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

CITY OF BUSSELTON

MINUTES FOR THE Council MEETING HELD ON 27 November 2019

TABLE OF CONTENTS

ITEM NO.                                        SUBJECT                                                                                                                              PAGE NO.

1....... Declaration of Opening aCKNOWLEDGEMENT OF COUNTRY / ACKNOWLEDGEMENT OF Visitors / DISCLAIMER / NOTICE OF RECORDING OF PROCEEDINGS. 3

2....... Attendance. 3

3....... Prayer. 4

4....... Application for Leave of Absence. 4

5....... Disclosure Of Interests. 4

6....... Announcements Without Discussion.. 4

7....... Question Time For Public. 4

8....... Confirmation and Receipt Of Minutes. 5

Previous Council Meetings. 5

8.1          Minutes of the Council Meeting held 13 November 2019. 5

Committee Meetings. 5

8.2          Minutes of the Audit Committee Meeting held 4 November 2019. 5

8.3          Minutes of the Policy and Legislation Committee Meeting held 12 November 2019. 5

9....... RECEIVING OF Petitions, Presentations AND DEPUTATIONS. 5

10..... QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN (WITHOUT DISCUSSION). 5

11..... Items brought forward.. 6

ADOPTION BY EXCEPTION RESOLUTION.. 6

12.1        Audit Committee - 4/11/2019 - CITY OF BUSSELTON 2018/2019 ANNUAL FINANCIAL REPORT, AUDITORS REPORT AND MANAGEMENT LETTER. 7

12.2        Policy and Legislation Committee - 12/11/2019 - REVIEW OF ASSET MANAGEMENT POLICY. 86

12.3        Policy and Legislation Committee - 12/11/2019 - REVIEW OF ASBESTOS MANAGEMENT POLICY. 103

12.4        Policy and Legislation Committee - 12/11/2019 - RESCISSION OF COUNCIL POLICY: ELECTED MEMBERS MAIL HANDLING.. 114

15.1        ECONOMIC DEVELOPMENT TASKFORCE CHARTER REVIEW... 127

17.1        COUNCILLORS INFORMATION BULLETIN.. 133

13..... Planning and Development Services Report. 140

14..... Engineering and Work Services Report. 141

16..... Finance and Corporate Services Report. 142

18..... Motions of which Previous Notice has been Given.. 143

19..... urgent business. 143

20..... Confidential Reports. 143

21..... Closure. 143

 


Council                                                                                      4                                                            27 November 2019

MINUTES

 

MINUTES OF A Meeting of the Busselton City Council HELD IN the Council Chambers, Administration Building, Southern Drive, Busselton, ON 27 November 2019 AT 5.30pm

 

1.               Declaration of Opening aCKNOWLEDGEMENT OF COUNTRY / ACKNOWLEDGEMENT OF Visitors / DISCLAIMER / NOTICE OF RECORDING OF PROCEEDINGS

The Presiding Member opened the meeting at 5.30pm.

 

2.               Attendance

Presiding Member:

Members:

 

Cr Grant Henley     Mayor

Cr Kelly Hick               Deputy Mayor

Cr Ross Paine

Cr Paul Carter

Cr Lyndon Miles

Cr Kate Cox

Cr Sue Riccelli

Cr Phill Cronin

Cr Jo Barrett-Lennard

 

Officers:

 

Mr Mike Archer, Chief Executive Officer

Mr Oliver Darby, Director, Engineering and Works Services

Mrs Tanya Gillett, Acting Director, Planning and Development Services

Mrs Naomi Searle, Director, Community and Commercial Services

Mr Tony Nottle, Director, Finance and Corporate Services

Mrs Emma Heys, Governance Coordinator

Ms Melissa Egan, Governance Officer

 

Apologies:

 

Nil

 

Approved Leave of Absence:

 

Nil

 

Media:

 

“Busselton-Dunsborough Times”

 

Public:

 

4

 


 

3.               Prayer

The prayer was delivered by Pastor Simon Holmes of the Busselton Baptist Church.

 

4.               Application for Leave of Absence

Nil

 

5.               Disclosure Of Interests

Nil

 

6.               Announcements Without Discussion

Nil

 

7.               Question Time For Public

Response to Previous Questions Taken on Notice

 

Nil

 

Question Time for Public

 

7.1             Ms Laura Caddy

 

Question

Considering the City’s first objective in the Community Strategic Plan and its policies about inclusivity, I could not find any policies regarding the LBGQTI community. There is still a lot of hate speech and recently Margaret Court was asked to open the Busselton Tennis Club.  Will the City take a stance on hate speech?

 

Response

The City made a statement about the opening of the tennis club that we did not agree with Mrs Court’s views but agree she’s Australia’s greatest tennis player and is appropriate as a guest of the club. In terms of a policy, I’m not sure we need to develop a specific policy, as it is inherent in our community goals and plan – it certainly speaks to not being exclusive. We have an access and inclusion committee, which would be an appropriate forum in which to raise these issues.

 

Question (from Cr Riccelli to Ms Caddy)

Would you be willing to attend an access and inclusion meeting to discuss these issues?

 

Response (from Ms Caddy)

Yes, I would.

 


 

8.               Confirmation and Receipt Of Minutes

Previous Council Meetings

8.1             Minutes of the Council Meeting held 13 November 2019

COUNCIL DECISION

C1911/230              Moved Councillor K Cox, seconded Councillor J Barrett-Lennard

That the Minutes of the Council Meeting held 13 November 2019 be confirmed as a true and correct record.

CARRIED 9/0

 

Committee Meetings

8.2             Minutes of the Audit Committee Meeting held 4 November 2019

COUNCIL DECISION

C1911/231              Moved Councillor P Carter, seconded Councillor P Cronin

That the Minutes of the Audit Committee Meeting held 4 November 2019 be noted.

CARRIED 9/0

 

8.3             Minutes of the Policy and Legislation Committee Meeting held 12 November 2019

COUNCIL DECISION

C1911/232              Moved Deputy Mayor K Hick, seconded Councillor R Paine

That the Minutes of the Policy and Legislation Committee Meeting held 12 November 2019 be noted.

CARRIED 9/0

 

9.               RECEIVING OF Petitions, Presentations AND DEPUTATIONS

Petitions

 

Nil

Presentations

 

Nil

Deputations

 

Nil

 

10.             QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN (WITHOUT DISCUSSION)

Nil

 

11.             Items brought forward

Adoption by Exception Resolution

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

 

COUNCIL DECISION

C1911/233              Moved Councillor P Carter, seconded Councillor J Barrett-Lennard

 

That the Committee Recommendations in relation to the agenda items 12.1, 12.2, 12.3 and 12.4 and Officer Recommendations in relation to agenda items 15.1 and 17.1 be carried en bloc:

               

12.1        Audit Committee - 4/11/2019 - CITY OF BUSSELTON 2018/2019 ANNUAL FINANCIAL REPORT, AUDITORS REPORT AND MANAGEMENT LETTER

 

12.2        Policy and Legislation Committee - 12/11/2019 - REVIEW OF ASSET MANAGEMENT POLICY

 

12.3        Policy and Legislation Committee - 12/11/2019 - REVIEW OF ASBESTOS MANAGEMENT POLICY

 

12.4        Policy and Legislation Committee - 12/11/2019 - RESCISSION OF COUNCIL POLICY: ELECTED MEMBERS MAIL HANDLING

 

15.1        ECONOMIC DEVELOPMENT TASKFORCE CHARTER REVIEW

 

17.1        COUNCILLORS INFORMATION BULLETIN

 

CARRIED 9/0

En Bloc

 


 

12.             Reports of Committee

12.1           Audit Committee - 4/11/2019 - CITY OF BUSSELTON 2018/2019 ANNUAL FINANCIAL REPORT, AUDITORS REPORT AND MANAGEMENT LETTER

STRATEGIC GOAL

STRATEGIC OBJECTIVE

6. LEADERSHIP Visionary, collaborative, accountable

6.1 Governance systems, process and practices are responsible, ethical and transparent.

SUBJECT INDEX

Financial Operations

BUSINESS UNIT

Financial Services

REPORTING OFFICER

Manager Financial Services - Paul Sheridan

AUTHORISING OFFICER

Director Finance and Corporate Services - Tony Nottle

NATURE OF DECISION

Executive: substantial direction setting, including adopting strategies, plans and policies (excluding local planning policies), tenders, setting and amending budgets, funding, donations and sponsorships, reviewing committee recommendations

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   2018-2019 Annual Financial Statements

Attachment b    2018-2019 Auditors Report

Attachment c    2018-2019 Management Letter

Attachment d   2018-2019 Management Letter Attachment  

 

This item was considered by the Finance Committee at its meeting on 17 October 2019, the recommendations from which have been included in this report.

 

COUNCIL DECISION AND COMMITTEE RECOMMENDATION

C1911/234              Moved Councillor P Carter, seconded Councillor J Barrett-Lennard

 

That the Council:

1.       accepts the 2018/19 Annual Financial Report including Auditors Report and Audit Management Report as per the attached documentation; and

 

2.    notes that it has met the requirements of section 7.12A(2) of the Local Government Act with the Audit Committee, on behalf of Council, having met with a representative of the Office of the Auditor General on the 4th November 2019.

CARRIED 9/0

En Bloc

 

EXECUTIVE SUMMARY

The 2018/19 Annual Financial Statements, Auditors Report and Management Letter with attachment were received from the Office of the Auditor General on 29 October 2019, and are provided to Committee Members as attachments to this report.

 

Pursuant to its Instrument of Appointment, it is relevant that the Audit Committee considers the 2018/19 Annual Financial Statements, Auditors Report and Management Letter and where appropriate, makes recommendation/s in respect of these reports.

 

In addition, the local government is required to meet with its auditor at least once every year in accordance with section 7.12A(2) of the Local Government Act 1995.

 

BACKGROUND

Pursuant to Section 7.9 of the Act, an Auditor is required to examine the accounts and annual financial report submitted by a local government for audit. The Auditor is also required, by 31 December following the financial year to which the accounts and report relate, to prepare a report thereon and forward a copy of that report to:

 

(a)          The Mayor or President

(b)          The Chief Executive Officer; and

(c)           The Minister

 

Furthermore, in accordance with Regulation 10(4) of the Local Government (Audit) Regulations 1996, (the Regulations) where it is considered appropriate to do so, the Auditor may prepare a Management Report to accompany the Auditor’s Report, which is also to be forwarded to the persons specified in Section 7.9 of the Act.

 

The Management Report provides an overview of the audit process and outcomes, whilst also identifying any matters that, whilst generally not material in relation to the overall audit of the financial report, are nonetheless considered relevant to the day to day operations of the City.

 

Audit Committee representatives and City officers met with the OAG at an entrance meeting held on the 8 May 2019. At this meeting the OAG outlined the process for the annual audit. The OAG also advised that our previous auditors (AMD) had been appointed to carry out the audit on the OAG’s behalf.

 

The audit took place from 16 September to 18 September 2019. A subsequent close out meeting was held with Audit Committee and City administration representatives on 25 October 2019. The OAG has since provided their audit report, opinion and signed Annual Financial Statements on 29 October 2019; attached to this report.

OFFICER COMMENT

The OAG have confirmed that once again the City has been provided with an unqualified audit opinion (clear audit).

 

The Audit Committee should note the following Auditors comments:

 

Opinion

I have audited the annual financial report of the City of Busselton which comprises the Statement of Financial Position as at 30 June 2019, the Statement of Comprehensive Income by Nature or Type, Statement of Comprehensive Income by Program, Statement of Changes in Equity, Statement of Cash Flows and Rate Setting Statement for the year then ended, and notes comprising a summary of significant accounting policies and other explanatory information, and the Statement by the Chief Executive Officer.

 

In my opinion the annual financial report of the City of Busselton:

(i)          is based on proper accounts and records; and

(ii)         fairly represents, in all material respects, the results of the operations of the City of Busselton for the year ended 30 June 2019 and its financial position at the end of that period in accordance with the Local Government Act 1995 (the Act) and, to the extent that they are not inconsistent with the Act, the Australian Accounting Standards.

 


 

Report on Other Legal and Regulatory Requirements

In accordance with the Local Government (Audit) Regulations 1996 I report that:

(i)          In my opinion, the following material matters indicate significant adverse trends in the financial position of the City:

a.        The Current Ratio as reported in Note 28 of the annual financial report is below the Department of Local Government, Sport and Cultural Industries (DLGSCI)’s standard of 1.0 for the last three financial years; and

b.     The Operating Surplus Ratio as reported in Note 28 of the annual financial report is below the DLGSCI’s basic standard of 0.01 for the current financial year and the prior financial year.

(ii)         All required information and explanations were obtained by me.

(iii)        All audit procedures were satisfactorily completed.

(iv)        In my opinion, the Asset Consumption Ratio and the Asset Renewal Funding Ratio included in the annual financial report were supported by verifiable information and reasonable assumptions.”

 

The Auditor’s Management Report provides an overview of the approach undertaken in respect of the annual audit process, and the associated outcomes of the audit. The Management Report also identifies any findings that, whilst not material in relation to the overall audit of the financial report, are considered relevant to the day to day operations of the City.

 

As part of the 2018/19 Financial Audit, the Auditor made 1 finding (deemed as minor). Full details and City of Busselton Management comments can be seen in the 2018-19 Management Letter (Attachment C):

 

1.    High annual leave accrual at year end.

 

The finding in relation to excessive leave balances for some employees is acknowledged, although it should be noted that this is an issue in relation to a small percentage of long term employees only and the City does not generally have a problem with excessive leave balances.  The City is continuing to work within relevant industrial requirements (regarding consultation and genuine agreement), to achieve a reduction in leave balances while still meeting the needs of the organisation.

 

In addition, section 2.2(c) of the Audit Committee Terms of Reference determines that the Audit Committee is responsible and has the duty to formally meet with the auditor in accordance with the Act on behalf of the local government. Ms. Carly Meagher, Director Financial Audit, from the OAG, who is representing the Auditor General is attending the Audit Committee meeting. Ms. Meagher will present the audit report and respond to any queries arising from the 2018/19 Audit.

 

The presence of Ms. Meagher meets the requirements of 7.12A(2) of the Act.

Statutory Environment

Matters pertaining to the financial audit of a local government authority are detailed within:

§ Local Government Act 1995 - Section 7.9 and Section 7.12A.

§ Local Government (Financial Management) Regulations 1996.

§ Local Government (Audit) Regulations 1996 – Regulation 16.

Relevant Plans and Policies

There are no relevant plans or policies to consider in relation to this matter.

Financial Implications

There are no financial implications associated with the officer recommendation.

Stakeholder Consultation

No external stakeholder consultation was required or undertaken in relation to this matter.

There is a requirement to include the audited financial statements within the City of Busselton Annual Report, which will be advertised to the public following its consideration by Council.

Risk Assessment

An assessment of the potential implications of implementing the officer recommendation has been undertaken using the City’s risk management framework, with risks assessed taking into account any controls already in place.

No risks of a medium or greater level have been identified.

Options

The Audit Committee may determine to make specific recommendations in relation to the audit findings and the actions identified by management in addressing these.  Given the relatively minor nature of the issue that arose and the fact that this will need to be managed operationally in accordance with the City of Busselton Enterprise Bargaining Agreement, actions that are already proposed or underway, officers do not think specific resolutions are necessary.

CONCLUSION

The City achieved a clear audit for the financial year ending 30 June 2019 with only one (1) finding reported in the Management Report.

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

Not applicable.


Council

21

27 November 2019

12.1

Attachment a

2018-2019 Annual Financial Statements

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Council

82

27 November 2019

12.1

Attachment b

2018-2019 Auditors Report

 


 


 


Council

83

27 November 2019

12.1

Attachment c

2018-2019 Management Letter

 


Council

85

27 November 2019

12.1

Attachment d

2018-2019 Management Letter Attachment

 


 


Council                                                                                      93                                                          27 November 2019

12.2           Policy and Legislation Committee - 12/11/2019 - REVIEW OF ASSET MANAGEMENT POLICY

STRATEGIC GOAL

STRATEGIC OBJECTIVE

6. LEADERSHIP Visionary, collaborative, accountable

6.4 Assets are well maintained and responsibly managed.

SUBJECT INDEX

Council Policy

BUSINESS UNIT

Engineering and Facilities Services

REPORTING OFFICER

Asset Coordinator - Daniel Hall

AUTHORISING OFFICER

Director, Engineering and Works Services - Oliver Darby

NATURE OF DECISION

Executive: substantial direction setting, including adopting strategies, plans and policies (excluding local planning policies), tenders, setting and amending budgets, funding, donations and sponsorships, reviewing committee recommendations

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   Proposed Policy - Asset Management

Attachment b    Current Policy  

 

This item was considered by the Policy and Legislation Committee at its meeting on 12 November 2019, the recommendations from which have been included in this report.

 

COUNCIL DECISION AND COMMITTEE RECOMMENDATION

C1911/235              Moved Councillor P Carter, seconded Councillor J Barrett-Lennard

That the Council adopts the updated Asset Management policy as per Attachment A, inclusive of the Committee amendments as shown below, to replace the current policy - Attachment B:

 

 

CARRIED 9/0

En Bloc

 

Reasons:                The Committee made the recommended amendments to the Policy for improved clarity and readability.

EXECUTIVE SUMMARY

The purpose of this report is to present for adoption an updated City of Busselton Asset Management Policy (the Policy) (Attachment A) to replace the existing policy (Attachment B).  The Policy outlines the key principles which the City will apply to the long term planning and management of its assets to ensure that they are safe, sustainable and meet the needs of the community.  The Policy also provides guidance for the development of an asset management strategy.

 

BACKGROUND

An asset management policy was first adopted by the Council on 8 October 2008 (C0810/303) and subsequently reviewed and updated in 2016 (C1609/233).  It is now due for review having regard to the Governance System Review, which recommended that Council’s policies be reviewed to remove operational level detail and function as strategic guidance documents.

 

Since the 2016 policy review, the City’s knowledge of its infrastructure asset-base and the capability required to effectively manage its assets have continued to grow. The outcome of this continuous improvement is that the asset management philosophies of 2016 need to be refined and updated; and incorporated into a revised policy position.

OFFICER COMMENT

Asset management is a broad subject area covering a range of elements. All of these elements have a purpose, however, some will be more important for the City to address than others, at any given point in time. Adoption of the most important elements as policy principles ensures organisational understanding of what the current priorities are and allows for a targeted approach to asset management planning.

 

Asset Management Priorities

Below are the five priority areas proposed that the policy principles are designed to address.  In order to provide some context for the underpinning policy principles, examples have been provided showing how each principle reflects current asset management priorities for the City. These examples are not intended as a definitive list of what the principles may drive, but rather the best example to illustrate how the principle can be implemented through the asset management plans.

 

1.    Growth of the Infrastructure Asset Base

The estimated replacement value of the City’s infrastructure assets has increased to a total value of $920,758,934 (an increase of $386,758,934 from 2013). A breakdown of the current value is shown in Table 1 below.

The 2013 calculations in Table 1 are an extract from the original Overall Asset Management Plan. Assets such as Car Parks, Airport, Bridges, Busselton Jetty, Signage and Waste Sites would have carried a value in 2013, however had not received an asset management valuation at that point in time. A significant amount of work has been undertaken since 2013 to improve the knowledge of the asset base, with the calculation process now more thorough than it was and the three yearly fair value cycle having created more accurate valuation data.


 

Table 1 Current Replacement Value of Infrastructure Assets

Asset Type

Value 2013 $

Value 2019 $

Variance

Roads

284,000,000

370,419,378

86,419,378

Car Parks

0

11,959,466

11,959,466

Airport 

0

64,350,789

64,350,789

Bridges

0

69,028,840

69,028,840

Footpaths

30,000,000

47,118,362

17,118,362

Coastal Infrastructure (Excluding Busselton Jetty)

8,000,000

19,279,000

11,279,000

Busselton Jetty

0

33,658,187

33,658,187

Buildings

104,000,000

126,907,523

22,907,523

Drainage

69,000,000

101,497,452

32,497,452

Signage

0

3,045,626

3,045,626

Public Open Space and Lighting

34,000,000

70,024,377

36,024,377

Waste Sites

0

3,469,934

3,469,934

Other (now valued above)

5,000,000

0

-5,000,000

Total

534,000,000

920,758,934

386,758,934

 

The City is growing and in order to cater for growth demands larger projects have or are being implemented such as the Busselton foreshore, airport, waste site, and traffic study implementation.  Additionally upgrades to infrastructure such as to smaller coastal recreation nodes and narrow seal rural roads are required. All of these activities add value to the area and to the assets.

 

The growth of the City also generates an annual amount of donated assets which are constructed by property developers and handed to the City to manage after a set maintenance period. These donated assets include Public Open Space (POS) and associated assets, roads, stormwater drainage, footpaths and cycle ways. Once they are donated to the City, they are included in the relevant asset registers to form part of calculations for ongoing maintenance and renewal planning.

 

As a general rule, as the value of the asset portfolio increases, so does the funding required to maintain it at an acceptable standard. What this means in terms of actual cost and impact on the Councils bottom-line is complex, requiring the consideration of many variables for each asset class. This includes life of the asset and its components, complexity of components, required appearance, intended functionality etc. A balanced approach is required between acquiring, maintaining and renewing assets to meet community needs and being able to sustainably maintain the asset base into the future. Adopting a principle to identify this will help to ensure these impacts are understood, communicated to the Council and planned for.

 

2. Lifecycle Management of Assets

In order to understand and quantify the bottom-line impact of growth, it is necessary to first understand the lifecycle management requirements for each asset class. Lifecycle management of infrastructure involves many activities throughout its life including planning, design, construction, acquisition, operation, maintenance, renewal and disposal costs.

 

Initial asset management plans undertaken have focussed on the renewal portion of the lifecycle in determining the funds required to replace the asset at the end of its life. Improved asset management knowledge has highlighted the need for a more comprehensive approach that addresses maintenance related works, and in particular, preventative maintenance activities.

 


 

Preventative (or scheduled) work involves pre-planned activities designed to avoid wear and tear, more expensive structural issues in the future and reduce mobilisation costs through undertaking works in a structured manner. Corrective (or reactive) maintenance work is conversely work undertaken in response to an event or general wear and tear of the elements. Renewal work is required either when corrective and /or preventive works have not been undertaken when required, are ineffective or the element has simply reached the end of its useful life. All elements of the lifecycle are linked, and therefore must be considered together when determining the financial requirements for infrastructure. Levels of preventive and corrective maintenance undertaken can have a bearing on required renewal (i.e. may cause it to be undertaken sooner if not adequate) and conversely, timing of renewals can impact maintenance and operating costs if assets remain in a poor condition for too long.

 

Improved organisational understanding of lifecycle management activities will facilitate a broader view of asset management considering all maintainable elements. This will include implementation of preventive maintenance plans as part of ongoing asset management planning.

 

3. Community Expectations and Setting of Service Standards

To date the City’s asset management planning has largely been based around industry best practice and staff knowledge and experience. This is a sound methodology which can deliver effective outcomes, however would benefit from improved knowledge of community expectations.

Community engagement should be undertaken in order to fully understand what the community values, and in turn what they are prepared to pay for. Community engagement provides guidance on standards for operating, maintenance and renewal activities to determine asset appearance, functionality and performance.

This principle can be addressed by quantifying community expectations through the development of service standards which can be costed, tested for affordability and discussed with the community. These discussions can also inform the community on how the city plans to balance the required renewal against the need for new and upgraded assets.

 

4. Ongoing Improvement of the City’s Asset Management Capability

Asset Management Capability is defined as the combined concepts of the capacity and ability of a system to meet a specified objective in all its aspects. This includes all the assets and associated personnel, resources and services which are required to meet the objective (i.e. required service standards for infrastructure). A system relies on all its elements to work effectively together, so if one is missing or insufficient, it can affect the whole system. Adopting a capability-based principle acknowledges the importance of a strong foundation for asset management.

 

In order to meet statutory obligations and reporting requirements the City must implement systems and practices enabling effective storage, sharing and evaluation of asset data, knowledge and information.

 

5. Maintaining Asset with Minimal Backlog of Maintenance and Renewal Works

In order to assist in the long term sustainability of the City’s infrastructure assets, consideration should be given to existing assets in conjunction with provision of new assets. This is to ensure a balance between expenditure on new and upgraded assets and required renewal expenditure on existing assets.

 

The aim is to ensure that all infrastructure assets are maintained adequately and passed on to future generations in a good condition (i.e. no major backlog of maintenance or renewal works). Items such as replacement, expansion or major upgrade should be considered separate to the normal ‘like for like’ renewal incumbent on the current users of the assets.

Replacement, expansion or major upgrade of assets should be subject to separate discussions with the community at the time the works are planned, to agree on the best course of action. An example of this differentiation in practice is outlined below in terms of the building funding methodology.

 

In 2018 asset staff undertook a modelling exercise for the purpose of allocating renewal funds for buildings into Reserve Accounts; the purpose being to fund major and minor renewal works, such as replacement of components and larger-scale maintenance that require a capital budget allocation.

 

The methodology allocates an annual percentage of the replacement value of buildings into reserves based on building criticality (Service Level Hierarchy), replacement value and apportioning a percentage of replacement value annually into a reserve account.

 

The ultimate intention of the funding plan is to maintain these buildings at an acceptable standard until such time as they require replacement, refurbishment or significant upgrade.

 

The like for like replacement of the City’s Administration Building in 50 years’ time would cost an estimated $52.7M (based on base cost of $20M plus 2% p.a. Building Cost Indexation). In basic terms this equates to an annual amount of $1.05M required to be saved over the fifty years in order to fund the replacement. This would be in addition to the annual amount required to be spent on maintenance and renewal of components, currently allocated through the methodology.

 

While the methodology does consider each generations required contribution to these buildings, it is also very mindful of the importance of avoiding situations such as the narrow seal country roads. The narrow seal country roads program is currently dealing with a backlog of renewal as a result of works undertaken in the late sixties without a structured renewal program attached. Had a funding and renewal methodology been implemented at the time of construction, the current backlog of renewal works could have largely been avoided.

 

How the actual expenditure tracks against what has been predicted, should be monitored and annual allocations adjusted if necessary. This should be a living process that is reviewed and updated to inform each iteration of the Long Term Financial Plan.

 

Policy Principles

Based on these five priority areas detailed above, the following policy principles are proposed to underpin the City’s approach to asset management and the development of strategies and plans:

·    Assets are to be acquired, maintained and renewed to adequately meet present-day community expectations and pass to future generations with minimal backlog of maintenance and renewal works.

·    Community expectations will be quantified through the implementation of service standards informed by asset lifecycle costing and incorporated into the asset management and Long Term Financial Plans.

·    Decisions on implementation of new assets, major upgrades or acceptance of donated assets is to be informed by lifecycle costing analysis to determine the true cost of operating and maintaining the asset.

·    Ensure that the City has the Asset Management capability to meet statutory obligations and reporting requirements through the implementation of systems and practices enabling effective storage, sharing and evaluation of asset data, knowledge and information.

·    The outcomes and actions required to implement these principles are to be further expanded upon within the Asset Management Strategy.  This will then provide guidance in the day to day asset management as well as with the development of asset management plans.

Statutory Environment

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

 

Asset management planning is a key component of the integrated planning and reporting framework which is enforced through the section 5.56 of the Local Government Act 1995. Local Governments are required to develop a strategic community plan that links community aspirations with the Council’s long term strategy and a corporate business plan which outlines the medium term priorities for delivery. Supporting both of these plans is a long term financial plan that integrates asset management planning and workforce planning.

Relevant Plans and Policies

This Policy provides overarching guidance and direction for the development of an asset management strategy and asset management plans.  The data from asset management plans is incorporated into the Long Term Financial Plan and informs the Corporate Business Plan and Annual Budget. 

 

The asset management strategy is in the process of being developed for adoption by the Council, with its purpose being to outline the City’s current asset management capability and the organisational resource requirements and responsibilities for adhering to the principles set out in the Policy.

 

This Policy also has links with other asset management related policies of the Council, namely Footpaths and Cycle ways Funding Policy, Asbestos Management Policy and Building Insurance Policy.

Financial Implications

There are no direct financial implications with the adoption of the Policy.  However, it does provide guidance for Long Term Financial Planning and Annual Budget formulation.

 

Under the guidance set by the policy, asset management plans are required to be formulated. These plans are to outline relevant information about each asset class such as location, size, value, condition and timing and cost of replacements/renewals of existing infrastructure. The outcomes of the adopted asset management plans then inform the Long-term Financial Plan, which in-turn informs the Annual Budget.

Stakeholder Consultation

No external stakeholder consultation was required or undertaken in relation to this matter.

Risk Assessment

An assessment of the potential implications of implementing the officer recommendation has been undertaken using the City’s risk management framework, with risks assessed taking into account any controls already in place.

The Officer recommendation serves to mitigate the currently identified risk of not adopting clear asset management principles:

 

Decline over time of condition and capacity of Infrastructure assets.

Risk Category

Risk Consequence

Likelihood of Consequence

Risk Level

Financial

Moderate

Unlikely

Medium

Options

The Council could chose not to adopt the current draft update of the Policy in favour of an alternative set of principles, however in doing so, may not be recognising the current asset management requirements for the City of Busselton.

CONCLUSION

The Policy provides an overview of required focus areas for the City’s Asset Management practices to ensure that infrastructure assets are well maintained and responsibly managed. This will be achieved through continuation of current practices as well as continuous improvement.

The principles outlined in the Policy align to the main asset management priorities at the City of Busselton, which are maintaining the existing portfolio, understanding, quantifying and implementing community expectations, catering for the financial and operational impacts of new and upgraded assets and understanding key asset management capabilities required for effective asset management.

How these focus areas are to be achieved and improved will be outlined within an asset management strategy which will detail the activities and resources required to improve the City’s ongoing asset management capability.

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

The implementation of the Asset Management Policy would be effective immediately upon adoption of the officer’s recommendation.

 

 


Council

96

27 November 2019

12.2

Attachment a

Proposed Policy - Asset Management

 


 


Council

102

27 November 2019

12.2

Attachment b

Current Policy

 


 


 


 


 


 


Council                                                                                      103                                                       27 November 2019

12.3           Policy and Legislation Committee - 12/11/2019 - REVIEW OF ASBESTOS MANAGEMENT POLICY

STRATEGIC GOAL

STRATEGIC OBJECTIVE

6. LEADERSHIP Visionary, collaborative, accountable

6.4 Assets are well maintained and responsibly managed.

SUBJECT INDEX

Council Policies

BUSINESS UNIT

Engineering and Facilities Services

REPORTING OFFICER

Asset Coordinator - Daniel Hall

AUTHORISING OFFICER

Director, Engineering and Works Services - Oliver Darby

NATURE OF DECISION

Executive: substantial direction setting, including adopting strategies, plans and policies (excluding local planning policies), tenders, setting and amending budgets, funding, donations and sponsorships, reviewing committee recommendations

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   Proposed Policy - Management and Removal of Asbestos

Attachment b    Current Policy  

 

This item was considered by the Policy and Legislation Committee at its meeting on 12 November 2019, the recommendations from which have been included in this report.

 

COUNCIL DECISION AND COMMITTEE RECOMMENDATION

C1911/236              Moved Councillor P Carter, seconded Councillor J Barrett-Lennard

That the Council adopts the Council policy Management and Removal of Asbestos as per Attachment A, inclusive of Committee amendments as shown below, to replace the current policy (Attachment B):

 

CARRIED 9/0

En Bloc

 

Reasons: The Committee made the recommended amendments to the Policy as the term ‘Competent Person’ is no longer in use, and for improved clarity and readability of the Policy.

EXECUTIVE SUMMARY

This report presents a revised Management and Removal of Asbestos policy (Attachment A) (the Policy) for Council consideration, with the current policy being amended as part of the City’s overall review of its Council policies. The Policy, which has been moved into the new policy format, is considered to be of continuing relevance and is therefore recommended for Council’s approval.

 

BACKGROUND

The current policy was adopted in April 2011, the purpose being to provide a framework and guidance for the safe management of asbestos.  The policy was last reviewed in April 2016, with only minor changes made to update Shire to City.

 

Prompted by a requirement to periodically review policies and an initiative to ensure policy documents are strategic in nature and consistent with the City’s policy framework, the Policy has been moved into the current policy format and reviewed to remove operational level detail.  This operational detail will be included in an Operational Practice to guide staff in the day to day management of asbestos.

OFFICER COMMENT

The City as an employer has a responsibility to maintain a safe working environment under the provisions of the Occupational Safety and Health Act 1984 and related Regulations.

 

The ultimate long-term aim of the City is for all buildings on City owned or managed land to be free of asbestos containing materials (ACM). The Policy articulates this commitment but also recognises that immediate removal of all ACM is neither practical nor absolutely necessary where the ACM is left undisturbed and in good condition.

 

The Policy maintains the current strategic approach whereby the programmed removal of ACM is based on a combination of risk and the availability of resources, with immediate removal of ACM triggered by a risk assessment declaring a risk to human health or imminent demolition or major renovation of a Council building or a building under the City’s management control.

 

The Policy also maintains the approach of removing ACM in conjunction with any major works or upgrade of buildings or facilities on City owned or managed land.  Additionally where funding is sought, submissions are required to include the removal of ACM, as part of the application and / or scope of works.

 

Operational aspects of the Policy associated with the process of asbestos management planning and the maintenance of the asbestos register have been removed to be included within an Operational Practice.

 

Statutory Environment

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

Relevant Plans and Policies

The City has a policy framework which was developed and endorsed by Council in response to the recommendations of the Governance Services Review carried out in 2017.  The framework sets out the intent of Council policies, as opposed to operational documents such as Staff Management Practices and operational procedures.

Financial Implications

Adoption of the Policy does not commit the Council to any specific allocation of funds for asbestos management, however an annual allocation of funds for this purpose significantly improves the effectives and timeliness of the City’s asbestos management practices.

 

The City’s annual budget for 2019/20 has an allocation of $88,636 for asbestos removal and replacement, funded from the Building Asset Reserve. These funds assist with removal and replacement of asbestos, as well as testing and identification prior to removal works. They provide an effective mechanism for staff to promptly deal with any risks associated with ongoing asbestos management.  These funds are currently allocated through the annual budget process.

Stakeholder Consultation

No external stakeholder consultation was required or undertaken in relation to this matter.

Risk Assessment

An assessment of the potential implications of implementing the officer recommendation has been undertaken using the City’s risk management framework, with risks assessed taking into account any controls already in place.  No risks of a medium or greater level have been identified.

Options

Council could decide not to adopt the Policy or to require further amendments to the Policy. 

CONCLUSION

The Policy updates the current Asbestos Management policy and in doing so maintains the current approach to the management of asbestos and the Council’s commitment for all buildings on City owned or managed land to, over time, be free of asbestos containing materials.

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

The Policy will be placed on the City’s website within one week of adoption.

 

 

 

 


Council

109

27 November 2019

12.3

Attachment a

Proposed Policy - Management and Removal of Asbestos

 


 


Council

113

27 November 2019

12.3

Attachment b

Current Policy

 


 


 


 


Council                                                                                      114                                                       27 November 2019

12.4           Policy and Legislation Committee - 12/11/2019 - RESCISSION OF COUNCIL POLICY: ELECTED MEMBERS MAIL HANDLING

STRATEGIC GOAL

STRATEGIC OBJECTIVE

6. LEADERSHIP Visionary, collaborative, accountable

6.1 Governance systems, process and practices are responsible, ethical and transparent.

SUBJECT INDEX

Council Policies

BUSINESS UNIT

Governance Services

REPORTING OFFICER

Governance Coordinator - Emma Heys

AUTHORISING OFFICER

Director Finance and Corporate Services - Tony Nottle

NATURE OF DECISION

Executive: substantial direction setting, including adopting strategies, plans and policies (excluding local planning policies), tenders, setting and amending budgets, funding, donations and sponsorships, reviewing committee recommendations

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   Council Policy 229 Elected Members Mail Handling

Attachment b    Excerpt Elected Members Guide - Record Keeping  

 

This item was considered by the Policy and Legislation Committee at its meeting on 12 November 2019, the recommendations from which have been included in this report.

 

COUNCIL DECISION AND COMMITTEE RECOMMENDATION

C1911/237              Moved Councillor P Carter, seconded Councillor J Barrett-Lennard

That the Council rescinds Council Policy 229 ‘Elected Members Mail Handling’ (Attachment A) effective immediately.

CARRIED 9/0

En Bloc

EXECUTIVE SUMMARY

This report recommends the rescission of Council policy 229 ‘Elected Members Mail Handling’ (the Policy) (Attachment A), with the Policy having been reviewed as part of the City’s overall review of its Council policies.  The record keeping responsibilities of Elected Members will instead be included in the Elected Members Guide, with aspects relating to operational processes contained within internal work processes, noting some changes to those work processes are proposed.

 

BACKGROUND

Council policy 229 ‘Elected Members Mail Handling’ was developed in March 2004 to provide guidance to Elected Members in managing official records created or received by them in the course of their role as Elected Members.  It was last reviewed in March 2017, where amendments were made to simplify the processes for Elected Members in relation to record keeping and their compliance with the State Records Act 2000.

 

The City has developed and implemented a Policy Framework, which sets out the intent of Council policies, as opposed to Operational Practices and other documents. Upon reviewing the Policy, officers found it to be operational and for the most part, repetitive of the City’s requirements under the State Records Act 2000, which are captured in the City’s Record Keeping Plan 2016.

 


 

OFFICER COMMENT

The Policy outlines the two different category of record – records of continuing value and records of temporary value – and sets out how Elected Members are to treat various types of records which are created and received through their role. While the Policy does serve to inform Elected Members of their obligations under the State Records Act 2000, it is largely operational in nature, setting out how Elected Members, Governance staff and Records staff are to transact records management.

 

An Elected Members Guide has recently been developed to guide and assist Elected Members in their role and responsibilities.  This guide already contains some information in relation to records, including an overview of what is considered a record of continuing or temporary value.  It is recommended that this be expanded to cover all Elected Member requirements and processes for record keeping (as per the excerpt at Attachment B), and the Policy be rescinded.  This will also allow adjustments to be made to processes as required through updating of the Guide.

Statutory Environment

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

Section 19 of the State Records Act 2000 outlines the record-keeping responsibilities of Elected Members.

Relevant Plans and Policies

The City has a policy framework which was developed and endorsed by Council in response to the recommendations of the Governance Systems Review. The framework sets out the intent of Council policies, as opposed to operational documents such as Operational Practices.

Financial Implications

There are no financial implications associated with the officer recommendation.

Stakeholder Consultation

No external stakeholder consultation was required or undertaken in relation to this matter.

Risk Assessment

An assessment of the potential implications of implementing the officer recommendation has been undertaken using the City’s risk management framework, with risks assessed taking into account any controls already in place. No risks of a medium or greater leave have been identified.

Options

As an alternative to the proposed recommendation the Council could choose to:

1.    Retain the Policy in its current form or

2.    Retain and make amendments to the Policy.

CONCLUSION

The Policy has been reviewed and it is recommend to be rescinded, with the record keeping requirements for Elected Members to be further added to the Elected Members Guide.

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

The Policy will be rescinded immediately upon Council’s endorsement. The Elected Members Manual will be updated and published within one week of Council’s endorsement and then be updated as required.


Council

123

27 November 2019

12.4

Attachment a

Council Policy 229 Elected Members Mail Handling

 


 


 


 


 


 


 


Council

126

27 November 2019

12.4

Attachment b

Excerpt Elected Members Guide - Record Keeping

 


 


 

 


Council                                                                                      127                                                       27 November 2019

15.             Community and Commercial Services Report

15.1           ECONOMIC DEVELOPMENT TASKFORCE CHARTER REVIEW

STRATEGIC GOAL

STRATEGIC OBJECTIVE

4. ECONOMY Diverse, resilient, prosperous

4.2 A community where local business is supported and in turn drives our economy

SUBJECT INDEX

Economic and Business Development

BUSINESS UNIT

Economic and Business Development

REPORTING OFFICER

Economic and Business Development Project Officer - Emma O'Brien

AUTHORISING OFFICER

Director, Community and Commercial Services - Naomi Searle

NATURE OF DECISION

Executive: substantial direction setting, including adopting strategies, plans and policies (excluding local planning policies), tenders, setting and amending budgets, funding, donations and sponsorships, reviewing committee recommendations

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   Proposed EDT Terms of Reference  

 

COUNCIL DECISION AND OFFICER RECOMMENDATION

C1911/238              Moved Councillor P Carter, seconded Councillor J Barrett-Lennard

That the Council:

1.         Endorses the removal of the Economic Development Taskforce Charter from the Economic Development Strategy 2016-2026 and the establishing of a stand-alone Economic Development Taskforce Terms of Reference which may be amended from time to time in conjunction with the Taskforce (and without further Council approval).

2.         Endorses changes to the membership structure of the Economic Development Taskforce from three key industry sector members (incl. agriculture, property development) to three key industry sector members from nominated representative bodies, such as REIWA to represent the property sector and Margaret River Wine Association to represent the wine industry.

CARRIED 9/0

En Bloc

 

EXECUTIVE SUMMARY

City officers, in consultation with relevant stakeholders, have reviewed the City’s Economic Development Strategy 2016–2026 and the Economic Development Taskforce (EDT) Charter contained within, and recommend changes to the membership structure of the EDT, including the format of the Charter to facilitate the most efficient and effective outcomes.

This report seeks Council’s endorsement to amend the EDT membership structure and the format of the EDT Charter.

 

BACKGROUND

In November 2016, Council endorsed the City’s Economic Development Strategy 2016–2026 (the Strategy), the Charter for the EDT, and the Strategy’s Initiatives to Guide Implementation (Implementation Plan).

 


 

The proposed role of the EDT was to identify and advocate for resources to deliver specific initiatives that had been identified in the Implementation Plan and to embody the principles of ‘collaborative governance’, noting however that the EDT is not a formal Committee of Council (as per s5.8 of the Local Government Act 1995) and has no formal decision making powers and hence, as a group cannot make formal recommendations direct to Council, it can only do so through City officers.  The EDT was formed in March 2017 and has since met quarterly to perform this role.  The EDT is supported by two sub-groups, the Digital Economy Smart City Working Group and Economic Development Working Group.

 

Between May and August 2019, City officers undertook a review of the Strategy, and updated the EDT.  As a result, it is recommended that changes be made to the EDT Charter to optimise the group’s effectiveness in supporting the implementation of the Strategy.

OFFICER COMMENT

The EDT is a reference group made up of representatives from the City, Councillors and staff, South West Development Commission, Regional Development Australia, Busselton Chamber of Commerce and Industry, Margaret River Busselton Tourism Association, Business Advisory South West and Peel, and various business sector representatives. While the group has no formal decision-making powers or authority, it oversees the implementation of the Strategy, assists with prioritising initiatives listed in the Implementation Plan, and provides advice and guidance to officers in relation to the members’ respective industry knowledge and experience.

 

Between May and August 2019, officers reviewed the Strategy and Implementation Plan, including liaising with relevant stakeholders listed as ‘lead’ and ‘support’ agencies against particular initiatives in the Implementation Plan. The review highlighted how implementation of the Strategy is tracking, which initiatives are complete, underway, yet to be progressed and/or no longer relevant.

 

The role of the EDT was also reviewed, with feedback indicating that the group should continue to oversee the implementation of the Strategy and assist in prioritising initiatives. In addition, the group should be a mechanism for members to share key information from their respective organisations/industry sectors, such as key projects, areas of focus, upcoming opportunities and recent trends and observations.

 

During the review it was identified that it would be beneficial to have members from industry sector agencies or bodies rather than the membership including individual members from industry sectors. Representatives of industry sector agencies or bodies are well placed to provide a broad view of their industry, and to share information, updates, trends and common concerns. To facilitate this, a change to the membership structure of the EDT is required, with the change outlined in the proposed Terms of Reference at Attachment A. The change would result in four current EDT members no longer retaining their positions, and the need to recruit new members from industry sector bodies. Outgoing members would have options to engage with the City and other stakeholders as community members and business representatives through other economic development working groups such as the city centre landowners group that the City has previously convened and the two sub-groups, as well as any groups that result from the city centre activation / place making work currently being undertaken.

 

At the 22 August 2019 EDT meeting, the suggested changes outlined above were tabled and discussed.  One member expressed doubt that representatives from the industry representative bodies would adequately represent an industry and its members. All other EDT members agreed or were not opposed to the suggested changes. The changes and discussion were recorded in the minutes and distributed to the entire EDT for consideration by any members that were not in attendance at that meeting, with no opposition received.

 

The EDT Charter was endorsed by Council along with the Strategy in 2016, hence, any changes to the Charter requires a report to Council and Council endorsement. The EDT has been functioning for two and a half years, allowing adequate time for the group to form, and now refine to achieve outcomes in the most effective manner. For this reason and to ensure the group continues to function optimally, it is recommended that the Charter is replaced by a stand-alone Terms of Reference, which the EDT can undertake regular reviews of and make changes as required, without further Council approval being required.

Statutory Environment

The EDT is a reference group with no formal decision-making powers or authority vested to it by Council. Minutes of meetings and associated recommendations are conveyed to Council for information and consideration.  Although not a formal Committee of Council (as defined in s5.8 of the Local Government Act 1995), the EDT does provide leadership and advice to the City with regards to implementation of the Strategy.

 

Relevant Plans and Policies

The EDT oversees the implementation of the Strategy and Implementation Plan. These documents identify strategies and initiatives aimed at attracting inward investment; enhancing business retention and expansion; supporting regional workforce development; identifying and advocating for strategic economic infrastructure; and enhancing the quality of place, particularly precincts with high tourist visitation, as well as identifying lead and support agencies for delivering these.

 

Financial Implications

There are no financial implications associated with the officer recommendation.

 

Stakeholder Consultation

As part of the review of the Strategy and Implementation Plan, City officers met with representatives from South West Development Commission, Regional Development Australia, Busselton Chamber of Commerce and Industry, Margaret River Busselton Tourism Association, Business Advisory South West and Peel and City staff from various relevant departments to discuss matters relating to the implementation of the Strategy, such as ongoing relevance of individual initiatives, current priorities and effectiveness of the EDT and sub-groups. The findings of the review were distributed to the wider EDT for consideration prior to, and then tabled and discussed at the 22 August 2019 EDT meeting. The feedback received at these meetings informed the recommendations in this report, and these were supported by the EDT.

 

Risk Assessment

An assessment of the potential implications of implementing the officer recommendation has been undertaken using the City’s risk management framework, with risks assessed taking into account any controls already in place. No risks of a medium or greater level have been identified.

Options

As an alternative to the proposed recommendation the Council could:

1.    Maintain the current EDT membership structure.

2.    Dissolve the EDT and continue with the Digital Economy Smart City Working Group and Economic Development Working Group.

CONCLUSION

This report details the reasons for recommending changes to the membership of the EDT and to the format of the EDT Charter, and requests that Council supports the ongoing changes to the EDT by endorsing the recommended changes.

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

EDT members will be advised of the outcome of this report at the next EDT meeting scheduled for 2 December 2019. Should Council endorse the officer recommendation, officers will administer the changes to the Charter in December 2019, and invite industry sector members from representative bodies in December 2019 and January 2020, to have the new EDT in place before the next scheduled EDT meeting in March 2020.


Council

132

27 November 2019

15.1

Attachment a

Proposed EDT Terms of Reference

 


 

 


Council                                                                                      136                                                       27 November 2019

17.             Chief Executive Officers Report

17.1           COUNCILLORS INFORMATION BULLETIN

STRATEGIC GOAL

STRATEGIC OBJECTIVE

6. LEADERSHIP Visionary, collaborative, accountable

6.1 Governance systems, process and practices are responsible, ethical and transparent.

SUBJECT INDEX

Councillors Information Bulletin

BUSINESS UNIT

Governance Services

REPORTING OFFICER

Executive Assistant to Council - Katie Banks

AUTHORISING OFFICER

Chief Executive Officer - Mike Archer

NATURE OF DECISION

Noting: the item does not require a decision of Council and is simply for information purposes and noting

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   Ltr to Minister Saffiotti MLA 20191108  

 

COUNCIL DECISION AND OFFICER RECOMMENDATION

C1911/239              Moved Councillor P Carter, seconded Councillor J Barrett-Lennard

 

That the items from the Councillors’ Information Bulletin be noted:

17.1.1       Current Active Tenders 

17.1.2       Donations, Contributions and Subsidies Fund – October 2019

17.1.3      Recent Correspondence

CARRIED 9/0

En Bloc

 

EXECUTIVE SUMMARY

This report provides an overview of a range of information that is considered appropriate to be formally presented to the Council for its receipt and noting. The information is provided in order to ensure that each Councillor, and the Council, is being kept fully informed, while also acknowledging that these are matters that will also be of interest to the community.

 

Any matter that is raised in this report as a result of incoming correspondence is to be dealt with as normal business correspondence, but is presented in this bulletin for the information of the Council and the community.

 

INFORMATION BULLETIN

17.1.1       Current Active Tenders 

Note: Information in italics has previously been provided to Council, and is provided for completeness.

 

RFT10/19 SUPPLY AND INSTALLATION OF REUSABLE DAILY COVER SYSTEM FOR LANDFILL

·    Requirement – the supply, delivery and installation of a reusable alternative daily cover system for the City's municipal solid waste landfill situated at 48 Western Cape Drive, Naturaliste, in partial substitution of the earthen cover used at the site.

·    A Request for Tender was advertised on 6 July 2019 with a closing date of 30 July 2019. 

·    Two submissions were received.

·    The value of the contract is not expected to exceed the CEO’s delegated authority under Delegation DA 1-07. 

·    The CEO under delegated authority declined to accept any tender due to an alternative method being deployed.

 

RFT18/19 DESIGN AND CONSTRUCTION OF TERMINAL BUILDING IMPROVEMENTS

·    Requirement – design and construct improvements to the terminal building at Busselton Margaret River Airport.

·    A Request for Tender was advertised on 16 October 2019 with a closing date of 15 November 2019. 

·    The value of the contract was previously expected to exceed the CEO’s current delegated authority under Delegation DA 1-09 (previous delegation reference LG3L). As a result of Council resolution on 30 October 2019, the CEO now has the delegated authority to award this tender when appropriate.

 

RFT19/19 DESIGN AND CONSTRUCTION OF ARRIVAL HALL

·    Requirement – design and construct an arrival hall at Busselton Margaret River Airport.

·    A Request for Tender was advertised on 16 October 2019 with a closing date of 8 November 2019. 

·    The value of the contract is not expected to exceed the CEO’s delegated authority under Delegation DA 1-09 (previous delegation reference LG3L).

·    The closing date was extended to 15 November 2019.

·    The value of the contract was previously expected to exceed the CEO’s current delegated authority under Delegation DA 1-09 (previous delegation reference LG3L). As a result of Council resolution on 30 October 2019, the CEO now has the delegated authority to award this tender when appropriate.

 

RFT20/19 SUPPLY AND LAYING OF EXTRUDED KERBING

·    Requirement – supply and laying of extruded kerbing within the City of Busselton.

·    A Request for Tender will be advertised on 23 November 2019 with a closing date of 12 December 2019. 

·    The value of the contract is expected to exceed the CEO’s current delegated authority under Delegation DA 1-07 (previous delegation reference LG3J) and will require Council approval.

 

RFT21/19 SUPPLY OF CLEANING CHEMICALS AND PAPER CONSUMABLES

·    Requirement – the supply of cleaning chemicals and paper consumables to City of Busselton owned and managed facilities.

·    A Request for Tender was advertised on 26 October 2019 with a closing date of 21 November 2019. 

·    The value of the contract is not expected to exceed the CEO’s current delegated authority under Delegation DA 1-07 (previous delegation reference LG3J).

 

RFT22/19 BUSSELTON COASTAL ADAPTION WORKS 2019/2020

·    Requirement – modification of the Holgate Road Groyne at Broadwater and construction of a new GSC groyne, as well as the construction of three new GSC groynes at Wonnerup.

·    A Request for Tender will be advertised on 16 November 2019 with a closing date of 3 December 2019. 

·    The value of the contract is expected to exceed the CEO’s current delegated authority under Delegation DA 1-07 (previous delegation reference LG3J) and will require Council approval.

 

RFT23/19 LOU WESTON COURTS CONSTRUCTION AND CIVIL WORKS

·    Requirement – construction of Lou Western Courts and civil works.

·    A Request for Tender was advertised on 26 October 2019 with a closing date of 12 November 2019.

·    The value of the contract is expected to exceed the CEO’s current delegated authority under Delegation DA 1-07 (previous delegation reference LG3J) and will require Council approval.

 

RFT24/19 LOU WESTON PAVILION CONSTRUCTION

·    Requirement – construction of the Lou Weston Pavilion.

·    A Request for Tender was advertised on 2 November 2019 with a closing date of 26 November 2019. 

·    The value of the contract is expected to exceed the CEO’s current delegated authority under Delegation DA 1-07 (previous delegation reference LG3J) and will require Council approval.

 

Note:                 There will be a Special Council Meeting to consider tenders to be held sometime in late January 2020.

17.1.2       Donations, Contributions and Subsidies Fund – October 2019

 

The Council allocates an annual budget allowance to the Donations, Contributions and Subsidies (Sponsorship Fund).  This is provided such that eligible groups and individuals can apply for and receive sponsorship to assist them in the pursuit of endeavors that bring direct benefit to the broader community.  Allocation of the funds is delegated to the Chief Executive Officer, in accordance with published guidelines and funding availability.     

 

9 applications were supported in October 2019, totalling $3,200.00 as outlined in the table below:

 

Recipient

Purpose

Amount

Justin Hodder

Special circumstances - selected to represent WA as part of the WA Country Team competing at the Singa Cup, Singapore

$300.00

Emily Hodder

Special circumstances - selected to represent WA as part of the WA Country Team competing at the Singa Cup, Singapore

$300.00

Rian McDonald

Special circumstances - selected to represent WA as part of the WA Country Team competing at the Phuket Cup

$300.00

St Mary's Community Care

Funding requested to cover the cost of catering for two events hosted annually at Cliff’s Kitchen – the Anti-Poverty week luncheon held in October and the Christmas Day luncheon to provide a place for those less fortunate to enjoy the company of others and a free meal on Christmas Day.

$1,000.00

Vasse Primary School

Contribution towards end of year award presented at graduation ceremony

$100.00

Jamie Liston

Special circumstances - selected to represent WA as part of the WA Country Team competing at the Phuket Cup

$300.00

St Mary MacKillop College

Contribution towards prizes for end of year graduation / award presentation ceremonies - $100 for Primary school and $200 for Secondary School awards

$300.00

Mark McLean

Special circumstances - selected to represent WA as part of the WA Country Team competing at the Singa Cup, Singapore

$300.00

Geographe Education Support Centre

Contribution towards prizes for end of year graduation / award presentation ceremonies - $100 for Primary school and $200 for Secondary School awards

$300.00

 October total

$3,200.00

 

17.1.3       Recent Correspondence 

 

Letter to Honourable Rita Saffioti MLA, RE: Bushfire Framework Review

 

 

 


Council

139

27 November 2019

17.1

Attachment a

Ltr to Minister Saffiotti MLA 20191108

 


 


 

 


Council                                                                                      141                                                       27 November 2019

13.             Planning and Development Services Report

Nil


 

14.             Engineering and Work Services Report

Nil


Council                                                                                      143                                                       27 November 2019

16.             Finance and Corporate Services Report

Nil

 


 

18.             Motions of which Previous Notice has been Given

Nil  

 

19.             urgent business

Nil

 

20.             Confidential Reports  

Nil

 

21.             Closure

The Presiding Member closed the meeting at 5.53pm.

 

 

 

THESE MINUTES CONSISTING OF PAGES 1 TO 143 WERE CONFIRMED AS A TRUE AND CORRECT RECORD ON Wednesday, 11 December 2019.

 

 

DATE:_____________________ PRESIDING MEMBER: ______________________________