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Council  Agenda

 

 

 

25 November 2015

 

 

 

 

 

ALL INFORMATION AVAILABLE IN VARIOUS FORMATS ON REQUEST

 

 

 


CITY OF BUSSELTON

MEETING NOTICE AND AGENDA – 25 November 2015

 

 

 

TO:                  THE MAYOR AND COUNCILLORS

 

 

NOTICE is given that a meeting of the Council  will be held in the the Council Chambers, Administration Building, Southern Drive, Busselton on Wednesday, 25 November 2015, commencing at 5.30pm .

 

Your attendance is respectfully requested.

 

 

 

Mike Archer

 

CHIEF EXECUTIVE OFFICER

 

13 November 2015


CITY OF BUSSELTON

Agenda FOR THE Council  MEETING TO BE HELD ON 25 November 2015

TABLE OF CONTENTS

 

ITEM NO.                                        SUBJECT                                                                                                                              PAGE NO.

1....... Declaration of Opening and Announcement of Visitors. 5

2....... Attendance. 5

3....... Prayer. 5

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

5....... Announcements Without Discussion.. 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 11 November 2015. 5

Committee Meetings. 6

9.2          Minutes of the Finance Committee held 5 November 2015. 6

9.3          Minutes of the Airport Advisory Committee held 23 October 2015. 6

10..... Reports of Committee. 7

10.1        Finance Committee - 5/11/2015 - LIST OF PAYMENTS MADE - SEPTEMBER 2015. 7

10.2        Finance Committee - 5/11/2015 - FINANCIAL ACTIVITY STATEMENTS – PERIOD ENDING 30 SEPTEMBER  2015. 31

10.3        Finance Committee - 5/11/2015 - BUDGET AMENDMENT REQUEST YALLINGUP HALL. 53

11..... Planning and Development Services Report. 56

11.1        AMENDMENT NO 10 - PREFABRICATED BUILDINGS - FOR ADOPTION.. 56

11.2        DA15/0476 - RESTAURANT / MARKET, LOT 202 (24), DUNN BAY ROAD, DUNSBOROUGH.. 61

12..... Engineering and Works Services Report. 86

Nil

13..... Community and Commercial Services Report. 86

13.1        DRAFT CITY OF BUSSELTON SOCIAL AND AGEING PLAN 2015-2025. 86

14..... Finance and Corporate Services Report. 180

Nil

15..... Chief Executive Officer's Report. 180

15.1        COUNCIL MEETING SCHEDULE FOR 2016. 180

15.2        PROPOSAL TO AWARD TENDER RFT13/15 FOR THE CONSTRUCTION OF RAILWAY HOUSE AT THE BUSSELTON FORESHORE. 183

15.3        COUNCILLORS' INFORMATION BULLETIN.. 190

16..... Motions of which Previous Notice has been Given.. 200

Nil

17..... Confidential Reports. 200

Nil

18..... Questions from Members. 200

19..... Public Question Time. 200

20..... Next Meeting Date. 200

21..... Closure. 200

 


Council                                                                                      5                                                            25 November 2015

 

1.               Declaration of Opening and Announcement of Visitors

2.               Attendance 

Apologies

 

Nil

Approved Leave of Absence

 

Cr Gordon Bleechmore

3.               Prayer

The prayer will be delivered by Reverend Ted van Sponsen from Busselton Free Reforemed Church.

4.               Public Question Time

Response to Previous Questions Taken on Notice

 

A response to the questions taken on notice at the 11 November 2015 meeting will be provided prior to the 25 November 2015 meeting.

Public Question Time

5.               Announcements Without Discussion

Announcements by the Presiding Member 

Announcements by other Members at the invitation of the Presiding Member

6.               Application for Leave of Absence

7.               Petitions and Presentations 

8.               Disclosure Of Interests

9.               Confirmation and Receipt Of Minutes 

Previous Council Meetings

9.1             Minutes of the Council  held on 11 November 2015

Recommendation

That the Minutes of the Council  Meeting held 11 November 2015 be confirmed as a true and correct record.

 

 

 

 

 

Committee Meetings

9.2             Minutes of the Finance Committee held 5 November 2015

RECOMMENDATION

 

1)    That the minutes of a meeting of the Finance Committee held 5 November 2015 be received.

 

2)    That the Council notes the outcomes  of the Finance Committee held 5 November 2015 being:

 

a)    The List of Payments Made – September 2015 Item is presented for Council consideration at Item 10.1 of this agenda.

 

b)    The Finance Committee Information Bulletin – September 2015 was received by the Committee.

 

c)    The Financial Activity Statements – Period Ending 30 September 2015 Item is presented for Council consideration at Item 10.2 of this agenda.

 

d)    The Budget Amendment Request Yallingup Hall Item is presented for Council consideration at Item 10.3 of this agenda.

 

e)    The CEO Information Item: Review of 2015/16 Budgets of Band 1 & Band 2 Councils was received by the Committee.

 

f)     The Landing Fee Charges on New Platforms was received and noted by the Committee.

 

9.3             Minutes of the Airport Advisory Committee held 23 October 2015

RECOMMENDATION

 

1)    That the minutes of a meeting of the Airport Advisory Committee held on 23 October 2015 be received.

 

2)    That the Council notes the outcomes of the Airport Advisory Committee meeting held on 23 October 2015 being:

 

a)    The Election of the Presiding Member being awarded to Cr Gordon Bleechmore.

 

b)    The Election of the Deputy Presiding Member being awarded to Cr John McCallum.

 

c)    The establishment of a meeting schedule being on a needs only basis.

 

 


Council                                                                                      7                                                            25 November 2015

10.             Reports of Committee

10.1           Finance Committee - 5/11/2015 - LIST OF PAYMENTS MADE - SEPTEMBER 2015

SUBJECT INDEX:

Financial Operations

STRATEGIC OBJECTIVE:

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

BUSINESS UNIT:

Finance and Information Technology

ACTIVITY UNIT:

Finance

REPORTING OFFICER:

Financial Accountant - Ehab Gowegati

AUTHORISING OFFICER:

Director, Finance and Corporate Services - Matthew Smith

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   List of Payments Made - September 2015  

 

This item was considered by the Finance Committee at its meeting on 5 November 2015, the recommendations from which have been included in this report. 

 

PRÉCIS

 

This report provides details of payments made from the City’s bank accounts for the month of September 2015, for noting by the Council and recording in the Council Minutes.

 

BACKGROUND

 

The Local Government (Financial Management) Regulations require that when the Council has delegated authority to the Chief Executive Officer to make payments from the City’s bank accounts, that a list of payments made is prepared each month for presentation to, and noting by, Council.

 

STATUTORY ENVIRONMENT

 

Section 6.10 of the Local Government Act and more specifically, Regulation 13 of the Local Government (Financial Management) Regulations; refer to the requirement for a listing of payments made each month to be presented to the Council.

 

RELEVANT PLANS AND POLICIES

 

NA.

 

FINANCIAL IMPLICATIONS

 

NA.

 

STRATEGIC COMMUNITY OBJECTIVES

 

This matter principally aligns with Key Goal Area 6 – ‘Open and Collaborative Leadership’ and more specifically Community Objective 6.3 – ‘An organisation that is managed effectively and achieves positive outcomes for the community’.

 

RISK ASSESSMENT

 

NA.

 

 

CONSULTATION

 

NA.

 

OFFICER COMMENT

 

NA.

CONCLUSION

 

NA.

 

OPTIONS

 

NA.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

NA.

 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION

 

That the Council notes payment of voucher numbers M111944 – M112139, EF042185 – EF042772, T007161 – T007166, and DD002553 – DD002577; together totaling  $22,987,851.80

 


Council

11

25 November 2015

10.1

Attachment a

List of Payments Made - September 2015

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Council                                                                                      33                                                          25 November 2015

10.2           Finance Committee - 5/11/2015 - FINANCIAL ACTIVITY STATEMENTS – PERIOD ENDING 30 SEPTEMBER  2015

SUBJECT INDEX:

Budget Planning and Reporting

STRATEGIC OBJECTIVE:

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

BUSINESS UNIT:

Finance and Information Technology

ACTIVITY UNIT:

Financial Services

REPORTING OFFICER:

Financial Accountant - Ehab Gowegati

AUTHORISING OFFICER:

Director, Finance and Corporate Services - Matthew Smith

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Statement of Financial Activity (September)  

 

This item was considered by the Finance Committee at its meeting on 5 November 2015, the recommendations from which have been included in this report. 

 

PRÉCIS

 

Pursuant to Section 6.4 of the Local Government Act (‘the Act’) and Regulation 34(4) of the Local Government (Financial Management) Regulations (‘the Regulations’), a local government is to prepare, on a monthly basis, a statement of financial activity that reports on the City’s financial performance in relation to its adopted/ amended budget.

 

This report has been compiled to fulfil the statutory reporting requirements of the Act and associated Regulations, whilst also providing the Council with an overview of the City’s financial performance on a year to date basis for the period ending 30 September 2015.

 

 

BACKGROUND

 

The Regulations detail the form and manner in which financial activity statements are to be presented to the Council on a monthly basis; and are to include the following:

 

§   Annual budget estimates

§   Budget estimates to the end of the month in which the statement relates

§   Actual amounts of revenue and expenditure to the end of the month in which the statement relates

§   Material variances between budget estimates and actual revenue/ expenditure/ (including an explanation of any material variances)

§   The net current assets at the end of the month to which the statement relates (including an explanation of the composition of the net current position)

 

Additionally, and pursuant to Regulation 34(5) of the Regulations, a local government is required to adopt a material variance reporting threshold in each financial year. At its meeting of 23 July 2015, the Council adopted (C1507/208) the following material variance reporting threshold for the 2015/16 financial year:

 

That pursuant to Regulation 34(5) of the Local Government (Financial Management) Regulations, the Council adopts a material variance reporting threshold with respect to financial activity statement reporting for the 2015/16 financial year to comprise variances equal to or greater than 10% of the year to date budget amount as detailed in the Income Statement by Nature and Type/ Statement of Financial Activity report, however variances due to timing differences and/ or seasonal adjustments are to be reported on a quarterly basis.  

 

 

STATUTORY ENVIRONMENT

 

Section 6.4 of the Local Government Act and Regulation 34 of the Local Government (Financial Management) Regulations detail the form and manner in which a local government is to prepare financial activity statements.    

 

RELEVANT PLANS AND POLICIES

 

NA.

 

FINANCIAL IMPLICATIONS

 

Any financial implications are detailed within the context of this report.

 

STRATEGIC COMMUNITY OBJECTIVES

 

This matter principally aligns with Key Goal Area 6 – ‘Open and Collaborative Leadership’ and more specifically Community Objective 6.3 - ‘An organisation that is managed effectively and achieves positive outcomes for the community’. The achievement of the above is underpinned by the Council strategy to ‘ensure the long term financial sustainability of Council through effective financial management’.

 

RISK ASSESSMENT

 

Risk assessments have been previously completed in relation to a number of ‘higher level’ financial matters, including timely and accurate financial reporting to enable the Council to make fully informed financial decisions. The completion of the monthly Financial Activity Statement report is a treatment/ control that assists in addressing this risk.   

 

CONSULTATION

 

NA.

 

OFFICER COMMENT

 

In order to fulfil statutory reporting requirements, and to provide the Council with a synopsis of the City’s overall financial performance on a year to date basis, the following financial reports are attached hereto:

 

§   Statement of Financial Activity

This report provides details of the City’s operating revenues and expenditures on a year to date basis, by nature and type (i.e. description). The report has been further extrapolated to include details of non-cash adjustments and capital revenues and expenditures, to identify the City’s net current position; which reconciles with that reflected in the associated Net Current Position report.

 

§   Net Current Position

This report provides details of the composition of the net current asset position on a year to date basis, and reconciles with the net current position as per the Statement of Financial Activity.

 

§   Capital Acquisition Report

This report provides year to date budget performance (by line item) in respect of the following capital expenditure activities: 

o    Land and Buildings

o    Plant and Equipment

o    Furniture and Equipment

o    Infrastructure

 

§   Reserve Movements Report

This report provides summary details of transfers to and from reserve funds, and also associated interest earnings on reserve funds, on a year to date basis. 

 

Additional reports and/ or charts are also provided as required to further supplement the information comprised within the statutory financial reports.

 

COMMENTS ON FINANCIAL ACTIVITY TO 30 SEPTEMBER 2015

 

In terms of the Council’s adopted material reporting threshold for 2015/16, ‘quarterly’ financial activity statement reports are required to provide a summary of all variances equal to or greater than 10% of the year to date budget amount as detailed in the Income Statement by Nature and Type/ Statement of Financial Activity report, irrespective of whether they are due to timing differences.

 

Operating Activity

 

§   Operating Revenue

 

As at 30 September 2015, there is a variance of -2% in total operating revenue, with the following categories exceeding the 10% material variance threshold:  

 

Description

Variance

%

Variance

$000’s

Other Revenue

-14%

-$12

Interest Earnings

-21%

-$131

Non-Operating Grants, Subsidies and Contributions

-47%

-$862

 

A summary of the above variances is provided as follows:

 

Other Revenue (-$12K)

The current variance is primarily attributable to:

§ Timing difference attributable to DFES fire prevention, ESL commission -$5.7k. The funds are expected to be receipted in October;

§ NCC stand pipe, sale of water Dunsborough -$5.4k. This is attributable to a timing variance only, as budget is spread over the year however the first payment is due around January /February;

 

Interest Earnings (-$131K)

The current variance is primarily attributable to:

§ Timing difference associated with Instalment Plan Interest yet to be applied -$176k;

§ Interest on Municipal Fund -$80k, Self-Funded overdraft until late September. Interest budget split into 12 months and does not allow for the overdraft for the first 3. Will recover as year progresses;

§ Timing difference associated with late Payment Interest yet to be applied -$18k;

§ Interest on Reserve Funds +$66k, Budget allows for a reduction in total reserve funds over the year and therefore the interest reflects a lower average holding. If reserves are utilised, monthly interest earnings will reduce and the total received will move closer to the budget as the year progresses. Additionally, the reserve balances currently include the full $18mn received in loan funds for the Admin building redevelopment, and  this will reduce as year progresses;

§ Interest on Restricted Funds +$77k (Relates to airport funds – not budgeted for);

Non-Operating Grants, Subsidies and Contributions (-$862K)

The current variance is primarily attributable to:

§ Busselton shark net +$100k. Timing difference associated with the issue of an Invoice to recoup grant funds for the Busselton beach enclosure;

§ Reversal of Skate Park end of year accrual -$517k (pending the receiving of the funds). It should be noted that the City has now received the funds on the 7th October 2015;

§ Timing difference associated with the Busselton foreshore provision of services and auxiliary works (C3132) -$370k. The budget has been apportioned evenly over the year, however the grant is not expected to be realised until the project is complete;

§ Roads to Recovery Whatman Street T0056 -$69k. Timing variance only, this project is scheduled for February /March 2016;

§ Roads to Recovery Layman Road T0062 -$35k. Timing variance only, this project is scheduled for late 2016;

 

§   Operating Expenditure

 

As at 30 September 2015, there is a variance of -8% in total operating expenditure, with the following categories exceeding the 10% material variance threshold:  

 

Description

Variance

%

Variance

$000’s

Materials and Contracts

-31%

-$1,158

Utilities

-20%

-$118

Insurance Expenses

-14%

-$62

Other Expenditure

-12%

-$92

Allocations

-63%

-$391

Loss on Asset Disposal

+246%

+$30

 

A summary of the above variances is provided as follows:

 

Materials and Contracts (-$1,158K)

·    Variances associated with material and contracts are predominately attributable to timing differences at this stage of the analysis. Materials and contract nature and type comprises of some 547 cost codes with the main areas of significant variances (over $50k) are as follows;

 

Busselton Jetty maintenance expenditure -$160k. Timing variance only, corrosion protection assessment and repairs are yet to begin, handrails will be painted in the warmer months of the year and alternative LED light globes are now being tested and trialled;

Timing differences attributable to Geographe Leisure Centre -$54k, which includes contractors -$18k,  building maintenance services -$13k, swimming pool maintenance and repairs -$7k, furniture and office equipment Purchase (Non-Capital Assets) -$6k, and Licence Fees -$6k;

Timing differences attributable to Airport Operations -$51k, which includes consultancy -$17k, airport maintenance -$11k, contractors -$11k, purchase of materials -$4k, and inspections -$2k ;

Information technology -$50k. Timing variance only that predominately relate to computer software licenses and consultancies.

 

Utilities (-$118k)

·    Variances associated with utilities are attributable to timing differences. The breakdown is as follows;

 

Gas (+$2k);

Telephones (-$9k);

Electricity (-$21k);

Water (-$90k);

 

Insurance Expenses (-$62k)

·    Motor vehicle and plant insurance costs are currently -$47k below budget. Additional costs are anticipated to be received. Other minor savings have also occurred for public liability insurance -$7k, general insurance costs -$5k, and building insurance -$3.5k.

 

Other Expenditure (-$92k)

·    Variances associated with other expenditure are predominately attributable to timing differences. The main areas involved are as follows;

 

Members of Council expenses -$39k (main variances are for elected members sitting fees -$23k, and allowances -$7k);

Public Relations-$19k (main variance are for advertising Council page -$5k, Catering -$5k and marketing and promotions -$4k), full budget allocations have not yet been required;

Office of the CEO -14k (main variances are for CEO’s discretionary fund -$7k and CapeROC regional development -$7k). No requirement for the discretionary fund to be used at this stage and CapeROC project expenditure will take place later in the financial year;

Property and Business Development -$13k (main variances are for marketing and promotions -$9k and valuation expenses -$4k);

 

Allocations (-$391k)

·    This activity incorporates numerous internal accounting allocations. Whilst the majority of individual allocations are administration based (and clear each month), the activity also includes plant and overhead related allocations. Due to the nature of these line items, the activity reflects as a net offset against operating expenditure, in recognition of those expenses that are of a capital nature (and need to be recognised accordingly). Variances, particularly early in the financial year, are not uncommon, as the activity is highly dependent upon a range of works related factors.

 

Loss on Asset Disposal (+$30k)

·    Timing difference associated with book losses due to disposal of assets. It should be noted that this is an accounting entry only, and has no direct impact on the Net Current Position.

 

Capital Activity

 

§   Capital Revenue

 

As at 30 September 2015, there is a variance of -70% in total capital revenue, with the following categories exceeding the 10% material variance threshold:  

 

Description

Variance

%

Variance

$000’s

Proceeds from Sale of Assets

-50%

-$41

Transfer from Restricted Assets

-93%

-$465

Transfer from Reserves

-67%

-$2,295

 

·    Variances associated with capital revenue are as follows;

 

 

Proceeds from Sales -$41k

Timing difference associated with the sale of light vehicles and minor plant that were scheduled to be disposed of, which are yet to occur;

 

Transfer from Restricted Assets -$465

 

The 2015/16 budget includes a transfer from restricted assets in September of $500k that is associated with expenditure to be incurred for the Busselton Regional Airport development. To date no transfer has been made as expenditure for the project is yet to reach $500k;

 

Transfer from Reserves -$2,295k

 

The 2015/16 budget includes a transfer from reserves of $2,295k that is associated with the building of the new Civic and Administration Centre. As this is expenditure has not been realised as at 30th September, no transfer has been made.

 

§   Capital Expenditure

 

As at 30 September 2015, there is a variance of -38% in total capital expenditure, with the following categories exceeding the 10% material variance threshold: 

 

Description

Variance

%

Variance

$000’s

Land and Buildings

-94%

-$2,922

Furniture and Equipment

-52%

-$93

Infrastructure

-36%

-$1,889

Transfers to Restricted Assets

+73%

+$332

 

The attachments to this report include detailed listings of the following capital expenditure (project) items, to assist in reviewing specific variances:

§   Land and Buildings

§   Plant and Equipment

§   Furniture and Equipment

§   Infrastructure

A summary of the remaining variance is provided as follows:

 

Transfers to Restricted Assets (+$332k)

 

The annual budget in this category is spread evenly across the financial year. The favourable year to date variance is due to the receipt of additional developer contributions in excess of budget totalling approximately $380k. The additional funds received were for contributions attributable to Airport North, Cape Rise, and Peppermint Park. These funds have been receipted into the Community and Recreation Facilities restricted fund account.

 

Transfers to Restricted Assets has no direct impact on the surplus/ deficit position, as associated transactions are either ‘off’ balance sheet (deposits and bonds), or represent equity transfers to quarantine funds received in the form of, amongst others, developer contributions (via the ‘Non-Operating Grants, Subsidies and Contributions’ operating revenue category) and borrowings.

 

BUDGET VARIATIONS AND OTHER ‘KNOWNS’

 

Nil.

 

CONCLUSION

 

Material variances are not unusual in the early part of each financial year, with this primarily due to budget timing differences, coupled with an increased tendency for higher variances to occur based on ‘lesser’ year to date budget allocations. In reviewing the financial performance to the end of September, and excepting those items specifically highlighted in this report, the major variances are primarily attributable to timing differences at this point in time.

 

OPTIONS

 

The Council may determine not to receive the statutory financial activity statement reports.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

NA.

 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION

 

That the Council receives the statutory financial activity statement reports for the period ending 30 September 2015, pursuant to Regulation 34(4) of the Local Government (Financial Management) Regulations.

 


Council

39

25 November 2015

10.2

Attachment a

Statement of Financial Activity (September)

 


 


 


 


 


 


 


 


 


 


 


 


 


 


Council

53

25 November 2015

10.2

Attachment a

Statement of Financial Activity (September)

 


Council                                                                                      55                                                          25 November 2015

10.3           Finance Committee - 5/11/2015 - BUDGET AMENDMENT REQUEST YALLINGUP HALL

SUBJECT INDEX:

Leisure Services

STRATEGIC OBJECTIVE:

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

BUSINESS UNIT:

Community Services

ACTIVITY UNIT:

Community Development

REPORTING OFFICER:

Community Development Coordinator - Jeremy O’Neill

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Absolute Majority

ATTACHMENTS:

Nil

 

This item was considered by the Finance Committee at its meeting on 5 November 2015, the recommendations from which have been included in this report. 

 

PRÉCIS

 

The purpose of this report is to seek Council’s approval to endorse an overspend against the Building Maintenance Services expenditure for Yallingup Hall that will be off-set by income for the hall from regular and casual user groups.

 

BACKGROUND

 

Yallingup Hall is located on Reserve 15458 which is crown land vested with the City for the purpose of an Agricultural Hall Site. Historically Yallingup Hall has been managed by a local hall committee. This is similar to many rural halls in the district which have operated in this way for many years without any formal agreement or lease in place with the City.

 

Discussions in regards to the formal management of the Yallingup Hall commenced with the hall committee in late 2014. Unfortunately the committee folded and on 22 April 2015 a decision was made by the remaining community representative of the Yallingup Hall Committee to ‘hand back’ the management of the Hall to the City of Busselton. AS a result, the City will be managing these facilities until a time a replacement management committee is found or the Council makes a long term decision on the future of the Yallingup Hall.

 

The City is in the process of finalising an EOI process to determine if a new Incorporated Association would be willing to take over the long term management of the Yallingup Hall, but to this point in time no group has come forward and is willing to undertake this role.

 

The City has been managing the hall for several months now, and is starting to get regular complaints from all user groups about the state of cleanliness and the fact that the rubbish bins are not getting emptied. There is currently funds allocated for general maintenance issues, inclusive of pest and weed control, maintenance to taps, cisterns and working parts such as locks and handles, but no budget for cleaning.

 

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

 

This matter aligns with the City of Busselton Strategic Community Plan 2013 and principally with the following strategic goal:

 

Caring and Inclusive Community

1.3          A community that supports healthy, active ageing and services to enhance quality of life as we age.

 

Well Planned, Vibrant and Active Places

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

 

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

 

FINANCIAL IMPLICATIONS

 

With forecast usage it is believed a weekly one and half (1.5) hour clean will be sufficient. The cost of this is $80 per week or $4,160 per annum.

 

The additional expense is expected to be off-set by   hall hire income, which is expected to exceed $4,000 per annum based on the two months’ worth of hire figures already received. 

 

Long-term Financial Plan Implications

 

Nil

 

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 officer recommendation is considered to be “low” risk.

 

CONSULTATION

 

Consultation has taken place between City Officers and regular and casual users of the hall. Consultation has also taken place between City Officers and a cleaning contractor in regards to a quote to providing a weekly cleaning service. 

 

OFFICER COMMENT

 

Currently users pay $18.20 (Ex. GST) community rate and $35 (Ex. GST) for commercial rate for hire of the hall and whilst they are expected to sweep up the hall and pick up rubbish after hire, it is not an unrealistic expectation that the facilities are presented at a certain level of tidiness and cleanliness. An added advantage of regularly cleaning the hall would be that the cleaning contractor can monitor how hall users are leaving the hall and provide passive surveillance to check if there has been any damage to the hall prior to a bond refund.

 

CONCLUSION

 

The City has been managing the hall for several months now, and is starting to get regular complaints from user groups about the state of cleanliness and the fact that the rubbish bins are not getting emptied. A regular clean will ensure that the facility is presented at a certain level of tidiness and cleanliness.

 

OPTIONS

 

The Council may choose not to endorse an overspend against the Building Maintenance Services expenditure for Yallingup Hall.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

Should the Officer Recommendation be endorsed, The City will engage the preferred cleaning contractor to commence a weekly clean of the Yallingup Hall.

 

COMMITTEE RECOMMENDATION AND OFFICER RECOMMENDATION                                                                                                                                    

                                                                                ABSOLUTE MAJORITY DECISION OF COUNCIL REQUIRED

 

That the Council approves an estimated overspend against the Building Maintenance Services expenditure account for Yallingup Hall (522.B1110.3112.4025) of $4,160 to be off-set by expected hall hire income.

  


Council                                                                                      57                                                          25 November 2015

11.             Planning and Development Services Report

11.1           AMENDMENT NO 10 - PREFABRICATED BUILDINGS - FOR ADOPTION

SUBJECT INDEX:

Town Planning and Scheme Amendments

STRATEGIC OBJECTIVE:

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

BUSINESS UNIT:

Development Services and Policy

ACTIVITY UNIT:

Development Services

REPORTING OFFICER:

Manager, Development Services - Anthony Rowe

AUTHORISING OFFICER:

Director, Planning and Development Services - Paul Needham

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Schedule of Submissions  

  

PRÉCIS

 

Council’s approval is required to adopt, for final approval, Amendment No. 10 to Local Planning Scheme No. 21 (LPS21). Given that no submissions expressing concern with the amendment were received, it is recommended that the Council adopt the amendment for final approval, without modification, and for consideration by the Western Australian Planning Commission and Minister for Planning.

 

It should be noted, however, that the planning direction set out in the amendment appears to be inconsistent with current planning direction at a State level, and so it is considered quite likely that the amendment will not be supported by the Minister, certainly without some change. Recognising that reality, it is recommended that, as well as adopting the amendment for final approval, the Council also request that, if the Minister is not prepared to support the amendment, that he consider alternative means of addressing the concerns that led to the Council initiating the amendment – i.e. concerns about the potential effect of pre-fabricated dwellings, especially relocated/second-hand dwellings, on the amenity of residential areas in the City.

 

BACKGROUND

 

At its ordinary meeting of 28 January 2015, the Council initiated Amendment 10 to the City of Busselton Local Planning Scheme No. 21. In summary, Amendment 10 proposed to –

 

1.    Prohibit development of a house/dwelling that is a ‘pre-fabricated building’ (which would include relocated/second-hand houses) in the Port Geographe area; and

 

2.    Require planning approval for any dwelling/house that is a pre-fabricated building anywhere else in the City, and require an assessment of whether the proposed development was consistent with the character of the locality.

 

STATUTORY ENVIRONMENT

 

The Minister published in the Western Australian Government Gazette the Planning and Development (Local Planning Schemes) Regulations 2014 on 23 August 2015. 

 

The new Regulations introduced Deemed Provisions (Schedule 2 P&D Regs 2015) which prevail over any provision in a local government town planning scheme.

 

The Planning and Development Act 2005 at s. 257B provides that the Deemed Provisions cannot be changed on an individual basis.  They can only be changed by amending the Regulations.

 

The Deemed Provisions (Schedule 2 P&D Regs 2015) exempt single houses and associated developments from requiring planning approval, where they meet the deemed-to-comply provisions of the R-Codes.  The only exception is if the single house is to be located in a Special Control Area.

 

RELEVANT PLANS AND POLICIES

 

There are no plans or policies especially relevant to consideration of this matter.

 

FINANCIAL IMPLICATIONS

 

There are no direct financial implications arising from the recommendations of this report.

 

Long-term Financial Plan Implications

 

Nil.

 

STRATEGIC COMMUNITY OBJECTIVES

 

The amendment is considered to be consistent with the following community objectives of the City’s Strategic Community Plan 2013 –

 

2.2       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 identified ‘downside’ risks only, rather than upside risks as well. 

 

The implementation of the Officer Recommendation will involve adopting the amendment for final approval and referring it to the Western Australian Planning Commission/Minister. In this regard, there are no significant risks identified.

 

CONSULTATION

 

Pursuant to section 48A of the Environment Protection Act and section 81 of the Planning and Development Act 2005 the amendment was referred to the EPA, which advised it had no advice or recommendations to provide.

 

The amendment was advertised for public consultation for 42 days from 12 August 2015, with the public submission period closing on 23 September 2015. 

 

One public submission in favour of the amendment was received (ATTACHMENT A).

 

OFFICER COMMENT

 

Ordinarily, if an amendment had been advertised and subject of only one, supportive, submission, there would be very little for the Council to consider prior to making a recommendation to the WAPC and Minister. In this case, however, the Minister has introduced new regulations since the amendment was first initiated that would indicate that the State’s overall planning direction is not consistent with the amendment as initiated by the Council, and there is therefore a reasonable prospect that the amendment may not be supported by the Minister, certainly without some change.

 

The Council therefore does need to consider what the best approach might be to achieve its underlying objectives. In doing that, officers are of the view that there is not any value in discussing or contemplating changes to the amendment that might address concerns that the Minister may have. On the very reasonable assumption that the Minister may have concerns with aspects of the amendment, however, it is recommended that the Council indicate to the Minister that, if he is not prepared to support the amendment, that consideration is given to alternative means of addressing the Council’s underlying concerns. That is reflected in part 7 of the officer recommendation.

 

CONCLUSION

 

It is recommended that the Council adopt the amendment for final approval, without change.

 

OPTIONS

 

Should the Council not support the Officer Recommendation, it could consider the following options:

 

1.         Resolve to decline to adopt the amendment for final approval.

 

2.         Resolve to adopt the amendment for final approval, subject to modification(s).

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

The implementation of the Officer Recommendation will involve referral of the Scheme Amendment documents to the Western Australian Planning Commission and this will occur within one month of the date of the Council decision.

 

OFFICER RECOMMENDATION

 

That the Council:

 

1.         Endorses the Schedule of Submissions prepared in response to the public consultation undertaken in relation to Amendment No. 10 to the City of Busselton Local Planning Scheme No. 21.

 

2.         Resolves to adopt for final approval Amendment No. 10 to the City of Busselton Local Planning Scheme No. 21,

 

(a)       Inserting at Schedule 1, in its alphabetical position;

 

Pre-fabricated building: Means a building, including a dwelling, in whole or part manufactured in advance or previously erected on another site, and which is transported to the site, either in whole or in sections.  This includes purpose designed transportable buildings, modular buildings, relocated buildings, buildings that are or incorporate shipping containers, and buildings in whole or part constructed using elements of decommissioned vehicles, including railway carriages, park homes, caravans or motor vehicles. This does not include outbuildings constructed on site using prefabricated steel or other metal structural elements.

 

(b)       inserting at 5.9 in the scheme

 

PRE-FABRICATED BUILDINGS

 

The local government shall not grant planning approval for development of a prefabricated building anywhere within the Port Geographe Development Area.

 

The local government shall not grant planning approval for development of a pre-fabricated building unless it is satisfied that the development will be consistent with the character of the locality in which development is proposed, the maintenance of the amenity of the locality in which development is proposed and the objectives, policies and other provisions of the Scheme which apply to the land where development is proposed. The local government may, if it considers it appropriate to do so, advertise an application for development of a pre-fabricated building pursuant to clause 10.4 of the Scheme.

 

and

 

renumbering consecutively the clauses which follow in Part 5

 

(c)       inserting at 9.2.1 (b) (xii) in the scheme –

 

The development consists, in whole or part, of a pre-fabricated building.

 

and

 

renumbering consecutively the clauses which follow in Part 9

 

3.         Acknowledges no statement has been received under section 48F(2) of the Environment Protection Act that requires any modification to Amendment No. 10 City of Busselton Local Planning Scheme No. 21.

 

4.         Refers Amendment No. 10 the City of Busselton Local Planning Scheme No. 21, so adopted for final approval, to the Western Australian Planning Commission with a request for the approval of the Hon. Minister for Planning.

 

6.         Resolves that, where notification is received from the Minister or Authorised Person cl 45 that a modification of the Amendment is required prior to the approval of the Amendment by the Minister, the modification is to be undertaken by the Chief Executive Officer in accordance with the requirements of the regulations unless the modification affects the intent of the Amendment, or necessitates advertising, in which case it shall be referred to the Council for consideration.

 

7.         Resolves that, in the event the Minister declines to support the amendment, that the Minister be asked to consider identification of alternative solutions that can ensure relocated houses and prefabricated buildings are consistent with the character and amenity of the locality in which the development is proposed.

 

 


Council

61

25 November 2015

11.1

Attachment a

Schedule of Submissions

 

SCHEDULE OF SUBMISSIONS     

AMENDMENT NO 10 - PREFABRICATED BUILDINGS - FOR ADOPTION

ADVERTISED - 12 August 2015 - 23 September 2015

No

Address

Nature of Submission

Comment

Recommendation

1

Port Geographe Landowners Association Inc.

 

PO Box 1456 Busselton

The Port Geographe Landowners Association had advocated a control on relocated buildings as a result of community concern following the placement of a relocated building in poor condition on the foreshore.

 

It is their concern that planning considerations alone for prefabricated buildings are not enough and it welcomed the additional inclusion of:

 

The local government shall not grant planning approval for development of a prefabricated building anywhere within the Port Geographe Development Area.

 

The Port Geographe Landowners Association required the restriction of prefabricated buildings in Port Geographe, to be included as in the advertised amendment, because unlike other new residential estates with covenants controlling the built form and materials, there had been no enforcement at Port Geographe because the developer had gone bankrupt.

 

 

Noted

No change

 


Council                                                                                      63                                                          25 November 2015

11.2           DA15/0476 - RESTAURANT / MARKET, LOT 202 (24), DUNN BAY ROAD, DUNSBOROUGH

SUBJECT INDEX:

Planning/Development Applications

STRATEGIC OBJECTIVE:

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

BUSINESS UNIT:

Development Services and Policy

ACTIVITY UNIT:

Statutory Planning

REPORTING OFFICER:

Senior Development Planner - Andrew Watts

AUTHORISING OFFICER:

Director, Planning and Development Services - Paul Needham

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Site Plan

Attachment b    Development Plans

Attachment c    Schedule of Submissions  

  

PRÉCIS

 

The Council is asked to consider an application seeking approval for a Commercial Complex (Restaurant - Cafe - Food Court - Market) on Lot 202 (No.24)  Dunn Bay Road, Dunsborough (“the site”). A copy of site plans is at Attachment A proposed Development Plans at Attachment B.

 

The planning proposal has been placed before Council due to the significant volume of public submissions received raising concern with the proposed development.

 

It is considered that the proposal is consistent with the relevant planning framework and is recommended for approval subject to conditions.

 

BACKGROUND

 

Lot 202 (No.24)  Dunn Bay Road, is bound by Dunn Bay Road  to the North West, Seymour Boulevard to the South West, Chieftain Crescent to the South East and Lot 200 Dunn Bay Road (Bay Village Resort) to the North East.

 

Under Local Planning Scheme No. 21 the site is zoned Special Purposes – Mixed Use and is subject of Special Provisions 49. Special Provisions 49 in respect to commercial uses states that:

 

Land‐use permissibility shall be the same as for the ‘Business’ Zone…”

 

The development proposal consists of two café tenancies fronting Dunn Bay Road, with a seven stall ‘multiple outlet restaurant court’ and 38 market stalls fronting Seymour Boulevard.

 

Under the Scheme these fit within the use classes of ‘Restaurant’ and ‘Market’ which are permitted and discretionary uses respectively.

 

The proposed building has a maximum total height of 10.0 metres, which is consistent with the Scheme’s height controls.

 

Assessment of the parking needs for the development has been made based on the City’s Local Planning Policy 8ACarparking Provisions Policy. The applicable parking rate for Business Zoned properties in the Busselton and Dunsborough CBD’s is 4 carparking bays per 100m2 Net Lettable Area (NLA). The NLA does not include service areas, toilets or general thoroughfare areas of a building, nor have alfresco areas been included. The total NLA has been determined to be approximately 760m2, which generates the need for 31 bays. The development plan indicates 6 bays onsite, including 1 disabled bay, resulting in a shortfall of 25 on-site parking bays.

 

The Car Parking Provisions Policy (8A) and Scheme 21 include provisions for the option of a payment of cash-in-lieu of the shortfall of parking bays where considered appropriate by the City.

 

The applicant is seeking that the cash-in-lieu be accepted by the City. The City's current cash-in-lieu payment is $10,133.41 per bay. The total amount if cash-in-lieu is to be provided for the shortfall of all parking spaces $253,335.25.

 

The City is embarking upon Dunsborough Townscape Upgrade Works which includes the provision of approximately 80 formal parking bays within 200m of the site and cash-in-lieu monies can be put towards facilitating the development of this parking. In addition, the Council has identified an objective to secure a larger site for public car parking on the western edge of the Dunsborough Town Centre.

 

To further facilitate roadworks proposed by the townscape upgrade works, the City has proposed a landswap with the owner of Lot 202, whereby the City gives up a 113m2 portion of the Seymour Boulevard road reserve in exchange for an equal sized portion of Lot 202 being acquired by the City.

 

Although not specifically required by the Scheme, the proposal was referred to adjoining landowners and advertised in the local newspaper. The proposal was advertised for public comment due to the proposal being located in a prominent position in the Dunsborough Town Centre and proposing a significant cash-in-lieu of component to address parking required to service the development.    

 

STATUTORY ENVIRONMENT

 

The key elements of the statutory environment that relate to the proposal are set out in the Local  Planning Scheme.

 

The site is located in the ‘Business’ zone. Objectives of this zone relevant to this application are as follows:

 

(a)       To provide for conveniently‐located shopping and other service associated commercial activities to service each centre’s catchment area, as determined by the relevant planning framework.

(b)       To maintain and reinforce the viability of existing commercial centres, including those supporting adjoining agricultural areas.

 

Policies of the “Business’ zone relevant to this application are:

 

(a)       To encourage the provision of retail and other business services and associated  development to add to the strength and diversity of existing centres.

 (b)      As far as is practical and appropriate to allow market forces to influence the location of retail and office uses within existing centres with minimal intervention by the local government.

(c)        To allow residential development only where it is a component of commercial development.

(d)       To utilise and strengthen the existing town centres of Busselton and Dunsborough as the primary retail and commercial centres of the City by active discouragement of any new “out of town” shopping centres other than neighbourhood shopping centres, convenience stores and the like.

(e)       The consolidation of land to assemble larger land parcels suitable for integrated development or redevelopment is encouraged and supported. Fragmentation of land, unless it is part of an overall plan for integrated development or redevelopment, will generally not be supported.

Part 5 of the Scheme deals with General Development Requirements and clauses relevant to the provision of parking in the business zone are:

 

5.8 Height of Buildings

The building height limit under the scheme for the subject property is three storeys or a total height of 10 metres above natural ground level.

 

5.21 Service Courts in the Business & Restricted Business Zones

One or more service court(s), shall be provided in any commercial development for the storage and concealment of refuse disposal bins, crates and other materials of trade. A service court shall be not less than 10m² in area with a minimum internal dimension of 3.5 metres and shall be screened to the satisfaction of the local government.

 

5.22 Parking in the Business and Restricted Business Zones

Provision shall be made for the off‐street parking of motor vehicles without charge to the general public in all development in the Business zone or Restricted Business zone. Parking areas shall be paved, drained and marked to the satisfaction of the local government and maintained thereafter, and shall be designed so as to enable all vehicles to return to the street in forward gear.

5.23 Cash‐In‐Lieu of Parking in the Business and Restricted Business Zones

5.23.1 The local government may, in respect of a use or development proposed within the Business zone or Restricted Business zone, require or accept the payment of cash‐in‐lieu of the provision of parking spaces on the lot of the proposed use or development. The intent of providing for the payment of cash‐in‐lieu of the provision of parking is to encourage comprehensive, consolidated and co‐ordinated development, to enable better and safer management of pedestrian and vehicular traffic and to facilitate the provision of strategically and conveniently‐located public parking facilities.

5.23.2 The cash payment in lieu of the provision of parking shall not be less than the estimated cost to local government of ‐

(a) constructing, sealing and draining the number of car parking spaces as a consequence of the development; and

(b) all associated administration costs to local government and shall not include any costs

related to the value or acquisition of land.

 

RELEVANT PLANS AND POLICIES

 

The key policy implications for consideration are set out in the following policy documents:

·    Local Planning Policy 6B Percent for Art

·    Local Planning Policy 8A City of Busselton Car Parking Provisions

 

Percent for Art

The City of Busselton requires eligible proposals to provide public art contributions. All development proposals for multiple dwellings, grouped dwellings, mixed use, commercial, civic, institutional, educational projects or public works of a value greater than $1,000,000 (one million dollars) are regarded as eligible proposals under the percent for art provisions.

 

The cost of any Public Art provided under these provisions shall be no less than one percent of the value of the eligible proposal. Public Art required pursuant to these provisions shall be provided on site by the proponent. Alternatively, the proponent may choose to satisfy the contribution through a cash in lieu payment towards precinct public artwork. In cases where the proponent chooses a cash in lieu payment as their preferred method of satisfying their obligation, the funds collected from their contribution shall be expended by the City on public artwork in the Precinct in which the funds were collected.

 

City of Busselton Car Parking Provisions

Where car parking cannot be provided onsite or where on site provision is not desirable in terms of traffic or pedestrian management, then all or part of the shortfall may be met via a cash-in-lieu payment. Car parking requirements are discussed in more detail in the ‘officer comment’ part of the report.

 

FINANCIAL IMPLICATIONS

 

This application may result in financial implications in respect to the payment of cash-in-lieu of required parking bays. If cash-in-lieu of onsite parking bays is accepted by the City, this money is to be set aside and

 

STRATEGIC COMMUNITY OBJECTIVES

 

The recommendation of this report reflects Community Objectives 2.2 and 3.1 of the Strategic Community Plan 2013, which are:

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

3.1          A strong, innovative and diversified economy that attracts people to live, work, invest and visit.

 

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. Risks are only identified where the individual risk, once controls are identified, is medium or greater. No such risks have been identified.

 

CONSULTATION

 

The proposal was referred to adjoining landowners of the proposed development site and was also advertised in the local newspaper for a period of 14 days.

 

A total of twenty-three public submissions were received.  The majority of public submissions received were objecting or raising concerns with the proposal for the following reasons:

 

·    Detrimental impact of the proposed restaurant court and markets on existing businesses and that the restaurant court will be occupied by out of town fast food chains.

·    Inadequate provision of parking and proposal will impact on availability of existing car parking in the town site.

·    Concern regarding the scale and design of the building.

·    The proposal is not in keeping with the village atmosphere of Dunsborough.

·    Concern with impact of the proposal on neighbouring residential properties on Chieftain Crescent.

These concerns raised in the submissions are discussed further below and specific consideration of each of the submissions is given at Attachment C.

 

OFFICER COMMENT

 

The key questions requiring to be considered in determining the application are seen as being –

 

1.    Is the City satisfied that, balancing land use, design and other relevant planning considerations, the proposed development is appropriate to be approved?

2.    If the answer to that question is ‘yes’, is the City prepared to accept cash-in-lieu to address car parking requirements in order to facilitate the development?

 

The proposal will have sufficient infrastructure and servicing and is considered to be generally consistent with the objectives and policies for the business zone.

 

Land use

 

Numerous submissions, including from existing Dunsborough business owners, raise concern that the proposal will impact on current restaurant, café and local artist businesses in town that are already struggling to be profitable outside of the main tourist seasons,. Many of these submissions also raise concern that the restaurant court will be predominantly occupied by out of town fast food chains.

 

The site has been zoned Special Purposes – Mixed Use. Mixed Use development is typically expected to include a range of commercial uses and frequently will include a range of café/restaurants and small retail including artists. The proposed development from land use perspective is therefore consistent with the zoning of the land. Whilst development on this site may have an affect on some existing businesses, that is not something that can be considered in the making of a planning decision of this kind.

 

Car Parking

 

Concerns have been raised in submissions that the proposal will add to already existing parking issues in the Dunsborough Town Centre and it is not acceptable for the development to not develop sufficient on site parking.

 

Conversely some submissions clearly supported minimising onsite parking in favour of providing parking that could be used by all of the public rather than just patrons of the development.

 

The Scheme and City of Busselton Car Parking Provisions specifically recognise that there are instances where it may be appropriate and even desirable for a development to provide cash-in-lieu of onsite carparking. Such examples are to encourage comprehensive, consolidated and co‐ordinated development, to enable better and safer management of pedestrian and vehicular traffic and to facilitate the provision of strategically and conveniently‐located public parking facilities.

 

The City is embarking upon Dunsborough Townscape Upgrade Works which includes the provision of public parking facilities within 200m of the site in a location which aids management of safer pedestrian and vehicle traffic flow.  Cash-in-lieu monies can be put towards facilitating the development of this parking and is considered to provide a better outcome for Dunsborough than having the use, street activation and general aesthetics of a visually prominent site compromised by carparking. 

 

Concern has been raised that if new parking is not located within an appropriate location then the patrons of the proposed development will as a first option use the privately owned car park at Dunsborough Park Shopping Centre immediately opposite the development site. It should be noted that a significant proportion of the car parking in this area is actually public car parking, with slightly less than half of the existing car parking in this area actually being private car parking. Of the approximately 80 parking bays proposed as part of Dunsborough Townscape Upgrade Works, between 20 and 25 of the new parking bays (subject to final design) are proposed to be located adjacent to the existing private carpark, opposite the development site.  The cash-in-lieu proposed is to cover a shortfall of 26 bays and can be directly used to provide the majority of the necessary parking in the most convenient location. It is considered that this should adequately address the concern that private car parking would be significantly occupied by patrons of Lot 202 Dunn Bay Road. 

 

Once the parking associated with upgrade works is completed then it is anticipated that this will help reduce the current problems with parking supply in Dunsborough Town Centre during peak periods. For a range of reasons, however, it is difficult to see a situation arising in which parking supply in Dunsborough Town Centre can be increased to a level such that there is not a very high level of demand for the available parking during peak periods.

 

Building Design

 

Concerns have been raised that the proposed building design is not in keeping with the ‘village atmosphere’ and is more typical of shopping centre buildings in Perth. Particular comments raised in respect to building height, materials used and roofline style

 

The proposed building complies with the specified building height limit in the Scheme, which is 10m. The maximum building height proposed is 10m, with the majority of the building being a single storey design well below 10m in height. There are other buildings in the Dunsborough townsite built up to the 10m height limit.

 

The proposed building design includes bi-fold doors to restaurant court and café tenancies to provide activation to both Dunn Bay Road and Seymour Boulevard. The applicant has advised that they intend to use composite materials i.e colorbond, timber and stone which are similar to that used on other buildings in town and that the design has given consideration to rain, wind, summer and winter sun and ventilation needs.

 

Impact on adjoining landowners

 

Owners of residential properties on Chieftain Crescent are not happy with the proposed service zone off Chieftain Crescent.  Increased traffic, noise and visual pollution from car park, bin/wash down area and loading bay being directly opposite homes are the main concerns raised. The hours of operation from 7am – 11pm with possible late night noise was also raised as a concern.

 

Engineering Services staff have assessed the proposed inclusion of parking bays accessing off Chieftain Crescent and have advised that they are comfortable that due to the low traffic volume and low speed on Chieftain there is an acceptably low risk posed by 5 x vehicles and bin access reversing out of the development onto the road. It should be noted that the main loading bay is proposed to be developed on Seymour Boulevard and is designed so as to ensure that vehicles using it can enter and exit in forward gear. Positioning of these facilities such that they enter/exit onto the lowest traffic volume road is considered to be significantly less likely to cause traffic conflict than access onto Seymour Boulevard or Dunn Bay Road. 

 

Bin enclosures design, wash down and rubbish management will be required to meet health legislation requirements. Noise will be required to be kept within the appropriate limits specified by the Environmental Protection (Noise) Regulations 1997.

 

Given the site has been zoned to facilitate commercial development, any development of the site is likely to have a similar level of impact neighbouring residential properties.

 

CONCLUSION

 

It is recommended that the Council approve the development with conditions including payment of cash-in-lieu of onsite parking bays.

 

OPTIONS

 

The Council could:

 

1.    Refuse the proposal, setting out reasons for doing so.

2.    Apply additional or different conditions.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

The proponent will be advised of the Council decision within two weeks of the Council meeting.

 

OFFICER RECOMMENDATION

That the Council resolve:

 

1.    That application DA15/0476 submitted for development at Lot 202 (No.71) Dunn Bay Road, Dunsborough is considered by the Council to be generally consistent with Local Planning Scheme No. 21 and the objectives and policies of the zone within which it is located.

 

2.    That Development Approval is issued for the proposal referred to in 1. above subject to the following conditions:

 

General Conditions:

1.         All development is to be in accordance with the approved Development Plan dated    (attached), including any amendments placed thereon by the City and except as may be modified by the following conditions.

 

2.         The development hereby approved shall be substantially commenced within two years from the date of this decision letter.

 

Prior to Commencement of Any Works Conditions:

3.         If land swap arrangements are unable to be completed, details of a revised development contained entirely within the boundaries of Lot 202 Dsunn Bay Road are to be submitted to the City and approved in writing.

 

4.         The development hereby approved, or any works required to implement the development, shall not commence until the following plans or details have been submitted to the City and have been approved in writing:

a)    A Construction Management Plan.

b)    A detailed schedule of colours and materials.

c)    Satisfactory arrangements shall be made with the City to provide public art works.  This entails compliance with the Percent for Art provisions of the City's Development Contribution Policy via appropriate works up to a minimum value of 1% of the Estimated Cost of Development ("ECD"). Where the value of on-site works is less than 1% of the ECD, a payment sufficient to bring the total contribution to 1% of the ECD is required.

d)    Details of stormwater and surface water drainage. Stormwater to be retained for use and/or infiltration within the lot at a rate of 1m³ per 40m² of impervious area.

e)    A Landscape Plan.

f)     Details of the vehicular crossovers.

g)     Details of the bicycle parking facilities. The details shall include, as a minimum, the location, design and materials to be used in their construction.

5.         The development hereby approved, or any works required to implement the development, shall not commence until the following contributions have been paid to the City:

a)  A contribution of $253,335.25 in lieu of the provision of onsite parking bays.

 

Prior to Occupation/Use of the Development Conditions:

6.         The development hereby approved shall not be occupied or used until all plans, details of works required by Conditions(s) 1, 3 and 4 have been implemented and the following conditions have been complied with:

a)     Landscaping and reticulation shall be implemented in accordance with the approved Landscape Plan and shall thereafter be maintained to the satisfaction of the City.  Unless otherwise first agreed in writing, any trees or plants which, within a period of five years from first planting, are removed, die or, as assessed by the City as being seriously damaged, shall be replaced within the next available planting season with others of the same species, size and number as originally approved.

b)     A minimum number of 6 car parking bays (including 1 disabled bay) shall be provided on site.  The parking area(s), driveway(s) and point(s) of ingress and egress [including crossover(s)] shall be designed, constructed, sealed, drained and marked.

On-going Conditions:

 

7.         The works undertaken to satisfy Condition(s) 1, 3, and 5 shall be subsequently maintained for the life of the development.

 


Council

71

25 November 2015

11.2

Attachment a

Site Plan

 


Council

73

25 November 2015

11.2

Attachment b

Development Plans

 


 


 


 


 


 


 


 


 


Council

83

25 November 2015

11.2

Attachment c

Schedule of Submissions

 

 

App.

No

ADDRESS

NAME

Nature of Submission

Comment

1

Shop7/34 Dunn Bay Road

A Sogiovanni

1.   Objection to proposal.

2.   Lack of onsite parking will result in parking in other already full parking areas. Cash-in-lieu should not be accepted;

3.   Dunsborough cannot sustain more restaurants/cafes,  existing businesses are already struggling;

4.   Visual impact. This is a big city type development in a small country town.

5.   Concerns over traffic and congestion.

6.   Noise – the development is adjacent to accommodation and residential housing. The business proposing to stay open till 11pm will create noise disruption to home and businesses.

1.     Noted

2.     See Officers Comments in Report

3.     See Officers Comments in Report

4.     See Officers Comments in Report

5.     See Officers Comments in Report

6.     See Officers Comments in Report

 

 

2

 

SL Goueff

1.    Objection to proposal.

2.    Do not believe the type and scale of development is in keeping with Dunsborough;

3.    Concerned that restaurant court will be occupied by international fast food francises;

4.    Lack of onsite parking will result in parking in other already full parking areas. Cash-in-lieu should not be accepted;

5.    Concerns over traffic and congestion.

1.     Noted

2.     See Officers Comments in Report

3.     See Officers Comments in Report

4.     See Officers Comments in Report

5.     See Officers Comments in Report

3

Dunsborough Design

I Spelman

1.     The building style and scale is incompatible with others in Dunsborough.

2.     The is insufficient parking and cash-in-lieu will not solve the problem.

1.     See Officers Comments in Report.

2.     See Officers Comments in Report

 

4

Lot 107 Honeycombe Lane

J Carrico

1.     Objection to proposal.

2.     Do not believe the type of development is not needed in  Dunsborough;

1.     Noted

2.     See Officers Comments in Report

 

5

41 Chietain Crescent

B & I Stone

1.    Objection to proposal.

2.    The service zone off Chieftain Crescent – increased traffic, noise, odour and visual pollution - the car park, bin/wash down area and loading bay being directly opposite our home.   This will cause increased traffic and noise from rubbish and services vehicles accessing and egressing this area, as well visual and possible odour pollution. 

3.    Noise due to operation 7am – 11pm, 7  days a week.

4.    Car parking pressures.

5.    Impact of proposal to properties on Chieftain

6.    Why was this not assessed by a JDAP?

7.    Question the market research undertaken by the developer.

8.    Submission timeframe was too short.

1.     Noted;

2.     See Officers Comments in Report

3.     See Officers Comments in Report.

4.     See Officers Comments in Report.

5.     See Officers Comments in Report.

6.     The estimated cost of the development is not such that it triggers the requirement for the proposal to be assessed by a JDAP.

7.     Market research data is a matter for the applicant, and concerns about business competition, within a business area, is not something the City can use as a planning decision.

8.     The submission timeframe was consistent with that provided for in the Local Planning Scheme. 

6

Shop 2/237 Naturaliste Tce

P Woods

1.     Objection to proposal.

2.     Proposal will ruin the character of town

3.     As a small business owner believe that existing  businesses will be severely affected;

4.     Concerns over parking.

1.     Noted

2.     See Officers Comments in Report.

3.     See Officers Comments in Report.

4.     See Officers Comments in Report.

 

7

 

 

N Pratt

1.     Proponents research is flawed

2.     Design is not in keeping with the softer Dunsborough village style

3.     Concerned about the type of businesses that will occupy the proposal.

4.     Concerned about parking and if cash-in-lieu is accepted it needs to be spent in Dunsborough.

1.    Market research data is a matter for the applicant, and concerns about business competition, within a business area, is not something the City can use as a planning decision.

2.   See Officers Comments in Report.

3.   See Officers Comments in Report.

4.   See Officers Comments in Report.

 

8

 

M Edwards

1.     Generally Supportive of the development.

2.     Concern that the development may too closely resemble a shopping centre and is not in keeping with the current character of the town. Suggestions provided for how to improve building design

3.     Concern that stakeholders affected by proposal have not been consulted directly.

4.     Concern about loss of trees from site and need for a possum spotter.

5.     Fantastic that car parking is minimised. There will be/is enough parking in Dunsborough.

6.     Pedestrian and bike access is important throughout town. Bike rack need to be included as identified.

1.     Noted

2.     See Officers Comments in Report.

3.     Consultation has been undertaken in accordance with standard Scheme procedures, notwithstanding that there was no legislative requirement for advertisng this proposal. Direct consultation via letter has been  undertaken for adjoining landowners, there are many occupiers of business premises in town, the City generally only has details for property owners not tenants and therefore newspaper advertising is considered the appropriate method for the City to consult.

4.     The site has been largely devoid of significant vegetation for many years.

5.     Noted.

6.     Noted. Provision of adequate bike facilities are part of the officer assessment consideration of the proposal.

9

 

N & J Wallington

1.   Objection to proposal.

2.    The service zone off Chieftain Crescent – increased traffic, noise, odour and visual pollution - the car park, bin/wash down area and loading bay being directly opposite our home.   This will cause increased traffic and noise from rubbish and services vehicles accessing and egressing this area, as well visual and possible odour pollution. 

3.    Noise due to operation 7am – 11pm, 7  days a week.

4.    Car parking pressures.

5.    Impact of proposal to properties on Chieftain

6.    Why was this not assessed by a JDAP?

7.    Question the market research undertaken by the developer.

1.     Noted;

2.     See Officers Comments in Report

3.     See Officers Comments in Report.

4.     See Officers Comments in Report.

5.     See Officers Comments in Report.

6.     The estimated cost of the development is not such that it triggers the requirement for the proposal to be assessed by a JDAP.

7.     Market research data is a matter for the applicant, and concerns about business competition, within a business area, is not something the City can use as a planning decision.

10

19 Gibson Drive

M Dart

1.    Proposal should not proceed in the current form

2.    A shortfall of 26 carparking bays is unacceptable.

3.    The proposal will impact on existing markets and businesses in Dunsborough.

4.    Trading hours proposed and undesirable and concern that restaurant court will be occupied by fast food chains from out of town.

1.     Noted.

2.     See Officers Comments in Report

3.     See Officers Comments in Report

4.     See Officers Comments in Report

 

11

 

M King

1.    Concerns about how this proposal will affect existing small businesses.

2.    Disappointing about the time frame for response.

1.     See Officers Comments in Report

2.     The submission timeframe was consistent with that provided for in the Local Planning Scheme. 

12

27 North St

E Perry

1.    Concern with traffic conflict and parking issues at this site

2.    Impact on existing businesses

1.     See Officers Comments in Report

2.     See Officers Comments in Report

 

13

 

Dunsborough Districts Progress Assoc.

1.     Broadly Supportive of  the development

2.     General support of markets stalls and family friendly food venues

3.     Desirable for access to tenancies from street to be maintained open.

4.     Cash –in lieu needs to be directed toward future works on Dunsborough CBD parking

5.     Well designed pedestrian and bike access is important.

6.     Need for a possum spotter and offset planting.

 

1.     Noted

2.     Noted

3.     Agreed street activation is important. See Officers Comments in Report

4.     See Officers Comments in Report

5.     Agreed. Provision of adequate bike facilities are part of the officer assessment consideration of the proposal.

6.     The site has been largely devoid of significant vegetation for many years.

 

14

 

D Gardner

1.     Size and appearance of proposal is out of place in Dunsborough. A smaller scale building would be more suitable

2.     Concern about international fast food chains occupying Restaurant court

 

1.     See Officers Comments in Report

2.     See Officers Comments in Report

 

15

1/234 Naturaliste Tce

 

C & R Haigh

1.     A food court does not fit with the atmosphere of Dunsborough.

2.     Concern about impact on existing business

3.     Parking and traffic congestion concerns

1.     See Officers Comments in Report

2.     See Officers Comments in Report

3.     See Officers Comments in Report

 

16

11 Bushland Close

P McGann

1.     Concern about impact on existing business

2.     Parking and traffic congestion concerns.

1.     See Officers Comments in Report

2.     See Officers Comments in Report

 

17

8 Patton Tce

Quindalup

A Cooper

1.     Not against development

2.     Concerned with traffic flow and parking issues.

3.     Cash-in-lieu money needs to go to actual creation of new parking bays

1.     See Officers Comments in Report

2.     See Officers Comments in Report

3.     See Officers Comments in Report

 

18

170 Lagoon Dve, Yallingup

A Sharp

1.     Concerned with design of building

2.     Questions market research undertaken

1.     See Officers Comments in Report

2.     Market research data is a matter for the applicant, and concerns about business competition, within a business area, is not something the City can use as a planning decision.

19

 

T Chappell

1.     Proposal is not in keeping with Dunsborough atmosphere.

2.     Concern about impact on existing business

3.     Questions market research undertaken

4.     Concern about impact on residential properties

5.     Parking concerns and should not accept cash-in-lieu

 

1.     See Officers Comments in Report

2.     See Officers Comments in Report

3.     Market research data is a matter for the applicant, and concerns about business competition, within a business area, is not something the City can use as a planning decision.

4.     See Officers Comments in Report

5.     See Officers Comments in Report

 

20.

 

T Black

1.     Object to proposal

2.     Concerned with traffic congestion and parking

3.     Proposal duplicates existing businesses

1.     Noted.

2.     See Officers Comments in Report

3.     See Officers Comments in Report

 

 

21

Amigos Mexican Restaurant

Seymour Boulevard

R Renn

1.     As a local restaurant owner strongly support the proposal

2.     Dunsborough has a lack of casual eating places for the average family.

3.     Good location.

4.     The casual market style will attract more tourists to Dunsborough

5.     Has lodged an expression of interest to lease in the restaurant court to supplement existing business.

 

1.     Noted.

2.     Noted.

3.     Noted.

4.     Noted.

5.     Noted.

 

22

 

B Linaker

1.     Parking is a major problem

2.     There are ample food outlets in Dunsborough.

1.     See Officers Comments in Report

2.     See Officers Comments in Report

 

23

 

M Unger

1.     Object to proposal

2.     Proposal does not fit with Dunsborough Village lifestyle

3.     Will make it harder for existing business owners

4.     Parking is a problem

1.     Noted

2.     See Officers Comments in Report

3.     See Officers Comments in Report

4.     See Officers Comments in Report

 

 

 


FIN - Bank Guarantee12.              Engineering and Works Services Report

Nil

13.             Community and Commercial Services Report

13.1           DRAFT CITY OF BUSSELTON SOCIAL AND AGEING PLAN 2015-2025

SUBJECT INDEX:

Community Development

STRATEGIC OBJECTIVE:

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

BUSINESS UNIT:

Community Services

ACTIVITY UNIT:

Community Services

REPORTING OFFICER:

Community Development Coordinator - Jeremy O’Neill

AUTHORISING OFFICER:

Director, Community and Commercial Services - Naomi Searle

VOTING REQUIREMENT:

Simple Majority

ATTACHMENTS:

Attachment a   Draft City of Busselton Social and Ageing Plan 2015 - 2025  

  

PRÉCIS

 

In 2012, the City of Busselton developed a Social and Ageing Plan (the Plan) to meet the needs of the rapidly changing community.  At the 30 January 2013 meeting, the Social and Ageing Plan was endorsed by Council as a guide for future planning. Three years on the plan has been reviewed and updated in line with community expectations reflected through consultation, including consultation as part of the City’s Strategic Community Plan 2015 review. This report recommends that the Council endorses the draft Plan to be publicly advertised for a period of twenty one (21) days, and that subject to submissions received through the advertising process being referred back to Council for consideration, adopts the Social and Ageing Plan 2015-2025 as a guide for future planning.

 

BACKGROUND

 

In August 2011, City Officers prepared a Social and Ageing Plan to identify and prioritise community needs and aspirations.  As part of this, Officers undertook a significant level of community consultation and review of existing publications to inform the formation of the Plan, including the following:

·    Obtained and analysed existing information available to establish the community’s needs and priorities. This included (then) current and projected demographic and economic data and existing strategies and plans;

·    Reviewed (then) current services within the community to determine their appropriateness and accessibility;

·    Consulted with other government and non-government agencies, local community groups and other internal and external stakeholders to establish priorities and formulate strategies, goals and actions to achieve them;

·    Performed further consultation with these agencies, groups and stakeholders on a series of draft plans;

·    Integrated key findings, strategies and desired outcomes both from and into the City’s Strategic Community Plan.

On 30 January 2013, Council endorsed the Social and Ageing Plan as a guide for future planning for the period 2012 -2020.

 

On an annual basis City Officers undertake a review of the progress of the actions completed of the ten (10) key goal areas identified in the Plan and communicate this to Council, and the wider community.

Three years from the development of the Plan, City Officers have undertaken a significant review, including the updating of priorities and actions in consultation with the community.  Part of this consultation was conducted as part of the Community Strategic Plan review undertaken in 2015. 

This report provides an overview of the Plan and recommends that the updated Plan be advertised for public comment.

 

STATUTORY ENVIRONMENT

 

The Social and Ageing Plan supports the achievements of Council’s obligations under the new Integrated Planning Framework and associated regulations introduced in August 2012.

 

RELEVANT PLANS AND POLICIES

 

The City’s Community Engagement and Consultation Policy has been used as a framework for the consultation undertaken in the revised Social and Ageing Plan.

 

Other City of Busselton Plans such as the Disability Access and Inclusion Plan, Safety and Security Strategy, Leisure Services Plan, Bike Plan and Cultural Plan all informed the development of the Social and Ageing Plan.

 

FINANCIAL IMPLICATIONS

 

Many of the actions in the City of Busselton Social and Ageing Plan will be funded from existing resources. Where possible, any implications for additional funding have been estimated in the ‘Cost Estimate’ column of the Plan with notes to identify potential Council and external funding sources.  It is to be noted that these funding sources are indicative only and are by no means confirmed.  It should be noted however that the City is responsible for the facilitation of the Plan’s implementation, and whilst the City is responsible for specific actions, the majority of actions will be undertaken by external stakeholders.

 

Long-term Financial Plan Implications

 

The implementation of actions where the City is identified as the responsible/lead agency and is subject to continued assessment in light of any other competing priorities of Council and will be further reviewed and prioritised as part of the City’s ongoing future financial and corporate planning Cycles.

 

STRATEGIC COMMUNITY OBJECTIVES

 

The Plan is a Community Wellbeing / Quality of Life document and is consistent with the following City of Busselton Community Strategic Plan objectives:

 

Caring and Inclusive Community

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

·   A community that provides opportunities for our youth to learn, grow, work and become healthy adults.

·   A community that supports healthy, active ageing and services to enhance quality of life as we age.

 

Well Planned, Vibrant and Active Spaces

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

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

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

 

Robust Local Economy

·   A strong, innovative and diversified economy that attracts people to live, work, invest and visit.

·   A City recognised for its high quality events and year round tourist offerings.

·   A community where local business is supported.

 

Connected City                           

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

·   A community that is well connected to its neighbours and the broader world.

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

 

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 officer recommendation is considered to be “low” risk.

 

CONSULTATION

 

The Social and Ageing Plan 2015 review has been informed by extensive consultation with the lead agencies and partners who have assisted in the development of key issues, goals, actions and responsibilities identified in the Plan.

 

These agencies and partners were instrumental in the development of the original Social and Ageing Plan and were re-engaged again in 2015 to confirm if there have been any significant changes in actions or priorities going forward.

 

OFFICER COMMENT

 

The Strategic Community Plan identifies at the highest level the priority needs of the community for the next ten (10) years. The Social and Ageing Plan breaks down the objectives in the Strategic Community Plan into specific actions for Local Government, other Government and non-government agencies and community groups to achieve the objectives stated in the Strategic Community Plan.

 

The Plan provides a ‘social vision’ for the community and unified focus. It identifies how as a community we will respond to the changing values and needs, and the social issues and opportunities that change presents. As a result of the consultation conducted to date for both this Plan, other plans and the Strategic Community Plan, the community’s values are centred around the 10 key goal areas upon which the Social and Ageing Plan is structured. These are:

 

•             Recreation and Leisure Services

•             Transport

•             Community Health and Wellbeing

•             Seniors and Ageing

•             Youth Services

•             Children and Family Services      

•             Education and Learning

•             Community Safety

•             Culture

•             Business, Industry and Employment

 

There has been significant progress made against actions in the Plan since its inception in 2013.  This is highlighted in the revised Plan in a section titled ‘Completed Actions.’  In addition there is also a new section added titled ‘Measuring Outcomes’, which provides the City with some quantitative key performance indicators that, in addition to the completion or progress against action items, provides feedback on community and social improvements or deteriorations within the City of Busselton. 

 

The other ‘Lead Agencies’ identified in the Plan have been involved in the development of the key issues and subsequent actions to address them. These agencies and partners were instrumental in the development of the original Social and Ageing Plan and were re-engaged again in 2015 to confirm if there have been any significant changes in actions or priorities going forward.

 

The Plan proposes a timeframe of ten (10) years from 2015 to 2025, to be reviewed every two years in line with the review cycles of the Strategic Community Plan.

 

CONCLUSION

 

Officers recommend the Council adopts the draft City of Busselton Social and Ageing Plan to provide direction to City Officers, other government and non-government agencies and community groups on how stakeholders can work together to manage the community’s key social and ageing issues and priorities identified over the next ten (10) years from 2015 to 2025, to be reviewed every two years in line with the review cycles of the Strategic Community Plan.

 

The Plan will be advertised for 21 days with any public comments that would significantly alter the priorities identified in the Plan to be reported back to Council for consideration.

 

OPTIONS

 

The Council may choose to:

 

Option 1: Approve the draft City of Busselton Social and Ageing Plan to be advertised subject to modifications as required by the Council.

 

Option 2: Not approve the draft City of Busselton Social and Ageing Plan for advertising.

 

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

 

The draft City of Busselton Social and Ageing Plan will be advertised to the public within two weeks of the Council resolution and be advertised for a period of twenty one (21) days with any public comments that would significantly alter the priorities identified in the Plan to be reported back to Council for their consideration.

 

OFFICER RECOMMENDATION

 

That the Council:

 

1.    Endorses the draft City of Busselton Social and Ageing Plan 2015-2025 to be advertised for public comment for a period of 21 days.

 

2.    Subject to submissions received through the advertising process being referred back to Council for consideration, adopts the Social and Ageing Plan 2015-2025 as a guide for future planning.

 


Council

95

25 November 2015

13.1

Attachment a

Draft City of Busselton Social and Ageing Plan 2015 - 2025

 

 

City of Busselton Social Plan & Ageing Plan 2012-2020

A healthy, safe and welcoming community, with a robust economy that provides for a vibrant living place with a diverse range of recreational, educational and cultural activities that are accessible to the whole community.

,City of Busselton Social Plan & Ageing Plan 2015-2025

A healthy, safe and welcoming community, with a robust economy that provides for a vibrant living place with a diverse range of recreational, educational and cultural activities that are accessible to the whole community.
 

 

 

 

 

 

 

 

 

 

 


Older Cyclist      Jetty Fiesta (217)      Library time

February 2015 ReviewCOB-RGB

 

 


Contents

 

Executive Summary. 3

Introduction. 6

Common Issues and Opportunities. 8

Social Vision. 11

Recreation and Leisure Services. 12

Transport 18

Community Health and Wellbeing. 22

Seniors/Ageing. 26

Youth Services. 32

Children and Family Services. 43

Education and Learning. 50

Community Safety. 54

Cultural Services. 60

Business, Industry and Employment Services. 67

 

 

 

 

 

Executive Summary

The City of Busselton is located in the south west of Western Australia 225 kilometres south of Perth, comprising of the towns of Busselton, Dunsborough and Yallingup. The City of Busselton is located in the Capes region, which consists of the area defined by the local government areas of Busselton and Augusta Margaret River. The traditional owners of the land are the Noongar Aboriginal people of the south west, who inhabited this country some 40,000 years before European occupation.  European settlement of the City began in 1834.

 

In 2013 the City of Busselton had an estimated resident population of 34,290, and an average annual growth rate over the past 20 years in excess of 4%, one of the highest sustained growth rates for a regional area in Australia. The City of Busselton responded to the needs of this rapidly changing community by developing a Social Plan. The Plan provides a social vision for the City. This vision is “A healthy, safe and welcoming community, with a robust economy that provides for a vibrant living place with a diverse range of recreational and cultural activities that are accessible to the whole community.”

 

The Plan identifies existing and future social issues and opportunities and priority actions for the City, government and non government agencies and community groups for how we can work together to manage the changing and growing needs of our community. The plan is a Community Wellbeing / Quality of Life document and will be a key contributor to achieving the Caring and Inclusive goal in the City’s Strategic Community Plan. The Social and Ageing Plan has integrated a wide range of plans to achieve a more coordinated approach to planning and implementation of community services so that the community, Government and Council are appropriately informed of our community’s needs and how they are being met.

 

The Social and Ageing Plan considers the following sectors of the City of Busselton community:

·    Recreation and Leisure Services

·    Transport

·    Community Health and Wellbeing

·    Seniors and Ageing

·    Youth Services

·    Children and Family Services      

·    Education and Learning

·    Community Safety

·    Culture

·    Business, Industry and Employment

 

The Social Plan supports the delivery of many of the Community’s objectives in the City’s Strategic Community Plan and has strategic links to regional planning documents such as the South West Development Commission’s Strategic Plan and Regional Development Australia. Actions where the City of Busselton is the ‘lead agency’ will be individually assessed each year with other competing priorities of Council to determine how the City allocates its resources for associated budget development. These actions will be further reviewed and prioritised as part of the City’s ongoing future financial and corporate planning processes.

 

 

Plan Development

The Social Plan was developed as follows:

1.    A review of the community profile including the demographic and economic trends of the region,

2.    A review of existing and former City of Busselton plans and strategies relevant to the region,

3.    A review of current services within the community to determine their effectiveness, appropriateness & accessibility,

4.    Consultation with members of target groups, the general community and key stakeholders,

5.    Formulation of actions and set goals and targets,

6.    Consultation with Council and the Community on the draft plan,

7.    Integration of key findings, actions and desired outcomes into the future Strategic Community Plan.

 

Community Consultation

Community consultation for the development and review of this Plan was conducted over a series of different engagement strategies. These strategies included the following:

1.    Public meetings as part of the City’s Strategic Community Plan development

2.    Informal discussions with local people on each of the topics above,

3.    Site visits to other Local Governments to consider other methods of service delivery, programs and activities

4.    Group discussions in the following sectors:

·    Seniors groups and services organisations,

·    Youth specific service providers and a youth voice program through primary and  high schools

·    Quarterly access and inclusion meetings,

·    Individual Community group needs assessments,

·    Combined Community Group needs assessments.

5.    Consultation conducted to develop related plans for example the Cultural Plan, Leisure Services Plan, Access and Inclusion Plan and Community Safety Plan.

6.    Consultation with the Council.

 

Community Profile

Demographic and economic characteristics of the Capes Region include:

·    The Capes Region has the third largest population outside of the Perth Metropolitan Area after the Greater Bunbury Region and the Peel Region;

·    The Capes region is the major visitor destination in the South West region (and the South West is the most visited region in Western Australia outside of the Perth Metropolitan Area);

·    The Capes region produces nearly all of the wine grapes in the South West and the State;

·    The Capes region contributes significantly to retail turnover in the South West;

·    The Capes region contributes one third of the South West region’s workforce.

·    Both the Busselton and Leeuwin health districts have an overall SEIFA Index of relative Socio-Economic Disadvantage scores above 1,000 suggesting they are not disadvantaged areas. However, there are districts with differing levels of disadvantage (for example areas of West Busselton with scores of 847 to 863, areas within Busselton with scores of 872 – 895 and Geographe with a score of 882) which may require targeted services.

 

Demographic and economic characteristics of the City of Busselton include:

 

·    The City of Busselton consists of two main town sites being Busselton and Dunsborough. Approximately 70% of the City’s population is in the town of Busselton;

·    72% of the City’s population is 20 years or over and 29.2% of this population is 55 and over;

·    11% of the community are aged between 15 and 24 and 16.8% are over 65;

·    Children aged up to four increased by more than 30% in the last five years from 1691 to 2213 and children from five to nine increased by 12.5%;

·    The fastest growing age group over the last five years is the 60s

·    The median age is 39;

·    Major industries of employment including agriculture, forestry and fishing, retail trade,   manufacturing and construction. Almost one third (1/3) of the City of Busselton’s workforce is employed in Retail Trade, Accommodation, Cafes and Restaurants;

·    In the summer season the City’s population trebles with visiting holiday makers. Over 600,000 people visit the City each year

·    The City is a popular ‘sea change destination.’ On average 3,000 new residents arrive in the City on an annual basis and 2,100 leave. A large percentage of people who leave the City are aged between 15 and 24 years old and 70 years or older;

·    The City enjoys relatively low unemployment ranging from 3.2% in 2007 to 4.4% in 2010 and 3.5% in 2014;

·    The median individual weekly income is $522 in Busselton and $670 in Dunsborough compared to a WA average of $1,103;

·    22.5% of the population was born overseas, 11% are of North West European origin and 1.6% aboriginal;

·    50.7% have a post school qualification;

·    18% of the population take part in voluntary work with many critical services such as Fire and Emergency and Meals on Wheels dependent on volunteers to resource;

·    The median house price in the Busselton urban area in 2014 was $465,000. An increase of 11% from 2011 prices. Dunsborough has the highest median house price of $625,000, more than in 2014, followed by Broadwater at $482,500.

·    32% of properties in the City are rented with long term rental properties generally in short supply. The median rent for a house is $400 per week;

·    At any time there are around 100 pensioners on the waiting list  for public housing properties.

·    The Department of Housing has a total of 711 properties, of which 595 are in Busselton and 23 in Dunsborough

·    Access housing a not-for-profit company that provides social and affordable housing in WA state waiting times for public housing are between 6 and 7 years;

·    7.4% of households do not have internet;

·    Tourism is estimated to be worth over $200 million per annum with 12.3% of the workforce employed in tourism related job types such as “accommodation, cafe and restaurants”. One of the major economic strategies of the City of Busselton is the continued development of event related tourism, with the development and implementation of national and international events.

 

Life of the Plan

The Plan has a life span until the end of 2025; however it is treated as a living document and will be updated on a  bi-ennial basis, where new goals and actions will be introduced and current issues re-addressed. This review process will be in line with the review cycles of the Strategic Community Plan.

 

Role of the Social and Ageing Plan

The Social and Ageing Plan will form an integral part of the City of Busselton’s Integrated Planning framework and is informed by the City’s Strategic Community Plan. The Social Plan will be reviewed annually as part of the annual planning and budgeting processes. Actions where the City of Busselton is the ‘lead agency’ will be individually assessed each year with other competing priorities of Council to determine how the City allocates its resources for associated budget development. These actions will be further reviewed and prioritised as part of the City’s ongoing future financial and corporate planning processes.

 

Implementation of the Social and Ageing Plan

The Social Plan is a Community document and relies on various ‘lead agencies’ to drive and establish how the various goals and actions within the Plan are achieved. The role of the City is to obtain ownership of the plan by the Community and monitor its implementation. Each ‘lead agency’ must take responsibility for the actions detailed in the Plan and the identified stakeholders commit to be involved and support the ‘lead agency’ to achieve them. It is recommended that a Social Plan Team be established with dedicated staff that can coordinate and monitor the implementation of the Plan. It is proposed the Team consists of the Manager of Community Services, Community Development Coordinator, Cultural Development Officer, Community Development Officer and proposed Youth Officer.

Introduction

The City of Busselton, comprising of the towns of Busselton, Dunsborough and Yallingup and the rural remainder, is growing and changing. The population is increasing at approximately 4% per annum, which is faster than in Western Australia generally and the composition of the population is becoming substantially aged. Approximately 28% of the population is currently 55 years and over, an increase of 2% since the 2006 census.  It is forecast that the number of people aged over 50 in the City will nearly double between 2007 and 2026. There is also a significant “gap” in services and opportunities for the age demographic 12 - 25, which needs to be addressed by strategies and actions to implement a broader range of services aimed at youth such as education and training, affordable housing, employment opportunities and access to health services.

Meeting the social needs of the community is crucial to maintaining a vibrant, functional city. The City of Busselton has responded to the changing needs of the community by developing a Social Plan. The plan identifies existing and future social issues and opportunities, and provides clear strategies and actions to address them, including meeting the existing and future demand for social services. The plan is informed by (but does not necessarily supersede) other Council plans that address disabilities and indigenous issues and culture and lifestyle (figure 1). Together these plans provide overall direction and specific actions to maintain and improve the overall well being of the community.

Figure 1 The links between the Social & Ageing Plan and other Council and Regional plans.

 

008

Common Issues and Opportunities

Coordination, partnership opportunities, networking and information sharing

Greater opportunities for coordination, partnership and networking would enhance community awareness of social issues and more efficient delivery of services. It would also allow existing service providers to coordinate and share information and resources. The City of Busselton either facilitates or is a key stakeholder in regular networking structures in a number of key sectors identified in this plan. Greater opportunity for information sharing, combined needs assessment and coordinated strategic planning within sectors of the community, as well as across sectors, will lead to improved service delivery in the City of Busselton.

 

Changing attitudes and expectations

The City of Busselton has undergone a period of rapid change, from a small predominantly rural community, to a vibrant regional city in the last few decades. With this change there has and will continue to be the requirement for an attitudinal change in the community. It is important that the City of Busselton as a major stakeholder in this change process recognise and embrace the change. This will require the City of Busselton and other deliverers of social services to address and manage these changing attitudes and expectations over time.

 

Funding

It was clear across all topics that additional funding is required to improve the social situation of the community. There clearly were situations that could be substantially improved and services that could be more effective simply with more resources. There is a great opportunity, particularly with large projects of major importance to the region, to tap into the State Government’s Royalties for Region funding program in the immediate future. Well planned projects and initiatives, with multiple sources of funding, provide the City of Busselton the best opportunities for maximising funding opportunities now and into the future.

 

Community capacity

The City of Busselton has a vital leadership role to play in community capacity building, and has developed some strong community partnerships such as the Vasse Human Services Alliance. The City is in a unique position to have a strong and vibrant community sector. Particularly in terms of not for profit community groups and the willingness of the community to volunteer. It is important that the City does not just expect this to continue, but is proactive in its approach to building community capacity and providing incentive for this voluntary sector of the community to continue.Acronyms

The following acronyms are used in this Plan:

AIRG Access and Inclusion Reference Group
AMRSC Augusta Margaret River Shire Council
ATC Apprenticeship and Traineeship Company
AW Accordwest
BCC Busselton Chamber of Commerce
BFR Busselton Volunteer Fire and Rescue Service
BDVC Busselton Dunsborough Visitors Centre 
BHCCRG Busselton Health Campus Community Reference Group
BL Busselton Library
BSCC Busselton Senior Citizens Centre
BW Busselton Water
BWRAG Busselton Women’s Refuge Action Group
CA Carers Australia
CALD Culturally and Linguistically Diverse
CAPEROC Capes Regional Organisation of Councils
CBD Central Business District
CHCWA Community Housing Coalition of WA 
CM Cape Mountain Bikers Club
CNRC Cape Natualiste RoadWise Committee
COB City of Busselton
CRC Community Resource Centre
CSRFF Community Sport and Recreation Facilities Fund
DAA Department of Aboriginal AffairsDAO Drug and Alcohol Office
DCA Department of Culture and the Arts
DCP Department for Child Protection and Family Services
DCS Department of Corrective Services WA

DPaW Department of Parks and Wildlife

MHC Mental Health Commission (was DAO)
ML Medicare Local
MRBTA Margaret River Busselton Tourism Association Inc
MRPMC Meelup Regional Park Management Committee
MRWA Main Roads WA
NCC Naturaliste Community Centre  
NGO Non Government Organisation
OMI Office of Multicultural Interests
PTA Public Transport Authority

RTO Registered Training Organisation
SEIFA Socio Economic Indexes for Areas
SDERA School Drug Education and Road Aware Program
SJA St Johns Ambulance Australia
SOC Shire of Capel
SSO’s State Sporting Organisations
SWCDST SW Community Drug Service Team
SWDC South West Development Commission
SWIT South West Institute of Technology
SWALSC South West Aboriginal Land and Sea Council 
SWMHS South West Mental Health Service
VTWA Veolia Transport WA
WACHS Western Australia Country Health Service
WAP Western Australia Police
WAPC Western Australian Planning Commission
WC Water Corporation
WP Western Power

DEC Department of Environment and ConservationDET Department of Education and Training
DLGC Department for Local Government and Communities 
DHA Department of Health and Ageing
DOE Department of Employment
DOH Department of Housing
DOP Department of Planning
DOT Department of Transport
DSR Department of Sport and Recreation
DL Dunsborough Library
DTWD Department of Training and Workforce Development
DYCCI Dunsborough Yallingup Chamber of Commerce and Industry
GESC Geographe Education Support Centre
GLC Geographe Leisure Centre
GPDS GP Down South
GSEDC Gt Southern Employment Development Committee
HET Higher Education Taskforce
IIOY Investing In Our Youth
JSW Jobs Southwest
LCGN Local Community Group Network
LDAG Local Drug Action Group
LGA’s Local Government Authorities
LSAPN Local Sporting Associations Presidents Network
LW Lotterywest
MA Mission Australia
MFV Member for Vasse

 


                                                                                                                                                                                   


 

Social Vision

The Social Vision for the City of Busselton Community is to be “a healthy, safe and welcoming community, with a robust economy that provides for a vibrant living place with a diverse range of recreational and cultural activities that are accessible to the whole community.”

 

Goals

The overall goal or vision for each target area are summarised in the table below:

 

Key Area

Goal

Recreation and Leisure Services

Creating needed, quality, sustainable recreation and leisure facilities and services for our community.

Transport

An accessible, economic and affordable regional transport system.

Community Health and Wellbeing

A high quality and responsive health system that caters for the regions needs and promotes healthy and active lifestyles.

Seniors / Ageing

An age friendly community that encourages ‘active ageing’ by supporting good health, active participation and secure living in order to enhance quality of life as people age.

Youth Services

A community that is proud and inclusive of our youth that provides opportunities for them to learn, grow, work and become healthy adults.

Children and Family Services

A strong and supportive community with resilient and capable families.

Education and Learning

A community that has high quality education and training services.

Community Safety

A community where people of all ages feel safe and can live healthy and active lifestyles.

Cultural Services

Our local heritage, culture and environment is valued, sustained and enjoyed by future generations as it is today.

Business, Industry and Employment Services

A strong local economy that sustains existing and attracts new business, industry and employment opportunities.

 

 

 


Recreation and Leisure Services

Key Issues:

• Capacity of Sport and Recreation Groups • Creation and maintenance of open space • Scheduling of existing open space

• Maintenance and improvement of existing facilities • New facilities, programs and initiatives • Facilities that meet population growth • Skill development to support sustainable growth

 

Current Council and Community Activities

·    Biannual Sporting Associations Presidents Forums.

·    Get Active Geographe Physical Activity Plan programs, promotions and initiatives.

·    City of Busselton Sport and Recreation Club and Facilities Audit.

·    Club Development Workshops

·    Kidsports – Sports For All WA funding voucher program

·    DSR Noongar Girls sports program

·    Facilitation and participation in major national and international sporting events (i.e. Ironman WA)

·    Implementation of Active Open Space Planning Recommendations

 

GOAL: Creating needed, quality, sustainable recreation and leisure facilities and services for our community

 

OUTCOME

GOALS

ACTIONS

PRIORITY

TIME FRAME

LEAD AGENCY

PARTNERS

LINKED AREAS

COST ESTIMATE

Creating robust Sport and Recreation Groups in our community

Improve awareness and engagement of community with regards to Sport and Recreation

Update City of Busselton ‘Get Active Physical Activity Provider Booklet’ every two years.

 

1

Med

CoB

Local clubs and providers

 

$3000 biennial

Research and facilitate sports engagement programs from DSR and other agencies for Club Development as they arise

 

2

Med

CoB

Local clubs and providers, COB, DSR

 

 

 

Undertake Sporting Associations Presidents Forums / Club Workshops as required

 

1

Short

COB providers

CoB, LSAPN, local clubs and providers

 

$1000 annually

 

Promote the annual change of Office bearers on the City’s website and in the local Community Directory

 

3

Med

Local clubs and provides

COB

 

 

Assist in strategic planning for individual clubs / groups

 

1

Short

CoB

Local clubs and providers, DSR

 

 

Increase participation in club sports through ‘kidsport – sports for all’ project

 

1

Short

DSR

CoB, local clubs and providers

Community Health

$60,000 DSR funding annually for 3 years

Encourage community participation in passive recreation based programs such as Nature Play

 

2

Med

DSR

CoB, local clubs and providers, schools

 

Community Health

Subject to DSR funding

Encourage community participation in recreation based events

 

1

Short

CoB

Event providers

 

 

Improved facilities for Sport and Recreation Groups

Increased access for Sport and Recreation Groups to funding opportunities

 

Administer  and promote Community Bids funding Program funding biannually for community based facility projects and other programs and initiatives

 

1

Short

CoB

Local clubs and providers

 

0.5% of rates + $50,000 minor grants

Facilitate and promote State government funding through DSR’s CSRFF program for large and small projects

 

1

Short

DSR

CoB, local clubs and providers

 

 

Maintain and Improve existing facilities

 

Implement City of Busselton Active Open Space Planning Recommendations

 

1

Long

CoB

DSR, SSO’s and local clubs

 

 

 

Create a Facilities Project Working Group to develop Needs Assessments, Concept Plans and Indicative financial estimates to make improvements to existing facilities

 

1

Short

CoB

WP, WC, BW, DSR, SSO’s and local clubs

 

 

 

Improve the long term use and condition of Active sports fields and Recreation Centres by:

- developing an asset management plan including backlog and forward maintenance requirements

-develop a cooperative implementation program with the user groups/ management committee

-providing disability access to facilities and wider range of programs to suit our diverse community

-maintaining a minimum standard of active playing surface (level surface)

 

1

Med

CoB

DSR, SSO’s and local clubs

 

Be considered with other Community Facility projects as part of the $500, 000 per annum to Community Facilities Reserve over 10 years plus 1/3 grant funding through CSRFF

 

Enhanced ability to meet future Community recreation needs

Establish a

process for the

development

of ongoing

infrastructure

planning

 

Develop a Capes Greater Regional Sporting Infrastructure Strategy Plan

 

2

Med

DSR

CoB, AMRSC, DOP

 

 

 

Review New Estate Developer Contributions Plans and ensure implementation in a timely manner

 

1

Long

CoB

Estate developers, Local clubs, Local community groups and providers

 

 

As per developer contributions

Research and plan for long term regional open space land acquisition

 

3

Long

CoB

Local clubs and providers, SSO’s, DSR

 

 

 

Develop a City of Busselton Public Open Space Strategy

1

Short

COB

Estate developers, community

 

 

$30,000 towards development

Develop a City of Busselton Noisy Sports Strategy

2

Med

COB

Local clubs and providers, Dept. of Health, WAP

 

 

 

Develop a City of Busselton Indoor Sports Strategy

2

Med

COB

Local clubs and providers, DSR, relevant SSO’s

 

 

 

Create local environments that support active, healthy

communities and lifestyles

 

Continue implementation of the City of Busselton Bicycle Plan

 

1

Long

COB

DOT

 

See EWS annual budget

Review  the City’s Physical Activity Plan

 

1

Short

COB

WACHS, local clubs and providers

 

 

$5,000

Contribute to a Regional Master Plan for Bike and Trails

 

3

Long

DSR

COB, DEC, other LGAs

Transport

$10,000 + external funding TBC External funding

 

Progress the Regional ‘Rails to Trails’ project from Ludlow to Augusta

 

1

Short

CAPEROC

DOT, local landowners, DSR, LW

 

 

 

Progress Meelup Regional Park Mountain Bike Trails Master Plan

 

1

Short

CM

COB, MRPMC

 

 

Promotion and development of Leeuwin-Naturaliste National Park ‘Cape to Cape’ Walk track

 

1

Short

DEC

CAPEROC

 

 

Progress SW Capes Bridal Trail Master Plan

2

Med

SW Bridal Trail Assoc.

COB, AMRSC, DSR, LW

 

 

External funding

 

 

 

 

 

 

 

Develop and implement a sponsorship policy for the City’s recreational facilities

2

Short

COB

Local clubs and providers, SSO’s DSR

 

 

 

 

 

 

 

 

063

Transport

Key Issues:

· Current coverage of Public Transport • Parking issues in Dunsborough• Congestion and Traffic Flow within CBDs• Dual Use Path conflicts • Affordability and accessibility for youth to learn to drive •Taxi service to meet demands at peak times

 

Current Council and Community Activities

·    The coverage of Public Transport is considered at a district level in the City’s  Local Planning Strategy i.e. rail links and major road networks.

·    Busselton Traffic Study

·    City of Busselton Bike Plan 2020.

·    Congestion, traffic flow and parking Issues have been considered in the Busselton City Centre and Dunsborough Town Centre Conceptual Plans including possible land acquisition and  improvements to special purpose (bus, taxi, acrod, motorcycle, loading, etc.)

·    Local Planning Policies provide requirements for parking within commercial development (including bicycle parking and taxi bays for larger developments).

Cape Shuttle Service from Busselton to Dunsborough during the tourist season ·      Veolia Transport WA currently provides regular bus services from Perth to Busselton and Dunsborough. 

·   State Government strategic transport focus includes development of transport strategies such as the Southern Province Transport Strategy and the Roads 2020 Regional Road development Strategy

 

GOAL: An accessible, economic and affordable regional transport system

 

OUTCOME

GOALS

ACTIONS

PRIORITY

TIME FRAME

LEAD AGENCY

PARTNERS

LINKED AREAS

COST ESTIMATE

More accessible

and responsive

public transport

throughout the

City

Improved public

transport that meets community need

Undertake a local study into the public transport system

 

3

Long

CoB

PTA

Recreation and Leisure

 

Lobby the Minister for Transport to engage the PTA to provide solutions that meet regional needs

 

3

Long

CoB

PTA

Recreation and Leisure

 

Create a local working group to discuss the need and implementation plan for new bus stops and turnaround facilities for school buses

 

2

Med

CoB, PTA

Schools

 

 

 

 

 

 

 

 

 

Develop a transport hub at airport: road, rail and air

 

Undertake Busselton Margaret River Regional Airportre-development

 

Create an intermodal facility

2

Long

COB

PTA, DOT

 

 

Help to review bus times to increase support for FIFO workers flying from Perth

2

Med

COB

PRA, DOT

 

 

Enhanced

access to public

transport

Undertake feasibility and implementation of strategies identified in the Age Friendly Report 

 

3

Long

COB

BSCC, age providers

Seniors and Ageing

 

Work with transport providers to enhance disability and aged persons access to public transport (as per Access and Inclusion Plan) e.g. Accessible Bus stops

 

1

Short

COB

AIRG, DHA, DSC

Access and Inclusion

 

Investigate driver training initiatives for Aboriginal youths to increase their employment chances, independence and access to education and services

 

2

Med

DAA

Roadwise, WAP

Access and Inclusion

 

Explore driver training initiatives, with a  road safety message, for all young drivers

 

2

Med

COB

Roadwise, SDERA, DAA, WAP, community groups

 

Employment

 

Improved traffic

flow and access

to parking

Lessened

vehicular traffic

through the

centre of the

CBD of Busselton and Dunsborough

Implement recommendations from City of Busselton Bicycle Plan in regards to active transport recommendations in CBD areas

 

1

Med

COB

DOT

 

See EWS existing budget

 

 

 

 

 

 

 

Ensure implementation of future facility recommendations in regards to access, traffic and parking movement as per Urban Centres Policy and relevant planning documents

 

1

Short

COB

DOT, MRWA, WAPC

 

 

Investigate funding opportunities and the on-going feasibility of employing a Travel Smart Officer to promote and develop Active Transport’ in the City

 

3

Long

COB

DOT

 

 

Implement recommendations from Busselton Road Traffic Study

2

Long

COB

DOT, MRWA, WAPC

 

 

 

 

 

 

 

 

 

 

 

 

Cyclists

 

 

 


Community Health and Wellbeing

Key Issues:

• Mental Health • Obesity • Alcohol consumption • Drug abuse • Retention of volunteer resources to deliver critical services

• Access to Services • Health and Wellbeing community education • Community Engagement • Inclusion

 

Current Council and Community Activities

·    The City of Busselton is a member of the Busselton Health Campus Community Reference Group, which has provided community feedback intothe development of the new Busselton Health Campus.

·    The City of Busselton actively provides community health liaison for major public events with key community health agencies such as the WA Country Health Service, St Johns Ambulance Australia and the WA Police.

·    Environmental Health service responsibilities under the Public Health Act (1911). This includes but is not limited to environmental protection (noise), infectious disease control, mosquito control and monitoring water quality, food safety and nutrition activities and considering health objectives in local council planning activities.

·    The City of Busselton actively provides a biennial ‘Get Active Physical Activity Provider Booklet’ to targeted areas of the community.

·    Through its various facilities the City which include the Naturaliste Community Centre, the Geographe Leisure Centre, halls and the Senior Citizens Centre building the City actively provides health and well being programs to the community.

·   LAMP and the Richmond Fellowship provide support programs and housing for people suffering from mental health illness.

 

GOAL: To provide an environment which supports the health and wellbeing of our community.

 

OUTCOME

GOALS

ACTIONS

PRIORITY

TIME FRAME

LEAD AGENCY

PARTNERS

LINKED AREAS

COST ESTIMATE

Responsive

community and

general services to meet the health needs of the community

 

Greater

coordination, planning and communication

across health providers share resources and avoid duplication

Participate as an active member of the Busselton Health Campus Community Reference Group

 

1

Med

WACHS

BHCCRG, COB, community groups

 

 

 

Increased (Higher Education) Education linkages to Health Services

 

2

Med

SWIT

WACHS, COB, HET

 

 

Develop relationships  with the District Health Advisory Council and the Public Health Unit to refer local health and wellbeing issues, and unmet needs, including provision of feedback to the community

 

2

Long

COB

WACHS, ML

 

 

Inform other agencies to manage the risks associated with major public events

 

1

Short

COB

WACHS, DPNHMU, SJA

 

 

Liaise with other agencies to address environmental health issues in terms of the City’s Environmental Health service responsibilities under the Public Health Act

 

1

Short

COB

WACHS, SJA, WAP

 

 

Greater levels of

perceived and

actual community

well being

 

Improve

awareness and

engagement

across the

community with

regard to health

and well being

 

Distribute and promote the ‘Get Active Physical Activity Provider Booklet’ to health professionals, Schools and other identified stakeholders

 

1

Short

COB

WACHS, schools

Recreation and Leisure

$3,000

Promote the lifestyle and

Wellbeing assets of the city with initiatives such as the ‘Walk Cycle Busselton Brochure’

 

2

Med

COB

BCC, MRBTA, DYCCI

Recreation and Leisure

$5,000

Continue to develop the City of Busselton Community Directory and promote the distribution of the service

 

1

Short

COB

Distribution partners

 

As per Public Relations budget

 

Develop the ‘Welcome to City of Busselton kit’ for

new residents

 

1

Short

COB

CRC, BL, DL, BCCI, DYCCI

Seniors and Ageing, Youth

$1,000 annually

Research, develop and promote the ‘Need a Hand directory’ for Seniors and a ‘Youth service directory’ to ensure all health services are being promoted in the city

 

1

Short

COB

CRC, BL, DL

 

$5,000 per brochure launch (external funding)

 

 

 

 

 

 

 

Build community capacity and encourage the development of community associations in each suburb

 

2

Long

COB

Property developers, CRC

 

 

Support and develop further the community garden concept and similar outdoor, social hubs

 

1

Med

COB

Community groups

 

 

Support the development of Men’s Shed and Choose Respect programs in the City

 

2

Med

COB

Community groups

 

External grant allocation from Choose Respect

 

Support and develop further healthy eating options such as Farmers Markets (for local produce)

 

2

Long

COB

Small business

 

 

Have regard for the health impacts to society when processing applications for new licensed premises

 

2

Long

COB

BCCI, DYCCI, developers

 

 

Enhanced community recognition of volunteers

Increased support for volunteers

 

Investigate current processes for the ongoing recognition of volunteers

 

2

Med

COB

DC, BDVC, LSAPN, LCGN

Seniors and Ageing

 

Develop a coordinated approach to the celebration of Volunteers weeks

2

Med

COB

DC, BDVC, LSAPN, LCGN

Seniors and Ageing

$200+ external funding annually

 

 

 


Seniors/Ageing

Key Issues:

• Accessibility to non local health care services •Transport • Respect and inclusion • Social and cultural participation • Intergenerational understanding • Availability of home care services Shortage of affordable housing options and public housing • Shortage of respite care facilities • Planning for an aging population • Dementia care options • Age care workforce development • Ageing in place

 

Current Council and Community Activities:

·    The City of Busselton developed an Age Friendly Community Strategy in 2011, with assistance from key project partners Department for Local Government and Communities and the Southwest Development Commission.

·    South West Active Ageing Research Project by the South West Development Commission

·    The City of Busselton ‘Need a Hand Directory’.

·    The City provides annual operational funding to the Busselton Senior Citizens Centre as part of the City’s multi-year agreement process.

·    The City of Busselton undertook the ‘Your Welcome initiative’ in late 2010 for the audit and promotion of public and private community facilities.

·    The City of Busselton owns and operates 42 rental units for aged 55 and over tenancy.

·    The Freemasons have 22 units for seniors in William Drive, Busselton.

·    A new aged care facility opened in Busselton during 2014 and plans are progressing for a facility in Dunsborough.

 

GOAL:  An age friendly community that encourages ‘active ageing’ by supporting good health, active participation and secure living in order to enhance quality of life as people get older.

 

 

Live Longer Live Stronger

 

 

OUTCOME

GOALS

ACTIONS

PRIORITY

TIME FRAME

LEAD AGENCY

PARTNERS

LINKED AREAS

COST ESTIMATE

Overcoming

social isolation

and enhancing

the engagement

of seniors in the

community

Increase awareness and engagement of seniors in the community

Encourage ‘active ageing’ through investigation and promotion of existing social activities and events for seniors

 

1

Short

COB

Aged care service providers, BSCC

Access and Inclusion, Recreation and Leisure

$500 annually and COB Libraries, GLC and NCC budgets

 

Incorporate the needs of seniors in community events and activities

1

Short

COB

Aged care service providers, BSCC

Access and Inclusion, Recreation and Leisure

 

 

Provide programs for Seniors that keep the mind and body active

 

1

Short

BSCC and COB

GLC, NCC, BL, DL, Galleries

 

 

 

Provide community capacity building strategies to existing community groups such as ‘Busnet’ to introduce Seniors to IT social networking to reduce social isolation

 

2

Med

COB

Busnet, BSCC

Access and Inclusion, Recreation and Leisure

 

 

Provide IT education programs at the COB libraries

 

2

Med

COB

BL, DL

 

Additional 5 hours per week for Libraries

 

Inform and encourage seniors to utilise existing social and support services available through the development and distribution of the ‘Need a Hand Directory’

 

1

Short

COB

Aged care service providers, DHA, DC, SWDC

 

$5500 received from the DFC & $800 received from the SWDC for the ‘Need a Hand Directory’

 

Increase communication and  information between the City, seniors and service providers

 

2

Med

COB

BSCC, aged care service providers, seniors

 

 

 

Encourage community

organisations such as schools to build links with seniors and develop specific action plans for mentoring arrangements and intergenerational liaison

 

2

Med

COB

Aged care service providers, DFCLG, schools, LSAPN, LCGN, RTO

 

 

 

Liaise with Aboriginal elders on culturally appropriate social and event activities

 

2

Med

COB

Aged care service providers, local / regional indigenous groups, DAA

 

 

 

Explore ways in which the libraries, museum and ArtGeo could be used by elders to share their stories with youth

2

Med

COB

Community groups, schools

 

 

 

Enhanced community access by seniors

Improve physical access to community and private premises

 

Promote senior access via improved infrastructure to both public and private facilities via the ‘Your Welcome’ website

 

2

Med

COB

Aged care service providers, DHA, DOT

Transport, Access and Inclusion

Research DSC grant opportunities

Undertake an audit of Busselton & Dunsborough CBDs to identify accessibility barriers

 

1

Med

COB

Aged care service providers, seniors

 

Transport, Access and Inclusion

$4,000

Promote access for seniors in new and future development planning

 

2

Long

COB

Property developers, aged care service providers, seniors

 

 

 

Investigate ways to improve accessibility for dementia sufferers

3

Long

COB

Aged care service providers

 

 

Plan for Senior Citizens Centre(s) to meet predicted population increases

 

2

Med

COB

Aged care service providers

 

 

 

Improved transport access

Liaise with transport providers and government agencies to improve access for seniors, in particular to Bunbury for specialist care

2

Long

COB

Aged care service providers, DHA, DC, SWDC

 

 

 

Develop a Gopher Strategy including consideration of recharge outlets and gopher trails

 

3

Long

COB

Aged care service providers

 

 

Enhanced community recognition of spouse and family carers

 

Increased support for spouse and family carers

 

Investigate current processes for the ongoing recognition of spouse and family carers

 

2

Med

DFCLG

Aged care service providers, DHA, COB, CA, BDVC

Age Friendly Community Report

 

Increased senior housing options

Improved standard, quantity and affordable housing for seniors

 

The Social Housing Investment Program is to provide funding to increase housing across the State with a priority for Seniors and families with young children.

 

2

Long

DOH

State Government

 

 

 

Work with nursing home providers to encourage and attract them to develop options in the Capes Region

 

3

Long

COB

Aged care service providers, DHA, , SWDC

 

 

 

Continue to provide low cost rental opportunities for seniors

Manage and maintain 42 units on Harris Road and West Street for ages 55 and over

 

1

Long

COB

CHCWA

 

 

Active membership of the Community Housing Coalition of WA (CHCWA) and Age Friendly Communities Network

 

2

Short

COB

CHCWA, LGMA

 

$190 per annum membership

 

Improved home care services for seniors

Investigate existing home care services including home maintenance and garden care within the City and implement improvements identified

2

Long

WACH

COB, aged care service providers, DHA, DFC

 

 

 

Return to a fortnightly Homebound library service

 

2

Long

COB

Volunteers

 

Additional library hours required

 

Work with non-government agencies to provide sufficient aged care options across the city

2

Long

DFC

DOH, developers, COB

 

 

Increased health care options for seniors

Increase the range of accessible health care options for seniors

Participate in Health Service Planning and identify local issues to address

2

Med

COB

WACHS, aged care service providers, DHA, MFV, BHG

 

Community Health and Wellbeing

 

Establish the number of license beds for respite care not yet built in the City of Busselton and work with developers to plan to meet demand

2

Med

COB

WACHS, aged care service providers, DHA, MFV, BHG

 

Community Health and Wellbeing

 

 

 

IMG_7563 


07-05-2010DSC02402Pg4_newage library_1                   

 


Youth Services

Key Issues:

• Capacity of Community Groups • Collaboration between groups & agencies• Employment • Communication • Training & Development • Entertainment • Engagement • Drug, Alcohol & Health Support Services • Crisis Accommodation • Transport• Intergenerational activities & understanding • Positive parenting and role modelling • Homelessness

 

Current Council and Community Activities

·    Youth events, activities and leadership programs such as the Youth Advisory Council.

·    Council Sponsorship of various other youth community groups such as Girl Guides, Scouts, Busselton and Smiths Beach Surf Life Saving Clubs and School Chaplaincy services through annual grants program.

·    Busselton Foreshore Youth Activities Precinct development.

·    Busselton Foreshore Youth and Community Activities Building.

·    City of Busselton is a key stakeholder in quarterly Capes Youth Network Forum and an active member on South West Youth Community Network Google Group.

·    Accordwest have two homes which can provide short term accommodation for 18 – 25 years olds.

·    Accordwest run the Reconnect program which helps support young people reconnect with their families to reduce the risk of homelessness.

·    Vacation care programs provided by commercial operators, community groups and the Geographe Leisure Centre and libraries.

·    Recreation, cultural and educational services provided by the Geographe Leisure Centre, Naturaliste Community Centre, libraries, Artgeo Complex, Schools, service providers and community groups.

·    Kidsport Sport voucher program

·    Rio Tinto funded traineeships at the City of Busselton

·    Zero tolerance of drugs and alcohol at City youth events

·    Community partnerships between City of Busselton and community organisations such as LAMP (Room 226), Busselton Men’s Shed, Meelup, Geocatch, , Enable

·    Regional youth activities coordinated between City of Busselton, Augusta Margaret River Shire Council, Shire of Capel and Shire of Nannup, including annual activities such as National Youth Week and the YAC camp

 

GOAL: A community that is proud and inclusive of our youth that provides opportunities for them to learn, grow, work and become healthy adults.

 

 

 

Festival Parade (11)

 

 

 

 

 

 

 

 

 

 

 

 

 

OUTCOME

GOALS

ACTIONS

PRIORITY

TIME FRAME

LEAD AGENCY

PARTNERS

LINKED AREAS

COST ESTIMATE

Increased coordination of Youth services

Greater collaboration between volunteer community groups and other organisations

Perform a gap analysis and consult among community groups and organisations to bridge these gaps in service for the entire youth demographic

1

Med

DFCLG

COB, local service providers, youth organisations and groups

 

 

 

Develop the City’s Youth Services

 

1

Long

COB

DFCLG, local service providers, youth organisations and groups

 

 

 

Support strategic relationships with local business, government agencies and community groups to invest in our youth now and into the future

1

Short

COB

AMRSC, LAMP, SOC, SON, BMS, MRPAC, Geocatch, Enable

 

 

Services that can respond to the needs of Youth

Increase services for youth

Develop a Youth Services directory incorporating where possible other regional initiatives such as ‘The Hive’ into the project design

 

1

Short

COB

Local service providers, youth organisations and groups

 

Health

$4,500 external funding

Explore ways to increase a positive youth presence in and around the Community Resource Centre.

1

Long

Youth groups

COB, local service providers, youth organisations and groups

 

Access and Inclusion

$1,000 external funding

Investigate and implement a youth services information portal

1

Long

Youth groups

COB, local service providers, youth organisations and groups

 

Access and Inclusion

$1,000 external funding

Assess the accessibility of services offered to youth inside and out of education and work with others to improve

 

2

Med

DFCLG

COB, local service providers, WACHS, DSC

Safety

 

Support schools to provide education on the effects of drug and alcohol misuse

1

Short

DET

WACHS, community groups, SWCDST, SDERA

 

Education / Health

 

Advocate for increased drug and alcohol intervention and rehabilitation programs for youth

1

Med

COB

SWCDST, DAO, DFCLG, LDAG, IIOY

 

Health

 

Work with other agencies to improve access to youth mental health services

 

1

Med

SWMHS

Local service providers, COB, WACHS, GDGP, GPDS, IIOY

 

 

 

Advocate for sufficient outreach services from the new Headspace facility in Bunbury

1

Med

COB

Local service providers, WACHS, GDGP

 

Health

 

Improve support services for families with youth accessing substance misuse and mental health services

2

Med

SWCDST

COB, SWMHS and local service providers

 

Health

 

 

 

 

 

 

 

 

Places and spaces that meet the recreation and social needs of young people

Well used & managed youth facilities

 

Develop a Youth Activities Precinct on the Busselton Foreshore

 

1

Short

COB

Lotterywest

Recreation

$2.1 million

 

Develop a Youth and Community Activities building precinct on the Busselton Foreshore

 

1

Med

COB

Lotterywest

Recreation / Culture

$2.9 million

 

Explore if the Busselton foreshore Youth precinct could also be a one stop shop for services, support and resources including a safety network for young people at risk

 

2

Med

COB

Local service providers, youth groups

Safety / Health

 

 

 

 

 

 

 

 

Evaluate the costs and benefits of providing an additional Youth Centre in Dunsborough and Yallingup

 

2

Long

COB

Local youth groups

Recreation / Culture

 

Support a diverse range of regular Youth Events, leisure pursuits and recreation programs throughout the City

 

1

Short

COB

Local youth groups

Recreation / Culture

 

Have regular youth programs during  school holidays

 

1

Short

COB

Local service providers, youth groups

 

Recreation / Culture

 

Support endeavours to increase physical activity and healthy eating with a ‘youth focus’

 

1

Med

COB

Local service providers, youth groups

 

Health

 

Continue to recognise the value of ‘Leavers’ and support the event to continue in the COB

 

1

Long

COB

WAP

 

 

Develop a regular NAIDOC and continue a regular Youth Week event with the regional YAC network

 

2

Med

COB

Local youth groups, DLGC

 

 

Dependent on activities partially funded externally and by participants

Sustainable services are provided by well managed agencies and groups

Improved management skills and capacity in community organisations and groups

Provide information to community groups about  the community bids process

2

Med

COB

Youth service providers

 

0.5% of rates + $50,000 minor grants

 

Provide guidance and support to assist groups to develop appropriate strategies & plans

 

1

Short

COB

DFCLG, SWDC

 

 

Increased access to funding opportunities

 

Provide information on available grant funding opportunities and support groups to develop grant funding application skills

 

3

Med

COB

BCC, DYCCI, SWDC, DFCLG

Business, Industry and Employment

 

Work with local businesses to increase sponsorship of local youth projects and events

3

Long

COB / youth groups

DC, BCC, GSEDC, DYCCI, youth specific businesses

 

Business, Industry and Employment

 

Youth are a valued and engaged sector of the community

Youth are actively involved in community activities, planning and decision making processes

Develop a positive youth promotion and awareness campaign that celebrates young people and their achievements in the community

2

Med

DFCLG

COB, local youth groups, media and service providers

 

Access and Inclusion

 

Encourage and create opportunities for intergenerational activities

1

Short

COB

Community groups and service providers

 

Access and Inclusion / Seniors

 

Encourage the development of annual Careers Day / Expos at local schools and colleges

2

Med

GSEDC

COB, employment partners, schools, DET

 

 

 

Encourage local resident associations and community groups to welcome the involvement of young people

 

1

Med

COB

Community groups, GSEDC

Access and Inclusion

 

Develop the role of the Youth Advisory Council (YAC) to represent all youth sectors & be a recognised committee of Council

 

3

Long

COB

Local youth groups and schools

 

 

Maintain the informal Youth Advisory Council to be the eyes and ears supporting the formal YAC

 

1

Med

COB

Local youth groups and schools

 

 

Distribute outcomes from YAC events and meetings via the newsletter

 

 

 

 

 

 

 

Maintain the use of social media to engage and communicate with young people

 

1

Short

COB

YAC, local youth groups and service providers

 

 

 

Maintain the quarterly youth newsletter to be distributed via social media, local schools and relevant channels

 

2

Short

COB

Youth groups

 

 

Have regular media presence in the local newspaper, showcasing the Youth Development Trainee promoting events

 

3

Med

COB

Youth groups, media

 

 

Increase volunteerism in youth sector

 

2

Med

COB

Schools, youth groups, DLGC

 

Safety

 

Increase/develop police programs to engage youth sector

 

2

Med

WAP

Youth groups, media

 

 

 

Develop a young entrepreneurial program/young achievers program supported by Council

 

3

Long

COB

 

 

 

Youth facilities are more accessible

An affordable and effective public transport service for Youth

 

Increase regular bus routes to places and facilities frequented by Youth

 

3

Long

DOT

VTWA

Transport

 

 

 

 

 

 

 

 

Develop joint ventures with transport providers to increase access to public transport.

 

3

Medium

COB

VTWA

Transport

 

Identify existing transport services for Youth and facilitate collaboration to increase accessibility to services throughout the region

 

2

Medium

COB

Youth service providers and groups

Transport

 

Reduce reliance on vehicle transport

Plan for accessible multi-purpose pathways to facilitate travel by bike and skates

 

1

Long

COB

 

Health

 

Encourage healthy living by providing youth with information on alternative modes of transport

 

2

Medium

COB

 

Health

 

Provide transport options for key regional youth activities such as the National Youth Week festivities

1

Short

COB

AMRSC, SOC, SON

Transport

 

A reduction in Youth numbers having to leave the City

Youth have increased local training and employment options

 

Encourage the provision of appropriate local employment and training opportunities for young people

 

1

Long

BCC, DYCCI

DTWD, SWIT, ATC, schools

Business, Industry and Employment

 

Assist in the collaboration between local businesses, schools and secondary training services to support the development of expanded TAFE services

 

1

Long

COB

SWIT, schools, ATC, DET

Business, Industry and Employment

 

Liaise with local education institutions and employment agencies to provide work experience opportunities for young within the City itself as an organisation

 

1

Long

COB

SWIT, schools, ATC, employment agencies

Business, Industry and Employment

 

Facilitate the provision of Life Skills and Leadership programs

1

Med

COB

Local youth groups and service providers, YAC

 

Business, Industry and Employment

 

 

Advocate and support plans to expand the existing Busselton SWIT facility

1

Long

TAFE

DET, SWIT

Business, Industry and Employment

 

 

Increase the marketing of library internet services to target those without access in their own homes

 

1

Med

COB

WA State Library

Business, Industry and Employment

 

Work with young people and schools to find out what would make libraries more attractive places in which to study

2

Long

COB

Schools, community groups

 

Education

 

Explore ways to increase access to computers for Aboriginal youth

 

2

Long

DAA

COB, schools, community groups

 

Education

 

All sectors of youth have equal opportunities

Assist ‘at risk’ youth and youth with disabilities to have equal access to services they need

 

1

Long

DFCLG

TAFE, DCP, schools, DET, DSC, COB

Access and Inclusion

 

Encourage the involvement of youth ‘at risk’ and youth with disabilities in YAC

 

1

Medium

COB

Schools, DCP, DET, Jobs SW

 

 

A reduced risk of young people becoming homeless

Provision of appropriate crisis, medium and long term social housing options for young people

 

Co-ordinate a needs analysis with relevant providers to identify levels and types of housing need

2

Med

AW

Service providers, housing agencies, LAMP, COB, DCP

 

Housing

 

 

 

 

 

 

 

 

Support an electronic network between agencies to assist those in need e.g. housing, foodbank, clothing

 

3

Long

COB

Service providers

 

 

Advocate for youth crisis accommodation

3

Long

COB

DOH, Accordwest

 

 

 

 

 

pg7_empoweriing youth_1            Pg7_empowering youth
Children and Family Services

Key Issues:

• Service coordination and management •Affordable/public housing supply •Lack of emergency accommodation • Ability to match services & facilities with growth • Casual care facilities • Family break up • Parenting skills • Fly in fly out impacts on families • Early learning • Literacy standards • Safety • Domestic violence • Positive role models • Lack of indoor place facilities• Increasing mental health issues and recreational drug use

 

Current Council and Community Activities

·    Recreational programs for early childhood development including swim classes, toddler gyms and vacation care.

·    Library programs for early childhood development including Better Beginnings, baby bounce, story time, Mother’s groups, school visits

·    Artists in Residence art classes, artist talks and school tours of the Artgeo complex

·    Toy libraries in Busselton and Dunsborough

·    Early Learning Framework implementation by the Department for Communities and Local Government

·    South West Regional Children’s Services Plan by Investing in our Youth.

·    Better Beginnings Program delivered by libraries.

·    Family Centre expansion planning

·    YMCA facility at the Community Resource Centre

·    A ‘Liveable Neighbourhood’ approach to new subdivision design

·    Homeswest have 306 properties in the City ranging from one bedroom units to family homes

·    Access Housing currently have around 40 properties in Busselton

·    Preparation of a new Local Planning Strategy underway which considers options to provide affordable land and housing supply, including the delivery of a variety in housing choice by facilitating new medium to high density development.

The state government has relaxed the requirements for ancillary dwellings to provide more options for family accommodation, and has removed the family restriction so that ancillary accommodation can be offered for private rent. This provides families more opportunity to house their children and grand parents on their properties, plus provides an alternative  low cost rental options.·           Busselton Womens’ Refuge

·    MATES crisis accommodation for men removed from the family home

·    Responsible Parenting Services and Strong Families programs provided by the Department for Child Protection and Family Support

·    Accordwest provide the Capes Service for people at risk of dropping out of private rental, tenant advice bureau and financial counselling in partnership with Anglicare.

 

GOAL: A strong and supportive community with resilient and capable families.

 

 

OUTCOME

GOALS

ACTIONS

PRIORITY

TIME FRAME

LEAD AGENCY

PARTNERS

LINKED AREAS

COST ESTIMATE

Increased coordination of services

Greater collaboration between volunteer community groups and other organisations

Improve case management collaboration to increase early intervention and resolution of domestic violence, homelessness and services for ‘at risk’ families

1

Med

DCP

local service providers, Police, community groups, , child health nurses, AW

 

Youth / Health

 

Continue to use the Australian Early Years Index data to identify areas which require increased focus

1

Med

DFCLG

DCP, DAA, local service providers,

Youth / Health

 

Advocate on behalf of the local community for State and Federal Government investment that addresses service improvements

2

Long

COB

Local service providers, State Government departments

 

Youth / Health

 

Increase inter agency collaboration to understand the differing needs to engage and provide for Aboriginal families and increasing numbers of non-English speaking migrants

 

1

Med

DFCLG, DAA

Local service providers

Access and Inclusion

 

Increased options for persons in need of support and emergency accommodation

 

 

 

 

 

 

 

 

Provision of crisis housing services that respond to community need

 

1

Long

DCP

DOH, COB

 

 

 

 

 

 

 

 

 

Continue to streamline services to help reduce the risk of homelessness.

 

1

Med

AW

DCP, DOH, NGOs

 

 

Child friendly outdoor spaces and buildings

Safe, open parks, play and meeting areas

Design and build healthy, safe and inclusive places and spaces for children and young people

1

Long

COB

COB, WAPC, developers

Safety / Recreation

Developer contribution plans, existing EWS budget

 

Involve children and young people in planning and designing the built environment

 

1

Long

COB

Developers

Youth, Access and Inclusion

 

 

Provide local destinations such as parks, recreation facilities, shops and schools where people know each other in walking distance from home

 

1

Long

COB

Developers

Safety

 

Redevelop Yoganup Park as a part of the foreshore revitalisation

1

Med

COB

State, Federal Government

 

Recreation

 

Obtain contributions from new developments to provide facilities that support healthy communities

 

1

Long

COB

WAPC, developers

Recreation / Health

 

Review and rationalise playgrounds to provide multipurpose, intergenerational neighbourhood play centres

 

3

Long

COB

 

Recreation / Health

 

Enhanced parenting and family function

Stronger, more resilient families

Support the provision of promotion, prevention and early intervention programs that support the development of secure attachment and positive parenting skills

 

1

Med

DFCLG

DCP, service providers, COB, WACHS

Health

 

Support Community groups who provide services for families

 

1

Med

DFCLG

COB, DAA

 

 

Promote services available to families through mechanisms such as the Need a Hand Directory

 

1

Med

COB

Local service providers

 

 

Support the development of an early years network or similar

1

Med

COB

DFCLG, Family Centre, community groups, local service providers

 

 

 

Reduced incidence of abuse and behavioural difficulties in families

Continue to develop facilities and services for families through the implementation of various plans including: Leisure Services Plan, Cultural Plan

 

2

Med

COB

COB

Recreation / Culture

 

Provide positive lifestyle programs that are ongoing and intergenerational that lead to enhancement of positive behaviour management of children

 

3

Long

Parenting WA (DFCLG)

DCP, service providers, COB

 

 

 

 

 

 

 

 

 

 

 

Provision of alternative housing options that consider the needs of the whole family including seniors and youth leaving home

 

Develop a greater diversity in housing stock

Planning and approval processes actively support an increase in the supply and diversity of affordable housing

 

1

Short

WAPC

COB

Economy

 

Review Town Planning Scheme to allow higher density zonings where appropriate

 

1

Med

COB

WAPC

Economy

 

Encourage developers to build diverse housing stock

 

1

Med

WAPC

COB, developers

Seniors / Youth

 

Look into the redevelopment of  housing stock to increase public housing availability

 

2

Long

DOH

COB

Seniors / Youth

 

Work with private developers to provide land to progress the ‘Opening Doors Strategy’ which includes community housing, low costs financing and Share Option Schemes

 

2

Long

DOH

Developers

Seniors / Youth

 

Children have opportunities to learn from an early age

Children have the best start in life

Support the provision of the Better Beginnings program.

1

Med

COB

WA State Library, SWDC

Education

$2500 Libraries budget

 

 

 

 

 

 

 

Include sensory rich experiences in outdoor and natural environments, domestic open spaces such as community gardens and neighbourhood open spaces such as parks, playgrounds, playing fields, sports grounds, streets and natural green space

 

1

Long

COB

Developers, private commercial operators

Education

 

Encourage developers to provide indoor and outdoor play spaces

1

Long

COB

Developers, private commercial operators

 

 

 

Greater levels of community engagement by families

Increased number of working age individuals and families participating in the community

 

 

 

 

 

 

 

Promote and encourage greater numbers from all sectors to volunteer in the delivery of events

 

3

Med

COB

DFC, service providers

Culture

 

Continue to improve the new residents welcome and networking opportunity

 

1

Med

COB

Local service providers

Access and Inclusion

$1000

Ironman WA (186)Beach & Foreshore (27) - Volleyball

 

 

 

 

 

 

 

 

 

 

 

 


Education and Learning

Key Issues:

• Fragmentation of secondary school program delivery • Collaboration between schools • Access to further education, apprenticeships and traineeships • Life Long Learning opportunities • Availability of subjects on line • Increasing pressure on Year Three placement availability • Focus on meeting local education and employment needs • Transport to access courses in Bunbury

 

Current Council and Community Activities:

·    In 2011 the City of Busselton held a Higher Education & Training Forum. A key outcomes of the forum has been the commencement of a needs assessment process by a Higher Education Taskforce (Chaired by the Member for Forrest) into the feasibility of a dual sector approach to delivery with a new SWIT Busselton campus.

·    New ‘Trade Training Centre’ opened in 2012. Students are able to obtain a Certificate II in Engineering and Certificate I in Construction. The training centre is based at the Busselton Senior High School, but is available to all secondary students regionally.

·    That the City’s Youth Advisory Council collaborates with local public and private participating schools and young people to provide increased leadership, education and learning opportunities.

·    The Busselton and Dunsborough Libraries provide resources and programs to enhance child, adolescent and adult education and learning

·    The opening of Cape Naturaliste College in Vasse sees Busselton and surrounds well provided for in terms of Secondary Education.

·    A new private primary school in Dunsborough is in the planning stages following the gifting of land by a local owner.

·    Cape Naturaliste College, Busselton Senior High, Dunsborough Primary, Vasse Primary and Geographe Primary have become Independent Government Schools with greater autonomy and strengthened connection with the local community and their needs.

·    South West Regional Education Skills and Jobs Plan

·    South West Workforce Development Plan 2013 – 2016

 

GOAL:  A community that has high quality education and training services

 

OUTCOME

GOALS

ACTIONS

PRIORITY

TIME FRAME

LEAD AGENCY

PARTNERS

LINKED AREAS

COST ESTIMATE

Enhanced relationships between Public and Private Schools and the community

 

Greater levels of direct engagement between schools, community organisations and the City of Busselton

 

Contact and engage with existing networks of public and private school Principals (Schools)

 

2

Long

COB

Schools

 

 

Continue to identify issues affecting the community and raise these for action by the appropriate authority

1

Short

COB

DOE, DSEDC, DET, schools, SWIT, JSW, ATC, GSEDC, DAA

 

 

 

 

 

 

 

 

 

 

Enhanced education, training and personal development options for young people

Development of education and training options for young people

Continue COB collaboration with Schools via the Youth Advisory Council, Libraries, ArtGeo and Cultural Development

 

1

Short

COB, DOE, HET

Schools, local community organisations

 

Youth/ Employment

 

Investigate accessibility to education and training for people with disabilities

 

2

Med

COB, GESC

SWIT

 

 

Greater use of technology across public schools to increase subject availability

 

2

Med

DOE

SWIT

Youth

 

Continue to support the provision of apprenticeship, traineeship and higher education opportunities in the COB, including opportunities with the COB organisation

 

2

Long

COB

Schools, DET, DOE, ATC

Youth

 

Identify and support co-operative programs that provide linkages between Schools, community and business

 

2

Med

GSEDC

Local community organisations, schools, local businesses

 

Youth

 

Investigate and encourage services that promote youth training programs

 

2

Med

DET, DOE

COB, schools, JSW

 

 

Increase local availability of entry level courses in services that local businesses operate

 

2

Med

SWIT

 

 

 

Explore the possibility of a safety induction centre to support growing fly in fly out sector

 

3

Long

SWIT

 

 

 

The City of Busselton identified as a ‘life long learning community’

The community embraces learning opportunities

Encourage the community to utilize the Busselton and Dunsborough Libraries, the Busselton Historical Museum and the CRC to increase learning opportunities

 

1

Med

COB, HET

Local community organisations, schools

Access and Inclusion / Youth

Existing PR budget

Identify and encourage improved learning opportunities for children and youth offered at the libraries

 

2

Long

COB

Local community organisations, schools, local businesses

 

Family and Children / Access and Inclusion

 

Advocate for increased adult learning opportunities and services within the COB

2

Long

COB, HET

SWIT, DOE, DET, OMI, Centrelink, MA, schools, DOE

 

Access and Inclusion

 

Increase access to on line learning program availability

 

1

Med

DEEWR

SWIT, DOE, universities, schools

 

Business, Industry and Employment

 

Improved community understanding of Aboriginal and CALD people through training and education

Develop culturally appropriate community programs

Ongoing skills development for management and staff of service providers in working with Aboriginal and CALD people

 

2

Long

DAA

DCP, DHA, OMI

Access and Inclusion

 

Identify and promote education and training programs for Aboriginal and CALD people, such as, traineeships at the COB

 

2

Long

DAA

OMI, Centrelink, COB

Access and Inclusion

$200 – media releases

Support the delivery of Indigenous employment programs by Registered Training Organisations

2

Med

RTO

DAA, Centrelink, COB, OMI

 

Access and Inclusion

 

 

 

 

 

 

 

 

 


Community Safety

Key Issues:

• Communication and collaboration • Intervention Programs • Drug and alcohol issues • Youth disengagement • Increasing mental health issues •Dysfunctional families• Personal safety • Community Inclusion • Community education and awareness • Resources to meet growth • Lack of take up/access to support/counselling services • Reoffending • Late night transport

 

Current Council and Community Activities:

·    Safety and Security Strategy for Busselton and Dunsborough CBDs

·    City of Busselton Alcohol Accord

·    Community Safety Reference Network

·    The City of Busselton developed a Community Safety Plan 2007-2009 in collaboration with the Busselton community and local service providers, the West Australian Police, Geographe Investing in our Communities WA (GIICWA) and the Office of Crime Prevention. 

·    The Western Australia Police Crime Prevention Strategy 2011-2014.

·    CCTV at the Busselton Jetty, Busselton Library, Community Resource Centre and the Naturaliste Community Centre

·    The City of Busselton, in partnership with State Government organisations and volunteer groups, undertake an annual Leavers Risk Management Strategy

·    Police focus on targeting organised crime

·    Street Chaplains

 

GOAL:  A community where people of all ages feel safe and can live healthy and active lifestyles.

 

 

OUTCOME

GOALS

ACTIONS

PRIORITY

TIME FRAME

LEAD AGENCY

PARTNERS

LINKED AREAS

COST ESTIMATE

Improved community cohesion

Improve public safety through greater levels of neighbourhood and community collaboration

 

Undertake a community safety audit identifying community safety networks and service gaps within the City of Busselton

 

1

Med

COB

WAP, WACHS, SWDC, DCS

 

$100

 

 

 

 

 

 

 

Encourage resident connectedness and community involvement in community safety activities

 

2

Med

COB

WAP, WACHS, SWDC, LW, OCP, DCS, RA

 

 

$300

Investigate options for enhancement of networking and collaboration between the police and the general community

 

2

Med

WAP

COB, OCP, SWDC

 

 

Improved public infrastructure towards community safety

Create physical environments where people feel safe

 

Strengthen and encourage community safety and home safety programs, such as Eyes of the Street and the Street Chaplains.

 

2

Med

COB

WAP, WACHS, SWDC, DC, LW, OCP, DCS, Mates, RA,

 

External funding options

Continue to implement and promote designing out crime principles

 

1

Short

COB

BCC

 

Planning integrated into capital works program

 

Strengthen and encourage community and educational programs addressing road safety issues such as Arrive Alive

 

2

Long

RW

COB, CNRC, WAP, SDERA, MRWA, Schools, BFR, DOT

 

Transport and Education

 

Continue  to increase evening activation of public areas in the CBD including scheduling of community events

 

2

Med

COB

BCC

 

 

Reduced offending and ‘at risk’ behaviours

 

Develop early intervention programs that minimises ‘at risk’ behaviours, such as; graffiti, vandalism and anti-social behaviour

 

Advocate for and support existing early intervention and community based education programs for people at risk of offending

 

2

Long

COB

WAP DCS, WACHS

Community Health

 

Inform and encourage ‘at risk’ community members via the development and distribution of the ‘Need a Hand Directory’ to utilise existing crisis and support services available

 

1

Short

COB

AW, RA, DCP

 

Funded by COB

 

Reduce youth engaging in criminal activity and anti-social behaviour

 

Provide youth and family support initiatives through family relationship programs

 

2

Long

DFCLG, AW

Schools, Local Service Providers

 

 

Promote school holiday programs for young people at GLC, NCC and libraries

1

Med

COB

Various youth organisations

Youth Services

$2000 per school holiday period ($8000 per year)

 

Reduction of drug and alcohol misuse within the community

 

Reduced overall drug and alcohol use

 

Support existing drug and alcohol services and advocate for funding opportunities to increase support services

 

2

Med

COB

SWDST, DCS, MA, , LDAG, LW, SWDC, OCP, DAO, WACHS

 

Health

Nil

Increase early intervention programs for youth addressing drug and alcohol misuse issues

2

Med

SDERA

COB, DAO, LDAG, WAP, youth service providers, schools

 

Health / Youth Services

 

Investigate the feasibility of alcohol and drug management plans

 

3

Long

COB

WACHS, DHA, MHC

Health

 

Facilitate the City of Busselton Accord and continue to improve its effectiveness in responsible management of alcohol

 

1

Short

COB

Police, MHC, local business

Health

 

Increase police presence throughout the community

 

Maintain effective community policing

 

Work with the Police to provide communication about community needs and cooperation between Police and the community

 

2

Short

COB, WAP

DCS

 

 

Encourage the involvement of the Police in community safety meetings and at youth events

 

2

Short

COB

WAP

Youth Services

 

Lobby for 24 hour Policing within the City of Busselton

2

Long

COB

WAP

Youth Services / Health and Ageing

 

 

 

 

 

 

 

 

 

 

 

Increase safety for road users and the public

Promote public education sessions on security and risk minimisation

 

Display speed cameras in known ‘hot spots’

2

Med

WAP, RW, Main Roads

COB

 

 

Increase community safety awareness of personal safety, and

promotion of safety messages

 

 

Conduct public education sessions on property, home and business security and risk minimisation techniques. Advertise these in the local paper, notice boards, newsletters and website

2

Med

COB, WAP, Chambers

 

Community and Health

 

Increased awareness of crime prevention and community safety

 

Provide safety information to new residents

Identify a safety brochure to include in the new residents pack

2

Med

COB

WAP, Roadwise, OCP

Community and Health

$1,000

Develop a community crime awareness program

2

Long

COB

WAP, community groups

 

 

 

 

 

 

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