COB-RGB

 

 

 

 

Council Agenda

 

 

 

11 August 2021

 

 

 

 

 


ALL INFORMATION AVAILABLE IN VARIOUS FORMATS ON REQUEST

city@busselton.wa.gov.au

 

 


CITY OF BUSSELTON

MEETING NOTICE AND AGENDA – 11 August 2021

 

 

 

TO:                  THE MAYOR AND COUNCILLORS

 

NOTICE is given that a meeting of the Council will be held in the Council Chambers, Administration Building, Southern Drive, Busselton on Wednesday, 11 August 2021, commencing at 5.30pm.

 

Your attendance is respectfully requested.

 

 

DISCLAIMER

Statements or decisions made at Council meetings or briefings should not be relied on (or acted upon) by an applicant or any other person or entity until subsequent written notification has been given by or received from the City of Busselton. Without derogating from the generality of the above, approval of planning applications and building permits and acceptance of tenders and quotations will only become effective once written notice to that effect has been given to relevant parties. The City of Busselton expressly disclaims any liability for any loss arising from any person or body relying on any statement or decision made during a Council meeting or briefing.

 

 

 

Mike Archer

 

CHIEF EXECUTIVE OFFICER

 

30 July 2021


CITY OF BUSSELTON

Agenda FOR THE Council MEETING TO BE HELD ON 11 August 2021

TABLE OF CONTENTS

 

ITEM NO.                                        SUBJECT                                                                                                                              PAGE NO.

1....... Declaration of Opening, ACKNOWLEDGEMENT OF COUNTRY and Announcement of Visitors. 5

2....... Attendance. 5

3....... Prayer. 5

4....... Application for Leave of Absence. 5

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

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

7....... Question Time For Public. 5

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

Previous Council Meetings. 5

8.1          Minutes of the Special Council Meeting held 26 July 2021. 5

8.2          Minutes of the Council Meeting held 28 July 2021. 6

Committee Meetings. 6

8.3          Minutes of the Meelup Regional Park Committee held 26 July 2021. 6

8.4          Minutes of the Policy and Legislation Committee Meeting held 28 July 2021. 6

9....... RECEIVING OF Petitions, Presentations AND DEPUTATIONS. 6

10..... QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN (WITHOUT DISCUSSION). 6

11..... Items brought forward for the convenience of those in the public gallery. 6

12..... Reports of Committee. 7

12.1        Policy and Legislation Committee - 28/7/2021 - FINALISATION OF POLICY RECOMMENDATIONS IN THE GOVERNANCE SYSTEMS (GSR) REVIEW... 7

12.2        Policy and Legislation Committee - 28/7/2021 - PROPOSED COUNCIL POLICY: CHIEF EXECUTIVE OFFICER PERFORMANCE REVIEW... 10

13..... Planning and Development Services Report. 19

14..... Engineering and Work Services Report. 20

14.1        RFT 12/21 BUSSELTON FORESHORE EAST REDEVELOPMENT. 20

15..... Community and Commercial Services Report. 25

15.1        CEO KPI - ECONOMIC DEVELOPMENT. 25

16..... Finance and Corporate Services Report. 123

16.1        ADOPTION OF THE CORPORATE BUSINESS PLAN 2021 - 2025. 123

16.2        ADOPTION OF THE CITY OF BUSSELTON COMMUNITY ENGAGEMENT FRAMEWORK. 174

17..... Chief Executive Officers Report. 203

17.1        COUNCILLORS’ INFORMATION BULLETIN.. 203

18..... Motions of which Previous Notice has been Given.. 214

19..... urgent business. 214

20..... Confidential Matters. 214

21..... Closure. 214

 


Council                                                                                      6                                                                    11 August 2021

1.               Declaration of Opening, ACKNOWLEDGEMENT OF COUNTRY and Announcement of Visitors

 

2.               Attendance 

Apologies

 

Approved Leave of Absence

 

Cr Lyndon Miles is an approved leave of absence.

 

3.               Prayer

 

4.               Application for Leave of Absence

 

5.               Disclosure Of Interests

 

6.               Announcements Without Discussion

Announcements by the Presiding Member

 

7.               Question Time For Public

Response to Previous Questions Taken on Notice

Public Question Time For Public

 

8.               Confirmation and Receipt Of Minutes 

Previous Council Meetings

8.1             Minutes of the Special Council Meeting held 26 July 2021

RECOMMENDATION

That the Minutes of the Special Council Meeting held 26 July 2021 be confirmed as a true and correct record.

 

 

8.2             Minutes of the Council Meeting held 28 July 2021

Recommendation

That the Minutes of the Council Meeting held 28 July 2021 be confirmed as a true and correct record.

 

Committee Meetings

8.3             Minutes of the Meelup Regional Park Committee held 26 July 2021

RECOMMENDATION

That the Minutes of the Meelup Regional Park Committee Meeting held 26 July 2021 be noted.

 

8.4             Minutes of the Policy and Legislation Committee Meeting held 28 July 2021

Recommendation

That the Minutes of the Policy and Legislation Committee Meeting held 28 July 2021 be noted.

 

9.               RECEIVING OF Petitions, Presentations AND DEPUTATIONS

Petitions

Presentations

Deputations

 

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

 

11.             Items brought forward for the convenience of those in the public gallery


Council                                                                                      8                                                                    11 August 2021

12.             Reports of Committee

12.1           Policy and Legislation Committee - 28/7/2021 - FINALISATION OF POLICY RECOMMENDATIONS IN THE GOVERNANCE SYSTEMS (GSR) REVIEW

STRATEGIC THEME

LEADERSHIP - A Council that connects with the community and is accountable in its decision making.

STRATEGIC PRIORITY

4.2 Deliver governance systems that facilitate open, ethical and transparent decision making.

SUBJECT INDEX

Policies

BUSINESS UNIT

Governance Services

REPORTING OFFICER

Governance Coordinator - Emma Heys

AUTHORISING OFFICER

Director Finance and Corporate Services - Tony Nottle

NATURE OF DECISION

Noting: The item is simply for information purposes and noting

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Nil

 

This item was considered by the Policy and Legislation Committee at its meeting on 28/7/2021, the recommendations from which have been included in this report.

 

COMMITTEE RECOMMENDATION

That the Council notes the finalisation of the following recommendations of the Governance Systems Review, subject to the review of one remaining Council Policy – Verges and Public Open Space Improvement Subdivision – being undertaken by the end of 2021:

·      Review all Council policies to meet new objectives.

·      Delete inappropriate Council policies.

·      Review three existing Council protocols.

 

OFFICER RECOMMENDATION

That the Council notes the finalisation of the following recommendations of the Governance Systems Review, subject to the review of one remaining Council Policy – Verges and Public Open Space Improvement Subdivision – being undertaken by the end of 2021:

·        Review all Council policies to meet new objectives.

·        Delete inappropriate Council policies.

·        Review three existing Council protocols.

 

EXECUTIVE SUMMARY

This report presents an update in finalisation of the recommendations related to Council policies made in the Governance Services Review (GSR) undertaken in August 2017 by Mr John Woodhouse LLB B.Juris. The implementation of the recommendations has been substantially achieved, with this report seeking support for finalisation of the GSR review process.

BACKGROUND

In August 2017, the CEO commissioned a high level independent review of the City’s governance systems and processes, undertaken over a 3 month period by Mr John Woodhouse LLB B.Juris.  As a result of the GSR, Mr Woodhouse identified nine broad topics or areas with opportunities for improvement. The GSR and resulting recommendations for improvement were presented to Council at a briefing in October 2017, where it was agreed that staff would, subject to resourcing, commence implementation of the recommendations. 

 

The GSR recommended improvements in the areas of:

·        Council;

·        Policies and procedures;

·        Procurement and tendering;

·        Supporting local business;

·        Contracts;

·        Misconduct prevention;

·        Codes of conduct; gifts;

·        Local laws; and

·        Internal reporting.

 

A total of 66 recommendation were made across these nine areas. Six of these were in relation to Policies and Procedures, and relevantly included the development of a new Council policy that sets out the framework for Council policies, OPP’s and other procedures, and a thorough review of all Council policies. 

OFFICER COMMENT

All three of the recommendations related directly to Council policies have been now completed:

Review all Council policies to meet new objectives.

All bar one Council policy has been reviewed. In total 90 policies have been reviewed. The review process has included an update of the policy layout, and the content of policies to ensure they are relevant, fit for purpose and in line with the City’s Policy Framework.  The City’s Policy Framework has been endorsed by this Committee and Council (as an operational document).  The framework sets out the purpose of a Council policy as compared to operational practices and other operational documents.

 

One council policy – ‘Verges and Public Open Space Improvement Subdivision’ remains to be reviewed. This particular policy is applicable to services and functions provided by several City directorates, including finance, planning and engineering and works services and as such, requires a collaborative approach to its review. Completion of this policy review has been postponed due to other competing priorities in these service areas. An initial session has been scheduled to commence the review process and it is expected to be brought to the Committee for consideration by the end of the 2021 calendar year.

 

The City will now move into a regular policy review cycle , with policies reviewed every three years and / or as required, for instance if there are any relevant legislation amendments necessitating a review, or changes in strategic direction.

Delete inappropriate Council policies.

Council policies deemed no longer appropriate, in light of the City’s Policy Framework, or relevant to Council’s strategic direction have been rescinded. In some cases, the information within these rescinded policies has been captured and retained by transfer to an operational practice or guideline.

Review three protocols.

The three protocols; Councillors Access to Offices and Employees Protocol (August 2010); Offsite Meetings Protocol (June 2015); and Provision for Items for Debate Information (March 2013) were reviewed and subsequently approved by the CEO to be rescinded. The information contained within the protocols has been included in the Elected Members Guide, to provide direction to Councillors in these areas.

 

The remainder of the GSR recommendations are well advanced and an update will be provided to the Audit Committee.

Statutory Environment

The GSR reviewed the City’s performance against various governance requirements of the Local Government Act 1995 and associated regulations and supports the general function of a local government to provide for the good government of persons in its district. Comparisons to ‘best practice’ local governments (generally larger metropolitan Band 1 Councils) were also made.   

Relevant Plans and Policies

As a result of the recommendations of the GSR, the City developed a Policy Framework. This framework has guided the review of Council policies.

Financial Implications

There are no financial implications associated with the officer recommendation.

Stakeholder Consultation

External consultation with the Department of Local Government and Cultural Industries, WALGA, and other local government’s has occurred throughout the policy review process, as required.

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 request further (non-routine) review of Council policies be undertaken, noting however that the City will now move into a regular review cycle.

CONCLUSION

The GSR recommendations made in relation to Council policies have now been substantially achieved, with only one Council policy: Verges and Public Open Improvement Subdivision, remaining for a comprehensive review.

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

As this report is for noting purposes, there is no applicable timeline for implementation.  


Council                                                                                      10                                                                 11 August 2021

12.2           Policy and Legislation Committee - 28/7/2021 - PROPOSED COUNCIL POLICY: CHIEF EXECUTIVE OFFICER PERFORMANCE REVIEW

STRATEGIC THEME

LEADERSHIP - A Council that connects with the community and is accountable in its decision making.

STRATEGIC PRIORITY

4.2 Deliver governance systems that facilitate open, ethical and transparent decision making.

SUBJECT INDEX

Council Policies

BUSINESS UNIT

Corporate Services

REPORTING OFFICER

Manager Governance and Corporate Services - Sarah Pierson

AUTHORISING OFFICER

Director Finance and Corporate Services - Tony Nottle

NATURE OF DECISION

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

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   Proposed Council Policy - Chief Executive Officer Performance Review

Attachment b    Proposed Council Policy: Chief Executive Officer Performance Review with Committee Amendments

 

This item was considered by the Policy and Legislation Committee at its meeting on 28/7/2021, the recommendations from which have been included in this report.

 

COMMITTEE RECOMMENDATION

That the Council:

1.         Adopts the proposed Council policy ‘Chief Executive Officer Performance Review’, (the Policy) as per Attachment A and inclusive of Committee amendments as per Attachment B.

 

2.         Appoints the Mayor Cr Grant Henley and the following two Councillors to form the CEO Performance Review Panel for the purposes of undertaking the 2021 performance review process, noting that a new CEO Performance Review Panel will be appointed post the 2021 local government elections.

a)    ______________________

 

b)    ______________________

 

Reasons:              Amendments to the Policy were identified by officers and the Committee to improve its practical application and to ensure the two way nature of the process is explicit.  Additionally the Committee was asked to recommend the appointment of a Performance Review Panel for the purposes of carrying out the CEO’s 2021 performance review process.  

 

OFFICER RECOMMENDATION

That the Council adopts the proposed Council policy ‘Chief Executive Officer Performance Review’, (the Policy) as per Attachment A.

 


 

EXECUTIVE SUMMARY

This report presents a proposed new Council policy ‘Chief Executive Officer Performance Review’ (Attachment A) (the Policy) for Council approval. The Policy has been developed to meet the requirements of the Standards for CEO Recruitment, Performance Review and Termination (the Standards) and specifically to, in a transparent manner, set out an agreed process by which the Chief Executive Officer (CEO) performance will be reviewed. 

 

BACKGROUND

Section 5.38 of the Local Government Act 1995 requires a local government to review the performance of the CEO if the CEO is employed for a term of more than one year.

The recently gazetted Model Standards for CEO recruitment, performance and terminations (Schedule 2 of the Local Government (Administration) Regulations 1996) (the Regulations) provides the standard for review of performance of CEO’s. These performance review standards are based on the principles of fairness, integrity and impartiality.

As required by section 5.39B of the Act, Council has adopted the Standards.  The Department of Local Government, Sport and Cultural Industries (the Department) also recommends that Council adopt a policy to set out and guide the performance review process.

OFFICER COMMENT

The Policy outlines the process and principles applicable to review of the CEO’s performance. The Policy provides for the composition of a review panel and outlines its primary functions and the responsibility of review panel members.  It also details the appointment and role of an independent consultant, guidelines for the setting of performance criteria and broad timeframes for the review process. 

The CEO’s contract of employment contains provisions in relation to the CEO’s performance review and the performance review procedure.  These provide for an alternative procedure to be agreed between the Council and the CEO.  Key provisions of the contract have however been incorporated into the Policy, for instance the ability for the CEO to nominate a representative to assist at performance review interviews / meetings. 

It is a requirement of the Regulations that the process by which the CEO’s performance will be reviewed is documented and agreed to by both parties. The content of the policy has been reviewed and agreed to by the CEO.  While there is no requirement to have a Council policy per se in relation to the CEO performance review, just to set out the agreed process in a written document, officers feel the Policy supports transparent governance.

Statutory Environment

Section 5.38 of the Act requires a local government to review the performance of the CEO annually.  Section 5.39B(2), (3), (5) and (6) of the Act relate to adoption of model standards, as contained within Schedule 2 of the Regulations.

Relevant Plans and Policies

Council adopted the City’s Standards for CEO Recruitment, Performance Review and Termination at its Ordinary Meeting 28 April 2021 (C2104/083).

Financial Implications

There are no financial implications associated with the officer recommendation.  Any independent consultant engaged to assist with the performance review process will be funded from the Members and / or CEO budget.  Adequate funds exist to facilitate this. 

Stakeholder Consultation

No external stakeholder consultation was required or undertaken in relation to this matter, although the City did review the CEO performance review policy of the City of Bunbury.

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.         Decide not to adopt a Council policy for this purpose and instead set out an agreed process in a different form of document.

2.         Require amendments to the content of the Policy.

CONCLUSION

The Standards require the City and the CEO to agree and set out in a written document the process by which the CEO’s performance will be reviewed.  The Policy sets out the process in a transparent manner and provides overall guidance for the conduct of the performance review process.

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

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

 


Council

13

11 August 2021

12.2

Attachment a

Proposed Council Policy - Chief Executive Officer Performance Review

 




Council

17

11 August 2021

12.2

Attachment b

Proposed Council Policy: Chief Executive Officer Performance Review with Committee Amendments

 



 


Council                                                                                      19                                                                 11 August 2021

13.             Planning and Development Services Report

Nil


Council                                                                                      24                                                                 11 August 2021

14.             Engineering and Work Services Report

14.1           RFT 12/21 BUSSELTON FORESHORE EAST REDEVELOPMENT

STRATEGIC THEME

LIFESTYLE - A place that is relaxed, safe and friendly with services and facilities that support healthy lifestyles and wellbeing.

STRATEGIC PRIORITY

2.12 Provide well maintained community assets through robust asset management practices.

SUBJECT INDEX

Tenders

BUSINESS UNIT

Major Projects and Facilities

REPORTING OFFICER

Manager Major Projects and Facilities - Eden Shepherd

AUTHORISING OFFICER

Director, Engineering and Works Services - Oliver Darby

NATURE OF DECISION

Contractual: To enter into a contract e.g. a lease or the award of a tender etc.

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   Published Under Separate Cover  Confidential RFT 12/21 Evaluation Report  

 

OFFICER RECOMMENDATION

That the Council:

1.         Endorses the outcome of the evaluation panel’s assessment of RFT 12/21 Busselton Foreshore East Redevelopment that the tender from BCP Contractors Pty Ltd (tendered price $1,432,854.10 exclusive of GST) be determined the most advantageous  tender and the tender submitted by Environmental Industries Pty Ltd the second most advantageous tender.

2.         Delegate power and authority to the CEO to negotiate and agree final terms and conditions including variations in accordance with Regulation 20 of the Local Government (Functions and General) Regulations 1996 with BCP Contractors Pty Ltd, subject to final terms not exceeding the overall project budget. 

3.         If, in the discretion of the CEO agreement with BCP Contractors Pty Ltd cannot be reached pursuant to recommendation 2 above, then delegates power and authority to the CEO to negotiate and agree final terms and conditions including variations in accordance with Regulation 20 of the Local Government (Functions and General) Regulations 1996 with Environmental Industries Pty Ltd, subject to final terms not exceeding the overall project budget. 

 

EXECUTIVE SUMMARY

This report provides Council with details of tenders received for RFT 12/21 Busselton Foreshore East Redevelopment (RFT 12/21). It documents the results of the tender evaluation and makes recommendations about the award of the tender.

 

BACKGROUND

The Busselton Foreshore is a popular location attracting thousands of visitors each year. The City of Busselton is now extending foreshore upgrade works to the east. Busselton Foreshore East will significantly enhance recreational amenities in East Busselton and Geographe.

 


 

The purpose of these improvements is to enhance the eastern extension of the Busselton Foreshore and specifically to achieve the following objectives:

·        Formalise car parking arrangements and protect Norfolk pine trees, preventing further damage and compaction of area.

·        Increase capacity of foreshore and amenity for East Busselton residents.

·        Improve landscape quality and install turfed areas.

·        Widen the foreshore promenade and protect the beach side edge.

·        Install shelters and BBQs to support community usage of the area.

·        Create a serviced position for a future kiosk (similar to King Street Park on the Western Foreshore area)

 

Request for Tender RFT 02/21 Busselton Foreshore East Civil and Landscaping Works was advertised on Saturday 20 February 2021 and closed on Tuesday 23 March 2021.

 

In accordance with regulation 18(5) of the Local Government (Functions and General) Regulations 1996 the City declined to accept any of the tenders submitted for RFT 02/21 as all tenders received significantly exceeded the City’s budget for this project.

 

The City undertook a review of the project requirements and redesign.  A summary of changes to the scope included the following:

·        Reduction in concrete footpaths

·        Reduction in park infrastructure

·        Removal of the vendor parking area

·        Removal of future play space area and deck

·        Reduction of garden beds

 

All of the above items could be installed in the future if additional funds and grants become available.

 

Request for Tender RFT 12/21 Busselton Foreshore Redevelopment with the revised project requirements was issued as a public tender on Saturday 5 June 2021 and closed at 2:00pm on Tuesday 6 July 2021.

OFFICER COMMENT

The invitation to tender was advertised in ‘The West Australian’, ‘Busselton Dunsborough Times’ and on City community noticeboards.

 

The City received six compliant tender submissions from the following companies:

·        BCP Contractors Pty Ltd

·        Environmental Industries Pty Ltd

·        Pinochle Holdings Pty Ltd T/A Landscape Australia Construction

·        Leeuwin Civil Pty Ltd

·        Menchetti Consolidated Pty Ltd T/A MG Group WA

·        Wormall Civil Pty Ltd

 

Assessment Process

In accordance with the City’s procurement practices and procedures, tender assessments were carried out by a tender evaluation panel comprising City officers with relevant skills and experience.

 

The tender assessment process included:

·        Tenders received were assessed against relevant compliance criteria. The compliance criteria were not point scored.  Each submission was assessed on a Yes/No basis as to whether each criterion was satisfactorily met.  All tenders were deemed compliant.

·        The assessment of tenders against the following qualitative criteria; weighted according to the table below:

 

Criteria

Weighting

·    Relevant Experience

25%

·    Local Benefit

5%

·    Demonstrated Understanding

20%

 

The qualitative criteria were scored depending on the extent of which each tenderer was able to appropriately satisfy each criteria.  The tendered prices were then assessed together with the weighted qualitative criteria and the tenders scored and ranked to determine the most advantageous outcome to the City; based on principles of representing best value for money. That is, although price is a consideration, the tender containing the lowest price will not necessarily be accepted by the City and nor will the tender be ranked the highest on the qualitative criteria.

 

Summary of Assessment Outcomes

The outcome of the evaluation panel’s assessment was as that BCP Contractors Pty Ltd was determined to be the highest ranked tenderer.

 

BCP Contractors Pty Ltd the preferred tenderer offered a competitive price and demonstrated a strong understanding of the project scope and requirements. They also showed relevant experience in delivering comparable quality civil and landscape works.  BCP Contractors Pty Ltd contribute to the local community through sponsorship of local community groups and they propose using local subcontractors. It was noted that the price offered by BCP Contractors was in excess of the available budget and higher than the second preferred tenderer Environmental Industries Pty Ltd.

 

Environmental Industries Pty Ltd the second preferred tenderer offered a competitive price, however were not able to demonstrate understanding of the project requirements to the extent that BCP Contractors were able to offer.  If agreement with BCP Contractors cannot be reached in terms of achieving the desired scope and value for the project it is recommended that negotiations be undertaken with Environmental Industries Pty Ltd as the second preferred tenderer.

 


 

Statutory Environment

The contract value is greater than $500,000, therefore, in accordance with section 5.43(b) of the Local Government Act 1995 (the Act), read with Delegation DA 1 – 07, the tender is required to go before the Council.

 

In terms of section 3.57 of the Act, a local government is required to invite tenders before it enters into a contract of a prescribed kind under which another person is to supply goods and service. Part 4 of the Local Government (Functions and General) Regulations 1996:

·    requires that tenders be publicly invited for such contracts where the estimated cost of providing the required goods and/or service exceeds $150,000; and

·    under Regulations 11, 14, 18, 20 and 21A provides the statutory framework for inviting and assessing tenders and awarding contracts pursuant to this process.

With regard to the RFT, City officers have complied with abovementioned legislative requirements.

Relevant Plans and Policies

The City's purchasing policies, its occupational health and safety and asset management were all relevant to RFT 12/21, and have been adhered to in the process of requesting and evaluating tenders.

Financial Implications

The requirements of the tender will be funded from various Capital Budgets summarised below:

 

Ledger

Item

Budget

Commitments (YTD)

C0054

Barnard East

$104,950.00

$48,197.28

C0055

Barnard East

$292,350.00

$51,860.00

C3207

Barnard East

$158,300.00

$46,655.35

C3208

Barnard East

$150.00

 

C3227

Barnard East Foreshore Landscaping

$351,100.00

 

F0089

Barnard East Footpaths

$89,050.00

 

W0246

Barnard East Foreshore Stage 2

$403,000.00

 

Subtotal

 

$1,398,900.00

$144,676.45

Available Project Budget

 

$1,254,223.55

 

 

Tendered Price

Difference

 

BCP Contractors Pty Ltd

$1,432,854.10*

($178,630.55)

 

 

 

 

 

*Regional price preference applies

 


 

The current commitments of $144,676.45 includes:

·        Western Power fees

·        Procurement of lighting infrastructure

Stakeholder Consultation

The invitation to tender was advertised in ‘The West Australian’, ‘Busselton Dunsborough Times’ and on City community noticeboards.

Risk Assessment

An assessment of the potential implications of implementing the officer’s recommendation has been undertaken using the City’s risk management framework, with the intention being to identify risks which, following implementation of controls, are identified as medium or greater. There are no such risks identified, with the Preferred Tenderer assessed as being capable of delivering the services to a suitable service level. 

Options

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

1.         Award the tender to an alternative tenderer. In the view of the officers, this could result in the tender being awarded to a tenderer that is not most advantageous to the City.

2.         To not award the tender. This would mean re-advertising the tender, resulting in further delays to both the contract award and the renewal and upgrade of Busselton Foreshore East.

 

For the reasons provided in this report, the abovementioned options are not recommended.

CONCLUSION

It is recommended that Council accept the tender from BCP Contractors Pty Ltd as the most advantageous to the City, subject to minor variations to be negotiated by the CEO, not exceeding the overall project budget.

 

If agreement with BCP Contractors cannot be reached in terms of achieving the desired scope and value for the project it is recommended that negotiations be undertaken with Environmental Industries Pty Ltd as the second preferred tenderer, subject to minor variations to be negotiated by the CEO, not exceeding the overall project budget.

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

The selection of the successful tenderer can be made immediately after the Council has endorsed the officer recommendation, subject to successful negotiation in accordance with the officer recommendation.

 

Should Council adopt the officer recommendation, it is anticipated that the contract for construction will commence in August 2021 and be completed in December 2021.

 


Council                                                                                      32                                                                 11 August 2021

15.             Community and Commercial Services Report

15.1           CEO KPI - ECONOMIC DEVELOPMENT

STRATEGIC THEME

OPPORTUNITY - A vibrant City with diverse opportunities and a prosperous economy.

STRATEGIC PRIORITY

3.2 Facilitate and innovative and diversified economy that supports local enterprise, business investment and employment growth.

SUBJECT INDEX

Economic and Business Development

BUSINESS UNIT

Commercial Services

REPORTING OFFICER

Manager Economic and Business Development Services - Jennifer May

AUTHORISING OFFICER

Director, Community and Commercial Services - Naomi Searle

NATURE OF DECISION

Noting: The item is simply for information purposes and noting

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   Economic Development Action Timeline

Attachment b    Investment Attraction Strategy: Key Opportunities and Action Plan

Attachment c    Investment Opportunity Prospectus Pages

Attachment d   Smart City Strategy  

 

OFFICER RECOMMENDATION

That the Council:

1.         Receives and notes the Economic Development update report as part of the Chief Executive Officer’s 2020/21 Key Performance Indicators.

2.         Endorses the planned economic development activities for 2021/22 financial year as detailed in Attachment A.

3.         Notes the following documents as guides for future planning:

(a)       Investment Attraction Strategy: Key Opportunities and Action Plan

(b)       City of Busselton Industry Prospectus

(c)       Smart City Strategy

 

EXECUTIVE SUMMARY

As part of the CEO’s 2020/21 key performance indicators (KPIs), the CEO is required to prepare an annual report detailing economic development initiatives progressed during the year and projected economic development initiatives to be pursued in the forthcoming financial year. 

 

This report presents a summary of the activities and deliverables undertaken by the City’s Economic and Business Development team and presents planned activities for the 2021/2022 financial year.   

 

BACKGROUND

Like many local governments, the City of Busselton delivers a diverse range of services to its community.  Local government has moved well beyond the traditional “roads, rates and rubbish” and are increasingly challenged with changing business and community expectations. Economic development is one such area that local governments are becoming increasingly involved in.

 


 

The City has had an Economic and Business Development team in place for the last 12 years. During this time, the team has played a key role in supporting and promoting existing businesses, attracting investment and new industries, promoting and facilitating commercial activity, developing and activating town centres, and advocating for strategic infrastructure opportunities within the City boundaries.

 

In 2016, the Council resolved (C1611/132) to note the City’s inaugural Economic Development Strategy (2016-2026) (the Strategy) as a guide for future planning.  The Strategy outlined future opportunities to drive social-economic prosperity, taking into account global mega-trends and strategic planning at the local, regional and state levels of government. The Strategy included the mission statement for local economic development as “To help position the City of Busselton district as Western Australia’s most desirable non-metropolitan area to live, work, visit and invest.”

 

The Strategy identified the following key focus areas:

·        Investment Attraction and Marketing

·        Business Retention and Expansion

·        Regional Workforce Development

·        Industry Development

·        Strategic Infrastructure

·        Place Making and Activation

 

To enable the effective delivery of the Strategy an Economic Development Taskforce (EDT) was established to provide a forum for stakeholder engagement and local leadership, and to provide advice to Council. EDT membership included representation from peak industry and business groups, Elected Members, staff, and four representatives with business/industry and community leadership experience. A number of sub-groups were formed to concentrate on specific areas of the Strategy including the following;

 

·        Investment Attraction and Marketing

·        Business Retention and Expansion

·        Digital Economy/Smart Cities

·        CBD Place Management and Activation

·        Economic Development Working Group

 

Since the formation of the EDT and subgroups in 2017, the groups have met regularly and been tasked with actions that have resulted in specific deliverables being achieved. The onset of the COVID-19 pandemic in March 2020 had an unprecedented impact on the local, national and global economies and the City’s Economic Development team has adapted and responded to support local businesses and industries, as well as continuing to progress investment attraction and development initiatives to promote local economic recovery. As such, the last 18 months has seen the EDT membership change to include government agencies and industry bodies with a specific agenda to provide updates on COVID-19 response and recovery initiatives. Further, EDT subgroup meetings have been deferred pending a review of the Economic Development Strategy and EDT terms of reference, which is outlined in the below Officer Comment section of this report.  

 


 

The CEO KPI’s in relation to economic development require the CEO:

a)         To capitalise on development opportunities, create an investment prospectus within three months.

b)        Prepare an annual report detailing the economic development initiatives progressed in the previous 12 months and outlining the projected economic development initiatives to be pursued in the forthcoming financial year.

c)         Update on initiatives to be provided to Council quarterly, with the first update to be provided at the end of Q2 2020/21.

OFFICER COMMENT

CEO KPI A:           To capitalise on development opportunities, create an investment prospectus within three months

Officers produced and presented the following investment prospectuses to Council in February 2021, all of which have been uploaded to the City’s Business Hub website including:

 

·        A Busselton Overview

·        Economic Opportunities

·        Busselton Performing Arts and Convention Centre

·        Major Projects

·        Busselton  Margaret River Airport

·        Commercial Opportunities at Busselton  Margaret River Airport

·        FIFO at Busselton  Margaret River – Airport

·        Tourism

·        Events

 

These documents were developed to promote the City’s capacity and appetite for future investment in specific areas and act as a conduit between potential investors and relevant contacts at the City. The documents have since been the basis of further research and analysis prompting the engagement of economic consultant Pracsys to complete an in-depth industry sector analysis and development of a corresponding implementation plan.

 

In addition to this officers have prepared an Investment Profile summarising the region’s key economic data, indicators and trends. As well as investment capabilities, the demographic profile of the region is also regularly reviewed and remains an important platform for gauging the region’s economic status and future opportunities.

 

CEO KPI B:           Economic and Business Development in 2020/21 and 2021/22

The objective of the Economic and Business Development team is to identify, support and promote existing businesses and new industry opportunities to ensure sustainable, strategic and long term economic growth throughout the City. Throughout the past 12 months, considerable milestones have been delivered in the areas of commercial activity, investment attraction and business development, despite ongoing challenges due to the COVID-19 pandemic and staff vacancies which has seen only 1.0 FTE Economic Development team member for a large part of the year. In meeting the CEO KPI for Economic Development, this report details the economic activities for the last 12 months and those planned in the 2021/2022 financial year.

 


 

A review of the Economic Development Strategy (2016-26) in October 2020 indicated that of the six key focus areas including 87 initiatives, 33 were complete, 41 were ongoing and 13 initiatives could be deferred due to not being relevant in the current environment or not considered a priority for the City at this time. The decision was made to defer the preparation of a new economic development strategy due to a number of factors including COVID-19, 2021 ABS census results and the Industry sector analysis. However, as part of the review, officers prioritised a number of key focus areas which could be progressed while awaiting completion of a new strategy incorporating the following:

 

·        Place making and CBD activation

·        Attracting investment (including small/med/large businesses and emerging (new/young) industry sectors)

·        Determining key local industries and high value industry sectors; Tourism, Agriculture/Agribusiness, exports and what needs to be done to grow them?

·        Innovation and entrepreneurship

·        Transport (aviation and road transport)

·        Smart / Digital City

·        Sustainability

 

Commercial Activity

During 2020/2021 the City released expressions of interest for 13 commercial hire sites and issued permits to five commercial hire site operators. The City also advertised commercial permits for five foreshore based kiosks, with the intent of providing low investment opportunities for market entry small businesses, and to further activate the Busselton Foreshore. The kiosks were well received with an uptake of three kiosks (and remain to be a common enquiry for the Economic Development team) which has led to the sale of art, pop-corn and candy. Other permits issued included a Marine Berthing permit for Old Dunsborough Boat ramp in conjunction with Department of Transport, a commercial activity permit for a location at Bunker Bay, the King Street Kiosk, and a mobile food van for the Goose Beach Bar and Kitchen while they rebuild the restaurant recently devastated by fire.

 

The Economic Development team have progressed a lease opportunity with Council approval for a carousel to be located on the Busselton Foreshore. Regular catch-ups with the Busselton Foreshore and CBD business owners have occurred to monitor how businesses are tracking and to share updates on City projects.

 

In continuing the development of commercial opportunities, the Economic Development team progressed the Dunsborough Foreshore Café with additional community consultation at the request of the Department of Lands, Planning and Heritage to its current state of pending land excision which is now tabled in Parliament and due for decision in August. With the expression of interest process complete and a preferred proponent selected, it is hoped that the Dunsborough Foreshore Café can progress quickly in 2021/22 bringing with it an injection into the local construction industries as well as the long term creation of jobs and significantly increased foreshore amenity and place activation.

 

COVID-19 Response

In response to the COVID-19 pandemic and associated interstate and regional border restrictions imposed, the City of Busselton responded with a COVID-19 financial hardship relief package which offered relief from the City of Busselton in the areas of rates, City leases, fees and charges.

 


 

The Economic Development team developed a COVID-19 Response plan which included initiatives such as regular newsletters to the business community with COVID-19 information and the waiving of licence fees and charges for marine berthing and commercial permit holders impacted by COVID-19 restrictions. A small business support program designed as a ’quick response’ program to provide business grants immediately at the local level, complementing both State and Federal Government support and stimulus packages, was advertised. A total of $160,000 was reallocated from the 2019/20 economic and business development and marketing and events budgets towards economic and community development initiatives, including $75,000 allocated to a small business support grants and $85,000 allocated to other economic and/or community development initiatives

 

The small business support grants were focused on business sustainability, as opposed to business growth, and funded projects up to a value of $5,000 per applicant as a one-off grant.  A total of 34 small business grants up to $5,000 were approved totalling $64,672. Five larger support grants up to $25k were also issued to Margaret River Busselton Tourism Association (MRBTA), Margaret River Wine Association, and Busselton and Dunsborough Yallingup Chambers of Commerce to a value of $95,700.

 

Other Economic Development Initiatives

Place making and CBD Activation

Place making and CBD activation initiatives were a key focus area for the Economic Development team during 2020/21.  A number of initiatives were undertaken including place making workshops and master classes with the Town Team movement, formation of the Busselton Town Team “Building Busselton”, four “Buy Local” advertising campaigns, school holidays and Christmas activation programs, as well as facilitation of public consultation for Mitchell Park and Busselton CBD revitalisation programs, and RAC grant funding applications. 

 

Spendmapp Analysis

In an effort to provide the City and industries with up to date and specific economic information, the City purchased a licence for Spendmapp, software allowing the City to access spend data across industries and specific time periods.  Spendmapp provides  transactional spend data including resident local spend, resident escape spend, resident online spend and visitor local spend which will provide the ability to delve into market gaps and future business opportunities, as well as  analysis on escape spend locations and their competitive advantages. While there are some limitations around the breakdown and analysis of the data, it is hoped that Spendmapp can also provide insights into events and local spend locations.

 

New Economic Development Website

The development and launch of a new website in February 2021 included the new “Business Hub” webpages which have received 1,291 total views by July 2021, not including visits to the Business Events Calendar. The redesign of the website also enabled the Economic Development team to streamline permit processes and provide information on a much more accessible and comprehensive platform as a “one-stop-shop” for economic development information and contact details.

 

Designated Area Migration Agreement

The Economic Development team also engaged with surrounding Local Governments to facilitate a Designated Area Migration Agreement (DAMA) application to the Federal Government that aims to support businesses facing key staffing and labour shortages across a subset of industries including tourism and hospitality, viticulture, and agriculture. In June 2021, Council resolved (C2106/132) to support the establishment of a South West region DAMA, acknowledging the Shire of Dardanup as the Designated Area Representative (DAR) for the South West region and committing $5,000 per annum to the Shire of Dardanup for five years to operate as the DAR for the South West region. 

 

Smart City Strategy

A final review of the Smart City Strategy (see Attachment D) following Council and senior management review and feedback has resulted in a small number of updates and clarifications to the Strategy.

 

Industry Sector Analysis

A key deliverable in 2020/2021 was the development of an industry sector analysis report, associated action plan (see Attachment B), and accompanying one-page industry specific investment opportunity publications (see Attachment C). The City engaged Pracsys Economics to conduct an economic desktop analysis and complete the attached reports which were presented to Council in June 2021. The investment opportunity publications will play a key role in attracting potential investors to the City. In addition, the opportunities and action plan will provide valuable input into the development of a new Economic Development Strategy and act as a reference point for the EDT and future sub groups.

 

Small Business Approvals Program

Finally, in aiding small business development, the Economic Development team applied to the Small Business Development Corporation to participate in the Small Business Approvals Program. The City, an accredited “Small Business Friendly Local Government” was successful in being one of twenty local governments invited to participate in the program. The program involves key City staff from across the organisation participating in an intensive 12 day workshop to achieve transformational change and improve small business interactions and experiences.

 

Stakeholder Engagement / Networking

The Economic Development team continue to engage directly with all our key stakeholders in regular meetings including South West Development Commission, MRBTA, Australia Southwest, Tourism WA, Busselton and Dunsborough and Yallingup Chambers of Commerce, as well attending monthly ‘Business After 5’s, sundowners and member mingles. 

 

Economic and Business Development 2021/2022

During 2021/22 “business as usual” tasks will continue to include the fostering of strategic relationships with key stakeholders such as MRBTA, South West Development Commission, Australia’s South West, Tourism Western Australia, government departments and the two local Chambers of Commerce.

Other ‘business as usual” tasks include:

·        Finalising of Dunsborough Foreshore Café Head lease with Department Planning, Lands and Heritage and a sublease with the proponent for the Café, subject to parliamentary approval;

·        Busselton Foreshore Carousel Lease;

·        Commercial Hire Sites Expression of Interest and issuing of biannual permits;

·        Issuing of annual Commercial Activity permits; 

·        CBD activation -  school holiday programs, Christmas campaigns, ‘Buy Local’ campaigns;

·        Busselton CBD Wayfinding project  - wayfinding street signage linking the Busselton Foreshore with West Street development area;

·        Spendmapp monthly reporting – including detailed analysis into trends and events;

·        Economic Development Taskforce terms of reference review and reformation of related subgroups; 

·        Busselton and Dunsborough visitor Servicing model and funding review in conjunction with MRBTA; and

·        Development of working arrangements and financial support package with Busselton and Dunsborough Yallingup Chambers of Commerce.

 

In addition to the business as usual tasks, a key objective will be to progress the outcomes from the Investment Attraction Strategy and Action plan (Industry Sector Analysis) through the EDT and new subgroups. New subgroups such as Education and Training, Allied Health Services, Agriculture, Food and Products could be the focus for these subgroups, of which all have the capacity to provide opportunities and facilitate economic growth in the region. 

 

The end of the 2021/2022 financial year will also see resources deployed to investigate and develop a new Economic Development Strategy for the City of Busselton to ensure its relevancy going forward. This project will commence following the release of the 2021 ABS census data to ensure that the most relevant economic and demographic information and trends are included in guiding the development of the new strategy and focus areas. 

 

A breakdown of the next 12 months Economic Development team priorities and timelines can be viewed in Attachment A.

Statutory Environment

The officer recommendation supports the general function of a local government under the Local Government Act 1995 to provide for the good government of persons in its district.

Relevant Plans and Policies

The officer recommendation, aligns closely to the integrated planning and reporting framework and the development of the City’s Strategic Community Plan and Corporate Business Plan. 

Financial Implications

All resources and activities included in this report are funded through allocations included in the Council’s adopted 2021/22 Economic and Business Development operations budget.

Stakeholder Consultation

The Economic Development team consult regularly with a diverse range of stakeholders including State and Federal Government departments, South West Development Commission, MRBTA, Margaret River Wine Association, local Chambers of Commerce, Industry bodies, businesses and members of the community.

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.         Identify specific actions to be delivered by the Economic and Business Development team in the next 12 months; or

2.         Choose not to accept the Economic Development Report.

CONCLUSION

Economic Development has been identified by the Council and the community as a key focus area for delivery. The past 12 months have seen the Economic Development team active in the key areas of place making and CBD activation, commercial activity on City owned and managed land, supporting and growing existing businesses and facilitating new business and investment, as well as identifying and implementing key projects to guide and facilitate economic activity and growth for the City of Busselton district.

 

The COVID-19 pandemic has had a significant impact on the local and regional economic and business community and while this continues to affect businesses, there is also an opportunity to identify emerging and growth investment areas to promote within the City of Busselton. As such, it is recommended the next 12 months will concentrate on advancing investment opportunities identified in the Industry Sector Analysis, reforming the EDT and subgroups, continued support for local businesses and industries and commencement of a new Economic Development Strategy that will facilitate economic growth and investment in the City.  

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

Attachment A outlines the timeline for Economic and Business Development team activities planned for the next 12 months. 

 


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Attachment a

Economic Development Action Timeline

 


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Attachment b

Investment Attraction Strategy: Key Opportunities and Action Plan

 















































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15.1

Attachment c

Investment Opportunity Prospectus Pages

 


















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Attachment d

Smart City Strategy

 


























 


Council                                                                                      129                                                               11 August 2021

16.             Finance and Corporate Services Report

16.1           ADOPTION OF THE CORPORATE BUSINESS PLAN 2021 - 2025

STRATEGIC THEME

LEADERSHIP - A Council that connects with the community and is accountable in its decision making.

STRATEGIC PRIORITY

4.3 Make decisions that respect our strategic vision for the District.

SUBJECT INDEX

Corporate Planning

BUSINESS UNIT

Corporate Services

REPORTING OFFICER

Manager Governance and Corporate Services - Sarah Pierson

Corporate Planning Officer - Cathy Burton

AUTHORISING OFFICER

Director Finance and Corporate Services - Tony Nottle

NATURE OF DECISION

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

VOTING REQUIREMENT

Absolute Majority

ATTACHMENTS

Attachment a   Corporate Business Plan 2021 - 2025  

 

OFFICER RECOMMENDATION

That the Council adopts the Corporate Business Plan 2021 - 2025 in the form attached to this report (Attachment A). 

 

EXECUTIVE SUMMARY

This report presents the attached City of Busselton Corporate Business Plan 2021–2025
(Attachment A) (CBP) and seeks Council’s adoption of the plan.

 

BACKGROUND

The Local Government Act 1995 (the Act) sets out requirements for the ‘Plan for the Future’ which requires all Local Government Authorities to have a strategic community plan spanning a minimum ten-year period, and a corporate business plan, spanning a four year period. The legislation also requires a local government to have in place a number of informing plans being:

 

a)         asset management plans for key asset classes;

b)        a four year workforce plan; and

c)         a ten year long term financial plan.

 

This report focuses on the City’s Corporate Business Plan (CBP). 

 

The City’s CBP is reviewed annually in conjunction with the review of the City’s long term financial plan (LTFP) to determine the priority initiatives for the ensuing four years. Core service objectives are also reviewed.  The draft CBP 2021-2025 was presented to Councillors at a briefing on Wednesday 28 July, for discussion and comment. As a result, minor amendments were made and the plan is now presented for formal adoption. 

OFFICER COMMENT

The CBP 2021-2025 supports the direction of the City’s Strategic Community Plan 2021-2031 (SCP), reviewed through 2020/2021 and adopted on 9 June 2021.  It integrates all relevant information contained in the LTFP, endorsed by Council on 24 March 2021 as a guiding document.

 


 

The CBP is based on the four key themes of the SCP - Environment, Lifestyle, Opportunity and Leadership.  Within each of these themes, the plan details City services and priority actions that contribute to achievement of the theme and its community aspiration.  This is done on a best fit basis, aligned to the theme they primarily support.  Each priority action is also aligned to a Council strategic priority (as contained in the SCP).

 

It is important to note that, with the change in the number of strategic theme areas (from 6 Key Goal Areas to 4 Key Themes), actions have been realigned to suit.

 

In total the CBP contains 70 priority actions:

·        12 in Key Theme 1: Environment     

·        30 in Key Theme 2: Lifestyle                              

·        16  in Key Theme 3: Opportunity     

·        12 in Key Theme 4: Leadership                         

 

Many actions have been carried over and amended as required to reflect the current status of the action and future planned activities.  Several new actions are included in the CBP. The new actions are outlined below.

 

Key Theme 1 – Environment

An environment that is valued, conserved and enjoyed by current and future generations.

 

Action Description

Action

Delivery

21/22

22/23

23/24

24/25

Coastal Hazard Risk Management and Adaptation Plan (CHRMAP)

Implement the Coastal Hazard Risk Management and Adaption Plan.

·

·

·

·

Energy Strategy

Progress the implementation of the City’s Energy Strategy to assist the organisation achieve real savings in all energy sources.

·

·

·

·

Food Organics Garden Organics

Explore the potential for establishing a Food Organics Garden Organics (FOGO) service, which include identifying a possible sites(s) for processing the collected FOGO material.

·

·

 

 

Toby Inlet Wetland Catchment

In collaboration with the community continue to implement management strategies to improve the water quality and amenity of the Toby Inlet.

·

·

·

·

 


 

Key Theme 2 – Lifestyle

A place that is relaxed, safe and friendly with services and facilitates that support positive lifestyles and wellbeing.

 

Description

Action

Delivery

21/22

22/23

23/24

24/25

 

Lighting Upgrades Outdoor Playing spaces

Improve the lighting facilities at various ovals and outdoor courts to improve user safety and carrying capacity

·

 

·

 

 

Youth Services Plan

Together with stakeholders develop a five year strategic plan for youth services.

·

 

 

 

 

Dunsborough SHIFT Youth Crew

Establish a youth crew in Dunsborough and explore funding opportunities to expand activities for local youth in the area.

·

 

 

 

 

Supporting Health Services

Advocate for and support the provision of mental health, specialist and community health services and infrastructure in the District.

·

·

·

·

 

Community Infrastructure Plan

Develop a City wide Community Infrastructure Network Plan to assist with informing the review of the City’s Development Contributions Framework.

·

 

 

 

 

Holiday Homes Review

Prepare and release for public consultation a Draft Holiday Homes Directions Paper as part of the review of the Holiday Homes Regulatory Framework.

·

·

 

 

 

Social Plan

Review the City’s Social Plan to guide the delivery of community services

·

 

 

 

 

 

Key Theme 3 – Opportunity

A vibrant City with diverse opportunities and a prosperous economy.

 

Description

Action

Delivery

21/22

22/23

23/24

24/25

Event Attraction and Development

Actively target new key events, focussing on the attraction of national level sporting and cultural events.

·

·

·

·

 


 

Key Theme 4 – Leadership

A Council that connects with the community and is accountable in its decision making.

 

Action Description

Action

Delivery

21/22

22/23

23/24

24/25

 

You Choose Community Grants Program

Implement the pilot You Choose Community Grants Funding program to improve community engagement.

·

·

 

 

 

Strategic Performance Measures

Develop and implement a suite of key performance indicators to assist with measuring the performance and success of the City’s strategic Community Plan.

·

 

·

·

 

Service Improvement Review

Establish a service catalogue and commence a process of continuous improvement in relation to service delivery.

 

·

 

 

 

Software Upgrades

Upgrade the current Office software suite with Office 365 to improve collaboration and resilience of systems.

·

 

 

 

 

 

Expected timeframes for delivering the actions are shown. As noted in the ‘Understanding the Corporate Business Plan’ section of the CBP (page 10), these timeframes are subject to regular review.  Where an action is noted as requiring external funding within the plan, progress is also dependent on receipt of the external funding (e.g. grant funding).

 

Some actions have also been deleted because they have either been substantially or fully completed, supplanted by other priority actions or are considered ‘business as usual’ and better captured within the service descriptors.  These are outlined below based on the (previous) Key Goal Area sat under: 

 

Key Goal Area 1 – Community

·        CCTV Precinct Extension: Continue to extend CCTV facilities as part of the Safer Cities program.

·        Mosquito Control: Review the City’s Mosquito Management Program.

·        Vasse Sporting Precinct – Carpark: Formalise the carpark at the Vasse Sporting Precinct.

·        Busselton Senior Citizens Expansion: Lead the project to expand and complete the Busselton senior Citizens Centre.

·        Busselton Library Upgrade: Upgrade the children’s section and back of house at the Busselton Library.

 

Key Goal Area 2 – Places and Spaces

·        Busselton Cemetery Expansion: Continue to progress expansion of the Busselton Cemetery by completing all necessary statutory processes involved in the acquisition and land use of part lot 9009 Neville Hyder Drive, Yalyalup.

 


 

Key Goal Area 3 – Environment

·        Meelup Former Waste Site: Achieve reclassification of the former waste site at Meelup to enable public use by mountain bikers.

·        Improving sustainability and energy management: Develop a policy guideline document outlining matters to be considered when procuring, constructing and operating all new City assets to ensure that improved energy management is achieved.

·        Parks and Gardens Technology Improvements: Implement smart technologies in City parks, gardens and reserves to reduce water and power use.

 

Key Goal Area 4 – Economy

·        Busselton Foreshore Microbrewery: Facilitate completion of the Microbrewery at the Busselton Foreshore.

·        Place Project: Through the place project implement a series of initiatives to activate City Centres.

 

Key Goal Area 5 – Transport

·    Safe Active Street Study: Conduct a feasibility study to determine whether a connecting cycling boulevard catering for people of all ages can be implemented in the Busselton town centres.

 

Key Goal Area 6 – Leadership

·        Fair Value: Realign the fair value assessment of the City’s assets from a staggered three years cycle to an aligned five year cycle as provided for in the Local Government (Financial Management) Regulations 1996.

·        Assets IT Business Software:  Introduce a new system to track the progress of assets management.

·        Long Term Financial Plan: Review the City’s Long Term Financial Plan in view of the reviewed SCP.

·        Overall Asset Management Plan: review and update the overall asset management plan with the aim of allocating enough funding to sustainably manage the City’s assets.

·        Enterprise Agreement: Renegotiate the City’s Enterprise Agreement.

 

The CBP includes a list of the organisational corporate performance indicators.  These help to measure the progress and trends of organisational performance, as well as the progress of corporate business plan actions. 

Statutory Environment

Section 5.56 of the Local Government Act 1995 (the Act) requires a local government to plan for the future of the district and to ensure that any such plans are in accordance with regulatory requirements.

 

Regulation 19(D)(A) of the Local Government (Administration) Regulations 1996 (the Regulations) requires a corporate business plan to be created, adopted and relate to the whole of the district over a term of at least four financial years.  A corporate business plan must:

·        have a minimum four year outlook;

·        identify and prioritise the principal strategies and activities the Council will undertake in response to  the aspirations and objectives stated in the Strategic Community Plan;

·        state the services, operations and projects that a local government will deliver over the period of the plan;

·        reference resourcing considerations such as asset management plans, finances and workforce plans; and

·        be adopted by an Absolute Majority of the Council.

Relevant Plans and Policies

Guidelines relating to the content and standard of IPR plans are found in the IPR Advisory Standard, published by the Department of Local Government, Sport and Cultural Industries. The Advisory Standard prescribes categories for assessing the competency of IPR plans.  A corporate business plan must satisfy the minimum ‘Achieving’ standard as outlined in the IPR Advisory Standard. 

 

Achieving standard

The Achieving standard is met when:

·        A Council has adopted a corporate business plan that meets all of the listed regulatory requirements;

·        Year 1 of the corporate business plan establishes the Annual Budget; and

·        The local government also has in place:

o      a workforce plan that meets the Achieving standard;

o      asset management key performance indicators that meet the Standards; and

o      a long term financial plan.

 

‘Intermediate’ and ‘Advanced’ standard reflect the higher levels of planning and integration practices.

Financial Implications

There are no budget implications associated with the adoption of the proposed CBP, with the cost of professional publication of the approved plan being provided for within the annual budget.

Stakeholder Consultation

There is no legislative requirement to advertise the CBP for public consultation. The proposed CBP seeks to progress the objectives of the City’s SCP, which underwent a major review between June 2020 and April 2021. 

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.  Key risks are outlined within the document itself.

Options

As an alternative to the proposed recommendation the Council could choose to alter any of the components or wording of the proposed CBP.

CONCLUSION

The City’s CBP is a key component of the IPR framework. The proposed CBP integrates relevant information from the City’s LTFP and supports the Council’s strategies as outlined in the SCP.  It also advances many of the key initiatives that the City has commenced over the previous financial year.  Importantly, the proposed CBP continues to provide a solid work program to assist with realising the community’s aspirations and objectives.

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

Once the CBP is adopted, it will come into effect immediately with the services and actions contained implemented over the four year life of the plan as identified. The plan will be professionally published within six weeks of its adoption.

 


Council

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11 August 2021

16.1

Attachment a

Corporate Business Plan 2021 - 2025

 













































Council                                                                                      178                                                               11 August 2021

16.2           ADOPTION OF THE CITY OF BUSSELTON COMMUNITY ENGAGEMENT FRAMEWORK

STRATEGIC THEME

LEADERSHIP - A Council that connects with the community and is accountable in its decision making.

STRATEGIC PRIORITY

4.1 Provide opportunities for the community to engage with Council and contribute to decision making.

SUBJECT INDEX

Community Engagement

BUSINESS UNIT

Corporate Services

REPORTING OFFICER

Manager Governance and Corporate Services - Sarah Pierson

AUTHORISING OFFICER

Director Finance and Corporate Services - Tony Nottle

NATURE OF DECISION

Executive: Substantial direction setting, including adopting budgets, strategies, plans and policies (excluding local planning policies); funding, donations and sponsorships; reviewing committee recommendation.

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   Community Engagement Framework  

 

OFFICER RECOMMENDATION

That the Council adopts the City of Busselton Community Engagement Framework as per Attachment A.

 

EXECUTIVE SUMMARY

As part of determining the CEO’s Key Performance Indicators for the 2020/2021 period, the Council and CEO set Key Performance Indicator (KPI) No4 – ‘Develop a draft Stakeholder Engagement Framework to guide the City when assessing the level of planned and proactive engagement required to be undertaken on a matter beyond that set by legislation’.

 

In response, the City of Busselton Community Engagement Framework (the Framework) (Attachment A) has been developed. Having been advertised for public comment, the Framework is now presented to Council for final adoption, with minor amendments.

 

BACKGROUND

As part of the CEO’s 2020/21 key performance indicators (KPIs), the following KPI was established: ‘Develop a draft Stakeholder Engagement Framework to guide the City when assessing the level of planned and proactive engagement required to be undertaken on a matter beyond that set by legislation.’

 

A Draft Community Engagement Framework has been developed and in accordance with Council’s resolution on 23 June 2021 (C1206/137), advertised for public comment for a period of 21 days.  This report provides an overview of the submissions received and seeks final adoption of the Framework, with some minor amendments.

OFFICER COMMENT

The City of Busselton has significantly increased its engagement focus over the past five to seven years.  During this time the City has implemented and successfully embedded new engagement strategies. These include the use of social media platforms, the introduction of a digital engagement portal called ‘Yoursay Busselton’, and a review of corporate websites to improve information quality and accessibility. The City has also made a concerted effort to take engagement into public places and spaces with pop-up initiatives, display installations and ‘open-house’ events, with these proving popular with the community. While engagement activity has increased significantly, it has not been underpinned by a consistent organisational understanding about what engagement is, how it is undertaken and in what instances. 

The Framework provides high-level guidance to Councillors and Officers on the planning and implementation of engagement initiatives at the City of Busselton. The Framework has been informed by public consultation in the form of three public workshops, and a public advertising period.  Previous consultation initiatives undertaken in 2019 have also informed the development of the Framework.

 

The Framework applies the principles of engagement advocated by the International Association of Public Participation (IAP2), including the five levels of engagement contained in the Spectrum of Public Participation:

·        Inform

·        Consult

·        Involve

·        Collaborate

·        Empower

 

The IAP2 principles and spectrum of engagement is widely referenced across the Australian Local Government sector and is also referenced in the Integrated Planning and Reporting Framework and Guidelines produced by the Department of Local Government, Sport and Cultural Industries (DLGSC).

 

In accordance with Council’s resolution, the Framework was advertised from 1 July 2021 to 22 July 2021 on the City’s Your Say website.  14 submissions were received, with responses provided to the following questions:

·    Do you support the overall direction and principles outlined in the Community Engagement Framework:

 

·    Do you feel the Community Engagement will contribute to meaningful and quality engagement?

 

 

 

·                Do you think there is anything missing from the Framework? 

 

In response to this last question the following feedback was raised, grouped by theme. Where the matter was raised by multiple submitters, it is noted in brackets.

·        Framework is clear in its goals and intent but will it be followed, will Council listen and adjust their views, will feedback be given due consideration (6)

·        Performing Arts Centre being an example of where consultation and engagement has been poor (3)

·        Use of reference to contextual factors and engagement being undertaken on a case by case basis being opportunities for Council to ignore those who don’t hold the same views

·        Feedback relating to the application of the framework to development planning and the need to keep stakeholder such as adjoining land owners informed and / or involved.

·        How and will the framework be resourced so that it can be implemented confidently

·        How will representative input be sought / verified to avoid bias

·        Additional guidelines on closing the loop / acknowledging submissions would be useful (2)

·        The document being too long to be engaging

·        Additional groups being added to hard to reach groups. 

 

Overall, the submissions supported the goals and objectives of the Framework and were generally supportive of its content.  In response, particularly in relation to feedback around the length of the document, officers have reviewed the Framework to determine where content could be revised or removed.  While some minor non-substantive edits have been made to shorten a number of paragraphs, officers feel all of the content is important and relevant, particularly noting it is the City’s first engagement framework. 

 

To assist with the flow of the document, Figure 1 has also been moved to the beginning of the How We Engage section.  In response to hard to reach group feedback, two additional groups have been added – FIFO workers and people of diverse gender identity and sexuality (noting also the list is not exhaustive).  An additional guidance prompt with respect and to feedback and closing the loop has been added to the Engagement Reporting section.  Outside of those changes and some minor editing, no substantive changes have been made, with a lot of the feedback focused on the Framework’s application as opposed to the Framework itself.


In response to feedback around contextual factors being an opportunity to, in effect, not engage with or ignore groups of people, the need to contextualise engagement levels and approaches was a key issue discussed at the May workshops, which informed the Framework.  There was a recognition that meaningful engagement was not going to be achieved through a one size fits all approach.  There was also a recognition that different stakeholders need to be involved at different levels and at different times, and that the level of engagement should be balanced with contextual factors, such as the level of impact and influence, timing of required decision making, legislative requirements and the overall cost of a project or proposal versus the cost of engagement.  The application and assessment of context is a key underlying principle of IAP2 and the Spectrum of Public Participation. 

 


 

Feedback with respect to closing the loop, ensuring representative input and more broadly resourcing engagement are acknowledged. This is the City’s first Community Engagement Framework, and it is expected to drive a more coordinated and focused approach to engagement, which will evolve over time as the organisation increases its understanding and maturity.  As the City matures in its engagement approach it will be able to address some of these matters more completely.  It is also likely that there will be a need for additional resourcing.   

Statutory Environment

The officer recommendation supports the general function of a local government under the Local Government Act 1995 to provide for the good government of persons in its district.

Relevant Plans and Policies

The Framework assists Council to meet strategic priority 4.1 of the Strategic Community Plan 2021 – 2031 – ‘Provide opportunities for the community to engage with Council and contribute to decision making’. 

 

The officer recommendation aligns to the City of Busselton Community Engagement Policy, providing guidance to Councillors and City Officers on how to meet the principles and objectives of the policy. 

 

The Framework is underpinned by an operational toolkit which will be expanded and refined over time. 

Financial Implications

There are no financial implications associated with the officer recommendation. It should be noted however, that for Council to continue to strengthen and develop engagement as a key organisational objective, the Framework and the resources that underpin its successful implementation and maturation will need to be reviewed and increased over time.  Feedback in relation to resourcing and how it will be resourced was received by one person.

Stakeholder Consultation

As outlined in the previous report to Council (23 June 2021) the development of the Framework was informed by a survey undertaken in November 2019, the results of the 2020 Community Satisfaction Survey, and, most specifically, three community engagement workshops ran in May. These workshops (attended by 78 people) were independently facilitated by Joel Levin from Aha Consulting and explored four key questions:

·        What outcomes would make engagement meaningful for the City and the Community?

·        What are the attributes of ‘quality’ engagement?

·        What needs to be considered to assess the level of impact (a project / decision has) on the community?

·        What needs to be considered to assess the level of influence the community has on a project / decision?

 

As outlined in the Officer Comment section of this report, the Framework was advertised from 1 July 2021 to 22 July 2021, with 14 submissions received. 

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 or a medium or greater level have been identified.


 

Options

As an alternative to the proposed recommendation the Council could:

1.         Choose not to adopt the Framework;

2.         Require further amendments to the Framework.

CONCLUSION

The Framework provides overarching guidance as to the level or levels of engagement that will be used, depending on the nature of the project or proposal, the impact on stakeholders and the extent to which stakeholders have opportunity to influence the final decision.   

 

The Framework, along with the engagement toolkit, will need to be reviewed and adjusted over time as our level of organisational maturity in this space develops and community and stakeholder needs change over time. 

 

Overall public submissions supported the Framework in its intent and objectives and it is now recommended for adoption as per Attachment A.

TIMELINE FOR IMPLEMENTATION OF OFFICER RECOMMENDATION

The Framework will be published on the City’s website within two weeks of adoption.


Council

202

11 August 2021

16.2

Attachment a

Community Engagement Framework

 
























 


Council                                                                                      203                                                               11 August 2021

17.             Chief Executive Officers Report

17.1           COUNCILLORS’ INFORMATION BULLETIN

STRATEGIC THEME

LEADERSHIP - A Council that connects with the community and is accountable in its decision making.

STRATEGIC PRIORITY

4.2 Deliver governance systems that facilitate open, ethical and transparent decision making.

SUBJECT INDEX

Councillors' Information Bulletin

BUSINESS UNIT

Executive Services

REPORTING OFFICER

Reporting Officers - Various

AUTHORISING OFFICER

Chief Executive Officer - Mike Archer

NATURE OF DECISION

Noting: The item is simply for information purposes and noting

VOTING REQUIREMENT

Simple Majority

ATTACHMENTS

Attachment a   Current State Administrative Tribunal Reviews

Attachment b    Injidup Residents Association Letter of Appreciation

Attachment c    Letter from Hon Minister Saffioti : Proposed Development at Smiths Beach  

 

OFFICER RECOMMENDATION

 

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

17.1.1       State Administrative Tribunal Reviews 

17.1.2       Correspondence from Injidup Residents Association – Letter of Appreciation 

17.1.3       Correspondence from the Office of the Hon Rita Saffioti 

 

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       State Administrative Tribunal Reviews 

A summary of the current State Administrative Reviews at Attachment A.

17.1.2       Correspondence from Injidup Residents Association – Letter of Appreciation 

A copy of correspondence from the Injidup Residents Association is provided at Attachment B.

17.1.3       Correspondence from the Office of the Hon Rita Saffioti 

A copy of correspondence from Hon Rita Saffioti MLA received in response to the City’s concerns regarding the proposed development at Smiths Beach. A copy of the letter is provided at Attachment C.  


Council

205

11 August 2021

17.1

Attachment a

Current State Administrative Tribunal Reviews

 



Council

211

11 August 2021

17.1

Attachment b

Injidup Residents Association Letter of Appreciation

 







Council

213

11 August 2021

17.1

Attachment c

Letter from Hon Minister Saffioti : Proposed Development at Smiths Beach

 


 


Council                                                                                      214                                                               11 August 2021

18.             Motions of which Previous Notice has been Given

Nil

 

19.             urgent business

 

20.             Confidential Matters

Nil 

 

21.             Closure