)

$2,600

 

 

History Wall (Engineers Certificate)

$500

 

 

History Wall Plaques

$2,450

Total (ex GST)

$119,050

Total (ex GST)

$119,050

 

Public Art Fund

The establishment of a Public Art Fund Restricted Assets Account enables corporate and business contributions to be recognised on the History Wall without contravening the National Trust conditions. It will operate in a similar fashion to the Percent for Art Cash in Lieu – Public Restricted Fund and be for the specific purpose of the Busselton Settlement Art Project.  These contributions will not be tax deductible.  The $25,000 contribution from Busselton Water will be deposited into this account.

 

STRATEGIC COMMUNITY OBJECTIVES

 

The Strategic Community Objective of “a City of shared, vibrant and well planned places that provide for diverse activity and strengthen social connection” is supported by this proposal to enhance public areas with significant works of art.

 

RISK ASSESSMENT

 

An assessment of the potential implications of implementing the Officer Recommendation has been undertaken using the City’s risk assessment framework. The assessment identifies ‘downside’ risks only, rather than ‘upside’ risks as well.  No risks were found where the residual risk, once controls have been identified, were considered to be ‘medium’ or greater.

 

CONSULTATION

 

The participating members of the BSAPSC have been included in the process of discussing and forming the recommendations in this report.

 

Consultation has also been ongoing with the Bussell family and key stakeholders identified for future sculptures yet to be commissioned.

 

OFFICER COMMENT

 

All items within this report have been discussed at informal meetings of the BSAPSC held on 13 March 2014 and 28 August 2014.

 

 

 

Timber Worker

The commissioning of the Timber Worker is the next step in progressing the Busselton Settlement Art Project.  The Timber Worker is proposed to be set into a garden bed under trees on the corner of Queen Street and Marine Terrace. The positioning was recommended by the artist Greg James and endorsed by the BSAPSC. This location nestled within the trees and wood chips in the garden bed will enhance the theme of the timber industry and create interest on the corner.  It will also link to the future location of the Aboriginal Child and Elder which is recommended to be under trees in the Terrace Garden on Marine Terrace. (See Attachment 2 Proposed Location of the Timber Worker)

 

History Wall

With most community fundraising projects, it is standard practice for donors and contributors to be acknowledged for their donation or financial support. For the Busselton Settlement Art Project, the proposal is called a History Wall. The proposed History Wall will display the names of these donors and contributors.

 

The proposed History Wall will consist of plaques on plinths located in the Cultural Precinct. The level of recognition will be based on the level of contribution received.   Up until the completion of this project, entities that make a contribution into the Cash in Lieu – Public Art Restricted Funds or into a Public Art Fund Restricted Asset Account will be able to receive brand recognition on the stainless steel plaques. (See Attachment 1 Concept and Location of History Wall). 

 

The recycled Jetty timbers will have strapping that attaches it to the wall of the adjacent building and there will be pins securing it to the ground. This structure will be structurally certified. The stainless steel plaques will be engraved and painted with the names of entities which have made a tax deductible donation into the National Trust Busselton Settlement Appeal.

 

The State Heritage Office has approved the History Wall concept with the condition that the straps holding the plinths upright are drilled into the mortar and not the bricks. (Attachment 3 State Heritage Comments History Wall 2014)

 

Public Art Fund Restricted Asset Account

The National Trust auspices an appeal account where donations made to the Busselton Settlement Appeal are tax deductible. A condition of the appeal is that there is no perceived benefit for the donor. The National Trust has clarified that plaques can contain the family or business name of the donor but no images or logos should be included.

 

As a potential sponsor to the project, corporations and businesses (such as Busselton Water) will be attracted to contribute to a project where there is some form of recognition, for example a logo on a plaque. The City is in a position to set up a Public Art Fund Restricted Asset Account to ensure that funds contributed are recognised by their inclusion on the History Wall, and used specifically for the Busselton Settlement Art Project.  The contributions made to this account of the City will not be tax deductible. Corporations and businesses will be made aware of this.

 

CONCLUSION

 

The commissioning of the Timber Worker is the next logical stage in the progression of the Busselton Settlement Art Project and there is adequate funding to proceed in the 2014/15 financial year.

 

The construction and development of a History Wall will recognise existing and future contributors to the Busselton Settlement Art Project. The construction type (jetty timber) will complement existing infrastructure in the Cultural Precinct and the plaques will be long lasting and can be added to as the project progresses. Five (5) plinths will be selected, two (2) plinths will be constructed initially and the remaining three (3) will be stored for later use. Five (5) bases will be manufactured, two (2) will be used and the remaining three (3) will be stored for later use.

A Public Art Fund Restricted Asset Account will allow the City to accept contributions made by corporations or businesses that wish to be recognised for their contribution and be represented by their logo on plaques on the History Wall.

 

OPTIONS

 

Option1 - The Council may choose to not commission a sculpture in 2014/15 in order to wait for additional community contributions. However, sufficient funds are available this financial year to proceed with the next sculpture and the full History Wall at this stage.

 

Option 2 – The Council may request the BSAPSC to investigate alternative options to the History Wall to recognise contributions of donors to the project.

 

Option 3 – The Council may decide not to establish a Public Art Fund Restricted Asset Account for the Busselton Settlement Art Project. This will increase the risk of not receiving contributions by businesses or corporations who would like some brand recognition (i.e. logo) attached to this historic project.

 

Option 4 – The Council may decide to not recognise donations and contributions to the project. There is however, some risk to this option as it has been assumed throughout the project that donors will be recognised.

 

Option 5 – The Council may decide to commission two (2) steel bases instead of five (5), reducing this component of the budget from $2,600 to $1,600, which would reflect the amount to be commissioned in the current financial year.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

Should the Council endorse the Officer recommendation, the Timber Worker and History Wall will be commissioned and completed as soon as practicable.

 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION

 

That the Council:

 

1.    Notes

a)         The commissioning of Greg James as per TEN01/11 Settlement of Busselton Art Project (C1111/342) to undertake the next sculpture (Timber Worker) in the 2014/15 financial year for $110,000;

b)        The location of the Timber Worker being the corner of Queen Street and Marine Terrace.

 

2.    Approves the construction and location of the History Wall adjacent to the Old Police Sargent’s Quarters in the Cultural Precinct on Queen Street to recognise contributions of donors to the project.

ABSOLUTE MAJORITY DECISION OF COUNCIL REQUIRED

 

3.    Approves the establishment of a Public Art Fund Restricted Assets Account for the purposes of accepting corporate and business contributions to be attributed to the implementation of the Busselton Settlement Art Project.

 

4.    Approves an amendment to the 2014/15 budget by reducing the Cultural Planning Contributions Account (330.10900.1280) to $6,050 and transferring $38,000 from the Percent for Art Cash in Lieu – Public Art Restricted Fund and $25,000 from the Public Art Fund Restricted Asset Account to the Busselton Settlement Project for the commissioning of the Timber Worker sculpture.

 

 


Council                                                                                      15                                                          12 November 2014

10.2           Policy and Legislation Committee - 23/10/2014 - REVIEW OF POLICY RELATING TO MARKETS

SUBJECT INDEX:

Events

STRATEGIC OBJECTIVE:

A City where the community has access to quality cultural, recreation, leisure facilities and services.

BUSINESS UNIT:

Community Services; Commercial Services

ACTIVITY UNIT:

Commercial Services

REPORTING OFFICER:

Director, Community and Commercial Services - Naomi Searle

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Nil

 

This item was considered by the Policy and Legislation Committee at its meeting on 23 October 2014, the recommendations from which have been included in this report. 

 

PRÉCIS

 

As part of the Council’s ongoing policy review, the policy relating to markets was presented to Council for review and updating following a period of community consultation.  At the ordinary meeting of Council on 26 June 2013, Council resolved to adopt an updated markets policy, on the basis that a review be undertaken in 12 months time. 

 

This report presents the outcomes of the review and makes recommendations for minor amendments to the policy.

 

 

BACKGROUND

 

The Policy and Legislation Committee has progressively worked through a policy review process to ensure that recommendations are made to the Council on all policies of the Council.

 

The markets policy has been in existence for some time and has generally worked well, however after a significant increase in the number of individuals, groups and organisations requesting to hold new markets in various locations across the City, in February 2013 City Officers reviewed the policy and presented an updated version to the Policy and Legislation Committee.  As a result, Council endorsed (C1303/057) the draft policy for the purposes of community consultation, with submissions to be considered by Council prior to the finalisation of the policy.  Council also resolved (C1303/057) that staff investigate possible alternate venues for when Signal Park is in use for events and report back following the conclusion of the consultation process.

 

The updated policy was drafted to ensure that markets that are held on City owned or managed land do not adversely impact local businesses, but are successful, sustainable, and are appropriately accessible to the public.  The updated version was developed in consultation with the local Chambers of Commerce, the Geographe Bay Tourism Association, market organisers, and various businesses located in close proximity to the proposed locations.

 

At both of the Policy and Legislation Committee Meetings held in February and June 2013, it was reported that there were five (5) regular markets held within the City on City owned or managed land.  The following provides a summary of the regular markets that were held within the City as at June 2013;

 

·      Busselton

Railway Markets held at Rotary Park, Causeway Road Busselton, on the second and fourth Sunday of the month.  Organised by the Rotary Club of Busselton Geographe Bay

Barnard Park Markets, held at Yoganup Park Busselton, Marine Terrace, on the first, third and fifth Sunday of the month.  Organised by a private individual

Busselton Community Garden, held at the Community Garden, Roe Terrace Busselton, on the second and fourth Saturday of the month

·      Vasse

Vasse Markets held at the Vasse Hall, Vasse, on the first, third and fifth Saturday of the month.  Organised by a private individual

·      Dunsborough

Dunsborough Markets held at Lions Park, Dunsborough, on the fourth Saturday of the month.  Organised by the Lions Club of Dunsborough.

 

It was also reported that there had been a history of markets held at the Dunsborough Playing Fields and Naturaliste Community Centre in the past, and there were recent requests to recommence more regular markets in Dunsborough, however such requests had been deferred until the policy was considered by Council.

 

Whilst there has been a minimal amount of markets held on privately owned land the updated policy specifically relates to markets held on City owned and managed land.  Markets held on privately owned land are subject to other City regulatory considerations.

 

The updated policy was developed to serve as a guide to applicants of the general approval process for all types of markets held on public land under the management of the City.  Whilst the updated policy still requires market organisers to be licensed under the Trading in Public Places Local Law, market organisers must also be approved to conduct a market under the City’s Events Policy.  City Officers therefore assess applications for the conduct of markets in accordance with the requirements under the City’s Events Policy.

 

Following the community consultation process, at the June 2013 Policy and Legislation Committee meeting, Officers presented a summary of the submissions received and a subsequent revised policy relating to markets, which resulted in the Council endorsing the following policy, on the basis that it be reviewed in 12 months time (C1306/169):

 

074

Markets Policy

V3 Current

 

1. PREAMBLE / POLICY STATEMENT

This Policy will be used to guide applicants of the general approval process for all types of markets conducted on public land under the management of the City of Busselton. The City of Busselton will assess applications for the conduct of markets in accordance with legislative requirements under the City’s Events Policy.

 

2. OBJECTIVE

The aim of the Policy is to ensure that markets that are held on City owned or managed land, do not adversely impact on local businesses, but are successful, sustainable, and appropriately accessible to the public. The City of Busselton is therefore committed to ensuring that the conduct of markets on such land is managed and controlled to protect and enhance the wellbeing of the community.

 

3. POLICY CONTENT

a)    All market organisers must be licensed under the Trading in Public Places Local Law

b)    All market organisers must be approved to conduct a market under the City of Busselton’s Events Policy

c)    All stall holders wishing to operate at a market must be registered with the market license holders

d)    Council authorises a maximum of:

i.      one (1) market each fortnight on the first, third and fifth Sunday only of every month in Busselton, to be held at Signal Park, Busselton Foreshore;

ii.     one (1) market each fortnight on the second and forth Sunday only of every month in Busselton, to be held at Rotary Park, Causeway Road Busselton, subject to the development and implementation of a traffic management plan approved by the City of Busselton, alternatively to be held at at Signal Park, Busselton Foreshore;

iii.    one (1) night market per week, to be held at the Busselton Cultural Precinct;

iv.   one (1) market each fortnight on the second and fourth Saturday only of every month, to be held at the Busselton Community Garden, Roe Terrace Busselton, for local produce and artisan goods only, with a maximum of 20 market stalls;

v.    one (1) market each fortnight on the first, third and fifth Saturday only of every month in Vasse, to be held at Vasse Hall/Oval;

vi.   one (1) market each fortnight on the second and fourth Saturday of every month only, to be held at Lions Park Dunsborough for local produce and artisan goods only, subject to the development and implementation of a traffic management plan approved by the City of Busselton;

e)    Community and charitable organisations will be given preference to conduct markets at the above listed venues. Additional markets and other activities may be permitted with Council approval.

 

Council also resolved (C1306/169) that prior to the completion of the Busselton Foreshore ‘active core’ redevelopment, the following alternate venues for markets in Busselton be earmarked;

 

a.    Rotary Park, subject to the redevelopment and implementation of an approved traffic management plan; and

b.    Churchill Park, subject to scheduled local sporting arrangements.

 

As required by Council (resolution C1306/169), this report presents the outcomes of the review of the markets policy, some 12 months after the adoption of the revised policy, and recommends minor amendments to reflect the changing circumstances of markets held in Busselton. 

 

STATUTORY ENVIRONMENT

 

In accordance with Section 2.7(2)(b) of the Local Government Act 1995 it is the role of the Council to determine the Local Government’s policies.  The Council has proposed to do this on a recommendation of a Committee it has established in accordance with Section 5.8 of the Act.

 

RELEVANT PLANS AND POLICIES

 

This report presents a review of the markets policy that was updated and endorsed (C1306/169) by Council in June 2013.  It is recommended that minor amendments to the existing policy be made to reflect the current preferred locations of markets held in Busselton.

 

Further, it is considered relevant to maintain a policy in this regard to ensure that markets held on City owned or managed land do not adversely impact local businesses, but are successful, sustainable, and appropriately accessible to the public.  This policy is, and will continue to be used to guide applicants of the general approval process for all types of markets conducted on public land under the management of the City of Busselton.

 

FINANCIAL IMPLICATIONS

 

As part of the 2014/15 adopted Fees and Charges Schedule, the City imposes fees for markets based on two rates; commercial and community use. 

 

It is recognised that the increased usage of public land increases the maintenance requirements of the City, however the City does not currently charge a bond to market organisers.  Whilst there has been identified damage caused by events on public land in the past, it is not considered necessary to impose a bond for markets as damage has been minimal.

 

STRATEGIC COMMUNITY OBJECTIVES

 

This matter aligns with the City of Busselton’s endorsed Strategic Community Plan 2013, and principally with the following Strategic Goal:

 

1.    Well planned vibrant and active places;

 

1.1  A City where the community has access to quality cultural, recreation, and leisure facilities and services.

 

RISK ASSESSMENT

 

An assessment of the potential implications of implementing the Officer Recommendation has been undertaken using the City’s risk assessment framework. The assessment identifies ‘downside’ risks only, rather than ‘upside’ risks as well.  No risks were found where the residual risk, once controls have been identified, were considered to be ‘medium’ or greater.

 

CONSULTATION

 

In developing the current markets policy, consultation was undertaken with the Busselton and Dunsborough Yallingup Chambers of Commerce, Geographe Bay Tourism Association, various businesses located nearby identified proposed market locations, and various market organisers.  Further to this as per Council resolution C1303/057, the policy in draft format was advertised by local public notice for a minimum period of three (3) weeks.  25 submissions were received.

 

In reviewing the current policy some 12 months after being endorsed by Council (C1306/169), consultation has been undertaken with local Chambers of Commerce, various businesses located nearby market locations, and with market organisers.

 

OFFICER COMMENT

 

Since the endorsement of the current markets policy in June 2013, a number of changes have taken place.  The following provides an overview of these changes:

 

Busselton

·    Rotary Park was previously viewed as a good location for markets due to the shaded grassed area, and it being the major thoroughfare into the City.  However due to the success of the markets, traffic congestion proved a significant problem resulting in the current markets policy imposing the development and implementation of a traffic management plan, which in turn placed additional resource requirements on to the market organiser.  Winter months continued to prove problematic as the markets were often affected by flooding, resulting in muddy grounds that became unattractive to market stallholders and the general public, and increased the City’s ground maintenance requirements.  Coupled with the success of the relocation of the Barnard Park Markets to Signal Park, the market organiser made the decision to relocate the Railway Markets to Signal Park as it was viewed as a better year-round location, had appropriate parking and ablution facilities, was frequented by a higher number of tourists and locals, and would provide a consistent location rather than alternating between sites each week.  Based on this, Rotary Park is no longer considered an appropriate year-round venue for markets, with Signal Park now considered the most ideal venue.  It is therefore recommended that this be reflected in the policy.

·    Market organiser Busselton Creative Co-op approached City Officers for an indoor venue to host a monthly craft market in Busselton.  As this was an additional market outside of the current markets policy, but viewed by Officers as a niche market offering, authority was sought from the City’s Chief Executive Officer to trial the markets at Churchill Park Hall as per the preferred alternate market location outlined in the policy.  Whilst the Busselton Cultural Precinct was viewed by Officers as the ideal venue for this type of market, indoor capacity was viewed by the market organiser as limited and therefore inappropriate. Approval for a six (6) month trial at Churchill Park Hall, commencing in July 2014 was subsequently granted.  Given the continuation of this market beyond the trial period is uncertain, there is no specific recommendation to incorporate it into the policy beyond Churchill Park being an alternate venue for markets in Busselton.

·    The Busselton Cultural Precinct continues to be developed as the premier destination for cultural activities in Busselton.  As part of the marketing strategy to activate the Precinct, monthly markets are anticipated to commence in the near future.  Currently the markets policy provides for weekly night markets only, however it is anticipated that the markets will initially be held during the day.  It is therefore recommended that this be reflected in the policy.

·    The Busselton Community Garden markets prove to be successful and continue to operate on a fortnightly basis for local produce and artisan goods only.  It is therefore recommended that this market continues as per the current policy.

 

Vasse

·    The Vasse markets held at the Vasse Hall continues to operate as a highly successful and frequented market within the City.  The markets provide value to the local community who would otherwise access the Busselton CBD for grocery needs.  Held on a Saturday, the markets provide an alternative to the Sunday Busselton markets, so there is no conflict between the two.  Given the history and success of the markets, it is recommended that the markets continue as outlined in the policy.

 

Dunsborough

·    The Dunsborough markets held at Lions Park continues to prove successful, attracting a number of visitors and locals.  Whilst there has been some negative feedback, albeit limited,  featured in the letters to the editor in local newspapers, it is noted that it has usually occurred during the quieter winter months from local businesses who are feeling the pressures of declining customers due to the off-peak tourist period.  Where the complaint is driven by a known individual, City staff have attempted to make contact to discuss and resolve the issue, and where appropriate encourage participation in the market.  City Officers have also consulted the Dunsborough Yallingup Chamber of Commerce regarding the matter who are supportive of the markets to continue in its current format and in the current location.  It is therefore recommended that the markets continue as outlined in the policy.

 

Alternate venue for markets

In conjunction to the consideration of the updated markets policy, Council endorsed (C1306/169) the following locations as alternate venues for markets when Signal Park is in use for events:

 

·    Rotary Park, subject to the redevelopment and implementation of an approved traffic management plan, and;

·    Churchill Park, subject to scheduled local sporting arrangements, as alternate venues for markets when Signal Park is in use for events. 

 

Recognising Signal Park and the Busselton Foreshore as the premier venue for markets in Busselton, since the implementation of the policy City Officers have been able to work with event and market organisers to co-locate the markets on Signal Park when it is being utilised by an event.  There have been instances where the markets have been relocated to an alternate venue, however this has been to the detriment of the markets, with organisers expressing concern that people attending had declined significantly.  Due to the costs associated with traffic management requirements at Rotary Park, and the state of the grounds in winter months, the market organiser’s preferred alternate location has been the carpark situated on the corner of Kent and Camilleri Streets.  This venue is viewed by market organisers as suitable, albeit not as ideal as Signal Park, given its locality within the CBD, and the ground surface being bitumen.  The provision of ablution facilities are lacking, however portable facilities are usually provided by the event organiser who has required the relocation.  Whilst City Officers have managed to co-locate the majority of events and markets on Signal Park, there are now only three (3) identified instances where this cannot be possible due to the events requiring the entire Signal Park site, that being the Ironman WA, Jetty Swim, and City to Surf events.  It is therefore recommended that the alternate venue for markets be updated to include the carpark located on the corner of Kent and Camilleri Streets, and Churchill Park.

 

It should however be noted that as part of the Council endorsed Busselton Foreshore Master Plan the ‘active core’ precinct identifies shared street, pedestrian paths, powered sites and transitional gardens that have been earmarked as a future space for markets.  Ancillary amenities within this area include toilets, parking, BBQs, shade and seating for the public.  This area has been designed to be closed-off to traffic for the purposes of markets and smaller community events and will value-add to the events space and other grassed areas such as Signal Park.  Once constructed, it is envisaged that the area will be a permanent base for markets, eliminating the need for a second market venue in Busselton as the Foreshore area will be much more conducive to markets, events and activities within an expanded open space area.

 

CONCLUSION

 

As required by Council (resolution C1306/169) City Officers have undertaken a review of the current markets policy some 12 months since the adoption of the revised policy.  Whilst generally the policy has proved effective, as a result of the review there are a number of minor amendments required for markets operating in Busselton in order to reflect the current preferred locations:

 

·    One (1) market on each Sunday to be held at Signal Park, Busselton Foreshore;

·    No markets to be held at Rotary Park, Causeway Road Busselton; and

·    One (1) market each week to be held in the Busselton Cultural Precinct.

 

Further, it is recommended that prior to the completion of the Busselton Foreshore ‘active core’ redevelopment, the following alternate venues for markets in Busselton be earmarked:

 

·    Carpark located on the corner of Kent and Camilleri Streets; and

·    Churchill Park, subject to scheduled local sporting arrangements, as alternate venues for markets when Signal Park is in use for events. 

 

OPTIONS

 

Council may determine to make some changes to the intent of the policy, including the location and regularity of markets.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

The policy will be effective immediately following Council’s decision on the matter. 

 

 


 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION

 

That the Council:

 

1.            Adopts the following updated ‘Markets Policy’:

 

074

Markets

V4 Draft

 

1.    PREAMBLE / POLICY STATEMENT

 

The Policy will be used to guide applicants of the general approval process for all types of markets conducted on public land under the management of the City of Busselton.  The City of Busselton will assess applications for the conduct of markets in accordance with legislative requirements under the City’s Events Policy.

 

2.    OBJECTIVE

             The aim of the Policy is to ensure that markets that are held on City owned or managed land, do not         adversely impact on local businesses, but are successful, sustainable, and appropriately accessible to         the public.  The City of Busselton is therefore committed to ensuring that the conduct of markets on   such land is managed and controlled to protect and enhance the wellbeing of the community.

 

3.    POLICY CONTENT

 

(a)      All market organisers must be licensed under the Trading in Public Places Local Law.

 

(b)      All market organisers must be approved to conduct a market under the City of Busselton’s Events Policy.

 

(c)       All stall holders wishing to operate at a market must be registered with the market license holders.

 

(d)      Council authorises a maximum of:

            i)                 one (1) market on each Sunday only in Busselton, to be held at Signal Park, Busselton Foreshore;

            ii)                one (1) market each week only, to be held at the Busselton Cultural Precinct;

            iii)               one (1) market each fortnight on the second and fourth Saturday only of every month, to be held at the Busselton Community Garden, Roe Terrace Busselton, for local produce and artisan goods only, with a maximum of 20 market stalls;

            iv)               one (1) market each fortnight on the first, third and fifth Saturday only of every month in Vasse, to be held at Vasse Hall/Oval;

            v)                one (1) market each fortnight on the second and fourth Saturday of every month only, to be held at Lions Park Dunsborough for local produce and artisan goods only, subject to the development and implementation of a traffic management plan approved by the City of Busselton;

 

(e)      Community and charitable organisations will be given preference to conduct markets at the above listed venues.  Additional markets and other activities may be permitted with Council approval.

 

2.        Prior to the completion of the Busselton Foreshore ‘active core’ redevelopment, earmarks the        following alternate venues for markets in Busselton;

 

a.    Churchill Park, subject to scheduled local sporting arrangements; and

b.    Carpark on the corner of Kent and Cammilleri Streets.

 

 


Council                                                                                      23                                                          12 November 2014

10.3           Policy and Legislation Committee - 23/10/2014 - REVIEW OF POLICY 124: BUSSELTON REGIONAL AIRPORT - STATEMENT OF INTENT

SUBJECT INDEX:

Policy Review; Busselton Regional Airport

STRATEGIC OBJECTIVE:

Governance systems that deliver responsible, ethical and accountable decision-making.

BUSINESS UNIT:

Governance Services

ACTIVITY UNIT:

Governance; Busselton Regional Airport

REPORTING OFFICER:

Manager, Governance Services - Lynley Rich

Director, Community and Commercial Services - Naomi Searle

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Busselton Regional Airport - Statement of Intent With Recommended Changes Tracked  

 

This item was considered by the Policy and Legislation Committee at its meeting on 23 October 2014, the recommendations from which have been included in this report. 

 

PRÉCIS

 

The Busselton Regional Airport – Statement of Intent, a policy of the Council of the City of Busselton, is presented for review and updating as part of the ongoing policy review process.  In addition to the necessity to update terminology from Shire to City, a number of changes to the statement are recommended as the airport continues to develop its profitability and usage, as well as to recognise the premium tourism destinations it services.

 

 

BACKGROUND

 

This report forms part of the rolling review of Council policies that the Policy and Legislation Committee has been charged with.  The Busselton Regional Airport – Statement of Intent was developed in 2010 to coincide with the Council’s decision to proceed to the development of a business case for the redevelopment of the airport to support interstate and eventually international operations.

 

In the ensuing period, the airport has been able to move to a position of delivering an operating profit after many years of deficits.  This has largely been due to the increase in fly-in fly-out services and other initiatives implemented to increase airport usage following the approval of the Noise Management Plan in 2012.

 

STATUTORY ENVIRONMENT

 

In accordance with Section 2.7(2)(b) of the Local Government Act 1995 it is the role of the Council to determine the local government’s policies.  The Council does this on the recommendation of a Committee it has established in accordance with Section 5.8 of that Act.

 

RELEVANT PLANS AND POLICIES

 

This report recommends changes to an existing Council policy, the Busselton Regional Airport – Statement of Intent.

 

 

 


 

FINANCIAL IMPLICATIONS

 

None relating to the review of the policy, however, it is worth noting that since the Council endorsed the Statement of Intent initially and resolved to pursue an upgraded and redeveloped airport, its operations have continued to deliver an improved financial result.

 

STRATEGIC COMMUNITY OBJECTIVES

 

The ongoing policy review process is part of the City’s governance systems to ensure responsible, ethical and accountable decision-making is delivered.

 

RISK ASSESSMENT

 

Not required for an update to this policy.

 

CONSULTATION

 

No consultation has been undertaken due to the minor nature of the recommended changes.  It will however be necessary to include the updated Statement of Intent in the Noise Management Plan on the next occasion that it is reviewed.

 

OFFICER COMMENT

 

This policy was developed when the City of Busselton was still a Shire.  Any reference within the policy has been updated to City.  Progress towards the vision that was developed in 2010 has been significant, which has led to the recommendation from Officers to update the statement relating to turning around the operating deficits.  As this has now occurred, it is recommended that the statement be replaced with:

·    The City of Busselton is committed to developing the Busselton Regional Airport into a commercially viable community facility for the benefit of ratepayers.  It is a particular vision to develop the airport into a sustainable facility including the capacity for asset renewal requirements to be funded from its operations.

 

In addition to this, the original policy referred to promoting Busselton as a destination serviced by the Busselton Regional Airport.  In keeping with the desire for the airport to be a premium travel destination for a range of airlines, it is recommended that the statement refers to a broader range of destinations.  It is proposed to update this section as follows:

·    We will promote Busselton, Dunsborough and Yallingup as well as The Margaret River Region and other South West locations as destinations serviced by the Busselton Regional Airport for visitors, nationally and internationally.

 

One addition to the Economic Benefits section and one addition to the Social Benefits section of the policy are recommended to provide further detail of the significant benefits that the development of the Busselton Regional Airport can deliver for the City of Busselton and the South West.  They are respectively:

·    We will promote the City of Busselton as a base for fly-in fly-out services and their employees and families.

·    We will seek to facilitate the airport as a base for airborne emergency services.

 

CONCLUSION

 

It is considered that the recommendations reflect a continued commitment to the development of the Busselton Regional Airport.

 

OPTIONS

 

The Council could choose not to change the policy or to make additional changes to the policy.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

The policy update would be effective immediately.

 

OFFICER RECOMMENDATION

 

That the Council adopts the following updated Busselton Regional Airport – Statement of Intent policy:

 

124

Busselton Regional Airport – Statement of Intent

V3 Draft

 

Vision for the Facility

 

The Council of the City of Busselton holds a vision for the Busselton Regional Airport as the South West Regional Airport to deliver quality air transport outcomes for the benefit of the residents of the City and the South West.

 

A Balanced Approach

The airport will be developed in a manner that respects residential amenity, recognising community impacts associated with its operations, particularly noise, while providing economic, social and tourism benefits to the City and the South West.  Over time, the airport will become a hub for passenger, business, tourism and recreational uses that deliver benefit to the broader community.

 

Protecting Your Environment

 

As with any airport facility, there will be residents affected by its operations either by proximity to the facility or flight paths associated with it.  To minimise that impact as far as possible, the City of Busselton makes the following commitments:

·    We will manage noise by proactively implementing the Noise Management Plan

·    We will proactively promote Fly Neighbourly practices

·    We will consider the amenity implications when proposing any expansion of airport facilities and airport operations

·    We will update and review noise modelling data as required and respond appropriately to changes in impact revealed

·    We will respond to and investigate noise complaints

·    We will consider potential noise amelioration as part of development proposals

 

Viability for the Community

 

The City of Busselton is committed to developing the Busselton Regional Airport into a commercially viable community facility for the benefit of ratepayers.  It is a particular vision to develop the airport into a sustainable facility including the capacity for asset renewal requirements to be funded from its operations.

·    We will proactively seek Government funding for the facility

·    We will seek to develop airport uses delivering income streams through landing fees, head taxes, licensing fees and other charges

·    We will invest in infrastructure upgrades following favourable cost/benefit analysis

 

 

 

Economic Benefits

 

The City of Busselton recognises the significant economic opportunities associated with having an airport located in the District.

·    We will promote Busselton, Dunsborough and Yallingup as well as The Margaret River Region and other South West locations as destinations serviced by the Busselton Regional Airport for visitors, nationally and internationally

·    We will promote the City of Busselton as a base for fly-in fly-out services and their employees and families

·    We will investigate and pursue business (import and export) opportunities

 

Social Benefits

 

The City of Busselton seeks to deliver an accessible air transport service for the benefit of its residents and those of the broader South West.

·    We will seek to facilitate the airport as a base for airborne emergency services

·    We will seek to facilitate the provision of efficient and accessible passenger services such as interstate and international services

·    We will seek to facilitate the provision of fly-in fly-out services to provide additional employment opportunities for local community members

 

Governance

 

The Busselton Regional Airport will be managed by the City of Busselton in a manner that gives the highest regard to relevant regulations and safety, is responsible and progressive.

·    We will have the highest regard for CASA and Air Services safety regulations and standards

·    We will report any matter not in the jurisdiction of the City to the relevant authority

·    We will be a responsible and accountable airport operator on behalf of the community

·    We will continuously improve and review where necessary management principles and practices

 

Community Involvement

 

The City of Busselton recognises it is managing the Busselton Regional Airport on behalf of its community and will therefore involve the community in decision-making.

·    We will be consultative, informative and responsive

·    We will regularly report on airport activities supporting the highest levels of transparency and visibility

·    We will support a committee to provide advice on relevant airport matters.   

 

Policy Background

 

Policy Reference No. - 124

Owner Unit – Executive Services

Originator – Manager, Governance Services

Policy approved by – Council

Date Approved – For consideration

Review Frequency – As required

 


 

History

 

Council Resolution

Date

Information

 

 

Version 3

Draft

C1012/456

15 December, 2010

Update to Statement of Intent

Version 2

 

December, 2001

Version 1

 

Note: The Committee felt that it was necessary to provide more clarity in relation to the City of Busselton’s responses to comply with CASA and Air Services requirements.

 

COMMITTEE RECOMMENDATION

 

That the Council adopts the following updated Busselton Regional Airport – Statement of Intent policy:

124

Busselton Regional Airport – Statement of Intent

V3 Draft

 

Vision for the Facility

 

The Council of the City of Busselton holds a vision for the Busselton Regional Airport as the South West Regional Airport to deliver quality air transport outcomes for the benefit of the residents of the City and the South West.

 

A Balanced Approach

The airport will be developed in a manner that respects residential amenity, recognising community impacts associated with its operations, particularly noise, while providing economic, social and tourism benefits to the City and the South West.  Over time, the airport will become a hub for passenger, business, tourism and recreational uses that deliver benefit to the broader community.

 

Protecting Your Environment

 

As with any airport facility, there will be residents affected by its operations either by proximity to the facility or flight paths associated with it.  To minimise that impact as far as possible, the City of Busselton makes the following commitments:

·    We will manage noise by proactively implementing the Noise Management Plan

·    We will proactively promote Fly Neighbourly practices

·    We will consider the amenity implications when proposing any expansion of airport facilities and airport operations

·    We will update and review noise modelling data as required and respond appropriately to changes in impact revealed

·    We will respond to and investigate noise complaints

·    We will consider potential noise amelioration as part of development proposals

 

Viability for the Community

 

The City of Busselton is committed to developing the Busselton Regional Airport into a commercially viable community facility for the benefit of ratepayers.  It is a particular vision to develop the airport into a sustainable facility including the capacity for asset renewal requirements to be funded from its operations.

·    We will proactively seek Government funding for the facility

·    We will seek to develop airport uses delivering income streams through landing fees, head taxes, licensing fees and other charges

·    We will invest in infrastructure upgrades following favourable cost/benefit analysis

 

Economic Benefits

 

The City of Busselton recognises the significant economic opportunities associated with having an airport located in the District.

·    We will promote Busselton, Dunsborough and Yallingup as well as The Margaret River Region and other South West locations as destinations serviced by the Busselton Regional Airport for visitors, nationally and internationally

·    We will promote the City of Busselton as a base for fly-in fly-out services and their employees and families

·    We will investigate and pursue business (import and export) opportunities

 


Social Benefits

 

The City of Busselton seeks to deliver an accessible air transport service for the benefit of its residents and those of the broader South West.

·    We will seek to facilitate the airport as a base for airborne emergency services

·    We will seek to facilitate the provision of efficient and accessible passenger services such as interstate and international services

·    We will seek to facilitate the provision of fly-in fly-out services to provide additional employment opportunities for local community members

 

Governance

 

The Busselton Regional Airport will be managed by the City of Busselton in a manner that gives the highest regard to relevant regulations and safety, is responsible and progressive.

·    We will ensure compliance with CASA and Air Services safety regulations and standards

·    We will report any matter not in the jurisdiction of the City to the relevant authority

·    We will be a responsible and accountable airport operator on behalf of the community

·    We will continuously improve and review where necessary management principles and practices

 

Community Involvement

 

The City of Busselton recognises it is managing the Busselton Regional Airport on behalf of its community and will therefore involve the community in decision-making.

·    We will be consultative, informative and responsive

·    We will regularly report on airport activities supporting the highest levels of transparency and visibility

·    We will support a committee to provide advice on relevant airport matters.   

 

Policy Background

 

Policy Reference No. - 124

Owner Unit – Executive Services

Originator – Manager, Governance Services

Policy approved by – Council

Date Approved – For consideration

Review Frequency – As required

 

 

 

 

History

Council Resolution

Date

Information

 

 

Version 3

Draft

C1012/456

15 December, 2010

Update to Statement of Intent

Version 2

 

December, 2001

Version 1

 


Council                                                                                      29                                                          12 November 2014

10.4           Policy and Legislation Committee - 23/10/2014 - REVIEW OF BRANDS AND STYLE GUIDE POLICY 241

SUBJECT INDEX:

Policy Review

STRATEGIC OBJECTIVE:

Governance systems that deliver responsible, ethical and accountable decision-making.

BUSINESS UNIT:

Governance Services

ACTIVITY UNIT:

Governance

REPORTING OFFICER:

Manager, Governance Services - Lynley Rich

AUTHORISING OFFICER:

Chief Executive Officer - Mike Archer

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Brands and Style Guide Policy With Recommended Changes Tracked  

 

This item was considered by the Policy and Legislation Committee at its meeting on 23 October 2014, the recommendations from which have been included in this report. 

 

PRÉCIS

 

Following a recent decision by the Council to endorse the City of Busselton brand ‘Events Capital WA’, the Brands and Style Guide Policy is presented for updating.  In addition to this, it is recommended that the City seeks to trademark both the City of Busselton Events Capital of Regional WA and City of Busselton Events Capital WA brands.

 

 

BACKGROUND

 

This report forms part of the rolling review of Council policies that the Policy and Legislation Committee has been charged with.  It was last reviewed in January 2012 and is re-presented at this time following the Council’s recent decision relating to the Events Capital WA brand.

 

STATUTORY ENVIRONMENT

 

In accordance with Section 2.7(2)(b) of the Local Government Act 1995 it is the role of the Council to determine the local government’s policies.  The Council does this on the recommendation of a Committee it has established in accordance with Section 5.8 of that Act.

 

RELEVANT PLANS AND POLICIES

 

This report recommends the update of Policy 241 – Brands and Style Guide.

 

FINANCIAL IMPLICATIONS

 

Registering a trademark is a relatively inexpensive process and can be undertaken for approximately $200 each trademark.  This can be accommodated within the current Governance and Public Relations budget.

 

STRATEGIC COMMUNITY OBJECTIVES

 

The policy review process, with determination of local government policies being a key role of the Council, contributes to the achievement of governance systems that deliver responsible, ethical and accountable decision-making.

 


 

RISK ASSESSMENT

 

Not required for this review of a Council policy.

 

CONSULTATION

 

The recommendation relating to the Events Capital WA brand was developed in conjunction with the Marketing and Events Reference Group.

 

OFFICER COMMENT

 

The changes that have been proposed to the policy are shown in tracked changes in the attachment to this agenda item.  The newly adopted Events Capital WA and previous Events Capital of Regional WA are recognised.

 

It is also recommended that the brands are registered as trademarks of the City of Busselton to ensure that the marketability of being an Events Capital is maintained.  It is also noted that the City has not maintained the trademark over the Wine Coast Western Australia brand and this is not actively used by the City of Busselton.  It is recommended that this is removed from the Brands and Style Guide Policy.

 

CONCLUSION

 

The policy update recognises a decision that has already been made by the Council.

 

OPTIONS

 

The Council could choose not to change the policy or to make additional changes to the policy.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

The policy update would be effective immediately while the registration of the trademark timeframe is driven by an external process, but will be undertaken in as timely a fashion as possible.

 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION

 

That the Council:

 

1.    Adopts the following updated Brands and Style Guide Policy:

 

 

1.            PURPOSE

 

This policy provides for the appropriate usage of the City of Busselton's brand and any associated brands and emblems, including for facilities owned and managed by the City.

 

2.            SCOPE

 

It is important to apply continuity and consistency to the City's corporate image through the development and reproduction of its brand(s) and implementation of associated guiding principles.  As such any development and use of the brand and associated brands shall reflect the principles of the official City of Busselton Style Guide enabling the City to maintain and present a consistent professional image.

 

3.            POLICY CONTENT

 

The City of Busselton Geographe Bay brand and Shire of Busselton Geographe Bay brand are registered trademarks. Approved variations to these brands include City of Busselton Events Capital of Regional WA (no longer in use) and City of Busselton Events Capital WA.  Any approved variations to these brands will be included in the City's Style Guide.

 

In addition, this policy applies to facilities that may have separately identifiable brands, including but not limited to the Geographe Leisure Centre, Naturaliste Community Centre, Busselton and Dunsborough Libraries, Kookaburra Caravan Park and Busselton Regional Airport.

 

The official emblems of the City of Busselton are:

Fauna

The Common (Western) Ringtail Possum

Pseudocheirus peregrinus occidentalis

Floral

The One-Sided Bottle Brush

Calothamnus graniticus var graniticus

 

Any use of the City of Busselton's brands needs to be undertaken in a manner that is consistent with the City's Style Guide.  Permission for use of the brands by any person or organisation external to the City is to be obtained from the City.

 

All City of Busselton employees are required to utilise the branding principles as outlined in the Style Guide and the Public Relations team is responsible for monitoring compliance of the Style Guide principles.

 

General administrative updates and inclusions to the Style Guide, that do not affect the branding or general principles of the guide, can be undertaken without reference to Council.  All other changes are required to be endorsed by Council.

 


Policy Background

 

Policy Reference No. - 241

Owner Unit – Public Relations

Originator – Media and PR

Policy approved by – Council

Date Approved - For consideration

Review Frequency – As required

Related Documents –

City of Busselton Style Guide

Background/History - Initiated April 2007 to capture all branding and styles following development of new logo.

               

 

 

 

History

 

Council Resolution

Date

Information

 

 

Version 3

Draft

C1201/006

25 January, 2012

Version 2

C0704/087

11 April, 2007

Date of Implementation

Version 1

 

2.    Recognises the registration of the trademarks Events Capital of Regional WA and Events Capital WA.

 


Council                                                                                      33                                                          12 November 2014

10.5           Policy and Legislation Committee - 23/10/2014 - PROPOSED "COMMUNITY RECOGNITION - HONOURS, EVENTS AND WELL WISHES" POLICY

SUBJECT INDEX:

Policy Review

STRATEGIC OBJECTIVE:

A Council that engages broadly and proactively with the community.

BUSINESS UNIT:

Governance Services

ACTIVITY UNIT:

Governance

REPORTING OFFICER:

Manager, Governance Services - Lynley Rich

AUTHORISING OFFICER:

Chief Executive Officer - Mike Archer

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Current Well Wishes Policy

Attachment b    Current Community Recognition Honours and Events Policy

Attachment c    Proposed Community Recognition - Honours, Events and Well Wishes Policy With Recommended Changes Tracked  

 

This item was considered by the Policy and Legislation Committee at its meeting on 23 October 2014, the recommendations from which have been included in this report. 

 

PRÉCIS

 

As part of the continuing review of the City’s policies, it is proposed that the requirements of Policy 003 Well Wishes be combined with Policy 035 Community Recognition Honours and Events to become the “Community Recognition – Honours, Events and Well Wishes” policy.

 

 

BACKGROUND

 

This report forms part of the rolling review of Council policies that the Policy and Legislation Committee has been charged with.  The policy relating to Well Wishes was last reviewed in March 2011 and the Community Recognition policy was reviewed in April 2012.

 

STATUTORY ENVIRONMENT

 

In accordance with Section 2.7(2)(b) of the Local Government Act 1995 it is the role of the Council to determine the local government’s policies.  The Council does this on the recommendation of a Committee it has established in accordance with Section 5.8 of that Act.

 

RELEVANT PLANS AND POLICIES

 

This report recommends that the requirements of two policies are combined into a Community Recognition – Honours, Events and Well Wishes Policy.

 

FINANCIAL IMPLICATIONS

 

The City’s adopted budget includes provision for various awards, events and gifts and all decisions made in accordance with the policies (proposed to become policy) are made with due regard to budget availability.

 

STRATEGIC COMMUNITY OBJECTIVES

 

This policy contributes to the holding of a number of events that promote community engagement opportunities.

 

RISK ASSESSMENT

 

Not required for this policy review.

 

CONSULTATION

 

Not applicable.

 

OFFICER COMMENT

 

No changes have been recommended relating to the requirements of the policies or how they are implemented.  It has been identified that the Well Wishes Policy and the Community Recognition Honours and Events Policy can be combined.  It is therefore recommended that the “Community Recognition – Honours, Events and Well Wishes” policy is adopted.

 

CONCLUSION

 

It is considered that the requirements of the two existing policies can be combined and provided in one policy statement.

 

OPTIONS

 

The Council could choose not to change the policy or to make additional changes to the policy.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

The policy update would be effective immediately.

 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION

 

That the Council adopts the following Community Recognition – Honours, Events and Well Wishes policy to replace the Well Wishes policy and the Community Recognition Honours and Events policy:

 

003

Community Recognition - Honours, Events and Well Wishes

V4 Draft

 

1.            PURPOSE

 

This policy is to provide a framework for recognising significant achievements by individuals and groups within the City of Busselton and significant events in the personal lives of close associates of the City, with acknowledgement or support offered at that time.

 

2.            SCOPE

 

The policy is to be applied to proposals for the contribution of community groups or individuals to be formally recognised by the Council of the City of Busselton with an award or presentation.  It also may be applied for existing employees, former long-term employees, Councillors, former Councillors or close affiliates of the City when significant events occur in their lives and may include their family members.

 

 

 

 

 

3.            POLICY CONTENT

 

It is appropriate that the local government formally acknowledges and rewards outstanding contributions from community members and community groups that enhance the community, environment, economy and social fabric of the City of Busselton.

 

This may be done by the presentation of an award, which will usually be presented at a Civic Reception for that purpose, and include invited guests appropriate to the occasion.

 

General Awards and Recognition Process

 

Any general award nomination or request for a Civic Reception is to be referred to the Mayor who may approve or reject the nomination or request, or require further research be undertaken, with approval being cognisant of the existence of a specific or general budget authority for the award and/or reception to proceed.  All Councillors are to be informed of all determinations made under this policy before any award or event proceeds.

 

As a general guide, and taking into consideration the community’s needs, it may be possible to combine such events, including Naturalisation Ceremonies as appropriate, with the aim of reducing costs and the frequency of those events while maintaining their value to participants. 

 

Arrangements for Civic Receptions including the invitation lists are to be made by the Mayor and the Chief Executive Officer without referral to Council.

 

High Honours Awards and Recognition Process

 

The Council has in the past made a limited number of individual community members Honorary Freemen of the Local Government, an award of high distinction for community members.  In receiving a nomination for an Honorary Freeman award, or should the Mayor deem a nominee for a general award may be worthy of consideration for this higher honour, the nomination is to be referred to Council for a decision.

 

The Council will consider the nomination in confidential session as the proposal relates to the personal affairs of a person in accordance with the Local Government Act 1995.  The Council may, by a resolution passed by an absolute majority of members, confer the title ‘Honorary Freeman of the Local Government’ on a person. Following this a ceremony to recognise the achievements of the person leading to the conferral of this high honour will be arranged, in accordance with Mayor and CEO’s responsibilities established under the General Awards and Recognition Process.

 

While recognising and acknowledging the significant contribution made by many members of the community and groups in the community, the high honour associated with Honorary Freemanship will see the honour reserved for the community’s most significant contributors.  Therefore, in considering a nomination for Honorary Freemanship, any or all of the following criteria will be considered:

·    Distinguished service to the community of the local government;

·    Achievement in a sphere which brings the local government area wide recognition;

·    Meritorious and significant service rendered to the Council, community, sport, environment or business of the local government.

 

Significant Events Recognition

 

It is appropriate that significant events in the lives of close associates of the City of Busselton are recognised by the City.  This may include milestone birthdays, bereavements or significant achievements.

Flowers, cards or small gifts, or suitable notices in the local paper are appropriate recognition in accordance with this policy.  Due regard shall be given by the CEO to matters such as length of service or affiliation with the organisation and broader community acknowledgement in determining the appropriate recognition.

 

4.            APPLICATION OF THE POLICY

 

The policy shall be applied by public relations and governance staff. 

 

Policy Background

 

Policy Reference No. - 003

Owner Unit – Governance

Originator – Manager, Governance Services

Policy approved by – Council

Date Approved – For consideration

Review Frequency – As required

Related Documents – N/A

 

History

 

Council Resolution

Date

Information

 

 

Draft Version 4

Proposal to combine “Community Recognition Honours and Events” with “Well Wishes” policy

C1204/096

24 April, 2012

New Title “Community Recognition Honours and Events” combining requirements of Civic Receptions (035/1) and Honorary Freeman (121/1) policies

Version 3

C0412/435

8 December, 2004

Re-resolved as a continuing policy of the Council - no change.

(EC29811/0273)

C9811/0385

25 November, 1998

Amendment to attempt to combine events.

Version 2

 

 

Version 1

 


Council                                                                                      37                                                          12 November 2014

10.6           Policy and Legislation Committee - 23/10/2014 - REVIEW OF FEES, ALLOWANCES AND EXPENSES FOR ELECTED MEMBERS POLICY 001 AFTER DETERMINATION OF THE SALARIES AND ALLOWANCES TRIBUNAL

SUBJECT INDEX:

Councillors

STRATEGIC OBJECTIVE:

An organisation that is managed effectively and achieves positive outcomes for the community.

BUSINESS UNIT:

Governance Services

ACTIVITY UNIT:

Governance

REPORTING OFFICER:

Manager, Governance Services - Lynley Rich

AUTHORISING OFFICER:

Chief Executive Officer - Mike Archer

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Fees, Allowances and Expenses for Elected Members Policy with Recommended Changes Tracked

Attachment b    Local Government Elected Members Determination of June 2014  

 

This item was considered by the Policy and Legislation Committee at its meeting on 23 October 2014, the recommendations from which have been included in this report. 

 

PRÉCIS

 

The responsibility for determining the allowances that can be paid to Local Government Elected Members rests with the Salaries and Allowances Tribunal (SAT) and the tribunal has released its second determination to apply from 1 July, 2014.  In accordance with that determination, the Council is able to increase some of the allowances paid to the elected members by 3 per cent as approved by the tribunal.

 

All Councillors are entitled to a fee for attending Council and Committee meetings and a range of other reimbursements, while the Mayor and Deputy Mayor are also eligible for an allowance for the performance of those duties.  This report presents a range of recommendations for fees, allowances and expense reimbursement in the form of an updated policy to take into consideration the determinations made by the SAT.

 

 

BACKGROUND

 

The existing allowances for Local Government Elected Members were established last year by the Salaries and Allowances Tribunal through the Local Government Elected Council Members Determination No. 1 of 2013.  The SAT reviewed the allowances again and has provided for a small 3 per cent increase to the maximum allowances that can be paid to elected members via the Local Government Elected Council Members Determination of June 2014.

 

STATUTORY ENVIRONMENT

 

Division 8 of Part 5 of the Local Government Act 1995 establishes the entitlement of elected members to receive allowances and to be reimbursed for costs incurred in the performance of their duties.  The actual allowances, or range of allowances, is established by the SAT in the Local Government Elected Council Members Determination of June 2014.

 

In accordance with the Act, any decision to pay elected members an annual allowance instead of a fee per meeting and any decision to pay an allowance to a Deputy Mayor, requires an absolute majority.

 

 

RELEVANT PLANS AND POLICIES

 

This report recommends that the Fees, Allowances and Expenses for Elected Members Policy (001) is updated to take into consideration the 2014 determination made by the SAT.

 

FINANCIAL IMPLICATIONS

 

The City of Busselton’s 2014-15 budget was developed in anticipation of this small increase being provided.  Any increases can therefore be accommodated without the need for an amendment to the budget.  The policy is being updated to reflect the Council’s decision at budget adoption. 

 

STRATEGIC COMMUNITY OBJECTIVES

 

The City’s Strategic Community Plan includes a community objective of having an effectively managed organisation that achieves positive outcomes for the community. One of the key ways for this to occur is to provide better (financial) recognition of the extensive responsibilities performed by elected members to enable a broad range of community members to consider this important role.  The State Government therefore put in place the requirement for SAT to determine the allowances for elected members.

 

RISK ASSESSMENT

 

Not required for this policy review.

 

CONSULTATION

 

The SAT reached its determination on fees, allowances and expenses for elected members following an extensive process of consultation with the industry that has included placing local governments into bands, with different entitlements in each band.

 

OFFICER COMMENT

 

The Salaries and Allowances Tribunal has made an independent determination regarding Fees, Allowances and Expenses for all local government elected members.  The SAT brought levels into line with other States and also with fees paid to Government Board and Committee members in Western Australia in 2013.  The review in 2014 has resulted in a small 3 per cent increase being available for some of the allowances paid to elected members.

 

There has not been any change to the amounts relating to Information Technology Allowance, Childcare Reimbursement or Travel, however, the 3 per cent increase applies to the Elected Members’ Meeting Attendance Fees and the allowances for Mayors and Deputy Mayors. 

 

As a fast-growing local government placed in Band 2 by the tribunal, it is considered important that the City of Busselton remains at the maximum amounts payable in this band as it continues its push to be considered for reassignment to Band 1.

 

The attached policy document demonstrates the recommended changes by increasing elected members’ meeting attendance fees from $22,000 to $22,660, the Mayor’s meeting attendance fees from $29,500 to $30,385 and the Mayoral allowance from $60,000 to $61,800 which also has the effect of increasing the Deputy Mayoral allowance from $15,000 to $15,450.

 

 

 

 

OPTIONS

 

The Council may set different allowances than those recommended, however, the decision must be in the range determined by the SAT.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

Any new policy adopted will be effective immediately, with the new allowances to be paid monthly or quarterly in arrears.

 

 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION

 

ABSOLUTE MAJORITY DECISION OF COUNCIL REQUIRED

 

That the Council adopts the following updated Fees, Allowances and Expenses for Elected Members policy:

 

001

Fees, Allowances and Expenses for Elected Members

V7 Draft 

 

 

1.            PURPOSE

 

In accordance with Division 8 of Part 5 of the Local Government Act 1995 elected members are entitled to receive a fee for meeting attendance, be reimbursed for expenses and/or be paid an allowance for certain types of expenses.  Certain payments are an automatic entitlement in accordance with the Act, while others require specific local government approval.  The Fees, Allowances and Expenses for Elected Members policy provides the approval framework under which all fees, allowances and reimbursements to elected members will be made.

 

2.            SCOPE

 

"Elected member" - Any person who holds the office of Councillor on the Council of the City of Busselton, including the Mayor and Deputy Mayor.

 

The Fees, Allowances and Expenses for Elected Members policy is to apply to the purchase of all local government-owned equipment for the specific and individual use of an elected member, the reimbursement of any expenses incurred by an elected member in the performance of their functions and duties, and fees and allowances provided to all elected members.

 

This policy provides the approval framework to enable the provision of equipment and certain payments to be made to elected members to enable them to carry out their role as an elected member effectively.  All matters approved in this policy are in accordance with the relevant legislation and determinations, being the Local Government Act 1995 and the Local Government Elected Council Members Determination of June 2014 in accordance with the Salaries and Allowances Act 1975.

 

3.            POLICY CONTENT

 

3.1           Elected members

 

3.1.1       Provision of equipment

 

Without limiting the application of any other clause in this policy, the local government will provide to elected members of the City of Busselton access to resources to enable them to carry out their duties efficiently and effectively.  In accordance with Section 3.1 of the Local Government Act 1995, in order to provide for the good government of persons in the District, any newly elected member will have the opportunity to be furnished with the following equipment:

·    A standard-issue mobile telephone;

·    A standard-issue facsimile machine;

·    A standard City-owned laptop computer or tablet that will be upgraded from time to time, inclusive of standard equipment associated with the day-to-day use of the laptop computer or tablet.

 

The laptop computer or tablet provided remains at all times the property of the City of Busselton. Any mobile telephone or facsimile machine purchased in accordance with this policy can be retained by the elected member at the completion of their term of office if they serve a minimum of 12 months as an elected member.

 


3.1.2       Meeting attendance fees

 

An elected member is entitled to receive an annual fee for attending Council and Committee meetings in accordance with the Local Government Act 1995.  This payment is in lieu of any entitlement established for a fee per meeting under that Act.

 

The annual fee is $22,660 per elected member, with the exception of the Mayor, in accordance with an elected member of a Band 2 local government’s maximum entitlement as established in the Local Government Elected Council Members Determination of June 2014.  For the purposes of this section, the Mayor will be entitled to receive an annual fee of $30,385 in accordance with a Mayor of a Band 2 local government’s maximum entitlement as established in the Local Government Elected Council Members Determination of June 2014.  The annual meeting attendance fee is full and final satisfaction of an elected member's meeting entitlements and no other claims can be made for attendance at meetings, with the exception that an elected member's expenses incurred for travelling to and from the meeting can be reimbursed in accordance with clause 3.1.5 of this policy or childcare expenses incurred can be reimbursed in accordance with clause 3.1.4 of this policy. 

 

Meeting attendance fees will be paid monthly or quarterly in arrears.  The fee will be calculated on a pro-rata basis for any elected member who commences or ceases office during the month or quarter.  Upon commencement of office, elected members, for the purposes of budget development, will be requested to indicate whether it is their intention to claim meeting attendance fees and their preferred payment schedule.  Nothing in the relevant legislation or this policy prevents an elected member from changing their intention at any time.

 

3.1.3       Information and Communications Technology allowance

 

In accordance with the Local Government Elected Council Members Determination of June 2014, all elected members are eligible to claim an annual information and communications technology allowance of $3,500.  This allowance is to cover an elected member's costs in relation to the following equipment and services:

·    Rental charges for one telephone and one facsimile;

·    Any other expenses that relate to information and communications technology, for example telephone call charges and internet service provider fees, and that are a kind of expense prescribed by regulation 32(1) of the Local Government (Administration) Regulations 1996.

 

The  information and communications technology allowance will be paid monthly or quarterly in arrears.  The allowance will be calculated on a pro-rata basis for any elected member who commences or ceases office during the month or quarter.  Upon commencement of office, elected members, for the purposes of budget development, will be requested to indicate whether it is their intention to claim the information and communications technology allowance and their preferred payment schedule.  Nothing in the relevant legislation or this policy prevents an elected member from changing their intention at any time.

 

3.1.4       Reimbursement of childcare expenses

 

In accordance with the Local Government Act 1995 an elected member who incurs childcare expenses due to their attendance at a Council meeting or a meeting of a formally constituted Council Committee of which they are a member is entitled to be reimbursed.  The extent to which the childcare expenses incurred will be reimbursed, in accordance with the Local Government Elected Council Members Determination of June 2014, is the actual cost per hour or $25 per hour, whichever is the lesser amount.  For the purposes of this section, the number of hours claimed shall be limited to the actual length of the meeting, with a nominal time allowance for partaking in refreshments and travel to and from the place of care.

 


3.1.5       Reimbursement of travel expenses

 

In accordance with the Local Government Act 1995 an elected member who incurs expenses to travel to a Council meeting or a meeting of a formally constituted Council Committee of which they are a member is entitled to be reimbursed.  Elected members can also be reimbursed for other types of travel in accordance with Regulation 32 of the Local Government (Administration) Regulations 1996.  The extent to which travel expenses can be reimbursed is in accordance with the Public Service Award 1992.  The following list represents the meetings and events at which the attendance of an elected member is required for which the elected member will be able to claim reimbursement in accordance with the Public Service Award 1992 for incurring travel expenses.

·    Council meetings - ordinary and special;

·    Committee meetings of a formally constituted Council committee of which they are a member or a deputy member acting in the capacity of a member;

·    Electors' meetings - annual general and special;

·     Civic receptions hosted by the City of Busselton;

·    Visits by Ministers of the Crown;

·    Inspection tours of matters arising before the Council;

·    Any City-convened meeting requiring elected member attendance, including briefing sessions, workshops and other forums;

·    Elected member training courses;

·    Officially convened meetings with ratepayers;

·    Attendance at community functions with a formal invitation as an elected member;

·    Seminars and conferences attended in the capacity of an elected member;

·    Meetings of community groups or other external organisations of which the elected member has been appointed the Council's representative by Council resolution (except where the other body pays the elected member for meeting attendance and/or travel eg ministerial appointment to State Advisory Boards).

 

The reimbursement will be made available to the elected member on the receipt of a certified claim form and in accordance with the rates set out in the Public Service Award 1992.  Nothing in this section prevents an elected member from utilising a City-owned motor vehicle for the types of travel approved under this section and this is encouraged where practical for the elected member's purposes.  Subject to the approval of the Chief Executive Officer, the elected member is entitled to use the City-owned motor vehicle for travel for personal reasons during the time when the vehicle is being used for City purposes, provided such use does not go beyond use of a minor incidental nature.  Where a City vehicle is utilised, the travel reimbursement or travel allowance cannot be claimed.

 

 

 

3.1.6       Reimbursement of expenses while away from home on sanctioned activities

 

Expenses incurred for conferences, training, seminars and similar occasions requiring an elected member to stay overnight away from their place of residence will be reimbursed to the elected member or paid directly by the City in accordance with the following guidelines.

 

Air travel and accommodation will be arranged and paid for by the City in consultation with the elected member and the key considerations will be cost effectiveness and for accommodation also proximity to the location at which the conference, training, seminar or similar occasion is being held.

 

While staying in the accommodation provided by the City for the purpose of enabling attendance at the approved conference, training or seminar, the expenses to be met by the City will be:

 

Expenses and Restrictions

Elected Member

Spouse

Laundry > 2 nights

Y

Y

Taxi fares or other public transport - only where these directly relate to the activity and no other transport is provided

Y

Y

Daily sustenance per day allowance in accordance with the Public Service Award 1992 (1)

Y

N

Specific conference related dinners/meals

Y

Y

(1) Limited authority exists (refer to Mayor for prior approval) to purchase alcohol for networking purposes in a similar manner to the way the Council offers community members an invitation to share a drink after a Council meeting.

 

3.1.7       Reimbursement of other expenses

 

3.1.7.1    Reimbursement of hospitality expenses

 

Elected members may seek reimbursement of the reasonable costs of beverages or snack items provided during any meeting or networking opportunity that relates to City activities, subject to the provision of receipts to the CEO.

 

3.1.7.2   Corporate attire reimbursement

 

Each elected member is eligible to claim up to $1,000 reimbursement for the purchase of corporate attire, which may include a brief case or travel case.  Payment will be made on the production of receipts for clothing, shoes or a case, but will be limited to $500 for the period November to April and a further $500 for the period May to October. 

 

3.2          Mayor

 

3.2.1       Mayoral allowance

 

In addition to their entitlements as an elected member under Section 3.1 of this policy, the Mayor is eligible for a Mayoral allowance in accordance with the Local Government Act 1995.  In accordance with the Local Government Elected Council Members Determination of June 2014 the maximum entitlement for a Mayoral allowance for the Mayor of a Band 2 local government is $61,800.  The Mayor of the City of Busselton shall be paid the maximum allowance, payable monthly or quarterly in arrears. 

 

The allowance will be calculated on a pro-rata basis for any Mayor who commences or ceases office during the month or quarter.  Upon commencement of office, the Mayor, for the purposes of budget development, will be requested to indicate whether it is their intention to claim a Mayoral allowance and their preferred payment schedule.  Nothing in the relevant legislation or this policy prevents the Mayor from changing their intention at any time.

 

3.2.2       Provision of a City-owned vehicle

 

The Mayor shall be provided with a City-owned motor vehicle for use in his or her official capacity.  The Mayor is entitled to use the City-owned motor vehicle for travel for personal reasons during the time when the vehicle is being used for City purposes, provided such use does not go beyond use of a minor incidental nature.  Nothing in this section prevents the vehicle from being utilised in accordance with City fleet guidelines by other elected members or officers with the agreement of the Mayor.

 

3.3          Deputy Mayor

 

3.3.1       Deputy Mayor's allowance

 

In addition to their entitlements as an elected member under Section 3.1 of this policy, the Deputy Mayor may be paid a Deputy Mayor's allowance in accordance the Local Government Act 1995.  In accordance with the Local Government Elected Council Members Determination of June 2014 the Deputy Mayor can be paid up to 25% of the Mayoral allowance.  The Deputy Mayor of the City of Busselton shall be paid the maximum percentage of the Mayoral allowance of 25%, payable monthly or quarterly in arrears.  

 

The allowance will be calculated on a pro-rata basis for any Deputy Mayor who commences or ceases office during the month or quarter.  Upon commencement of office, the Deputy Mayor, for the purposes of budget development, will be requested to indicate whether it is their intention to claim a Deputy Mayor's allowance and their preferred payment schedule.  Nothing in the relevant legislation or this policy prevents the Deputy Mayor from changing their intention at any time.

 

4.            APPLICATION OF THE POLICY

 

Any request for reimbursement in accordance with the relevant clauses of this policy must be accompanied by an original supplier receipt. 

 

Policy Background

 

Policy Reference No. - 001

Owner Unit – Governance

Originator – Manager, Governance Services

Policy approved by – Council

Date Approved –  For consideration

Review Frequency – Annually immediately to follow determinations made by the Salaries and Allowances Tribunal

Related Documents –

Local Government Act 1995

Local Government (Administration) Regulations 1996

Local Government Elected Council Members Determination No. 1 of 2013

Local Government Elected Council Members Determination of June 2014

Background/History - Initiated June 2008 to replace former policies:

                054/1 - Councillors' Travelling Expenses;

                055/1 - Attendance at Conferences, Training and Seminars;

                193 - Communications Allowances - Councillors;

212/1 - Vehicle for Use by Shire President and Councillors;

226 - Laptop Computers - Councillors and Officers;

227 - Printer Consumables.

History

 

Council Resolution

Date

Information

 

 

Version 7

Draft

C1307/182

10 July, 2013

Adjustments to recognise the determinations made by the Salaries and Allowances Tribunal via the Local Government Elected Council Members Determination No. 1 of 2013 

Version 6

C1206/168

27 June, 2012

Increase to the Mayor and Deputy Mayor’s allowances to maximums available under the Act; change of terminology to City / Mayor / Deputy Mayor; and removal of outdated reimbursement proposals for mobiles and internet connections

Version 5

C1111/362

23 November, 2011

Ability provided for Councillors to be remunerated monthly

Version 4

C1007/238

14 July, 2010

Clarification regarding use of the vehicle assigned to the Shire President

Version 3

C1005/157

12 May, 2010

Increase to the allowance payable to the Shire President (and therefore Deputy) to be effective from 1 July, 2010

Version 2

C0808/267

27 August, 2008

New policy to replace former policies 054/1; 055/1; 193; 212/1; 226 and 227

Version 1

 

 

 

 

 


Council                                                                                      45                                                          12 November 2014

10.7           Busselton Jetty Advisory Committee - 24/10/2014 - BUSSELTON JETTY ENVIRONMENT AND CONSERVATION ASSOCIATION REQUEST FOR TRAIN WAITING AREA AT INTERPRETIVE CENTRE

SUBJECT INDEX:

Busselton Jetty

STRATEGIC OBJECTIVE:

A City where the community has access to quality cultural, recreation, leisure facilities and services.

BUSINESS UNIT:

Community Services; Commercial Services

ACTIVITY UNIT:

Commercial Services

REPORTING OFFICER:

Director, Community and Commercial Services - Naomi Searle

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Letter from Busselton Jetty Environment and Conservation Association

Attachment b    Busselton Jetty IC Verandah Concept Design

Attachment c    Busselton Jetty IC Verandah Maintenance Plan

Attachment d   Busselton Jetty IC Verandah Maintenance Plan  

 

This item was considered by the Busselton Jetty Advisory Committee at its meeting on 24 October 2014, the recommendations from which have been included in this report. 

 

PRÉCIS

 

The Council is requested to consider a proposal submitted by the Busselton Jetty Environment and Conservation Association (BJECA) for the construction of a train waiting area at the Busselton Jetty Interpretive Centre to be donated to the City at the completion of construction.  The request includes an annual contribution to the City’s Jetty Maintenance Reserve to fund the ongoing maintenance of the structure and future asset replacement.

 

The report recommends that proposal be approved subject to conditions being met.

 

 

BACKGROUND

 

Practical completion of the $27.6m refurbishment of the Busselton Jetty was achieved on 18 June 2012 resulting in a significant number of tourists and locals accessing the Jetty to recreate, making it the State’s fourth most visited tourist attraction. 

 

The Busselton Jetty Interpretive Centre is located on Reserve 46715 (Lot 350 Queen Street, Busselton) which is managed by the City of Busselton under order of the State of Western Australia.  The Interpretive Centre and Jetty operations are operated by BJECA, a not for profit (incorporated) organisation, under a Licence and Management Agreement with the City of Busselton.   In order to ensure the terms and intent of the Agreement are met, a Jetty Reference Group has been established comprising of City staff, and Council and BJECA representatives which meets on a monthly basis to discuss matters pertaining to the Jetty, including ways in which the Jetty experience can be enhanced for both visitors and locals.

 

Through the Reference Group BJECA has raised the need for a train waiting area at the Interpretive Centre to provide shelter and seating for customers waiting for this service.  The City has received correspondence from BJECA (attachment A) seeking approval to construct a train waiting area, at their own cost, which involves the construction of a verandah and seating area on the Jetty in front of the Interpretive Centre and adjacent to the existing train platform (attachment B).  The value of the project is estimated at $125,000.  BJECA wish to donate the structure to the City at the completion of construction, on the basis that the City accepts responsibility to maintain the structure using a prepared maintenance plan as a guide (attachments C & D).  BJECA has outlined their intention to contribute an annual sum of $5,110 (with an annual CPI increase) to the City’s Jetty Maintenance Reserve to fund the ongoing maintenance of the structure and future asset replacement. 

 

BJECA has received planning consent for the structure, as resolved by Council at the ordinary meeting of Council on 26 March 2014 (C1403/067):

 

That the Council:

1.         Approve the proposed construction of additions to the Busselton Jetty Interpretive Centre in accordance with Attachment B, subject of development application DA13/1010, subject to the following conditions:

a)  The development hereby approved shall be substantially commenced within two years of the date of this decision notice.

b)  The development hereby approved shall be undertaken in accordance with the signed and stamped Approved Development Plan(s) (enclosed) dated in accordance with the resolution of the Council.

 

This report outlines the proposal received from BJECA and recommends that it be approved subject to conditions being met.

 

CONSULTATION

 

This report is subject to consideration by the Busselton Jetty Advisory Committee prior to its referral to the Busselton City Council.

 

Ongoing consultation has been undertaken through the Busselton Jetty Reference Group, comprising of City staff, Councillors and BJECA representatives, who have provided informal support for the proposal.

 

STATUTORY ENVIRONMENT

 

Jetties Act 1926

Section 7 of the Jetties Act 1926 authorises the Minister for Transport to “grant a licence to any person for the erection or construction of a Jetty or for the maintenance and use of any Jetty…”

 

Busselton Jetty Licence Agreement

The City of Busselton has the control and management of Reserve 46715 (Lot 350 Queen Street, Busselton) through a Management Order and a Licence to use and maintain the Busselton Jetty through a Licence Agreement with the Department of Transport.  The Licence Agreement states that amongst other things the City of Busselton “…must not permit, any structural additions, or alterations to, on or that relies on a connection to the Busselton Jetty without the prior approval of the Licensor (the CEO of the Department of Transport) …”.  

 

Busselton Jetty Licence and Management Agreement

BJECA operates the Busselton Jetty under a Licence and Management Agreement with the City of Busselton, dated October 2009.  Reflective of the Licence Agreement between the City of Busselton and the Department of Transport, BJECA must seek approval from the City prior to undertaking any structural alteration or addition to the Jetty.  Under the Agreement BJECA is required to submit detailed plans of the proposed addition, a maintenance plan for the ongoing maintenance of any new structural addition, and details of how they will meet the maintenance obligations of any new structural addition.

 

Heritage of Western Australia Act 1990

The Busselton Jetty was entered on the State Register of Heritage Places on 30 June 2009 (Interim Entry).  The progression from interim to permanent registration was delayed for a number of years to allow for the completion of the recent 2009-12 refurbishment works.  Following the practical completion of that work on 18 June 2012, the HCWA on 31 August 2012 resolved that Busselton Jetty should be progressed to permanent registration.  On 26 September 2012 the State Heritage Office on behalf of HCWA wrote to the City of Busselton seeking further written comments on the proposed permanent entry.   On 21 February 2014, the Jetty was officially placed on the state heritage list.  HCWA’s approval will be required for the proposed verandah.

 

POLICY IMPLICATIONS

 

Nil

 

FINANCIAL IMPLICATIONS

 

BEJCA is seeking approval to manage the construction of the verandah at their own cost.  City Officers will therefore only be required to supervise the works from time to time to ensure that the works are being completed to a satisfactory standard with no detrimental effect. This supervision can be accommodated within the existing Jetty budget. 

 

Under the Jetty Licence and Management Agreement, should BJECA apply for structural additions to the Jetty, a maintenance plan and details of how the maintenance obligations will be met is required.  BJECA’s proposal includes a detailed asset maintenance plan, with maintenance and capital replacement tasks in the plan being reflective of the Busselton Jetty 50-year Maintenance Plan.  The estimated annual total cost for all maintenance tasks is $5,110, which incorporates annual maintenance ($1,000), scheduled maintenance ($636), capital (replacement) works ($3,024), and maintenance contingency ($450).  BJECA’s proposal includes an annual contribution sum of $5,110 (with an annual CPI) to the City’s Jetty Maintenance Reserve to fund the ongoing maintenance of the structure and asset replacement.  It is therefore not anticipated to have a negative financial implication to the City.

 

STRATEGIC COMMUNITY OBJECTIVES

 

2.            Well Planned, Vibrant and Active Spaces:

2.1          A City where the community has access to quality cultural, recreation, and leisure facilities and services.

2.3          Infrastructure assets that are well maintained and responsibly managed to provide for future generations

 

RISK ASSESSMENT

 

An assessment of the potential implications of implementing the officer recommendation has been undertaken using the City’s risk assessment framework. The assessment identifies ‘downside’ risks only, rather than ‘upside’ risks as well. The table below describes identified risks where the residual risk, once controls have been identified, is identified as ‘medium’ or greater;

 

Risk

Controls

Consequence

Likelihood

Risk Level

The additions do not meet Heritage Council of WA or Department of Transport requirements

Approval must be obtained prior to the commencement of any works

Minor

Unlikely

Medium

The additions have a detrimental effect on the structural integrity of the Jetty

Necessary documentation confirming the installation will have no detrimental effect on the overall structural integrity of the Jetty to  be obtained prior to the commencement of any works

Major

Rare

Medium

 

CONSULTATION

 

Nil

 

OFFICER COMMENT

 

The City has received correspondence from BJECA requesting to construct a train waiting area at the Interpretive Centre, at their own cost, to provide shelter and seating for customers waiting for this service.  The proposal incorporates the construction of a verandah and seating area on the Jetty in front of the Interpretive Centre, adjacent to the existing train platform.

 

BJECA proposes to manage the construction of the structure, and donate it to the City on completion so that it can be incorporated into the overall maintenance plan of the Jetty.  As BJECA operates the Jetty under a Licence and Management Agreement, they are ultimately responsible for the ongoing maintenance of any licensee improvements such as this.  BJECA proposes to contribute an annual sum of $5,110 (plus annual CPI increase) to the City’s Jetty Maintenance Reserve to fund the ongoing maintenance of the structure and asset replacement.  This is in accordance with a Maintenance Plan that is reflective of the Busselton Jetty 50-year Maintenance Plan.

 

The construction of a train waiting area has been a topic of discussion at the Busselton Jetty Reference Group for some time, and is viewed by the Group as adding value to the overall Jetty experience.  BEJCA has received planning consent for the structure and if endorsed by Council and relevant statutory bodies, aims to have the structure completed prior to the summer tourist season.

               

Should Council endorse the Officer Recommendation it should be noted that prior to any construction work commencing, statutory approvals from the Department of Transport (DoT) and Heritage Council of WA (HCWA) need to be obtained. 

 

CONCLUSION

 

Further to correspondence received from BJECA requesting to construct a train waiting area at their own cost, and donating the structure on completion to the City with an annual maintenance contribution, it was considered appropriate to raise the matter with the Council for consideration as the City is responsible for maintenance and structural integrity of the Jetty structure.  On the basis that the improvements will enhance the Jetty experience and that the ongoing maintenance will be funded by BJECA, Officers recommend that approval be granted for the works to be undertaken as outlined in the proposal, subject to conditions being met.

 

OPTIONS

 

The Council may choose not to endorse the Officer’s recommendation to approve the construction of the train waiting area, however this is seen to add value to the Jetty experience. 

 

Alternatively, the Council may resolve that the City manages the construction of the project, however this will require a reprioritisation of existing work of staff.

 

 

 

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

BJECA will be notified immediately of the Council resolution.  Should the Officer Recommendation be supported, the legal agreement with the City will be finalised and relevant approvals will be sought as quickly as possible to allow the construction to proceed as soon as practical.

 

OFFICER RECOMMENDATION

 

That the Council approves the proposal from the Busselton Jetty Environment and Conservation Association (BJECA) to construct a train waiting area at the Busselton Jetty Interpretive Centre, comprising of a verandah and seating area, subject to the following conditions:

 

1.         The development must be undertaken and completed substantially in accordance with Development Approval DA 13-1010;

 

2.         The Chief Executive Officer is authorised to negotiate and enter into legal agreement with BJECA in terms of which the financial arrangements as outlined in this report as well as other conditions normally associated with projects of this nature, are agreed upon; and

 

3.         All relevant approvals required for the proposed development are obtained prior to the commencement of any work, including from the Department of Transport and Heritage Council of Western Australia.

 

Note: The Committee discussed shade sails as an alternative solution for the shade at the train waiting area at the Busselton Jetty Interpretive Centre and agreed to include this option in the Committee Recommendation.

 

 

COMMITTEE RECOMMENDATION

 

That the Council approves the proposal from the Busselton Jetty Environment and Conservation Association (BJECA) to construct a train waiting area at the Busselton Jetty Interpretive Centre, comprising of a verandah and seating area, subject to the following conditions:

 

1.         The development must be undertaken and completed substantially in accordance with Development Approval DA 13-1010;

 

2.         The Chief Executive Officer is authorised to negotiate and enter into legal agreement with BJECA in terms of which the financial arrangements as outlined in this report as well as other conditions normally associated with projects of this nature, are agreed upon;

 

3.         All relevant approvals required for the proposed development are obtained prior to the commencement of any work, including from the Department of Transport and Heritage Council of Western Australia;and

 

4.         BJECA examine the feasibility of shade sail structures as a short term or alternative solution.

 

 


Council                                                                                      51                                                          12 November 2014

10.8           Airport Advisory Committee - 29/10/2014 - BUSSELTON REGIONAL AIRPORT - FEES AND CHARGES

SUBJECT INDEX:

Airport Operations

STRATEGIC OBJECTIVE:

Infrastructure assets are well maintained and responsibly managed to provide for future generations.

BUSINESS UNIT:

Commercial Services

ACTIVITY UNIT:

Commercial Services

REPORTING OFFICER:

Manager, Commercial Services - Jennifer May

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Correspondance SLSWA  

 

This item was considered by the Airport Advisory Committee at its meeting on 29 October 2014, the recommendations from which have been included in this report. 

 

PRÉCIS

 

This report requests two amendments to the 2014/15 Adopted Fees and Charges for the Busselton Regional Airport be considered by the Council. The first amendment is to increase the Car Parking Lost Ticket Fee for the secure car park from $45.45 to $64.00 (excl GST) and the second that all landing fees associated with the Surf Life Saving WA, Westpac Rescue helicopter are waived on an ongoing basis in lieu of the community service that is provided by the service. 

 

 

BACKGROUND

 

The 2014/15 Council Fees and Charges were adopted by the Council on 28 May 2014 and came into effect as of the 1 July 2014.

 

An oversight in the preparation of the Airport Fees and Charges was made by City Officers in regard to the lost ticket fee for the secure car park located at the Airport. The daily car parking fee was increased from $3.00 to $4.00 (excl GST) per day and the lost ticket fee was increased from $45.00 to $45.45 (excl GST).

This has resulted in the situation whereby it is cheaper for passengers returning back to Busselton after leaving their car in the secure car park for longer than 11 days to ‘claim’ the lost ticket fee. This opportunity has been taken up by a number of FIFO workers claiming to have lost their car parking ticket and whilst measures have been put into place by staff to deter returning passengers from ‘claiming’ the lost ticket fee, Officers would like to resolve this situation as it has created an increase in workload attending to and receipting of tickets. In order for the lost ticket fee to match the maximum charge calculated using the daily fee (based on the longest FIFO roster in place by employees travelling through the Airport), the lost ticket fee would need to be $60 (excl GST). Hence, to avoid lost revenue and as a deterrent Officers are recommending that the Airport lost ticket fee be increased from $45.45 to $64 (excl GST).

 

In July 2014, a letter was received from Surf Life Saving Western Australia (SLSWA), who operates the Westpac Lifesaver Rescue Helicopters requesting if the helicopter landing fees from the Busselton Regional Airport be waived (Attachment 1).

 

The Westpac Lifesaver Rescue Helicopter commenced operating from the Airport in 2013 as the home base for the South West service. The service works alongside emergency services, performs coastal surveillance patrols, search and rescue missions and provides first responses to emergency situations. Since the commencement of operations at Busselton, SLSWA, a not-for-profit organisation, paid landing fees totalling more than $5,000. In an effort to maintain costs and ‘maximise their return to the community’ SLSWA is requesting that landing fees be waived or that a reduced one off fee be negotiated. 

 

The Westpac Lifesaver Rescue Helicopter South West will operate full time from 1 November 2014 to 9 February 2015 and will return to provide coverage across key holiday and public events including Easter and the Busselton Festival of Triathlon.

 

SLSWA is committed to a long term partnership with Busselton, extending their service delivery time, planning for future growth and supporting the overall development of the airport precinct and liaising with City staff on the concept of an Emergency Precinct based at the Airport.

 

City Officers are recommending that as an emergency based service that SLSWA not be charged landing fees and be included in the general emergency services exemption for the Airport. In return, SLSWA have offered to acknowledge the support of the City through communication and marketing, via website and media streams and through local media.

 

STATUTORY ENVIRONMENT

 

Under the Local Government Act (1995) Part 6, Division 5, s6.19 if a Local Government wishes to impose any fees or charges under this Subdivision after the annual budget has been adopted it must, before introducing the fees and charges, give local public notice of (a) its intention to do so; (b) the date from which it is proposed the fees or charges will be imposed. Following Council’s endorsement and advertising of the public notice, the new and amended fees can be implemented.

 

Under the Local Government Act (1995) Part 6, Division 5, s6.12 Power to defer, grant discounts, waive or write off debts, a local government may (b) waive or grant concessions in relation to any amount of money which is owed to the local government.

 

RELEVANT PLANS AND POLICIES

 

The BRA Master Plan (2011- 2031) and Busselton Regional Airport Statement of Intent are relevant to this report.

 

FINANCIAL IMPLICATIONS

 

To date Officers’ estimate that between $500.00 and $1000 has been lost in revenue resulting from passengers claiming the lost ticket fee as opposed to paying the daily parking fee. In addition, the resolving of lost tickets brings with it administration costs as staff are required to manually receipt ticket payments which would normally be undertaken through the Pay Stations. Other than the cost of advertising for the amendment to the Airport Fees and Charges, there are no other negative implications with implementing the revised lost ticket fee.

 

In relation to the request from SLSWA, the implications of waiving the helicopter landing fees results in lost revenue to the Council. However, this is estimated to be less than $7000 p.a based on the current landing fees and charges. As SLSWA operations had only been operating for a short time in 2013/14, Officers had not included the SLSWA landing fees in the budget revenue projections for Airport landing fees and therefore this requests results in a nil financial implication to the budget.

 

STRATEGIC COMMUNITY OBJECTIVES

 

The Busselton Regional Airport is consistent with following the City of Busselton’s strategic Objectives:

 

2.            Well Planned, Vibrant and Active Places

2.3.         Infrastructure Assets that are well maintained and responsibly managed to provide for future      generations.

 

4.            Connected City

 

4.1.         Transport options that provide greater links within our district and increase capacity for community participation.

 

RISK ASSESSMENT

 

An assessment of the potential implications of implementing the officer recommendation has been undertaken using the City’s risk assessment framework. The assessment sought to identify ‘downside’ risks only rather than ‘upside’ risks and where the risk, following implementation of controls, has been identified as medium or greater. No such risks were identified.

 

CONSULTATION

 

Consultation has occurred with the Mining Companies representatives regarding the ongoing use of the car park by employees and car parking fees.

 

OFFICER COMMENT

 

This report requests the Council to consider two amendments to the 2014/15 Adopted Annual Fees and Charges relating to the Airport. The first, resulting from an oversight in the preparation of the Airport Fees and Charges and recommends that the Airport lost ticket car parking fee is increased from $45.45 to $64.00 (excl GST). This has been an oversight that has been taken advantage of by some users and Officers are now looking to resolve this situation.

 

The second recommendation is to waive the landing fees associated with the SLSWA Westpac Rescue helicopter that is now based at the Busselton Regional Airport from November to February each year. The rescue helicopter provides a community service that works alongside other emergency services, performs coastal surveillance patrols, search and rescue missions and provides first responses to emergency situations. Officers are of the opinion that the revenue raised from the landing fees is far outweighed by the community services provided by the rescue helicopter. Additionally, Officers are liaising with SLSWA and the other emergency services on developing an emergency service precinct at the Airport and encourage emergency service organisations to use the Airport as a base. The waiving of the helicopter landing fees will support the ongoing working partnership between the City and SLSWA.

 

CONCLUSION

 

Officers recommend two amendments to the 2014/15 adopted Fees and Charges for the Busselton Regional Airport is considered by the Council. The first is to increase the lost ticket for the secure car park from $45.45 to $64 (excl GST) and that all landing fees associated with the SLSWA Westpac Rescue helicopter are waived on an ongoing basis in lieu of the community service that is provided by the rescue helicopter. 

 

OPTIONS

 

The Council chooses not to accept the Officers recommendation.

 

 


 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

Should Council endorse the Officers recommendation, Officers will advertise the amendment to the Airport fees and charges for the Airport Car Park Lost Ticket fee for 14 days and implement the new fee in early December 2014. The waiving of landing fees can be effective immediately following Council’s endorsement.

 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION

 

ABSOLUTE MAJORITY DECISION OF COUNCIL REQUIRED

That the Council:

 

1.    Endorses an amendment to the 2014/15 Adopted Fees and Charges for the Busselton Regional Airport Lost Ticket Fee to be increased from $45.45 to $64.00 (excl GST) and that this be advertised for 14 days; and

 

2.    Endorses the waiving of landing fees at the Busselton Regional Airport for the Surf Life Saving Rescue helicopter until further notice and includes the SLSWA Westpac Rescue helicopter in the emergency services list for the Busselton Regional Airport.

 

  


 

10.9           Airport Advisory Committee - 29/10/2014 - RFT 08/14 AIRPORT SPECIALIST CONSULTANCY PANEL - AWARD OF TENDER

SUBJECT INDEX:

Airport Operations

STRATEGIC OBJECTIVE:

Infrastructure assets are well maintained and responsibly managed to provide for future generations.

BUSINESS UNIT:

Commercial Services

ACTIVITY UNIT:

Commercial Services

REPORTING OFFICER:

Manager, Commercial Services - Jennifer May

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Confidential RFT 08/14 Airport Specialist Consultancy Panel Recommendation Report

Attachment b    Confidential RFT 08/14 Evaluation Scoresheet

Attachment c    Confidential RFT 08/14 Consensus Scoresheet  

 

This item was considered by the Airport Advisory Committee at its meeting on 29 October 2014, the recommendations from which have been included in this report. 

 

Attachment A is confidential under section 5.23 - 2(c) of the Local Government Act 1995 in that it deals with “a contract entered into or which may be entered into, by the local government”. Copies have been provided to Councillors, the Chief Executive Officer and Directors only.

 

PRÉCIS

 

The City of Busselton advertised RFT 08/14 Airport Specialists Consultancy Panel, with the tender closing on the 14 September 2014. This report summarises the tender responses and seeks a decision from the Council based on the recommendation contained herein.

 

 

BACKGROUND

 

The Busselton Regional Airport has been identified as being the most strategically located airport in the Region and proposed as the ‘Gateway Airport’ for the South West Region. It is one of the top strategic priorities of the Council and identified as a key opportunity and driver to stimulate the economic and social growth of the region in the South West Development Commission (SWDC) Regional Blueprint, Department of Planning 2013 Draft South West Regional Planning and Infrastructure Framework and included in the cabinet endorsed Tourism WA, State Government Strategy for Tourism in WA (2020).

 

In 2012, the then Minister for Transport established a State Government Steering Committee to develop a comprehensive business case to examine the economic and social benefits, infrastructure requirements and costs of an upgraded airport for the benefit of the state. The SWDC was appointed to prepare the business case with input from all Steering Committee members and external consultants. The final business case was endorsed by the Steering Committee in April 2014 and submitted to the Minister for Regional Development; Lands in May 2014 and now awaits a decision from the State Government on the funding proposal.

 

Additionally, the Airport has continued to grow in operations and passenger throughput over the past five years and is undergoing significant capital and operational works at the current time as per Stage 1b of the BRA Master Plan, incorporating a Terminal upgrade, apron expansion, Jet Fuel installation, additional emergency services facilities (Helipad) and taxiway upgrade.

 

In order to facilitate ongoing operational services that are required during the course of each year, and in anticipation of future development at the Airport, Officers are recommending a specialist Aviation Consultancy panel be formed. This panel will enable City Officers to approach the relevant panel members directly for quotes for aviation services when required. 

 

The following services were included in the advertised tender scope of works;

 

•             Aviation advice;

•             Master Planning and Strategy development;

•             Route analysis and Commercial;

•             Flight Paths;

•             Landside and Airside design;

•             Auditing Services;

•             Civil Engineering, Drafting and Surveying services;

•             Maintenance and Construction;

•             Security;

•             Relief coverage and staffing;

•             Training;

•             Environmental and noise management;

•             Procurement; and

•             Communication Planning and community consultation.

 

Subsequently, the tender for Airport Specialists Consultancy Panel was advertised from 19 July 2014 for a period of twenty six (26) days, closing on the 14 September 2014.

 

The City received eighty five (85) requests for the tender documents and received thirty one (31) tender responses. A tender evaluation panel was formed to evaluate all tenders submissions and prior to the evaluation meeting, each evaluation panel member was provided with a copy of each submitted tender and a copy of the Evaluation Score sheet and Panel Guide. Each evaluation panel member then scored each tender, with the scores being averaged to determine a final score.

 

The Evaluation Panel then met on the 12 September 2014 to discuss and compare each tender submission.  The basis for the scoring and rationale for each score were discussed and final comments for the average scores agreed upon.

 

A rating scale of zero to five (0 – 5) was used for evaluating each Tender Submission in accordance with the Qualitative Criteria, with 0 being lowest and 5 being highest.  The scoring has taken place in accordance with the RFT – Evaluation Scoring Guide and Procedural Fairness Guidelines as published by WALGA.

 

A comprehensive summary of these responses and pricing schedules has been included in the confidential attachment.

 

 

STATUTORY ENVIRONMENT

 

Section 3.57 of Local Government Act 1995 requires “A local government to invite tenders before it enters into a contract of a prescribed kind under which another person is to supply goods and services”.

 

Part 4 (Tenders) of the Local Government (Functions and General) Regulations 1996 require that tenders be publicly invited for such contracts where the estimated cost of providing the total service exceeds $100,000.

 

Compliance with the Local Government Act 1995 section 3.57 is required in the issuing and tendering of contracts. 

 

 

RELEVANT PLANS AND POLICIES

 

The Busselton Regional Airport Master Plan (2011-31), Aerodrome Manual, Aerodrome Emergency Plan and Safety Management System, CASA MOS139, CASR (1998), the City’s Transport Security Program, Aviation Transport Security Regulations (2005) and Act (2004) may be relevant to the different scopes of work that consultants could provide consultancy services for. The City’s Purchasing Policy and procedures will still apply.

 

FINANCIAL IMPLICATIONS

 

The purpose of this particular tender is to establish Consultancy Panel of Aviation specialists in place for when and if those services are required. This will enable the fast tracking of work to be undertaken when funding opportunities arise. As such, there is not a specific budget that relates to this tender at the time of this report.

 

However, any budget expenditure, except in the case of an emergency or unforeseen event, is planned and costed as part of the annual budget process.

 

Expenditure related to this tender will be approved by the usual Council processes in place or if unbudgeted following a Council report and endorsement.

 

 

STRATEGIC COMMUNITY OBJECTIVES

 

The Busselton Regional Airport and this project are consistent with following the City of Busselton’s strategic Objectives:

 

2. Well Planned, Vibrant and Active Places

 

2.3          – Infrastructure Assets that are well maintained and responsibly managed to provide for future generations.

 

4.            Connected City

 

4.1- Transport options that provide greater links within our district and increase capacity for community participation.

 

RISK ASSESSMENT

 

An assessment of the potential implications of implementing the officer’s recommendation has been undertaken using the City’s risk assessment framework. The assessment sought to identify ‘downside’ risks only rather than ‘upside’ risks and where the risk, following implementation of controls has been identified as medium or greater are included below;

 

 

Risk

Controls

Consequence

Likelihood

Risk Level

Other competitive providers of aviation consultancy services are not included in the tender panel.

Adequate tender advertising;

Possible

Minor

Medium

 

 

CONSULTATION

 

Nil.

 

 

OFFICER COMMENT

 

The tender assessment was carried out by a tender evaluation panel consisting of Mark Tyler, Contract and Tendering Officer; Jennifer May, Manager Commercial Services and Naomi Searle, Director Community and Commercial Services. Copies of all documentation were forwarded to each member of the tender review panel for assessment. Eighty five (85) tender applications were requested by various organisations and thirty one (31) submissions were received, of which the details are contained in the Confidential Attachment. Tender submissions were received from the following organisations;

 

·    Aerodrome Management Services

·    Deloitte

·    Acor MCE Consultants

·    Jacobs

·    Golder Associates

·    Complete Aviation Solutions

·    Aviation Projects

·    Aurecon

·    APP

·    Cardno

·    Opus International Consultants

·    GHD

·    Woods Bagot

·    Natural Area

·    Strategen

·    Avisure

·    SLR Consulting

·    TPG

·    360 Environmental

·    Aurora Environmental

·    The Ambidji Group

·    Three Consulting

·    AECOM

·    Sage Consulting Engineers

·    Rider Levett Bucknall

·    Woolacotts

·    Parking and Traffic

·    Realcom

·    HQ Management

·    IDS Australia

·    Hewshott International

 

Tenders were assessed based on a qualitative criteria assessment on the basis that all terms and conditions and mandatory requirements of the RFT had been met. The tenders were scored according to the qualitative criteria endorsed by Council and included in the tender documentation as follows;

 

Criteria Weighting

(a)          Relevant Experience                                       20%

(b)          Key Personnel Skills and Experience         20%

(c)           Tenderer’s Resources                                    20%

(d)          Demonstrated Understanding                    20%

 

 

The net tendered price was scored using the ‘Average Based Scoring Method’ recommended by WALGA in the ‘Local Government Purchasing and Tender Guide’.

 

The evaluation panel members individually assessed the compliance and qualitative criteria and then applied an average to provide a final rating. The scores were then added together to indicate the rankings for the tender. The tender submissions were then separated out into the relevant service areas as defined in the tender scope of works and the Panel assessed whether the spread of responses would enable the City to appoint consultants to cover all requested services.  The evaluation Panel agreed that not all services included in the scope of works had been responded to sufficiently to make a proper “fair value” assessment, although noted that these services were not the core services sought and accordingly the City could make a further assessment about the appropriate method of procuring those services when those services are required.

 

The evaluation panel therefore agreed to recommend that the panel should be divided into the three sub-panels listed below;

 

1.    Aviation Advice; Master Planning and Strategy development; Auditing Services; Security;

2.    Landside and Airside design; Civil Engineering and Drafting Services; Maintenance and Construction; and

3.    Environmental and noise management.

 

The highest ranking six/seven tenderers for each of the above sub-panels, with the exception of the Environmental and Noise Management sub-panel, were then included in the panel and are included in the Officers recommendation.

 

The Confidential report attached provides further detail in relation to the relative merits of each of the individual tenderers.

 

 

CONCLUSION

 

The tender for Airport Specialist Consultancy panel has now closed and after evaluating all tenders the evaluation panel is recommending that three sub-panels are created as listed below;

 

1.    Aviation Advice; Master Planning and Strategy development; Auditing Services; Security;

2.    Landside and Airside design; Civil Engineering and Drafting services; Maintenance and Construction; and

3.    Environmental and noise management.

 

The tender evaluation panel have completed their assessment in line with the City’s tender process and this report now request the Council award the RFT 08/14 Airport Specialist Consultancy panel as per the Officers recommendation.

 

OPTIONS

 

The Council may consider the following alternate options:

 

1.            Choose not to accept the Officers Recommendation and award the Tender to alternate tenderers.

2.            Choose not to accept the Officer’s Recommendation and not award the Tender.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

The award of the tender can be made immediately after the Council has endorsed the Officer’s recommendation. The successful tenderer will receive formal written notification within seven (7) days of the resolution. All unsuccessful tender applicants will also be notified at this time.

 

 

 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION

 

That the Council:

 

1.    Award tender RFT 08/14 – Airport Specialist Consultancy panel to the following organisations for the following services;

 

 

Aviation Advice; Master Planning and Strategy development; Auditing Services; Security

Landside and Airside design; Civil Engineering and Drafting services; Maintenance and Construction

Environmental and noise management

Aviation Projects

P

P

 

Jacobs

P

P

P

GHD

P

P

P

Acor

P

P

 

AMS

P

P

 

Aurecom

P

P

P

Golders

 

P

P

SLR

 

 

P

Aurora Environmental

 

 

P

Strategen

 

 

P

Natural Area

 

 

P

360 Environmental

 

 

P

Three Consulting

 

 

P

 


Council                                                                                      61                                                          12 November 2014

10.10        Airport Advisory Committee - 29/10/2014 - RFT 08/14 AIRPORT SPECIALIST CONSULTANCY PANEL - AWARD OF TENDER

SUBJECT INDEX:

Airport Operations

STRATEGIC OBJECTIVE:

Infrastructure assets are well maintained and responsibly managed to provide for future generations.

BUSINESS UNIT:

Commercial Services

ACTIVITY UNIT:

Commercial Services

REPORTING OFFICER:

Manager, Commercial Services - Jennifer May

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Confidential RFT 08/14 Airport Specialist Consultancy Panel Recommendation Report

Attachment b    Confidential RFT 08/14 Evaluation Scoresheet

Attachment c    Confidential RFT 08/14 Consensus Scoresheet  

 

This item was considered by the Airport Advisory Committee at its meeting on 29 October 2014, the recommendations from which have been included in this report. 

 

Attachment A is confidential under section 5.23 - 2(c) of the Local Government Act 1995 in that it deals with “a contract entered into or which may be entered into, by the local government”. Copies have been provided to Councillors, the Chief Executive Officer and Directors only.

 

PRÉCIS

 

The City of Busselton advertised RFT 08/14 Airport Specialists Consultancy Panel, with the tender closing on the 14 September 2014. This report summarises the tender responses and seeks a decision from the Council based on the recommendation contained herein.

 

 

BACKGROUND

 

The Busselton Regional Airport has been identified as being the most strategically located airport in the Region and proposed as the ‘Gateway Airport’ for the South West Region. It is one of the top strategic priorities of the Council and identified as a key opportunity and driver to stimulate the economic and social growth of the region in the South West Development Commission (SWDC) Regional Blueprint, Department of Planning 2013 Draft South West Regional Planning and Infrastructure Framework and included in the cabinet endorsed Tourism WA, State Government Strategy for Tourism in WA (2020).

 

In 2012, the then Minister for Transport established a State Government Steering Committee to develop a comprehensive business case to examine the economic and social benefits, infrastructure requirements and costs of an upgraded airport for the benefit of the state. The SWDC was appointed to prepare the business case with input from all Steering Committee members and external consultants. The final business case was endorsed by the Steering Committee in April 2014 and submitted to the Minister for Regional Development; Lands in May 2014 and now awaits a decision from the State Government on the funding proposal.

 

Additionally, the Airport has continued to grow in operations and passenger throughput over the past five years and is undergoing significant capital and operational works at the current time as per Stage 1b of the BRA Master Plan, incorporating a Terminal upgrade, apron expansion, Jet Fuel installation, additional emergency services facilities (Helipad) and taxiway upgrade.

 

In order to facilitate ongoing operational services that are required during the course of each year, and in anticipation of future development at the Airport, Officers are recommending a specialist Aviation Consultancy panel be formed. This panel will enable City Officers to approach the relevant panel members directly for quotes for aviation services when required. 

 

The following services were included in the advertised tender scope of works;

 

•             Aviation advice;

•             Master Planning and Strategy development;

•             Route analysis and Commercial;

•             Flight Paths;

•             Landside and Airside design;

•             Auditing Services;

•             Civil Engineering, Drafting and Surveying services;

•             Maintenance and Construction;

•             Security;

•             Relief coverage and staffing;

•             Training;

•             Environmental and noise management;

•             Procurement; and

•             Communication Planning and community consultation.

 

Subsequently, the tender for Airport Specialists Consultancy Panel was advertised from 19 July 2014 for a period of twenty six (26) days, closing on the 14 September 2014.

 

The City received eighty five (85) requests for the tender documents and received thirty one (31) tender responses. A tender evaluation panel was formed to evaluate all tenders submissions and prior to the evaluation meeting, each evaluation panel member was provided with a copy of each submitted tender and a copy of the Evaluation Score sheet and Panel Guide. Each evaluation panel member then scored each tender, with the scores being averaged to determine a final score.

 

The Evaluation Panel then met on the 12 September 2014 to discuss and compare each tender submission.  The basis for the scoring and rationale for each score were discussed and final comments for the average scores agreed upon.

 

A rating scale of zero to five (0 – 5) was used for evaluating each Tender Submission in accordance with the Qualitative Criteria, with 0 being lowest and 5 being highest.  The scoring has taken place in accordance with the RFT – Evaluation Scoring Guide and Procedural Fairness Guidelines as published by WALGA.

 

A comprehensive summary of these responses and pricing schedules has been included in the confidential attachment.

 

 

STATUTORY ENVIRONMENT

 

Section 3.57 of Local Government Act 1995 requires “A local government to invite tenders before it enters into a contract of a prescribed kind under which another person is to supply goods and services”.

 

Part 4 (Tenders) of the Local Government (Functions and General) Regulations 1996 require that tenders be publicly invited for such contracts where the estimated cost of providing the total service exceeds $100,000.

 

Compliance with the Local Government Act 1995 section 3.57 is required in the issuing and tendering of contracts. 

 

 

RELEVANT PLANS AND POLICIES

 

The Busselton Regional Airport Master Plan (2011-31), Aerodrome Manual, Aerodrome Emergency Plan and Safety Management System, CASA MOS139, CASR (1998), the City’s Transport Security Program, Aviation Transport Security Regulations (2005) and Act (2004) may be relevant to the different scopes of work that consultants could provide consultancy services for. The City’s Purchasing Policy and procedures will still apply.

 

FINANCIAL IMPLICATIONS

 

The purpose of this particular tender is to establish Consultancy Panel of Aviation specialists in place for when and if those services are required. This will enable the fast tracking of work to be undertaken when funding opportunities arise. As such, there is not a specific budget that relates to this tender at the time of this report.

 

However, any budget expenditure, except in the case of an emergency or unforeseen event, is planned and costed as part of the annual budget process.

 

Expenditure related to this tender will be approved by the usual Council processes in place or if unbudgeted following a Council report and endorsement.

 

 

STRATEGIC COMMUNITY OBJECTIVES

 

The Busselton Regional Airport and this project are consistent with following the City of Busselton’s strategic Objectives:

 

2. Well Planned, Vibrant and Active Places

 

2.3          – Infrastructure Assets that are well maintained and responsibly managed to provide for future generations.

 

4.            Connected City

 

4.1- Transport options that provide greater links within our district and increase capacity for community participation.

 

RISK ASSESSMENT

 

An assessment of the potential implications of implementing the officer’s recommendation has been undertaken using the City’s risk assessment framework. The assessment sought to identify ‘downside’ risks only rather than ‘upside’ risks and where the risk, following implementation of controls has been identified as medium or greater are included below;

 

 

Risk

Controls

Consequence

Likelihood

Risk Level

Other competitive providers of aviation consultancy services are not included in the tender panel.

Adequate tender advertising;

Possible

Minor

Medium

 

 

CONSULTATION

 

Nil.

 

 

OFFICER COMMENT

 

The tender assessment was carried out by a tender evaluation panel consisting of Mark Tyler, Contract and Tendering Officer; Jennifer May, Manager Commercial Services and Naomi Searle, Director Community and Commercial Services. Copies of all documentation were forwarded to each member of the tender review panel for assessment. Eighty five (85) tender applications were requested by various organisations and thirty one (31) submissions were received, of which the details are contained in the Confidential Attachment. Tender submissions were received from the following organisations;

 

·    Aerodrome Management Services

·    Deloitte

·    Acor MCE Consultants

·    Jacobs

·    Golder Associates

·    Complete Aviation Solutions

·    Aviation Projects

·    Aurecon

·    APP

·    Cardno

·    Opus International Consultants

·    GHD

·    Woods Bagot

·    Natural Area

·    Strategen

·    Avisure

·    SLR Consulting

·    TPG

·    360 Environmental

·    Aurora Environmental

·    The Ambidji Group

·    Three Consulting

·    AECOM

·    Sage Consulting Engineers

·    Rider Levett Bucknall

·    Woolacotts

·    Parking and Traffic

·    Realcom

·    HQ Management

·    IDS Australia

·    Hewshott International

 

Tenders were assessed based on a qualitative criteria assessment on the basis that all terms and conditions and mandatory requirements of the RFT had been met. The tenders were scored according to the qualitative criteria endorsed by Council and included in the tender documentation as follows;

 

Criteria Weighting

(a)          Relevant Experience                                       20%

(b)          Key Personnel Skills and Experience         20%

(c)           Tenderer’s Resources                                    20%

(d)          Demonstrated Understanding                    20%

 

 

The net tendered price was scored using the ‘Average Based Scoring Method’ recommended by WALGA in the ‘Local Government Purchasing and Tender Guide’.

 

The evaluation panel members individually assessed the compliance and qualitative criteria and then applied an average to provide a final rating. The scores were then added together to indicate the rankings for the tender. The tender submissions were then separated out into the relevant service areas as defined in the tender scope of works and the Panel assessed whether the spread of responses would enable the City to appoint consultants to cover all requested services.  The evaluation Panel agreed that not all services included in the scope of works had been responded to sufficiently to make a proper “fair value” assessment, although noted that these services were not the core services sought and accordingly the City could make a further assessment about the appropriate method of procuring those services when those services are required.

 

The evaluation panel therefore agreed to recommend that the panel should be divided into the three sub-panels listed below;

 

1.    Aviation Advice; Master Planning and Strategy development; Auditing Services; Security;

2.    Landside and Airside design; Civil Engineering and Drafting Services; Maintenance and Construction; and

3.    Environmental and noise management.

 

The highest ranking six/seven tenderers for each of the above sub-panels, with the exception of the Environmental and Noise Management sub-panel, were then included in the panel and are included in the Officers recommendation.

 

The Confidential report attached provides further detail in relation to the relative merits of each of the individual tenderers.

 

 

CONCLUSION

 

The tender for Airport Specialist Consultancy panel has now closed and after evaluating all tenders the evaluation panel is recommending that three sub-panels are created as listed below;

 

1.    Aviation Advice; Master Planning and Strategy development; Auditing Services; Security;

2.    Landside and Airside design; Civil Engineering and Drafting services; Maintenance and Construction; and

3.    Environmental and noise management.

 

The tender evaluation panel have completed their assessment in line with the City’s tender process and this report now request the Council award the RFT 08/14 Airport Specialist Consultancy panel as per the Officers recommendation.

 

OPTIONS

 

The Council may consider the following alternate options:

 

1.            Choose not to accept the Officers Recommendation and award the Tender to alternate tenderers.

2.            Choose not to accept the Officer’s Recommendation and not award the Tender.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

The award of the tender can be made immediately after the Council has endorsed the Officer’s recommendation. The successful tenderer will receive formal written notification within seven (7) days of the resolution. All unsuccessful tender applicants will also be notified at this time.

 

 

 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION

 

That the Council:

 

1.    Award tender RFT 08/14 – Airport Specialist Consultancy panel to the following organisations for the following services;

 

 

Aviation Advice; Master Planning and Strategy development; Auditing Services; Security

Landside and Airside design; Civil Engineering and Drafting services; Maintenance and Construction

Environmental and noise management

Aviation Projects

P

P

 

Jacobs

P

P

P

GHD

P

P

P

Acor

P

P

 

AMS

P

P

 

Aurecom

P

P

P

Golders

 

P

P

SLR

 

 

P

Aurora Environmental

 

 

P

Strategen

 

 

P

Natural Area

 

 

P

360 Environmental

 

 

P

Three Consulting

 

 

P

  


Council                                                                                      67                                                          12 November 2014

11.             Planning and Development Services Report

11.1           DRAFT DUNSBOROUGH LAKES DEVELOPER CONTRIBUTIONS PLAN - CONSIDERATION FOR ADOPTION FOR ADVERTISING

SUBJECT INDEX:

Local Planning Policy (Developer Contributions)

STRATEGIC OBJECTIVE:

A City of shared, vibrant and well planned places that provide for diverse activity and strengthen our social connections.

BUSINESS UNIT:

Strategic Planning and Development

ACTIVITY UNIT:

Strategic Planning and Development

REPORTING OFFICER:

Principal Strategic Planner - Louise Koroveshi

AUTHORISING OFFICER:

Director, Planning and Development Services - Paul Needham

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Draft Dunsborough Lakes Developer Contribution Plan

Attachment b    Developer Contribution Area

Attachment c    Dunsborough Lakes Development Guide Plan  

  

 

PRÉCIS

 

The Council is requested to consider adopting for advertising a draft Developer Contributions Plan (DCP) for Dunsborough Lakes Estate. The DCP outlines the developer’s responsibilities for contributions towards district level active open space and associated facilities on Lot 9033 Commonage Road, Dunsborough Lakes.

 

The DCP has been prepared in cooperation and negotiation with the developer. Officers consider the DCP to be suitable for adoption for advertising.

 

 

BACKGROUND

 

The DCP has been prepared to comply with the requirements of the City of Busselton Local Planning Scheme 21 and the Dunsborough Lakes Development Guide Plan. The DCP is provided at Attachment A.

 

The DCP is applicable to Lot 9033 Commonage Road, Dunsborough Lakes which is zoned Special Purpose (Dunsborough Lakes Development Area). The Dunsborough Lakes Development Guide Plan (DGP) identifies Lot 9033 for residential and related purposes. The developer contributions area and the Dunsborough Lakes DGP are provided as Attachments B and C.

 

The DCP deals with cost contributions towards the provision of district level active open space and associated facilities and infrastructure. The per lot contribution is set at $5,000 (but will be adjusted in accordance with the Local Government Cost Index WA) and, depending upon an estimated yield of between 250 - 300 lots, the funds collected could be in the vicinity of $1.25M to $1.5M.

 

The City will set up and keep an account under the Local Government Act 1995 for funding local assets and community facilities under the DCP. The purpose of the account is to ensure that the expenditure of funds from the developer contributions is limited to the purposes set out in the DCP. Interest earned on cost contributions will be credited to the account.

 

STATUTORY ENVIRONMENT

 

The key elements of the statutory environment with respect to the DCP are set out in the relevant objectives, policies and provisions of the City of Busselton Local Planning Scheme No. 21 and the Dunsborough Lakes Development Guide Plan. Each is discussed below under appropriate subheadings.

 

Local Planning Scheme 21

 

The City of Busselton Local Planning Scheme No. 21 (LPS21) sets out the statutory environment relevant to the proposal. The zoning of the land subject to the DCP is Special Purpose (Dunsborough Lakes Development Area) and is within Special Provision Area 42. Provision 16 of Special Provision Area 42 requires that –

 

“Prior to the subdivision or development of the land, the proponent is to prepare a developer contributions and staging plan to the satisfaction of the City for the area south of Dunsborough Lakes Drive and east of the school site to ensure the proponent’s appropriate and timely contribution toward service infrastructure, distributor roads and community facilities (including examining the need for change-rooms and other infrastructure in association with the district open space area) on a progressive and staged basis. With respect to the remainder of the estate, the plan shall only address contributions required as a result of tourist development proposals and any net increase in development potential beyond that depicted on the endorsed DGP, as at 14 July 2010. An appeal right will exist in relation to the determination of the plan pursuant to clause 11.10 of the Scheme.”

 

Officers have prepared the DCP to satisfy the requirements of LPS21. The DCP will be progressed in accordance with clause 7.7 of LPS21 and will include advertising, consideration of submissions, final approval by the City and endorsement by the Western Australian Planning Commission.

 

Dunsborough Lakes Development Guide Plan

 

The endorsed Development Guide Plan (DGP) for Dunsborough Lakes establishes land use designations (zones) pursuant to LPS21 and provides the overarching framework for subdivision and development. The DGP identifies Lot 9033 for residential, public open space and primary school purposes. Condition 22 of the DGP requires that the preparation of a DCP precedes subdivision or development of the land.

 

RELEVANT PLANS AND POLICIES

 

The key policy consideration in relation to the DCP is the WAPC State Planning Policy 3.6: Development Contribution Policy for Infrastructure(SPP3.6). SPP3.6 sets out the principles and considerations that apply to development contributions for providing infrastructure in new and redeveloping urban areas as well as the form, content and procedure for preparing a DCP. The policy provides flexibility to gain development contributions, which go beyond the standard subdivision development contribution requirements, either by a developer contributions plan or by a voluntary agreement between the developer and the relevant local government.

 

Community infrastructure that warrant contributions include, but are not limited to: sporting and recreational facilities; community centres; child care and after school centres and libraries and cultural facilities. Development contributions can also be sought for –

 

·    A new item of infrastructure;

·    Land for infrastructure;

·    An upgrade in the standard of provision of an existing item of infrastructure;

·    The total replacement of infrastructure once it has reached the end of its economic life; and

·    Other costs reasonably associated with the preparation, implementation and administration of a developer contributions plan.

 

Officers consider that developer contributions towards district level active open space and associated infrastructure is consistent with the state planning policy framework.

 

FINANCIAL IMPLICATIONS

 

The planning framework requires developers to contribute towards infrastructure, but does not require developers to make any financial contributions towards community assets beyond the initial capital requirements. The City is responsible for maintaining the infrastructure items.

 

STRATEGIC COMMUNITY OBJECTIVES

 

The Officer Recommendation is consistent with community objective 2.1 of the City’s Strategic Community Plan 2013, which is – “A City of shared, vibrant and well planned places that provide for diverse activity and strengthen our social connections.”

 

RISK ASSESSMENT

 

Officers have undertaken an assessment of the potential implications of carrying out the officer recommendations using the City’s risk assessment framework. The assessment identified ‘downside’ risks only, rather than upside risks as well. The medium risks associated with DCPs are shortfall in funds or the disposal of land prior to subdivision or development. The draft DCP has been specifically designed to mitigate these risks to an appropriate level.

 

Implementing the Officer Recommendation will involve advising the applicant of the Council resolution and advertising the draft DCP. There are no significant risks identified.

 

CONSULTATION

 

Clause 7.7.4 of LPS21 requires a draft DCP to be advertised for a minimum of 28 days. The DCP has been drafted in cooperation with the developer to ensure the principles of the plan are supported by both the City and the developer.

 

OFFICER COMMENT

 

The draft DCP applies to a relatively small portion of the overall Dunsborough Lakes Estate area and the anticipated lot yield will be commensurately low. The Dunsborough Lakes Development Guide Plan designates a significant portion of the DCP area for recreational open space/playing fields to be utilised on a shared basis with the adjacent future primary school (the Department of Education is planning to open an educational annexe on the primary school site in 2016).

 

Until relatively recently there has been no statutory mechanism to enable the City to require developer contributions towards the provision of new recreational facilities within Dunsborough Lakes Estate and as such the City has not collected contributions for the district level open space to date. Therefore it is seen as important and logical that all contributions generated by the future subdivision and development of Lot 9033 be put towards the delivery of the district level active open space and its associated facilities within the DCP area. In this particular context that is seen as a better approach than collecting funds to be distributed to projects around the District according to some more complicated formula that reflects the somewhat unique circumstance of the site and Dunsborough Lakes in general in terms of the developer contribution and the approach will result in a per lot consultation level equivalent to that required in Yalyalup (Provence et al), where the per lot contribution level is very similar to what is proposed here.

 

CONCLUSION

 

Officers are recommending that the draft DCP be adopted for advertising pursuant to Local Planning Scheme No. 21.

 

OPTIONS

 

Should the Council not support the Officer Recommendation the Council could consider the following alternative options –

 

Option 1:             Resolve not to adopt the draft Developer Contributions Plan

Option 2:             Resolve to adopt the draft Developer Contributions Plan subject to modifications.

 

The assessment did not reveal any substantive issues or reasonable grounds that would support either option.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

Implementation  of the Officer Recommendation will involve providing advice of the Council resolution to the developer and arranging the advertising of the DCP. This will occur within one month of the resolution of the Council.

 

 

OFFICER RECOMMENDATION

 

That the Council, pursuant to the City of Busselton Local Planning Scheme No. 21, adopts the draft Dunsborough Lakes Developer Contributions Plan dated October 2014 (Attachment A) for advertising.

 

 

  


Council                                                                                      71                                                          12 November 2014

12.             Engineering and Work Services Report

12.1           PEDESTRIAN ACCESS WAY (PAW) BETWEEN ANTHONY ROAD AND DAVID DRIVE, GEOGRAPHE

SUBJECT INDEX:

Thoroughfares

STRATEGIC OBJECTIVE:

Infrastructure assets are well maintained and responsibly managed to provide for future generations.

BUSINESS UNIT:

Engineering and Facilities Services

ACTIVITY UNIT:

Development Control

REPORTING OFFICER:

Land and Infrastructure Officer - Andrew Scott

AUTHORISING OFFICER:

Director, Engineering and Works Services - Oliver Darby

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Map of subject area

Attachment b    Plan of alternate footpath  

  

 

PRÉCIS

 

During October 2013, the Council resolved for the pedestrian access way (PAW) between Anthony Road and David Drive, Geographe, to be closed for a trial period, due to reports of anti-social behaviour by neighbouring residents.

 

Following the trial period, residents within the broader area were surveyed to gauge opinions about the PAW and the trial closure.  The survey findings and a petition supporting the reopening of the PAW were presented to the Council at a meeting held 24 September 2014.  At that meeting, the Council resolved that information was needed on an option to have the PAW opened during daylight hours.

 

This report provides information about the costs and practicalities of having the PAW opened and closed at set times of the day.  Other options are also presented in the report.

 

 

BACKGROUND

 

The PAW Lot 200 located between Anthony Road and David Drive, Geographe (‘the PAW’) was created during 1982 as part of a subdivision of land that also created several residential lots on Guerin Street, David Drive, Luke Way and into Anthony Road.

 

Based on reports of anti-social behaviour by residents neighbouring the PAW, the Council determined at a meeting held during 9 October 2013 that the PAW should be closed for a trial period.  The PAW was subsequently gated.

 

During June 2014, the residents within a ‘walkable-distance catchment area’ were surveyed to gauge opinions about the PAW and the impact of the trial closure.  The survey found that 55% of residents (within the walkable-distance catchment area) preferred that the PAW was reopened, while just 11% preferred that the PAW was kept closed.  (The balance were either not concerned either way or did not respond to the survey question.)  The survey also found that 48% of residents used the PAW at least 1 day a week when it was opened; and that 40% were inconvenienced by the closure, with a further 23% not concerned by the closure.

 

Comments about the level of anti-social behaviour within the PAW (from residents living within a few properties of the PAW) ranged from some litter and the very occasional graffiti, to disturbing and fearful.

 

The survey findings and a petition seeking for the PAW to be reopened were presented to the Council at a meeting held during 24 September 2014, and the Council resolved that more information was required regarding the costs and practicalities of opening the PAW during daylight hours or part thereof.

 

STATUTORY ENVIRONMENT

 

·    Planning and Development Act 2005, section 152.

·    Local Government Act 1995, section 3.53.

·    Land Administration Act 1997.

·    The Criminal Code Act Compilation Act 1913.

·    The Road Traffic Code.

·    Local laws as they apply to thoroughfares.

 

RELEVANT PLANS AND POLICIES

 

·    WAPC Planning Bulletin 57/2009A – Planning guidelines for pedestrian access ways

·    Engineering and Works Services Standards and Specifications:   Section 9(c) Landscape, Rural & Urban Road Reserves.  Details policy relating to verge gardens and pedestrian/cyclist safety.

 

FINANCIAL IMPLICATIONS

 

·    The 2014/15 Budget includes an amount of $50,000 for improvements to the PAW at Lot 200 Anthony Road.

·    The works proposed to generally improve the PAW and address anti-social behaviour (as recommended) falls within that budgeted amount.  Additional works, such as automated gates and CCTV will exceed the budget.

·    The works to construct an alternate footpath on closure of the PAW (should the Council consider alternate option) exceeds the budgeted amount by $15,946.

·    Depending on the outcome of the Council decision, additional funds may be required to increase operational costs.

 

STRATEGIC COMMUNITY OBJECTIVES

 

Key goals

Community objectives

1. Caring and Inclusive Community

1.1 A community where people feel safe, empowered, included and enjoy a sense of good health and wellbeing.

2. Well Planned, Vibrant and Active Place

2.3 Infrastructure assets that are well maintained and responsibly managed to provide for future generations.

4. Connect City

4.1 Transport options that provide greater links within our district and increase capacity for community participation.

 

4.3 A linked network of cycle ways and pedestrian paths providing alternative transport options.

 

RISK ASSESSMENT

 

Risk

Rating

Mitigation

Public health: Pedestrians being forced onto the road to get around verge gardens

Consequence: Moderate

Likelihood: Possible

Rating: High

Manage verge gardens to policy.

 

 

 

Public health: Sight lines at the PAW exists are obstructed by verge vegetation.

Consequence: Moderate

Likelihood: Possible

Rating: High

Verge vegetation to be managed to ensure sight lines are maintained between road traffic and persons exiting the PAW.

 

CONSULTATION

 

The land owners and residents of property within the area of the PAW have been consulted and surveyed on several occasions during the last 12 to 18 months.  The submissions received and survey findings were presented to the Council in previous reports and is summarised in the Background section of this report.

 

Residents have not been consulted regarding the options presented in this report, and should be consulted prior to commencement of any works or changes.  However, the works to be undertaken will depend on the decision of the Council.

 

OFFICER COMMENT

 

This section covers the following options and topics:

1.    Keeping the PAW as is, but open the gates during daylight hours

2.    General works to improve the PAW by designing out anti-social behaviour

3.    Options for automated gates and additional improvements to discourage anti-social behaviour

4.    More information about automated gates

5.    More information about closed circuit television (CCTV)

6.    Ongoing management of the PAW

7.    Closing the PAW permanently

 

Keeping the PAW as is, but open the gates during daylight hours

 

The PAW is presently gated with a chain and padlock.

 

There are a few options for arranging the gates to be opened and closed at set times of the day:

 

1.    Contractor.  It should be possible to extend an existing cleaning contract and arrange for the gates to be opened and closed at set times each day.  The cost is estimated at $14,600 per year. Note that this has not been budgeted and would require an increase to the current and future operating budgets.

 

2.    Employees.  The costs to engage employees to open and close gates at set times would be exceed of the contractor costs due to overtime and penalty rates.  Following is more detail about direct costs for a couple of options, noting that these options have not been budgeted nor has any administration cost been included. Again, as above these options would require an increase to the current and future operating budgets.

 

 

a.    Operational staff – Using existing operation staff could cost in the region of $45,000 (including a vehicle). This is due to the fact that the gate would have to be closed after normal working hours during the week and weekends. Note that this would take staff away from their existing work.

 

b.    Casual – The City would need to set a minimum number of hours to make it worthwhile for the employee and would cost in the region of $15,172 on the basis of casual loading.  Access to vehicle (a vehicle has not been included in this cost), ‘supervision’ and monitoring of work may cause potential issues.  It would also require few casuals on a roster, should someone not be available. From an administration perspective employing casuals and rostering would be problematic.

 

3.    Volunteers – It may be possible to establish a volunteer group within the immediate area of the PAW that would be responsible for opening and closing the gates to the PAW.  All volunteers would need to be registered with the City for insurance purposes.  Ideally, the group would assume responsibility for pooling and rostering of members, otherwise a City officer would be responsible for administration of the volunteer pool.  The City would be responsible for the safety of the volunteers and risk management, requiring a level of supervision and monitoring by City officers.  With the complexities of managing a volunteer group and the associated risks, this option is not recommended for the task of opening and closing the PAW gates each day.

 

This option of having the gates manually opened and closed at set times of the day is not recommended due to the costs and administration overheads of engaging a contractor, employees or volunteers to undertake the task.  Furthermore, the operational costs are not budgeted.

 

General works to improve the PAW by designing out anti-social behaviour

 

Table 1 lists a number of improvements that should be made to the PAW to design out antisocial behaviour within the PAW.

 

Table 1.  General improvements to the PAW.

Option

Details

Approx. cost ($)

Concrete kerbing (or similar) to narrow the path to 2m, centred

Narrowing the path should give the impression that the PAW is more of a thoroughfare and less of a place for mingling or loitering.  Should also discourage skateboarding within the PAW.

2,560

Fence the public utility reserve

1900mm high ‘garrison’ style fencing, to separate the PAW from the public utility reserve to give the impression that the area is more of a thoroughfare and less of a meeting place.

6,400

Obstructions at the path ends

Install obstructions at both ends of the path to discourage motor cycles from using the path.

680

Signage

Erect signage that defines the permitted use of the PAW and to give a sense that the PAW is managed.

500

Lighting

Erect lighting to improve passive surveillance after sunset.

7,500

Clearing and vegetation

Provision for removal of vegetation to improve sight lines from PAW exits.

12,000

 

Total:

29,640

 

 

Options for automated gates and additional improvements to discourage anti-social behaviour

 

Table 2 lists options for installing automated gates and making additional improvements to further discourage anti-social behaviour within the PAW.  These improvements might be considered after the works in Table 1 have been completed and assessed to determine whether the additional works are warranted.

 

Table 2. Additional improvements to the PAW that should discourage anti-social behaviour.

Option

Details

Approx. cost ($)

Automated gates

Erect automated gates at each end of the PAW for closure of the PAW during the night.  Refer to explanation below for more information. (excludes power)

14,500

CCTV

Install closed circuit television.  Refer to explanation below for more information.

31,834

Garden along the fence line

Remove asphalt along the southern side of the PAW and make a garden.  This should ‘soften’ the PAW and give more of an impression that the PAW is a managed amenity.

7,000

Power supply

Provision for power supply suitable for running gates, lighting and CCTV.  (NOTE: The lighting and automatic gate options in this report may include a solar power option but this may not be sufficiently robust considering the environment.  Also, ongoing management and support of solar power should be considered in overall costs.)

10,000

 

More information about automated gates

 

Automated gates may be programmed to open and close the PAW at set times of the day, such as from sunset to sunrise.  Gates should be ‘garrison’ style (and not the solid panel style presently in place at the PAW) to allow passive surveillance through the PAW when the gates are closed.

 

In considering automatic gates for the PAW, the following issues and features need to be considered:

·    Gates to open and close automatically at set times of the day and certain days of the week (e.g. weekends).

·    Each gate to be set at different times, e.g. five minutes apart, so that people do not become trapped between gates.

·    The gate, gate opening mechanism and controllers to be able to withstand vandalism and deliberate jamming.

·    Safe to any person or animal during the gate opening and closing action.

·    Emergency exit requirements (should someone be trapped)

·    Remote control of gates, e.g. via mobile (GSM) network with ability to remotely determine the status of the gates.

·    Design to be appealing so that the PAW does not look like a maximum security compound.

·    Minimal maintenance.

·    Prompt support and repair.

·    Details of places where the product has been installed.

 

Research of automation solutions has found suppliers that indicate they may meet most or all of these requirements, noting that no supplier to date has provided this specific solution for this particular problem. Of major concern to officers is the potential for vandalism to the gate and mechanism, ongoing costs for repairs/maintenance and ongoing operational costs eg power, monitoring etc. A safety mechanism may also be required should anyone be ‘trapped’ in PAW. This will allow the gate to be opened either on site or remotely. This has a potential to become an issue people climbing the gate and opening the gate from the inside. The ongoing costs have not been budgeted and cannot be estimated at this point. At this stage, City offices have not been able to determine a place where automatic gates have been successfully installed for public pedestrian access ways.  For this reason and until the technology is proven, automated gates are not recommended. Note, should this option be requested officers believe the provision of lighting would also still be required to assist with preventing anti-social behaviour.

 

More information about closed circuit television (CCTV)

 

Installing CCTV will deter anti-social behaviour. With the CCTV installed, should an incident occur, captured video should allow the City to determine the nature of the incident and take appropriate action.  Should the incident appear to be a criminal activity, captured video may be referred to WA Police as evidence.

 

Further to monitoring for anti-social behaviour, CCTV will allow City officers to analyse PAW traffic to determine the types of usage (such as walking, cycling and pedestrian vehicles) and establish trends.  This should assist the City with future planning of the shared path network.

 

A CCTV system in the PAW will provide the base infrastructure for expansion of CCTV coverage to other hotspots such as in car parks.  An additional feature of the proposed CCTV system is that it can control a relay switch, allowing electronic mechanisms (such as automated gates) to be remotely controlled from a central office location.

 

Although CCTV systems can support live monitoring, 24x7 monitoring would not be proposed.  CCTV monitoring software can send an alert (such as an email) should a certain condition be triggered such as motion detection within a restricted area (such as between the PAW gates when the PAW is closed).

 

For the CCTV system to be an effective option:

·    the main video recording unit will need to be securely housed in a central office location;

·    system access and monitoring protocols and procedures will need to be established; and

·    authorised officers will need to be appropriately trained on how to use the system.

 

Research into the suitability and effectiveness of this option for pedestrian access ways is ongoing.  City offices are aware of CCTV systems being implemented in other local government districts to address anti-social behaviour in PAWs and parks.  Assessment of the effectiveness of these systems should be undertaken before making a recommendation for implementation at the subject PAW.

 

Ongoing management of the PAW

 

The City is responsible for maintenance of PAWs.  Given there is no garden in the PAW at Lot 200 Anthony Road, maintenance involves the occasional spraying for weeds, removal of rubbish and responding to reported incidents such as graffiti removal.

 

Community minded residents have been clearing litter from the PAW during daily walks and this might be encouraged but only to a limited extent.  Beyond the removal of light litter, residents should be encouraged to report incidents rather than taking on the task (and associated risks) of cleaning up or repairing any damage.

 

The City should write to nearby residents about PAW maintenance and incident reporting procedure.

 

Closing the PAW permanently

 

The procedure (in summary) for closing a PAW permanently involves:

·    Preparing a report that details the impact of the closure based on ‘liveable neighbourhoods’ guidelines, and provides compelling reasons that justify the closure given the strong community support for the PAW to be opened.

·    Determining how the land will be disposed on closure.  Adjoining land owners should agree in-principle to purchase a portion of the land for amalgamation with their property.

·    Seeking the advice and consent of State Planning for the closure.

·    Making a request to the Department of Lands for the permanent closure of the PAW.

 

The decision to close a PAW and revesting the land is made by the Department of Lands.  Costs to close the PAW (including legal, surveying and easements) will need to be borne by the adjoining land owner intending to purchase a portion of the land.

 

Should the PAW at Lot 200 Anthony Road be closed, a footpath should be constructed around Anthony Road and David Drive for use by pedestrians that would ordinarily use the PAW to access the nearby shops, school, parks and bus stops.

 

Referring to Attachment B, an alternate footpath would be approximately 215m in length.  The cost to construct the footpath is estimated to be $65,946 as follows:

 

Description of works

Cost ($)

Clearing and removal

24,075

Footpath construction and kerbing

36,988

Reinstatements

4,883

Total:

65,946

 

Please note, due to the negative feedback associated with the trial closure of the PAW. The Department of Lands, may choose not to support the permanent closure of this PAW.

 

CONCLUSION

 

There is strong community support for the PAW to be reopened.  When it was opened (prior to the trial closure), the amenity was used regularly by a good portion of the neighbourhood to access the nearby school, shops, bus stops and parks.  Closing the PAW has caused inconvenience.

 

The PAW forms part of a network of paths that runs through the Geographe locality, linking the community with the attractions and facilities of Port Geographe.  As is the strategic intent of the City, this network of paths links the community and encourages recreational activities, which are becoming increasingly important as regular exercise is recommended to address the increasing levels of obesity in our society and the associated the public health problems.

 

When the PAW was previously open, adjoining residents to the PAW reported anti-social behaviour and were concerned about their safety.  Since the PAW was closed, neighbouring residents have only reported one incident of anti-social behaviour, with reference to the PAW.

 

Given the strong community support for the reopening of the PAW, this report recommends that the PAW is reopened on making general improvements to the PAW to address anti-social behaviour, including narrowing the path, fencing and lighting.  The cost of these improvements is estimated to be $29,640.

 

To further address issues of anti-social behaviour, additional options might be considered such as automated gates and closed circuit television (CCTV) but only on the technology being proven to be effective and reliable, and can be properly managed (remotely) by the City offices.

 

OPTIONS

 

Option 1 – Make a request to the Department of Lands to permanently close the PAW

 

The Council may consider opting for the PAW to be closed permanently.  But before making a request to the Department of Lands to close the PAW, the City would first need to determine how the land may be disposed on closure of the PAW.  Should this be practicable, the City may need to attain agreements in principle with adjoining land owners for the land to be purchased and amalgamated with their property and for the adjoining land owners to indemnify the City against other costs such as surveying and legal.  Advice and the support of State Planning should also be attained before making a request to close the PAW.

 

Additionally, an alternate footpath should be constructed around Anthony Road and David Drive, based on a plan in Attachment B at a cost of $65,946.

 

Option 2 – Remove the gates and reopen the PAW

 

The Council may consider reopening the PAW by removing the gates (with no additional improvements).  This option is well supported by the community and would allow for the PAW to be used again for its intended purpose; and would be at minimal cost so budget currently assigned to the PAW may be reassigned to other purposes.

 

This option would not however address the concerns of the neighbouring residents.

 

Option 3 – Make additional improvements to the PAW

 

Additional options that may be considered to further address the issues of anti-social behaviour include automated gates ($24,500 including power) and CCTV ($31,834).  However, before committing, the technologies should first be proven in a local government environment and the City would need to ensure that it has the capacity to properly manage the technology.  Otherwise the City might commit to funding technology that may not function as expected or become unmanageable unless further expenditure is committed.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

Works to generally improve the PAW and address anti-social behaviour should be completed within the financial year.

 

 

OFFICER RECOMMENDATION

 

That the Council supports:

 

1.    the reopening of the pedestrian access way (PAW) at Lot 200 Anthony Road, Geographe as a conclusion of the trial period;

 

2.    undertaking  infrastructure improvements to the PAW  as follows:

                                                                                                Concrete kerbing

                                                                                                Fence public utility reserve

                                                                                                Obstructions to both ends

                                                                                                                Signage

                                                                                                                Lighting

                                                                                                                Clearing vegetation

 

3.    monitoring the effects of this approach to determine the need to install further measures in the future, such as CCTV and/or gates.

 

 


Council                                                                                      79                                                          12 November 2014

12.2           BUDGET AMENDMENT - SHARK NET / BEACH  ENCLOSURE GRANT FUNDING

SUBJECT INDEX:

Budget Planning and Reporting

STRATEGIC OBJECTIVE:

A community where people feel safe, empowered, included and enjoy a sense of good health and wellbeing.

BUSINESS UNIT:

Engineeering and Works Services

ACTIVITY UNIT:

Construction and Maintenance

REPORTING OFFICER:

Director, Engineering and Works Services - Oliver Darby

AUTHORISING OFFICER:

Chief Executive Officer - Mike Archer

VOTING REQUIREMENT:

Absolute Majority

ATTACHMENTS:

Nil

  

 

PRÉCIS

 

The City has recently been informed of its success in securing $200,000 in State Government funding for the provision of an additional beach enclosure to be located in Busselton as part of the State Government's overall shark hazard mitigation strategy.  This report seeks Council approval to accept the funding and adjust the budget accordingly.

 

 

BACKGROUND

 

Last year the City successfully trialled a beach enclosure located in Dunsborough. The State Government has subsequently made a decision to fund a second enclosure to be located in Busselton.

 

STATUTORY ENVIRONMENT

 

Section 6.8 of the Local Government Act refers to expenditure from the municipal fund that is not included in the annual budget. In the context of this report, where no budget allocation exists, expenditure is not to be incurred until such time as it is authorised in advance, by an absolute majority decision of the Council. 

 

RELEVANT PLANS AND POLICIES

 

Nil.

 

FINANCIAL IMPLICATIONS

 

The project will be fully grant funded. Payments will be made to the City in two installments, the first upon signing of the grant agreement and the second upon commencement of works.  The proposed budget adjustment will have no financial implications on the City’s budgeted net financial position for this financial year.

 

In accepting this there will be a requirement for ongoing maintenance of the barrier. This is estimated to be approximately $20,000 per year. 

 

STRATEGIC COMMUNITY OBJECTIVES

 

A City where the community has access to quality cultural, recreation, and leisure facilities and services.

 

RISK ASSESSMENT

 

There is a financial risk, as there is with most undertakings that the project costs could potentially exceed the grant funding received. Although the risk of this could be considered minimal, if this were to transpire the City would need to fund the difference. 

 

CONSULTATION

 

There has been consultation with the Department of Premier and Cabinet, noting that as part of the agreement the City will be required to consult with the Surf Life Saving WA and the Department of Parks and Wildlife for the location and installation of the barrier.

 

OFFICER COMMENT

 

As mentioned earlier in the report there will be ongoing maintenance costs associated with this new infrastructure. These costs will include;

·    The annual cost of installation and removal,

·    Weekly inspections of the net,

·    Costs to repair the net in the event of damage.

·   

It is anticipated that these costs will be funded from the Parks and Gardens annual Maintenance budget. An increase in budget of approximately $20,000 will be necessary in future budgets. Please note that the exact location of the enclosure is yet to be determined.

 

CONCLUSION

 

This report seeks Councils approval to;

 

1.    Accept the offer of $200,000 in grant funding from the State Government; and

2.    add the project to the 2014/15 budget.

 

OPTIONS

 

The Council may determine not to accept the grant funding or amend the Officer Recommendation in any way they deem appropriate.     

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

Should the Officer Recommendation be endorsed, the associated budget amendments will be processed within a month of being approved. Upon approval City Officers will begin detailed design works for installation in January 2015.

 

 

OFFICER RECOMMENDATION

ABSOLUTE MAJORITY DECISION OF COUNCIL REQUIRED

That the Council endorse the budget amendments as follows:

 

·    Add grant revenue totaling $200,000 to a new project titled “Busselton Beach Enclosure”.

(account string 545.NEW.1215.0000)

 

·    Add corresponding expenditure to a new project titled “Busselton Beach Enclosure”.

(account string 545.NEW.3280.0000)

 

13.             Community and Commercial Services Report

13.1           PUBLIC CONSULTATION FOR THE PROPOSED DUNSBOROUGH COMMUNITY SITE AND PROPOSED LEASES WITH ASSOCIATED GROUPS

SUBJECT INDEX:

Agreements/Contracts

STRATEGIC OBJECTIVE:

A City of shared, vibrant and well planned places that provide for diverse activity and strengthen our social connections.

BUSINESS UNIT:

Community Services

ACTIVITY UNIT:

Community and Commercial Services

REPORTING OFFICER:

Community Development Officer - Naomi Davey

Strategic Planner - William Hosken

Property Coordinator - Ann Sanford

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   - Location Plan

Attachment b    - Advertised Site Concept Plan

Attachment c    - Summary of Submissions

Attachment d   - Revised Site Concept Plan

Attachment e    - Leased/Licence Areas  

  

 

PRÉCIS

 

The City of Busselton has been approached by three Dunsborough based community groups each seeking a suitable site to develop and base their operations. Officers have consulted with these groups to understand their requirements, and in conjunction with the City’s strategic land review project, assessed whether any City owned or managed land could be utilised for these purposes.

 

The Lions Club of Dunsborough, Dunsborough Community Garden Inc. and Dunsborough Community Men’s Shed Inc. have worked together to develop a Site Concept Plan for a portion of Lot 3003 Dunsborough Lakes Drive, Dunsborough that is most suited to their needs, whilst taking into consideration feedback from the wider community.   This report seeks Council endorsement of the proposal and makes recommendations on the future use of this parcel of land, and necessary tenure arrangements.

 

 

BACKGROUND

 

During 2013, the City was approached by three Dunsborough based community groups each demonstrating an interest in securing land to develop and base their as follows:

 

·    Lions Club of Dunsborough (“Lions Club”);

·    Dunsborough Community Garden Inc. (“the DCG”);

·    Dunsborough Community Men’s Shed Inc. (“Men’s Shed”).

 

A summary of information about each group including membership, activities, history and general land/development requirements is provided below, with further information provided in the business plans submitted to the City by each group in support of the proposal.

 

Lions Club of Dunsborough

 

The Lions Club is an internationally recognized organization, with the Dunsborough Branch comprising a membership base of approximately 34 members who are involved in various community fundraising activities and services within the local area including the Dunsborough Markets, Dunsborough Easter Fair and various other fundraising initiatives. The aim of the Club is to raise funds to sponsor and donate to community and humanitarian causes.

 

The Lions Club are seeking a suitable site to erect a shed of approximately 200m2 - 350m2 as an organisational base and storage facility, including limited public trading associated with fundraising activities. The Club currently has financial resources available to commence staged development.

 

The Lions Club previously operated from a shed on the Dunsborough Primary School site until 2012 when the school expanded, and have since been provided with temporary storage space by the City at the former Dunsborough works depot. This site will not remain in the City’s management beyond 2014 due to the future aged care development on the site, it is therefore necessary for the Club to secure a new site to support their continuation.

 

Dunsborough Community Garden Inc.

 

Community interest in developing a community garden in Dunsborough surfaced in 2011, which initiated a period of community consultation, a petition to Council in 2012, and the subsequent formation of the DCG as an incorporated body in 2013.  However as the group is yet to secure an appropriate site, the community garden is yet to come to fruition.

 

The proposed Dunsborough Community Garden is intended to be similar in scope to the Busselton Community Garden, providing small garden plots for rent for local residents as well as resources, education and a social environment to encourage sustainable gardening and food production. 

 

The DCG have indicated interest in securing a cleared, generally flat site of approximately 3,500m2 or greater to develop a community garden and associated facilities.

 

Dunsborough Community Men’s Shed Inc.

 

The Men’s Shed formed in 2013 as a result of community interest.  The group currently operats in a limited capacity until a temporary or permanent site can be found. The Men’s Shed have indicated an interest in securing a site to progressively develop a shed and associated facilities of up to 500m2.

 

The shed is proposed to be similar in scope to the Busselton Men’s Shed and will form part of an association of Clubs found widely across the state, providing a venue for men’s social and educational programs (such as woodwork and metalwork, social events, arts, etc.) aimed to encourage community involvement and overcome social isolation.

 

Potential Sites

 

In order to assess potential sites, Officers discussed the requirements of each group and identified the following commonalities:

 

·    Private land purchase was not within financial capabilities;

·    Preferred location is close to the town centre/residential areas to ensure accessibility;

·    Toilets, basic kitchen facilities and a meeting space are desirable.

 

With input from the City’s strategic land review project, Officers identified and assessed a number of State and City owned sites in Dunsborough and surrounds for suitability against individual and collective requirements, the results of which were presented at a Council briefing session on 4 September 2013. This assessment can be summarised as follows:

 

·    There are very few publicly owned/managed sites within the Dunsborough townsite, the majority of which are environmentally constrained;

·    Several developable sites are already identified for other purposes, including public recreation, cemetery expansion and the development of additional car parking;

·    All but one of the few remaining sites would have high development costs and/or low suitability for this proposal; for example due to size, vegetation or the requirement for fill.

 

As a result of this assessment, a preferred site was identified on a portion of the City’s freehold land at Lot 3003 Dunsborough Lakes Drive, adjacent to Brookland Loop and Greenfield Road as shown on Attachment A.  This site was the least constrained and provided the opportunity for the co-location of all three groups, which allows for common use of infrastructure and development of an attractive community precinct in close proximity to the Dunsborough Playing Fields and the Naturaliste Community Centre. This site currently serves as an area of passive open space, with occasional walking and dog exercising the only identifiable active uses.

 

Site Concept Plan

 

Officers discussed the potential of the identified site with the each of the groups, who all provided written support to progress the proposal. Subsequently, Officers assisted the group in investigating the practicalities of this site and in the preparation of a concept plan, which was presented at a Council briefing session in September 2013, resulting in in-principle support to progress this proposal.

 

In order to progress planning for the proposed site as a collective, earlier this year the three groups nominated representatives and formed a collective incorporated body, the Dunsborough Greenfield Community Group Inc. (“the DGCG). It is intended that this organisation will be responsible for management of the common areas of the proposed site.

 

Since this time, the concept plan has been amended to reflect the City’s requirement to accommodate relocated drainage infrastructure from Lot 9040 Dunsborough Lakes Drive, as this site is developed as the ‘Lakes Entrance’ residential subdivision, as well as further ideas and investigations by the groups.

 

This concept plan (Attachment B) has recently been publicly advertised and referred to adjoining landowners in order to seek feedback from residents on the proposed use, and the concept plan itself. The results of this consultation are discussed further in the ‘Consultation’ section of this report.

 

The purpose of this report is to seek Council’s endorsement of the proposal, and necessary tenure arrangements to allow the progression of this project.

 

 

STATUTORY ENVIRONMENT

 

When disposing of property whether by sale, lease or other means, a Local Government is bound by the requirements of section 3.58 of the Local Government Act 1995.  However 3.58 (5) (d) provides exemptions to this process under Regulation 30(2)(b)(i) & (ii) of the Local Government (Functions & General) Regulations.

 

The section states ‘disposal of land to incorporated bodies with objects of benevolent, cultural, educational or similar nature and the members of which are not entitled to receive any pecuniary profit from the body's transactions, are exempt from the advertising and tender requirements of section 3.58 of the Local Government Act 1995.’ The constitutions of the four organisations are such that this exemption applies.

 

Lot 3003, Plan 19111, Volume 1958, Folio 853 Dunsborough Lakes Drive, Dunsborough is freehold land owned by the City of Busselton.

 

RELEVANT PLANS AND POLICIES

 

Nil.

 

FINANCIAL IMPLICATIONS

 

The rent charged to community and sporting groups leasing City owned or managed land and/or buildings is currently $200.00 per annum (inclusive of GST) as per the adopted 2014/15 schedule of Fees and Charges.  It is proposed that this annual rent is charged to all four organisations (the collective organization and individual groups).

 

All costs associated with developing and maintaining the site are the responsibility of the Lessees, which is consistent with the approach the City has taken in relation to other community groups who wish to lease and develop vacant reserves or City owned land.

 

Through the 2014/15 Community Bids Programme, the DGCG was successful in obtaining $20,000 for the development of common user infrastructure to allow the project to proceed.  This has been included in the adopted 2014/15 budget.

 

STRATEGIC COMMUNITY OBJECTIVES

 

Key Goal Areas

 

2. Well Planned, vibrant and active places

2.1          A City of shared, vibrant and well planned places that provide for diverse activity and strengthen our social connections.

 

RISK ASSESSMENT

 

An assessment of the potential implications of implementing the officer recommendation has been undertaken using the City’s risk assessment framework.  The assessment identifies ‘downside’ risks only, rather than ‘upside’ risks as well.  Given the controls existing in the City’s standard leasing practice and the extensive community consultation, no risks were identified as ‘medium’ or greater in this assessment.

 

CONSULTATION

 

In assisting the groups to prepare a concept plan for the proposed site, Officers consulted with the developer of the ‘Lakes Entrance’ subdivision (adjoining Lot 9040) early in 2014.  As a result, the advertised site concept plan (Attachment B) included the required drainage infrastructure and buffering to the adjoining subdivision.

 

The proposed community site was publicly advertised for a period of five weeks to 19 September 2014 and approximately 30 letters were sent to adjoining landowners. During this time 46 submissions were received, as detailed in Attachment C. It is noted that a significant proportion of these related only or principally to traffic and road safety concerns on Windlemere Drive, owing to the current construction of Greenfields Road and Ballard Loop to be undertaken by the Lakes Entrance developer, and were not necessarily in relation to this proposal.

 

The following matters were identified in the submissions received:

 

·    Traffic/road safety concerns relating to the connection of Greenfields Road (31 of 46 submissions);

·    Object to the proposed location, suggest location elsewhere or industrial area (13);

·    Increased traffic/ road safety issues relating to the proposed community site (12);

·    Clearing and environmental impacts of the proposal, including disturbance of creek (7);

·    Support proposed community site (5);

·    Potential noise, buffering and potential impact on residential amenity (5);

·    Ongoing site maintenance/ management (3);

·    Concern with development issues – dust (1);

·    Lack of consultation (1);

·    Other roads issues (1).

 

General development advice was also received from Western Power who have infrastructure located on Lot 358 which adjoins the site.

 

Officer responses to the issues identified in submissions are included in Attachment C and discussed in further detail in the Officer Comment section of this report.

 

At the ordinary meeting of Council on 24 September 2014, Council formally received a petition signed by 37 people, predominantly from residents within Windlemere Estate requesting no road connection from the proposed community site to Windlemere Estate on the basis that this would add to concerns over traffic safety.  This concern and proposed responses to it are discussed in further detail in the ‘Officer Comment’ section of this report.

 

OFFICER COMMENT

 

Submissions received through the public consultation process

 

The majority of concerns raised relate to traffic issues associated with the current construction of Greenfields Road, which is unrelated to this specific proposal.  Objections to the proposed community site were generally supported by the identification of one or more discrete issues, including an increase in traffic generated by the proposal, environmental disturbance, or impacts on residential amenity caused by noise and visual blight.

 

Officers presented the concerns identified in the submissions to the DGCG and discussed potential changes to the advertised site concept plan to address these issues. As a result, a revised site concept plan (Attachment D) is now proposed for the Council’s consideration, which includes the following key changes:

 

·    Removal of access to the site from Greenfields Road to mitigate traffic entering to and/or from Windlemere Drive; and

·    Relocation of the proposed Lions Shed and associated car parking/access away from the north-western corner of the site, to increase the visual buffer to residences in this vicinity.

 

The revised site concept plan is expected to address some of the more significant concerns of immediately adjoining landowners to the site in relation to visual amenity and noise, as well as addressing broader concerns about vehicle access through the site to Windlemere Drive, raised as concerns through the petition.

 

Several submissions identified concern over the disturbance of the existing drainage/creek line on the site. While this is proposed to remain undisturbed, it is noted that this was not clearly identifiable in the advertised concept plan. Although the proposed site contains a number of mature trees, including peppermint trees (Agonis Flexuosa) within the cleared area of the site, it generally demonstrates past disturbance and rehabilitation. The revised concept plan by design minimizes the clearing of existing vegetation, and is therefore not likely to require assessment under State and Federal clearing controls.

 

The retention of existing mature trees to provide visual buffers is proposed to be enhanced through additional planting in these areas.

 

Site maintenance/management concerns can be appropriately addressed through the City’s standard lease conditions and will be subject to ongoing compliance as appropriate. Site maintenance is supported by the co-location of the three groups and a collective management arrangement (DGCG) for common areas.

 

Leasing

 

Should the proposed revised site concept plan as shown as Attachment D be endorsed by Council, it is proposed that the City enters into lease arrangements with the individual groups for the exclusive use of the portion of land that they wish to develop as follows:  

 

·    Lions Club for the portion of land (approx 350m2);

·    DCG for the portion of land (approx 3500m2), and;

·    Men’ Shed for the portion of land (approx 500m2) as indicated in Attachment E.

 

A shared-use amenities building is proposed on the site which includes a meeting room, kitchen and ablutions.  In addition, the proposed car parking areas and access ways are proposed to be shared-use.  This will be facilitated by the City entering into a separate lease arrangement for the shared-use amenities building with the DGCG as shown on Attachment E.  It is proposed that a licence agreement will be entered into with the DGCG for the other common areas shown hatched in Attachment E, as these areas are accessible to the public. 

 

The licence agreement would include the car parks, access ways, vegetated buffer zones and the areas surrounding each individual leased site.   The DGCG will be responsible for construction and maintenance of all common areas subject to the licence agreement however they would not be permitted to restrict access to the general public to these areas.

 

It is proposed that the City’s standard lease and license agreements for community and sporting groups will be entered into with each of the four groups.  However given the responses to the community consultation the lease will include a condition that will require the lessee to seek approval from the City prior to undertaking any type of works.

 

It is recommended that all the proposed agreements commence and expire simultaneously.  The recommended term is for 5 years with a further 5 year option, this is consistent with similar leases recently endorsed by the Council. 

 

Development Considerations

 

The revised site concept plan provides an indication of the form of development proposed for the site, as well as identifying the location of facilities and infrastructure to be commonly utilised by all groups. Should the Council support the proposed leasing and licensing arrangements, the lessees will be responsible for any development costs associated with the approved plan. 

 

While each of the groups are likely to undertake some fundraising activities and hold open days, the proposed site is not suitable for the operation of regular markets due to access and parking limitations and the close proximity to residential areas. Additionally the operation of markets at this site is not currently permitted in accordance with the City’s Markets Policy. Although the Busselton Community Gardens has approval to operate markets at their site, the current DGCG acknowledges that this site is not suitable for this type of activity.  Notwithstanding this agreement, it is recommended that this restriction is reflected in the lease to avoid any future doubt.

 

Limited public trading associated with fundraising activities is proposed by the Lions Club, including the sale of goods by open hours or appointment however the City may retain the right to restrict these operations should concerns arise. Again it is proposed this be reflected in the lease agreement.

 

Development of the site has been designed to retain significant trees and clusters, and the retention of vegetation on the site minimises impact on the visual amenity of neighbouring residential areas. The revegetation and maintenance of these vegetated buffers is proposed as a condition of the license agreement to the DGCG.

 

Planning approval for the proposed land use and built improvements on the site will be required following the granting of leases, as the subject site is zoned ‘Recreation’.

 

Funding

 

Preliminary investigations into development costs indicate that the completed development will require several hundred thousand dollars of capital funds. Development of the site however, is likely to be incremental as fundraising and grant funding is achieved, also reflecting the different financial capabilities of individual groups and their varying reliance on funding for developing their operations.

 

Each group has submitted a business plan in support of the proposal which demonstrates their development and operational costs, as well as how these might be met through various funding sources. Particularly for the two newer groups these plans will require ongoing review as they develop, however Officers are of the opinion that the business plans submitted are sufficient to demonstrate that financial sustainability can be achieved in the future.

 

Officers will continue to advise the groups in relation to funding opportunities from external agencies, particularly for initial and common development of the site (car parking, service connection, and common facilities). Officers consider that the likelihood of funding support is improved by the co-location of the three groups and supported by the recent allocation of seed funding through the City’s Community Bids programme.

 

Should one or more groups cease operating in the future, they will be required to remove any infrastructure and other property from the site in accordance with standard lease terms, unless otherwise negotiated. While this would result in additional costs to the remaining groups in managing the common facilities on the site, the potential for other user groups to occupy the site could be reviewed at such time.

 

 

CONCLUSION

 

Officers recommend that the proposed leasing of the identified portion of Lot 3003 Dunsborough Lakes Drive, Dunsborough represents a sound investment by the City in facilitating community-developed services and recreation within the town. Council is therefore requested to support the Officer Recommendation for the City to progress with formalising the use and occupation for this site as outlined.

 

 

OPTIONS

 

The Council may consider the following options in relation to this proposal:

 

1.    Further investigate an alternative site for the proposal. Officers do not recommend this option as limited publicly owned sites exist that meet the same criteria as the proposed site, and no other publicly owned sites could accommodate all three groups together.

 

2.    Choose not to support the allocation of City owned/managed land for this purpose at this time. Officers do not recommend this option as the continuation of all three groups would be affected.

 

3.    Council could resolve to enter into lease agreements with one or more of the organisations and not others. This is not recommended as all groups have worked collaboratively together on this project, and it is viewed as a key community project for the District.

 

4.    Council could resolve to enter into lease agreements with all parties, but for a different term.

 

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

Implementation of the Officer recommendation would involve the preparation and execution of leasing documentation in accordance with the Council resolution, which is anticipated to be completed within three months.

 

 

OFFICER RECOMMENDATION

 

That the Council:

 

1.         Acknowledges the Summary of Submissions (Attachment C) prepared in response to the                 public consultation process for the proposed Dunsborough Greenfields Community Group      site

 

2.         Requests the CEO to provide a written response to the author of the petition received on 24         September 2014, advising of the amendments made to the proposal for this site and the    outcome of the Council’s consideration of this matter

 

3.         Authorises the CEO to enter into a lease and licence agreement with the Dunsborough    Greenfields Community Group Inc. for the occupation of a portion of Lot 3003, Plan 19111,                Volume 1958, Folio 853, Dunsborough Lakes Drive, Dunsborough as identified in Attachment     E, subject to the following:

 

a.             The lease and licence being consistent with the City’s standard community and                   sporting group lease and licence agreement with the addition of the following;

                               

                                (i)            the permitted use to include restrictions on trading, open days and                                           markets; and

                                (ii)           the lessee is obligated to revegetate and maintain  vegetated                                                      buffers to the perimeters of the site.

 

b.            The term of the lease to be 5 years, commencing on 1 December 2014 with a further                       5 year option commencing on 1 December 2019;

 

c.             The annual rent to be $200.00 inclusive of GST increased annually  by CPI;

 

d.            All costs for the preparation of the lease to be met by the Lessee; and

 

e.            All costs associated with developing the site to be met by the Lessee.

 

4.         Authorises the CEO to enter into a lease agreement with the Lions Club of Dunsborough, for         the occupation of a portion of Lot 3003, Plan 19111, Volume 1958, Folio 853, Dunsborough               Lakes Drive, Dunsborough as identified in Attachment E, subject to the following:

 

a.             The lease being consistent with the City’s standard community and sporting group            lease agreement with the permitted use to include restrictions on trading, open days                       and markets.

 

b.            The term of the lease to be 5 years, commencing on 1 December 2014 with a further                       5 year option commencing on 1 December 2019;

 

c.             The annual rent to be $200.00 inclusive of GST increased annually  by CPI;

 

d.            All costs for the preparation of the lease to be met by the Lessee; and

 

e.            All costs associated with developing the site to be met by the Lessee

 

4.         Authorises the CEO to enter into a lease agreement with the Dunsborough Community Garden Incorporated for the occupation of a portion of Lot 3003, Plan 19111, Volume 1958, Folio 853, Dunsborough Lakes Drive, Dunsborough as identified in Attachment E, subject to the following:

 

a.             The lease being consistent with the City’s standard community and sporting group            lease agreement with the permitted use to include restrictions on trading, open days                       and markets.

 

b.            The term of the lease to be 5 years, commencing on 1 December 2014 with a further                       5 year option commencing on 1 December 2019;

 

c.             The annual rent to be $200.00 inclusive of GST increased annually  by CPI;

 

d.            All costs for the preparation of the lease to be met by the Lessee; and

 

e.            All costs associated with developing the site to be met by the Lessee.

 

 

5.            Authorises the CEO to enter into a lease agreement with the Dunsborough Community Men’s     Shed Inc. for the occupation of a portion of Lot 3003, Plan 19111, Volume 1958, Folio 853,                Dunsborough Lakes Drive, Dunsborough as identified in Attachment E, subject to the            following:

 

a.             The lease being consistent with the City’s standard community and sporting group            lease agreement with the permitted use to include restrictions on trading, open days                       and markets.;

 

b.            The term of the lease to be 5 years, commencing on 1 December 2014 with a further                       5 year option commencing on 1 December 2019;

 

c.             The annual rent to be $200.00 inclusive of GST increased annually  by CPI;

 

d.            All costs for the preparation of the lease to be met by the Lessee; and

 

e.            All costs associated with developing the site to be met by the Lessee.

 

 

 


Council                                                                                      89                                                          12 November 2014

13.2           MARKETING AND EVENTS REFERENCE GROUP OUTCOMES

SUBJECT INDEX:

Events

STRATEGIC OBJECTIVE:

A City of shared, vibrant and well planned places that provide for diverse activity and strengthen our social connections.

BUSINESS UNIT:

Community Services; Commercial Services

ACTIVITY UNIT:

Commercial Services

REPORTING OFFICER:

Director, Community and Commercial Services - Naomi Searle

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Events Sponsorship Programme Evaluation  

  

 

PRÉCIS

 

A meeting of the Marketing and Events Reference Group (MERG) was held on Wednesday 22 October 2014.  This report presents recommendations from this meeting.

 

 

 

BACKGROUND

 

The Council, at its meeting of 13 April 2011 (C1104/114), resolved to endorse the implementation of a differential rating system whereby properties rated within the Industrial and Commercial zones across the City would directly contribute toward the City’s continued support of tourism, marketing and event activities.  This resolution also endorsed the establishment of a ‘Key Stakeholders Reference Group’ (now known as the ‘Marketing and Events Reference Group’) to make recommendations to Council with respect to the marketing and events budget allocations.

 

Further to this, at its meeting of 22 June 2011 (C1106/201), Council resolved to introduce a 3% Differential Rate on the abovementioned properties and as a result, $180k was included in the 2011/2012 budget towards events and marketing. Following this, in 2012/2013, Council increased the Differential Rate to 6% resulting in the allocation of $270k for the purpose of events and $90k for the purpose of marketing, and in 2013/14 Council increased the Differential Rate to 7%, allocating $253k towards events and $126k towards marketing.

 

As part of the 2014/2015 adopted budget, the Differential Rate increased to 8%, with $366k allocated towards events and $122k towards marketing.

 

A MERG meeting was held on Wednesday 22 October 2014, and the outcomes of that meeting were as following:

 

The key focus areas in the ongoing implementation of the City of Events Strategy include:

·    Development of a strategic events management report in early 2015, which will focus on the long term direction/objectives of the event sponsorship program

·    Recording of financial and in-kind support for events

·    Streamlining the event application process on line.

 

 

 

 

Key matters discussed at the meeting included:

 

·    An evaluation of the Recharge Marketing Campaign, incorporating a comparison of the September 2013 and 2014 results

·    Future marketing programs pending the possible amalgamation of the tourism associations

·    The results of the Events Strategy and continued growth of events in Busselton, Dunsborough and Yallingup; the number of events for this financial year have increased from 83 to 122 in the first three months of 2014/2015

·    Update on multi-year funded events; Ironman WA and Festival of Busselton

·    Update on annual City organised events; Fringe Festival of Arts Busselton, Jazz by the Bay, and 150 Years of Busselton Jetty celebrations

·    Recommendation that the Council allocates $3.5k in in-kind sponsorship to the Jetty Black Tie Dinner event, to be funded from the remaining in-kind sponsorship budget for the Cinefest Oz event.

·    Recommendation on the round 2 events sponsorship programme applications.

 

STATUTORY ENVIRONMENT

 

Nil 

 

RELEVANT PLANS AND POLICIES

 

The recommendations are in line with Council policies.

 

FINANCIAL IMPLICATIONS

 

As part of the 2014/2015 budget process, Council increased the Differential Rate to 8%, allocating $366k towards events and $122k towards marketing.

 

In addition to employing Events staff and the funding of marketing and events through the Differential Rate, the City funds the following events through the municipal budget under multi-year funding arrangements as follows;

 

Events - Multi-Year Agreements funded through Municipal funds

2014/15

Busselton Jetty Swim

 $2,600

Ironman WA Busselton

$169,4000

Busselton Ironman 70.3

$45,000

Geographe Bay Race Week

$10,000

Cinefest Oz

$50,000

Festival of Busselton

$6,000

Carols by the Jetty

$1,000

Australia Day

$3,000

TOTAL

$300,000

 

Through the City’s multi-year funding program, in 2014/15 the City contributed $60k in cash and $5k in in-kind support to the 2014 Cinefest Oz event ($50k through the general municipal fund and $15k through the Differential Rate events budget), however at the end of the event there was an identified savings of $3.5k in in-kind funds.  It is therefore recommended that this be allocated towards the Jetty Dinner Black Tie event as in-kind sponsorship.

 

Round 2 of the 2014/15 Events Sponsorship Programme closed 26 September 2014.  A total of 10 applications were received, with requests totalling $48k (see attachment A).  In addition to this, an application was received from the Busselton Festival of Triathlon (70.3 Ironman event) for a multi-year sponsorship agreement commencing in May 2016 for the Volunteer Program.  This specific event is to be funded from future budgets commencing in 2015/16 so has no financial implication on the 2014/15 adopted budget.

 

$49k was allocated to Round 1 of the Events Sponsorship Programme, leaving $19.5k for Round 2. $7k remains unallocated in the marketing budget.

 

STRATEGIC COMMUNITY OBJECTIVES

 

This matter aligns with the City of Busselton’s endorsed Strategic Community Plan 2013, and principally with the following Strategic Goal:

 

Well planned vibrant and active places;

 

·    A City where the community has access to quality cultural, recreation, and leisure  facilities and services.

 

RISK ASSESSMENT

 

The recommendations contained within this report are considered low risk and as such a formal risk assessment is not provided.

 

CONSULTATION

 

Consultation has been undertaken with members of the Marketing and Events Reference Group, consisting of representatives from the Busselton Chamber of Commerce and Industry, Dunsborough Yallingup Chamber of Commerce and Industry, Geographe Bay Tourism Association and Conservation Association, and the City of Busselton.

 

OFFICER COMMENT

 

The Marketing and Events Reference Group has been established with representatives from the City of Busselton, local Chambers of Commerce, and the Geographe Bay Tourism Association.  A Terms of Reference guides the operations of the Group and an Events Sponsorship Programme has been developed. 

 

Supporting the development and attraction of new events throughout the year, the Events Sponsorship Programme promotes the City of Busselton as an attractive host and event tourism destination for a range of events.  The City, through the programme has attracted exciting new events to boost the local economy through event tourism.

 

In 2013/2014, the City increased its number of major events from 61 to 83. Since the start of the 2014/15 financial year, 122 major events have been registered with the City.  This represents an increase of 61 events or 50% over the past 18 months.

 

Jetty Black Tie Dinner

The Busselton Chamber of Commerce Inc has been liaising with City Officers and the Busselton Jetty Environment and Conservation Association with regards to holding a black tie dinner event on the end of the Jetty on Friday 23 January 2015.  This coincides with the 150th year of the Jetty, and various other events held in Busselton over the Australia Day long weekend, including the Oz Rock event and Australia Day celebrations.  Whilst indicative approval for the event has been provided, the Chamber of Commerce has released the sale of tickets and commenced marketing and planning for the event.  Should this event prove successful, it could provide the catalyst for similar future annual events.  The Chamber of Commerce are organising the event as a fundraiser, with a proportion of funds to be donated to Telethon.

 

In order for the event to proceed, the City will be required to provide a significant proportion of in-kind support, some of which is in the form of staff time, some of which will require resources at some cost.  In order to assist with the event, Officers have identified a saving of $3.5k budgeted for the Cinefest Oz event, which could be utilised to fund direct expenses of the City.  Recognising the assistance required and level of support provided, the City has been identified as a sponsor on all marketing material.  It is therefore recommended that Council endorses the transfer of $3.5k to the general events budget for the Jetty Black Tie Dinner event.

 

Events Sponsorship Programme – Round 2

Applications were received for Round Two of the Events Sponsorship Programme.  A total of 10 applications were received totalling $48k (see attachment A).  Recommendations for the sponsorship of individual events will promote Busselton as a cultural and iconic sporting event destination. 

 

Eight events are recommended to be funded on an annual basis.  An application was also received from the Busselton Festival of Triathlon (70.3 Ironman event) for a multi-year sponsorship agreement commencing in May 2016 for the Volunteer Program.  The 2015 event has been through Round One of the Events Sponsorship Programme, however the event organisers are seeking certainty of future funding.  This specific event is to be funded from future budgets commencing in 2015/16 so has no financial implication on the 2014/15 Events Sponsorship Programme budget.  All events are to be funded from the Differential Rate Events budget:

 

Annual Event (2014/15)

Request

MERG Recommendation

Happs Flavours of Autumn

$2,500

$1,250  

Vineyards Ride 101 and Geographe Pedal

$8,500

$5,000

Geographe Pedal Vineyards Half Marathon

$1,500

$1,500

Geographe Bay Boat Rally

$3,500

-

Busselton Spinners & Weavers Spin-In

$500

-

South West Bush Poets Festival

$5,000

$1,250

Kellogg’s Nutri Grain Ironman and Ironwoman Series

$20,000

$7,500*

2015 Busselton Open Tournament

$2,000

$750

2015 City of Busselton Junior Open Tournament

$2,000

$1,000

Margaret River Region Open Studios

$2,500

1,250

TOTAL

$48,000

$19,500

 

 

Multi-Year Event (2015/16-2017/18)

 

 

Busselton Festival of Triathlon (Volunteer Program)

2016:  $8,500

2017:  $9,000

2018:  $9,500

2016:  $8,500*^~

2017:  $9,000*^~

2018:  $9,500*^~

TOTAL

$156,000

$49,000

 

All events are to be funded on the condition that ten (10) high resolution images be provided electronically, without copyright, (in formats as agreed) to the City of Busselton for its own promotional purposes.

 

* Funded on the condition that two (2) minutes of high quality, edited video footage be provided electronically, without copyright, (in formats as agreed) to the City of Busselton for its own promotional purposes;

                                                                                                                                         

^ That the organiser officially recognises each individual volunteer and City of Busselton has an appropriate size logo on the event volunteer T Shirt.

 

~ subject to formally recognising the volunteer and City of Busselton contributions.

 

CONCLUSION

 

The Marketing and Events Reference Group (MERG) has been assigned by Council to make recommendations on the way in which funds raised through the Industrial and Commercial Differential Rate for the purposes of events and marketing are allocated.  This report contains the recommendations made at the October 2014 meeting, which if endorsed by Council, will result in the continuation of high quality events being held within the region, supported by successful marketing promotions.  All recommendations support Council’s vision of being recognised as the ‘Events Capital WA.’

 

OPTIONS

 

Council may choose to disagree with the recommendations made by the Marketing and Events Reference Group and resolve not to endorse part or all of the recommendations.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

Following Council’s decision, the outcomes will be communicated to all members of the Marketing and Events Reference Group and relevant event organisers for their information and implemented where required.

 

 

OFFICER RECOMMENDATION

SIMPLE MAJORITY REQUIRED

That Council;

 

1.   Endorses the funding allocation towards the following annual events to the total value of $19.5k through the City’s Events Sponsorship Programme Round Two, and multi-year funding agreement commencing in 2015/16, all to be funded through the Differential Rate Events budget:

 

 

 

 

 

Annual Event (2014/15)

Funding

Happs Flavours of Autumn

$1,250  

Vineyards Ride 101 and Geographe Pedal

$5,000

Geographe Pedal Vineyards Half Marathon

$1,500

South West Bush Poets Festival

$1,250

Kellogg’s Nutri Grain Ironman and Ironwoman Series

$7,500*

2015 Busselton Open Tournament

$750

2015 City of Busselton Junior Open Tournament

$1,000

Margaret River Region Open Studios

1,250

TOTAL

$19,500

 

Multi-Year Event (2015/16-2017/18)

 

Busselton Festival of Triathlon (Volunteer Program)

2016:  $8,500*^~

2017:  $9,000*^~

2018:  $9,500*^~

TOTAL

$49,000

 

All events are to be funded on the condition that ten (10) high resolution images be provided electronically, without copyright, (in formats as agreed) to the City of Busselton for its own promotional purposes.

 

                * Funded on the condition that two (2) minutes of high quality, edited video footage be    provided electronically, without copyright, (in formats as agreed) to the City of Busselton for            its own promotional purposes;

                                                                                                                                         

                ^ That the organiser officially recognises each individual volunteer and City of Busselton has          an appropriate size logo on the event volunteer T Shirt.

 

~ subject to formally recognising the volunteer and City of Busselton contributions.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

ABSOLUTE MAJORITY REQUIRED

 

2.   Approves an amendment to the 2014/15 adopted budget for in-kind sponsorship for the 2015 Jetty Black Tie Dinner event on the following basis:

 

Description

2014/15

Adopted Budget

$

2014/15 Amended Budget

(PROPOSED)

$

Variance

$

Tourism & Area Promotions/Community Events (Regional Development Strategies) 333.10567.3645

$15,000

$11,500

-$3,500

Community Service Administration (Regional Development Strategies) 333.10530.3645

$297,500

$301,000

$3,500

NET VARIANCE

 

 

0

  


Council                                                                                      97                                                          12 November 2014

14.             Finance and Corporate Services Report

14.1           PROPOSED CITY OF BUSSELTON DOGS LOCAL LAW 2014

SUBJECT INDEX:

Local Laws

STRATEGIC OBJECTIVE:

Governance systems that deliver responsible, ethical and accountable decision-making.

BUSINESS UNIT:

Corporate Services

ACTIVITY UNIT:

Legal Services

REPORTING OFFICER:

Legal Services Coordinator - Cobus Botha

AUTHORISING OFFICER:

Manager, Corporate Services - Sarah Pierson

VOTING REQUIREMENT:

Absolute Majority

ATTACHMENTS:

Attachment a   Proposed City of Busselton Dogs Local Law 2014  

  

 

PRÉCIS

 

Council previously resolved to authorise the preparation and advertising of the proposed City of Busselton Dogs Local Law 2014 (Dogs Local Law). The purpose of this report is for Council to consider submissions received in relation to the proposed Dogs Local Law and to consider whether to make the proposed Dogs Local Law pursuant to Section 3.12 of the Local Government Act 1995 (the Act).

 

It is recommended that Council resolve to make the proposed Dogs Local Law.

 

 

BACKGROUND

 

Council resolved at its meeting on 13 August 2014:

 

That the Council:

 

 (1)         Commences the law-making process for the City of Busselton Dogs Local Law 2014, the purpose and effect of the local law being as follows:

 

Purpose: To repeal the Shire of Busselton Dog Bylaws 1991 and to extend to Council the control over dogs which exist under the Dog Act 1976.

 

Effect: To provide Council with controls and regulatory measures in relation to impounding of dogs, the number of dogs that can be kept, establishment of approved kennels and the manner in which dogs are to be confined by the occupier of a premises. Offences are created for allowing a dog to excrete on specified areas (unless the excreta are removed) and for non-compliance with certain other provisions of the local law.

 

(2)          Authorises the CEO to carry out the law-making procedure under section 3.12(3) of the Local Government Act 1995, by –

 

(i)            giving statewide public notice and local public notice of the proposed local law; and

(ii)           giving a copy of the proposed local law and public notice to the Minister for Local Government.

 

(3)          That the CEO, after the close of the public consultation period, submit a report to the Council on any submissions received on the proposed local law to enable the Council to consider the submissions made and to determine whether to make the local law in accordance with section 3.12(4) of the Act.

 

 

Pursuant to abovementioned Council Resolution the proposed Dogs Local Law was published for public comment and a copy given to the Minister for Local Government and Communities for consideration. No public submissions have been received and the Department of Local Government commented on the proposed local law on behalf of the Minister.

 

The comments received from the Department of Local Government resulted in minor changes being made to the draft local law which was presented to Council at its 13 August 2014 meeting.  These changes, which are discussed in more detail under the OFFICER COMMENT section of this report, do not cause the proposed Dogs Local Law to be significantly different from what was originally proposed. Therefore, following the process under section 3.12 of the Act, the proposed Dogs Local Law is now referred back to Council for consideration of the minor changes which have been made and to resolve whether or not to make the proposed Dogs Local Law.

 

STATUTORY ENVIRONMENT

 

The procedure for making local laws is set out in section 3.12 of the Act and Regulation 3 of the Local Government (Functions and General) Regulations 1996.

 

In terms of section 3.12(4) of the Act Council is to consider any submissions made and may make the local law as proposed or make a local law that is not significantly different from what was originally proposed. A decision to make a local law has to be supported by an absolute majority of the Council. 

 

If Council resolve to make the proposed Dogs Local Law then the process required under section 3.12(5) and (6) of the Act needs to be carried out. Section 3.12(5) requires that the local law be published in the Government Gazette and a copy be provided to the Minister for Local Government and Communities. Section 3.12(6) requires that after the local law has been published in the Government Gazette, the City must give local public notice stating the title of the local law, summarising the purpose and effect of the local law and advising that copies of the local law may be inspected or obtained from the City offices.

 

In accordance with section 3.14 of the Act the local law will come into operation 14 days after publication in the Government Gazette.

 

RELEVANT PLANS AND POLICIES

 

None

 

FINANCIAL IMPLICATIONS

 

Costs associated with the advertising and gazettal of the proposed Dogs Local Law will come from the Legal budget. These costs are unlikely to exceed $2,000 and there are sufficient funds in the legal budget for this purpose. Making and implementing the proposed Dogs Local Law should not have any other financial implications for the City.

 

STRATEGIC COMMUNITY OBJECTIVES

 

The proposal aligns with the City of Busselton Strategic Community Plan 2013 as follows:

 

6.2 Governance systems that deliver responsible, ethical and accountable decision making.

 

RISK ASSESSMENT

 

The proposed Dogs Local Law does not involve any significant changes from current practices and is therefore considered low risk with no risks identified as “medium” or greater.

 

 

CONSULTATION

 

The proposed Dogs Local Law was advertised publicly in both local and statewide newspapers for a minimum of 6 weeks in accordance with the requirements under section 3.12(3)(a) of the Act. No public submissions have been received.

 

The proposed Dogs Local Law was also forwarded to the Minister for Local Government and Communities for consideration and comment.  The Department of Local Government and Communities responded on behalf of the Minister, suggesting various minor changes to the original version of the proposed Dogs Local Law. All of these changes, which are dealt with in more detail in the OFFICER COMMENT section of this report, have been implemented.

 

OFFICER COMMENT

 

State Legislation provides for a three tiered system for regulating the care for and control over dogs:

 

Dog Act 1976

 

Under the Dog Act local governments are provided with legislative controls in relation to matters such as registration and identification of dogs, control of dogs (e.g. the obligation to identify dog’s owner, power to seize dogs, dogs to wear collars and registration tags and declaring of and dealing with dangerous dogs), what constitutes a dog nuisance and how to deal with such a nuisance.

 

Local Laws

 

The Dog Act also extend to local governments the power to regulate by way of a local law matters such as impounding of dogs, the number of dogs that can be kept, establishment of approved kennels, the manner in which dogs are to be confined by the occupier of a premises and to create offences for non-compliance with certain provisions of a local law (e.g an offence for allowing a dog to excrete on specified areas unless the excreta are removed).

 

Council resolutions

 

As a consequence of recent changes to the Dog Act local governments now also have the ability to determine dog exercise areas and areas where dogs are prohibited by an absolute majority decision after giving 28 days’ notice of its intention to do so. Council is currently, under a separate agenda item, in the process of determining dog exercise areas and areas where dogs are prohibited within the district. 

 

In terms of the law making process under the Act, a copy of the proposed Dogs Local Law was given to the Minister for Local Government and Communities for comment.  The Department of Local Government, on behalf of the Minister, recommended certain minor drafting changes as well as changing the wording of certain clauses to ensure consistency with current parliamentary requirements.  These changes, which have subsequently been made to the original version of the proposed Dogs Local Law (which was considered by Council at its 13 August 2014 meeting) include:

 

·        Extending the clause under which the existing Shire of Busselton Dog By-laws 1991 is repealed to also include a reference to all previous amendments thereto.

·        Amending the definition of “dangerous dog” to reflect the definition in the Dog Act.

·        Deleting clauses 2.4 (No breaking into or destruction of pound) and 5.1 (Places where dogs are prohibited absolutely) as these issues are covered under the Act.

·        Replacing in clause 7.5 the reference to Form 7 of the First Schedule of the Regulations with Form 2 in Schedule 1 of the Local Government (Functions and General) Regulations 1996.  The Department of Local Government advised that abovementioned Form 7 (which is published under Schedule 1 of the Dog Regulations 2013) is not designed to be used by local governments for dealing with general breaches of dog local laws. The relevant forms to be used for this purpose would be those prescribed by section 9.17 of the Local Government Act and Regulation 26(2) of the Local Government (Functions and General) Regulations 1996.

·        Replacing in clause 7.8 the reference to Form 8 of the First Schedule of the Regulations with Form 3 of Schedule 1 of the Local Government (Functions and General) Regulations 1996” as this clause in its current form contains the same issue mentioned in the previous paragraph.

·        Other minor drafting changes, for example inserting the full title of the Schedules in the contents page, inserting in clause 3.2(1)(a) after (Part 4) the words “of this local law”, inserting an “Item” column to the left of the table in Schedule 3 and ensuring formatting throughout the local law is consistent.

 

In terms of Section 3.13 of the Act if, during the procedure for making a proposed local law, Council decides to make a local law that would be significantly different to what it first proposed, the law making process has to be recommenced.  It is considered that the abovementioned modifications to the original version of the proposed Dogs Local Law will add clarity to the text of the proposed local law, ensure consistency with relevant legislation and avoid any concerns which parliament may have had with the wording of the original version of the proposed local law.  These modifications do not change the purpose, intent and effect of the original version of the proposed Dogs Local Law.  Therefore the proposed Dogs Local Law is not considered to be significantly different from what was first proposed.

 

CONCLUSION

 

The proposed Dogs Local Law will repeal the City’s existing Shire of Busselton Dog Bylaws 1991 (and all subsequent amendments thereof) and, together with legislative controls under the Dog Act and the Dog Regulations 1976 and Council’s ability to determine dog exercise areas and areas where dogs are prohibited by an absolute majority decision, provide Council with adequate and effective controls to be able to regulate the care and control of dogs within the City’s district.  It is therefore recommended that Council make the proposed new Dogs Local Law.

 

OPTIONS

 

Council has the following alternative options:

 

Option 1

 

Not to proceed with the local law process and rely on the current local law and the provisions under the Dog Act and the Dog Regulations 1976 to regulate the care and control over dogs within the City’s district. If Council wishes to pursue this option, it should consider making changes to the existing Shire of Busselton Dog Bylaws 1991 which should include repealing those provisions which became obsolete and amending provisions considered to be out-dated.

 

Option 2

 

Council could choose to vary the provisions of the proposed new Dogs Local Law in any number of ways. This is however the form of local law recommended at this stage for the reasons stated in this and the previous report. Any substantive changes could also cause the proposed new local law to be considered significantly different from what was first proposed, which will require recommencement of the law making process.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

Should Council resolve to make the proposed Dogs Local Law it will need to be gazetted and will come into operation 14 days after that publication. The timeframe for completion of the gazettal process is approximately thirty days from the date of the Council resolution.

 

OFFICER RECOMMENDATION

ABSOLUTE MAJORITY DECISION OF COUNCIL REQUIRED (delete if not)

 

That the Council:

 

1.    Resolves to make the City of Busselton Dogs Local Law 2014 in accordance with section 3.12(4) of the Local Government Act 1995.

2.    Authorises the Chief Executive Officer to carry out the processes required to make the City of Busselton Dogs Local Law 2014 in accordance with section 3.12(5) and section 3.12(6) of the Local Government Act 1995.

 

  


Council                                                                                      101                                                       12 November 2014

15.             Chief Executive Officer's Report

15.1           PRESENTATION OF THE 2013-2014 CITY OF BUSSELTON ANNUAL REPORT AND COUNCIL ENDORSEMENT OF THE 2014 ANNUAL GENERAL ELECTORS' MEETING AND SPECIAL MEETING OF THE ELECTORS (DUNSBOROUGH)

SUBJECT INDEX:

Corporate Management

STRATEGIC OBJECTIVE:

Governance systems that deliver responsible, ethical and accountable decision-making.

BUSINESS UNIT:

Governance Services

ACTIVITY UNIT:

 Public Relations

REPORTING OFFICER:

Public Relations Officer - Meredith Dixon

AUTHORISING OFFICER:

Chief Executive Officer - Mike Archer

VOTING REQUIREMENT:

Absolute Majority

ATTACHMENTS:

Nil

  

 

PRÉCIS

 

The Local Government Act 1995 requires Council to accept the Annual Report for the financial year. This report seeks Council’s acceptance of the printed City of Busselton Annual Report 2013-2014, including the audited statements and proposed dates for the Annual General Electors’ Meeting and Special Meeting of the Electors (Dunsborough).

 

 

BACKGROUND

 

The City produces an Annual Report at the end of each financial year. This report is presented to Council for endorsement. The Draft Annual Report (exclusive of financials) was presented to Council in a briefing session on Wednesday 1 October, 2014. Council members were asked to provide any feedback to the Public Relations Officer by COB Monday 6 October for incorporation into the report prior to the print run. Feedback received; which included sourcing an alternative image for the front cover and providing locational captions on images included in the report, have been made.

 

150 full colour copies of the City’s Annual report have been printed. Once endorsed by Council, the report will be posted to key stakeholders and made available in electronic format on the City of Busselton website.  In line with State Government direction, an electronic copy of the report (inclusive of full financials) will be forwarded to the Department of Local Government. 

 

The report will be made available at the Annual General Electors’ Meeting and Special Meeting of Electors (Dunsborough). The report will also be made available to Councillors and Officers of the City of Busselton for presentation and information purposes.

 

STATUTORY ENVIRONMENT

 

Section 5.54 and 5.27(2) of the Local Government Act 1995. It is a statutory requirement that the Annual Report be accepted by Council prior to December 31. The Annual General Electors’ Meeting must be held within 56 days of that acceptance.

 

RELEVANT PLANS AND POLICIES

 

The Annual Report details Council’s progress against the six key goal areas outlined in the Strategic Community Plan 2013.   The Annual Report provides summary reports on the actions undertaken in the first year of Council’s Corporate Business Plan 2013/2014 – 2017/2018.  The Annual Report demonstrates the City’s adherence to regulatory requirements outlined in Section 5.53 of the Local Government Act 1995. 

The Annual Report provides full financial statements for the City of Busselton. 

FINANCIAL IMPLICATIONS

 

Associated production and printing costs are included within Council’s 2014-2015 budget.

 

STRATEGIC COMMUNITY OBJECTIVES

 

The Annual Report is the formal report against all of the Council’s Strategic Community Objectives, and specifically contributes to governance systems that deliver responsible, ethical and accountable decision-making.

 

RISK ASSESSMENT

 

If the Annual Report is not accepted at this meeting, it must be done prior to 31 December 2014 to ensure compliance with the Local Government Act.

 

CONSULTATION

 

In preparing the Annual Report 2013-2014, consultation has been undertaken with: City of Busselton Council; the Chief Executive Officer;  the Senior Management Group; and officers from the City’s Corporate Planning and Governance teams.

 

OFFICER COMMENT

 

Production of the Annual Report 2013-2014 has been undertaken according to a timeline developed to enable the Annual General Electors’ Meeting and Special Meeting of the Electors (Dunsborough) to be held before the end of the 2014 calendar year.

 

CONCLUSION

 

The City of Busselton Annual Report 2013-2014 requires Council endorsement prior to public distribution.

 

OPTIONS

 

Other dates for the proposed Electors’ Meetings may be preferred.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

·    Council Meeting for formal acceptance of the Annual Report (including full financial) and setting of dates for Electors’ Meeting - 12/11/2014.

·    Two week advertising period.

·    Special Meeting of Electors (Dunsborough) - 27/11/2014.

·    Annual General Electors’ Meeting (Busselton) - 2/12/2014.

 

 

 

OFFICER RECOMMENDATION

ABSOLUTE MAJORITY DECISION OF COUNCIL REQUIRED

That the Council:

 

1.    Accepts the 2013-2014 Annual Report and accompanying Financial Statements;

 

2.    Endorses public notification regarding availability of the Annual Report 2013-2014; and

 

3.    Sets Thursday 27 November 2014 for the Special Meeting of Electors to be held in Dunsborough; and Tuesday 2 December 2014 for the Annual General Electors’ Meeting to be held in Busselton.

 

 


Council                                                                                      105                                                       12 November 2014

15.2           COUNCILLORS' INFORMATION BULLETIN

SUBJECT INDEX:

Councillors' Information

STRATEGIC OBJECTIVE:

Governance systems that deliver responsible, ethical and accountable decision-making.

BUSINESS UNIT:

Executive Services

ACTIVITY UNIT:

Governance Support and Inter-Council Relations

REPORTING OFFICER:

Reporting Officers - Various .

AUTHORISING OFFICER:

Chief Executive Officer - Mike Archer

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Planning Applications Received Between 1 and 15 October, 2014

Attachment b    Planning Applications Determined Between 1 and 15 October, 2014

Attachment c    Summary of Ranger and Emergency Services Actions Relating to the Management and Control of Dogs - 1 July to 30 September, 2014

Attachment d   Thankyou Letter from West Busselton Primary School

Attachment e    Thankyou letter from Senator Linda Reynolds to the Major Project Team

Attachment f    Thankyou letter from Bunbury Swimming Club  

Attachment g   Thankyou Letter from Busselton Croquet Club Inc.  

  

 

PRÉCIS

 

This report provides an overview of a range of information that is considered appropriate to be formally presented to the Council for its receipt and noting.  The information is provided in order to ensure that each Councillor, and the Council, is being kept fully informed, while also acknowledging that these are matters that will also be of interest to the community.

 

Any matter that is raised in this report as a result of incoming correspondence is to be dealt with as normal business correspondence, but is presented in this bulletin for the information of the Council and the community.

 

 

INFORMATION BULLETIN

16.2.1    Planning & Development Services Statistics

 

Planning Applications

 

Attachment A is a report detailing all Planning Applications received by the City between 1 and 15 October, 2014.  Twenty three formal applications were received during this period.

 

Attachment B is a report detailing all Planning Applications determined by the City between 1 and 15 October, 2014.  A total of twenty three applications (including subdivision referrals) were determined by the City during this period with all approved / supported. 

16.2.2    Gazettal of Scheme

 

Local Planning Scheme No. 21 was gazetted on 15 October, 2014.  Local Planning Scheme No. 21 addresses minor anomalies that were in District Town Planning Scheme 20 and consolidates the provisions and format of that Scheme to be consistent with the Model Scheme Text.  Scheme 21 is policy neutral and has been prepared to improve the clarity and processes of Scheme 20 without changing the zoning or development outcomes for any particular parcel of land.

16.2.3    Dog Management and Control

 

Attachment C is a summary of Ranger and Emergency Services staff actions relating to the management and control of dogs in the community for the term 1 July to 30 September, 2014.

 

During the term 65 dogs were impounded of which 53 dogs (79%) were reunited with their owner. A further 4 dogs were successfully rehomed through the community volunteer animal rescue groups Saving Animals from Euthanasia (SAFE) and K9 Rescue Group South West.  As of the last date in the reporting period, there was 1 dog in the animal care facility waiting to be claimed; and 2 dogs pending prosecution.  Also during this term, 5 dogs that could not be rehomed were euthanized. 

 

During this term there was one prosecution instigated for dog attacks.

16.2.4    Thank you letter from West Busselton Primary School – 2014 Graduation Ceremony

 

Attachment D is a copy of correspondence from Chris Boulton, Principal at West Busselton Primary School, thanking the City for its contribution towards the Citizenship Awards at their Graduation Assemblies.

16.2.5    Thank you letter from Senator Linda Reynolds

 

Attachment E is a copy of correspondence from Senator Linda Reynolds, thanking the Major Projects Team for providing her with an informative briefing during her visit to Busselton in September.

16.2.6    Thank you letter from Bunbury Swimming Club

 

Attachment F is a copy of correspondence from the Bunbury Swimming Club, thanking staff at the Geographe Leisure Centre for providing the club with an alternative training venue while their pool was closed for maintenance.

16.2.7    Thankyou Letter Busselton Croquet Club Inc - Annual Tournament 30/11/2014 - Thankyou for donation and invitation for mayor to present prizes

 

Attachment G is a copy of correspondence from the BusseIton Croquet Club, thanking the City of BusseIton for its support of our annual Tournament to be held in November.

16.2.8    Current Active Tenders (31/10/2014)

 

RFT08/14             Airport Specialist Consultants Panel

The City of Busselton invited tenders for Airport Specialist Consultants in order to assemble a panel of suitable consultants to provide advice and assistance in relation to the proposed Airport expansion plans. It is anticipated that the contract will commence on or about November 2014  and the panel contracts will run for three (3) years with the option of two (2) one (1) year extensions. The tender was advertised on 19 July and closed on 14 August 2014. The City received thirty three (33) submissions from consultants in a range of speciality areas. A report to Council recommending preferred consultants to be appointed to the panel is presented for consideration by Council at the current council meeting.

 


 

RFT09/14             Busselton Regional Airport – Detailed design and construction of additional apron area

The City of Busselton invited tenders for the design and construction of additional apron area at the Busselton Regional Airport. It is anticipated that the contract will commence on or about 1 November 2014 and will be completed within 6 months. The tender was advertised on 19 July with an original expiry date of 21 August 2014, which was extended to 9 September due to requests for further time by a number of potential respondents. A report to Council recommending a preferred contractor to be appointed to the panel is presented for consideration by Council at the current council meeting.

 

RFT10/14             Barnard Park Redevelopment – Supply and Install Sports Lighting Equipment

The City of Busselton invited tenders for a contractor to supply and install sports lighting at Barnard Park. It is anticipated that the contract will commence on or about 24 September 2014 and be completed by 30 November 2014. The tender was advertised on 26 July and closed on 12 August 2014. Council approved the award of the tender to BSEWA in September.

 

RFT11/14             Provision of Cleaning Services to City Buildings

The City of Busselton invited tenders for the provision of cleaning services to City Buildings. The City intends to appoint a number of contractors to provide the required services. It is anticipated that the contracts will commence on or about 1 October 2014 and the contracts will run for two (2) years with the option of two (2) one (1) year extensions. The tender was advertised on 26 July and closed on 22 August 2014. Council approved the award of the tender to Multiclean, Delron and Ocean Air in September.

 

RFT12/14             Design and Construction: Jetty Foreshore – New Compound

The City of Busselton invited tenders for the design and construction of a new compound at the jetty foreshore. The tender was advertised on 30 August 2014 and will close on 16 September. The contract was able to be awarded under CEO delegation and the contract commenced on 16 October 2014 and the date of practical completion is 31 January 2015.

 

RFT13/14             Construction and Demolition Waste Crushing Services in the City of Busselton

The City of Busselton invited tenders for construction and demolition waste crushing services at the City of Busselton transfer station. The tender was advertised on 13 September 2014 and closed on I October. The tender submissions are currently being evaluated and it is anticipated that the contract will be able to be awarded under CEO delegation and that the contract will therefore commence on or around 15 November 2014 and that the contract will be performed over approximately a 10 week period.

 

RFT14/14             Old Dunsborough Boat Ramp Finger Jetty Extension

The City of Busselton invited tenders for the construction of an extension to the Old Dunsborough Boat Ramp Finger Jetty. The tender was advertised on 20 September 2014 and closed on 24 October 2014. The City received 5 tenders which are currently under evaluation. It is anticipated that the contract will be able to be awarded under CEO delegation and that the contract will therefore commence on or around 12 November 2014 with a proposed date of practical completion of 30 April 2015.

 

RFT15/14             Busselton Foreshore Development Youth Activities Area Design and Construct

The City of Busselton is inviting tenders for the design and construction of a youth activities area (including a skate park) on the Busselton Foreshore. The tender was advertised on 11 October 2014 and will close on 3 November 2014. It is anticipated that the recommendation for award of the contract will be presented to Council during November and that the contract will therefore commence in late November with a proposed date of practical completion of approximately  August 2015 (subject to review of the proposals, consultations and negotiation with the appointed contractor).

RFT16/14             Coastal Protection Works at Locke Estate – Phase 2

The City of Busselton is inviting tenders for the construction of additional coastal protection works at Locke Estate. The tender was advertised on 25 October 2014 and will close on 11 November. It is anticipated that the recommendation for award of the contract will be presented to Council at the meeting on 10 December 2014 and that the contract will therefore commence on or around 6 January 2015 with a proposed date of practical completion of 27 March 2015.

 

RFT17/14             Busselton Foreshore Coastal Defences Construction

The City of Busselton is inviting tenders for the construction of coastal defences on the Busselton Foreshore. The tender was advertised on 1 November 2014 and will close on 21 November 2014. It is anticipated that the recommendation for award of the contract will be presented to Council at the meeting on 10 December 2014 and that the contract will therefore commence on or around 5 January 2015 with a proposed date of practical completion of 20 June 2015.

 

OFFICER RECOMMENDATION

That the items from the Councillors’ Information Bulletin be noted:

·    15.2.1              Planning & Development Services Statistics

·    15.2.2              Gazettal of Scheme

·    15.2.3              Dog Management and Control

·    15.2.4              Thank you letter from West Busselton Primary School – 2014 Graduation Ceremony

·    15.2.5              Thank you letter from Senator Linda Reynolds

·    15.2.6              Thank you letter from Bunbury Swimming Club

·    15.2.7              Thankyou Letter Busselton Croquet Club Inc - Annual Tournament 30/11/2014 - Thankyou for donation and invitation for mayor to present prizes

·    15.2.8              Current Active Tenders (31/10/2014)

 

 

  


Council                                                                                      113                                                       12 November 2014

16.             Motions of which Previous Notice has been Given

Nil  

17.             Confidential Reports  

 

Nil

 

18.             Public Question Time

 

Nil

19.             Next Meeting Date

Wednesday, 26 November 2014

20.             Closure

 

The meeting closed at <time>.

 

THESE MINUTES CONSISTING OF PAGES 1 TO 115 WERE CONFIRMED AS A TRUE AND CORRECT RECORD ON Wednesday, 26 November 2014.

 

 

DATE:_________________              PRESIDING MEMBER:             _________________________