Tuesday 12 September 2017 at 5.30 pm - City of Mandurah

City of

MANDURAH

NOTICE OF MEETING ORDINARY COUNCIL Members are advised that a meeting of the Council will be held in Council Chambers, Civic Building, 83 Mandurah Terrace, Mandurah on:

Tuesday 12 September 2017 at 5.30 pm

MARK R NEWMAN Chief Executive Officer 7 September 2017

AGENDA: 1.

OPENING OF MEETING AND ANNOUNCEMENT OF VISITORS

2.

ACKNOWLEDGEMENT OF COUNTRY

3.

ATTENDANCE AND APOLOGIES

4.

IMPORTANT NOTE: Members of the public are advised that any decisions made at the meeting tonight, can be revoked, pursuant to the Local Government Act 1995. Therefore, members of the public should not rely on any decisions until formal notification in writing by Council has been received.

5. ANSWERS TO QUESTIONS TAKEN ON NOTICE Nil.

COUNCIL AGENDA: Tuesday 12 September 2017 6.

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PUBLIC QUESTION TIME Public Question time provides an opportunity for members of the public to ask a question of Council. For more information regarding Public Question Time, please telephone 9550 3706 or visit the City’s website www.mandurah.wa.gov.au.

7.

PUBLIC STATEMENT TIME Any person or group wishing to make a 2-minute Public Statement to Council regarding a matter concerning local government must first complete an application form. For more information about Public Statement Time, or to obtain an application form, please telephone 9550 3706 or visit the City’s website www.mandurah.wa.gov.au.

8

LEAVE OF ABSENCE REQUESTS

9.

PETITIONS

10.

PRESENTATIONS

11.

DEPUTATIONS Any person or group wishing to make a 5-minute Deputation to Council regarding a matter listed on this agenda for consideration must first complete an application form. For more information about making a deputation, or to obtain an application form, please telephone 9550 3706 or visit the City’s website www.mandurah.wa.gov.au. NB: Persons who have made a deputation at the preceding Planning Committee will not be permitted to make a further deputation on the same matter to this Council meeting, unless it is demonstrated there is new, relevant material which may impact upon the Council’s understanding of the facts of the matter.

12.

CONFIRMATION OF MINUTES: 12.1

Ordinary Council Meeting: Tuesday 22 August 2017 (attached).

13.

ANNOUNCEMENTS BY THE PRESIDING MEMBER (WITHOUT DISCUSSION)

14.

DECLARATIONS OF FINANCIAL, PROXIMITY AND IMPARTIALITY INTERESTS

COUNCIL AGENDA: Tuesday 12 September 2017 15.

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QUESTIONS FROM ELECTED MEMBERS (WITHOUT DISCUSSION) 15.1 • 15.2

Questions of which due notice has been given Hon Councillor Riebeling Questions of which notice has not been given

16.

BUSINESS LEFT OVER FROM PREVIOUS MEETING

17.

RECOMMENDATIONS OF COMMITTEES 17.1

Adoption of Recommendations of Planning Committee Meeting: Tuesday 5 September 2017 (Green pages)

Item

18.

Page No 5

P. 4/9/17

Sutton’s Farm Local Development Plan – Lot 506 Apollo Place, Halls Head: Final Approval

P. 5/9/17

Local Planning Policy No 2 Signage: Adoption for Final Approval

6

P. 6/9/17

Local Planning Policy No 4 Canal Waterways Structures: Adoption for Advertising Purposes

7

P. 7/9/17

R-Code Variation Application (Patio) 25 Hill Street, Halls Head

8

Interests Declared / Additional Information Councillor Field – Impartiality Interest

REPORTS (Yellow Pages): Item

Page No

1.

Lakelands District Open Space

1 - 43

2.

Loan Request – Port Bouvard Recreation and Sporting Club

44 - 47

3.

Community Engagement Strategy

48 - 75

4.

Strategic Community Plan 2017-2037

76 - 127

5.

Assignment of Alfresco Licence & Balcony Lease – 7 Mandurah Terrace Mandurah – Tremolat Group Australia

128 - 131

6.

Solar Plan Phase 5 – MARC

132 - 137

7.

Pleasant Grove Permit Burning Petition

138 - 140

8.

T15-2017: Construction of Mandurah Family Community Centre

141 - 144

Interests Declared / Additional Information

COUNCIL AGENDA: Tuesday 12 September 2017

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19.

ADOPTION OF RECOMMENDATIONS NOT WITHDRAWN FOR FURTHER DISCUSSION

20.

MOTIONS OF WHICH NOTICE HAS BEEN GIVEN

21.

NOTICE OF MOTIONS FOR CONSIDERATION AT THE FOLLOWING MEETING

22.

LATE AND URGENT BUSINESS ITEMS

23.

CONFIDENTIAL ITEMS

24.

CLOSE OF MEETING

MINUTES OF COUNCIL MEETING HELD ON

TUESDAY 22 AUGUST 2017 AT 5.30PM

IN COUNCIL CHAMBERS CIVIC CENTRE MANDURAH TERRACE MANDURAH PRESENT: MAYOR COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR

M VERGONE D LEE [DEPUTY MAYOR] L RODGERS S JONES S LAWSON T JONES R WORTLEY C KNIGHT P JACKSON D SCHUMACHER P ROGERS

MR MR MS MR

M NEWMAN T FREE L WILKINSON D PRATTENT

MRS

L GREENE

EAST WARD EAST WARD EAST WARD COASTAL WARD COASTAL WARD NORTH WARD NORTH WARD NORTH WARD TOWN WARD TOWN WARD

CHIEF EXECUTIVE OFFICER DIRECTOR SUSTAINABLE DEVELOPMENT DIRECTOR PEOPLE & COMMUNITIES ACTING EXECUTIVE MANAGER STRATEGY & BUSINESS PEFORMANCE COORDINATOR ELECTED MEMBER SUPPORT

OPENING OF MEETING AND ANNOUNCEMENT OF VISITORS [AGENDA ITEM 1] The Mayor declared the meeting open at 5.30 pm.

ACKNOWLEDGEMENT OF COUNTRY [AGENDA ITEM 2] Mayor Vergone acknowledged that the meeting was being held on the traditional land of the Bindjareb people, and paid her respects to their Elders past and present.

MINUTES OF COUNCIL MEETING: TUESDAY 22 AUGUST 2017

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APOLOGIES [AGENDA ITEM 3] Hon Councillor Riebeling and Councillor Field (on Leave of Absence).

DISCLAIMER [AGENDA ITEM 4] G.17/8/17

DISCLAIMER

The Mayor advised that the purpose of this Council Meeting is to discuss and, where possible, make resolutions about items appearing on the agenda. Whilst Council has the power to resolve such items and may in fact, appear to have done so at the meeting, no person should rely on or act on the basis of such decision or on any advice or information provided by a Member or Officer, or on the content of any discussion occurring, during the course of the meeting. Persons should be aware that the provisions of the Local Government Act 1995 (Section 5.25(e)) and Council’s Consolidated Local Laws (Section 4.86) establish procedures for revocation or recision of a Council decision. No person should rely on the decisions made by Council until formal advice of the Council decision is received by that person. The City of Mandurah expressly disclaims liability for any loss or damage suffered by any person as a result of relying on or acting on the basis of any resolution of Council, or any advice or information provided by a Member or Officer, or the content of any discussion occurring, during the course of the Council meeting.

ANSWERS TO QUESTIONS TAKEN ON NOTICE [AGENDA ITEM 5] Nil.

PUBLIC QUESTION TIME [AGENDA ITEM 6] Nil.

PUBLIC STATEMENT TIME [AGENDA ITEM 7] Nil.

LEAVE OF ABSENCE REQUESTS [AGENDA ITEM 8] Nil.

PETITIONS [AGENDA ITEM 9] Nil.


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PRESENTATIONS [AGENDA ITEM 10] G.18/8/17

PRESENTATION: MANDURAH AND PEEL TOURISM ORGANISATION (MAPTO) UPDATE – MS K PRIEST

At the invitation of Council, the Chief Executive Officer of Mandurah and Peel Tourism Organisation (MAPTO) gave a visual presentation highlighting MAPTO’s achievements to date and key future activities. Following the presentation, Elected Members asked questions arising from the information presented, and congratulated Ms Priest and her team on the progress made by MAPTO.

G.19/8/17

PRESENTATION: MS P CREEVEY AND MR B GREEN – WESTAUS CRISIS CARE INC AND SESTEEM

Councillor Lynn Rodgers left the Chamber at 5.55 pm. Councillor Schumacher left the Chamber at 6.05pm, returning at 6.08 pm. At the invitation of Council, Ms Creevey and Mr Green and gave a visual presentation regarding the collaborative work being undertaken by WestAus Crisis Care and Welfare Services Inc and Sesteem to develop low-cost housing development on No 60 Peel Street and No 70 Anstruther Road, Mandurah via the utilisation of recycled sea containers. It was highlighted that the goal of the proposal was to provide home ownership and permanent jobs for up to 26 disadvantaged people.

DEPUTATIONS [AGENDA ITEM 11] Nil.

CONFIRMATION OF MINUTES [AGENDA ITEM 12] G.20/8/17

CONFIRMATION OF COUNCIL MINUTES: TUESDAY 8 AUGUST 2017

MOTION:

Tahlia Jones / Shane Jones

That the Minutes of Council Meeting of Tuesday 8 August 2017 be confirmed. CARRIED UNANIMOUSLY: 10/0 Councillor Lynn Rodgers returned to the Chamber at 6.12 pm.

G.21/8/17

ANNOUNCEMENTS BY THE PRESIDING MEMBER [AGENDA ITEM 13]

At the invitation of Mayor Vergone: •

Deputy Mayor Councillor Lee paid tribute to the late Ms Betty Cuthbert AM MBE, who passed away on 6 August 2017.

MINUTES OF COUNCIL MEETING: TUESDAY 22 AUGUST 2017 •

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Councillor Tahlia Jones and Deputy Mayor Councillor Lee reported on the Old Mandurah Bridge Community Walkover that had taken place on 20 August 2017, commending the efforts of all involved in the staging of this event.

DECLARATION OF INTERESTS [AGENDA ITEM 14] •

Mayor Vergone declared a financial interest in Minute G.23/8/17 relating to the Review of Rates Concessions Guidelines because of her ownership of property registered on the municipal heritage inventory.

•

Mayor Vergone declared a financial interest in Minute G.24/8/17 relating to the Community Sport and Recreation Facility Fund Small Grants Summer Round for 2017/18 because of her sponsorship of Peel Thunder Football Club which had submitted an application to conduct a Feasibility Study for a Future Centre of Excellence Facility.

•

Councillor Lynn Rodgers declared a financial interest in Minute G.29/8/17 relating to Proposed Disposal via Lease of 60 Peel Street and 70 Anstruther Road, Mandurah as she is the Chief Executive Officer of WestAus Crisis Care and Welfare Services Inc.

•

The Acting Executive Manager Strategy and Business Performance (Mr David Prattent) declared an impartiality interest in Minute G.29/8/17 relating to Proposed Disposal via Lease of 60 Peel Street and 70 Anstruther Road, Mandurah as he is Treasurer of WestAus Crisis Care and Welfare Services Inc.

QUESTIONS FROM ELECTED MEMBERS [AGENDA ITEM 15] Questions of which due notice has been given Nil.

Questions of which notice has not been given Nil.

BUSINESS LEFT OVER FROM PREVIOUS MEETING [AGENDA ITEM 16] Nil.

RECOMMENDATIONS OF COMMITTEES [AGENDA ITEM 17] Nil.


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REPORTS [AGENDA ITEM 18] G.22/8/17

FINANCIAL REPORT: JULY 2017 (DP / PB) (REPORT 1)

MOTION:

Peter Rogers / C Knight

That Council: 1

Receives the Financial Report for July 2017.

2

Receives the Schedule of Accounts for July 2017 for the following amounts: Total Municipal Fund Total Trust Fund

$ $ $

8,321,395.49 105,275.55 8,426,671.04

3

Approves unbudgeted expenditure of $70,000 for Lakelands Bus embayment (funded from Contribution by PTA $70,000).

4

Approves carryovers adjustments to reflect remaining project expenditure, as shown in Attachment 2 of the report.

CARRIED WITH ABSOLUTE MAJORITY:

11/0

Having disclosed a financial interest in the following item, Mayor Vergone left the Chamber at 6.20 pm. In Mayor Vergone’s absence, Deputy Mayor Councillor Lee assumed the Chair. G.23/8/17

RATES CONCESSIONS: REVIEW OF GUIDELINES (DP) (REPORT 2)

The City had been approached by a property owner who had asked for consideration of a rates concession in respect of his heritage property which was on the municipal heritage inventory. Council last considered, and approved, guidelines for rates concessions in 2002. These guidelines were relatively narrow in their application and permitted little flexibility. They related purely to notfor-profit organisations that would not be eligible for a rates exemption. It was appropriate that these guidelines were deleted to allow both greater flexibility in the approach to concessions and the consideration of each concession on a case-by-case basis. Council was requested to approve the revocation of the guidelines and resolve that rates concessions not be considered in the case of heritage properties. MOTION:

R Wortley / D Schumacher

That Council: 1

Revokes existing guidelines in respect of the granting of rates concessions (as attached to the report).

2

Notes that in future rates concessions will be considered on a case-by-case basis.

3

Does not support the application of rates concessions in respect of heritage properties.

CARRIED WITH ABSOLUTE MAJORITY:

10/0


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At this juncture of the meeting, the Deputy Mayor Councillor Lee suggested that with the consensus of Councillors, the order of the agenda be changed and Report 6 be considered next relating to the 2017/18 Summer Round of the Community Sport and Recreation Facilities Fund (CSRFF) Small Grants. MOTION:

C Knight / Lynn Rodgers

That the order of the agenda be changed and the report relating to the 2017/18 Summer Round of the Community Sport and Recreation Facilities Fund (CSRFF) Small Grants be now considered. CARRIED UNANIMOUSLY: 10/0

Having disclosed a financial interest in the following item, Mayor Vergone remained absent from the Chamber. G.24/8/17

2017/18 COMMUNITY SPORT AND RECREATION FACILITY FUND (CSRFF) SMALL GRANTS – SUMMER ROUND (CJ / NG) (REPORT 6)

The Community Sport and Recreation Facilities Fund (CSRFF) was a Department of Local Government, Sport and Cultural Industries - Sport and Recreation program that provided financial assistance to community groups and local government authorities to develop basic infrastructure for sport and recreation. The program aimed to increase participation in sport and recreation, with an emphasis on physical activity through rational development of sustainable, good quality, well designed and well utilised facilities. The CSRFF program included Annual, Forward Planning grants as well as two small, seasonal grant rounds. The small, seasonal grants were designed to support projects with basic level planning, where the total cost did not exceed $200,000. The application process for submissions involve Local Governments undertaking an initial assessment to ensure proposed projects were well planned, prioritised and of positive benefit to the community. The City had received four (4) applications from clubs/associations as part of the Community Sport and Recreation Facility Fund (CSRFF) Small Grants – Summer Round. Details of these applications were: • • • •

Mandurah Croquet and Recreation Club: Construction of a Universal Accessible Toilet South Mandurah Tennis Club: Upgrade to Sport Lighting on Courts 3 to 6 South Mandurah Football Club: Construction of Change room Facilities Peel Thunder Football Club: Feasibility Study for a Future Centre of Excellence Facility.

The South Mandurah Football Club had previously submitted an application for the construction of change room facilities in March 2017 that had been endorsed by Council. Unfortunately this project did not receive funding from the Department of Local Government, Sport and Cultural Industries and the Club is resubmitting an application in the July round. The Peel Thunder Football Club had not requested a financial contribution from the City towards the proposed feasibility study however, the guidelines of the CSRFF grant program required local governments to carry out an assessment to ensure that the project meets the program objectives. Council was requested to support the ratings and priorities of the four (4) 2017/18 Community Sport and Recreation Facility Fund (CSRFF) Small Grants – Summer Round applications submitted and note that funds for the City’s contributions towards each project would be listed in the 2017/18 capital


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budget during the budget review period, subject to the projects being approved by the Department of Local Government, Sport and Cultural Industries - Sport and Recreation. MOTION:

D Schumacher / Peter Rogers

That Council: 1

Supports the rankings and ratings for the Community Sport & Recreation Facility Fund Small Grant applications from the following clubs: • Mandurah Croquet and Recreation Club Project - Construction of a Universal Accessible Toilet Ranking – One Rating – Medium/Hire • South Mandurah Tennis Club Upgrade to Sports Lighting on Courts 3 – 6 Ranking – Two Rating – Medium/High • South Mandurah Football Club Construction of Change room Facilities Ranking – Three Rating - Medium/High • Peel Thunder Football Club Feasblity Study for a Future Centre of Excellence Facility Ranking – Four Rating – Medium/High

2

Notes that if any of the following applications are successful, the City will list these amounts for consideration in the 2017/18 capital budget review process: • Mandurah Croquet and Recreation Club Construction of Universal Accessible Toilet - $18,899.05 • South Mandurah Tennis Club Upgrade to Sports Lighting Court 3 – 6 - $14,038.40 • South Mandurah Football Club Construction of change room facilities - $66,454.55

CARRIED UNANIMOUSLY: 10/0 Mayor Vergone returned to the Chamber at 6.27 pm and reassumed the Chair.

G.25/8/17

17TH INTERNATIONAL CITIES, TOWN CENTRES AND COMMUNITIES CONFERENCE & 6TH NATIONAL MAINSTREET AUSTRALIA CONFERENCE 25-27 OCTOBER (MN) (REPORT 3)

Council was asked to consider the attendance of an Elected Member(s) at the 17th International Cities, Town Centres and Communities (ICTC) Conference together with the 6th National


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Mainstreet Australia Conference to be held at Crown Promenade in Melbourne 25 – 27 October 2017. Mayor Vergone called for nominations from Elected Members interested in attending the Conference. One nomination was received, being from Councillor Tahlia Jones. MOTION:

C Knight / Peter Rogers

That Council approves the attendance of Councillor Tahlia Jones at the 17th International Cities, Town Centres and Communities Conference and 6th National Mainstreet Australia Conference to be held at Crown Promenade in Melbourne 25 – 27 October 2017. CARRIED UNANIMOUSLY: 11/0

G.26/8/17

2ND AUSTRALIA SMART CITIES AND INFRASTRUCTURE FORUM 15-17 NOVEMBER 2017 (MN) (REPORT 4)

Council was asked to consider the attendance of an Elected Member (s) at the 2nd Australia Smart Cities and Infrastructure Forum “Unlocking the Future of Smart Cities with Innovative Technologies” to be held at the Australian Events Centre in Melbourne 15-17 November 2017. Mayor Vergone called for nominations from Elected Members interested in attending the National Summit. Two nominations were put forward, being from Hon Councillor Riebeling and Councillor Peter Rogers. Councillor Tahlia Jones moved the following Motion, which was seconded by Councillor Lee. During the debate that ensued, and at the request of Councillor Schumacher, the Chief Executive Officer provided clarification regarding the cost of attending the Forum. Councillor Schumacher advised that he would be voting against the Motion, on the basis that he did not feel it was appropriate for two Elected Member representatives to attend. MOTION:

Tahlia Jones / D Lee

That Council approves the attendance of Hon Councillor Riebeling and Councillor Peter Rogers at the 2nd Australia Smart Cities and Infrastructure Forum to be held in Melbourne 15 – 17 November 2017. CARRIED UNANIMOUSLY: 10/1 FOR: Mayor Vergone and Councillors Lee, Lynn Rodgers, Peter Rogers, Shane Jones, Tahlia Jones, Knight, Wortley, Jackson, Lawson AGAINST: Councillor Schumacher.

G.27/8/17

MANDURAH BRIDGE PUBLIC ARTWORK (LW / EA) (REPORT 5)

With the completion of the replacement of the Mandurah Bridge, a rare opportunity existed to create a landmark public artwork that celebrated Mandurah’s identity and attracts visitors. The amount of $500,000 was available through the contract to deliver the bridge artwork. A compliant three stage procurement process was planned to realise the creative vision of the successful artist/s, which would commence at the end of August 2017. Council was requested to


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acknowledge the intent of the artwork to add to the Mandurah story and to support the procurement process outlined in the report. Subject to the inclusion of the following additional clause, Councillor Knight moved the recommendation set out in the report, which was seconded by Deputy Mayor Councillor Lee: 3

Requests that post the local government election, a report be brought back to Council seeking the nomination of Elected Member representatives to go on the Mandurah Bridge Public Artwork Evaluation Panel.

During the debate that ensued, and at the request of Deputy Mayor Councillor Lee, the Director People and Communities provided clarification regarding the past to present day depictions of the crossing point proposed for the 10 metre art panel on the walkway balustrade. MOTION:

C Knight / D Lee

That Council: 1

Acknowledges the development of artwork for the Mandurah Bridge and the vision of work that tells the Mandurah story.

2

Notes the three stage procurement process outlined in the report.

3

Requests that post the local government election, a report be brought back to Council seeking the nomination of Elected Member representatives to go on the Mandurah Bridge Public Artwork Evaluation Panel.

CARRIED UNANIMOUSLY: 11/0

G.28/8/17

CLUB SUPPORT PROGRAM: UPDATE (CJ / DC) (REPORT 7)

The City of Mandurah delivered a Club Support Program aimed at assisting local sport and recreation clubs with their capacity to provide quality sport and recreation services to the Mandurah community. The program focused on improving communication between the City and its local Clubs, the delivery of education and training opportunities for Club volunteers through a series of workshops and seminars, recognition through a Sports Awards program and the provision of support and assistance to leverage available grant funding. The Club Support Program was officially launched in May 2012 and since its inception, significant improvements had been made in the relationships between the City and the almost 120 clubs that operate in Mandurah. In 2014, the City of Mandurah was successful in receiving $50,000 per annum in funding from the Department of Sport and Recreation through its Club Development Officer Scheme. The grant was specifically for the delivery of the City’s Club Support Program and included the provision of an additional 0.6 FTE Recreation Development Officer position. Recently, the City received notification from the Department of Sport and Recreation of a state wide cap on their funding support for the Club Development Officer Scheme and that the City of Mandurah funding amount for the 2017/18 financial year had been reduced from $50,000 to $40,000. Furthermore, it had been reported the State Government was undertaking a review of the program with a real possibility that the funding support could cease as of 30 June 2018.


PAGE 10

Council was requested to note that the City would cover the $10,000 grant funding shortfall in the 2017/18 Recreation Services budget through operational savings; and that in the 2018/19 draft budget, an amount of $50,000 would be listed for consideration to support the ongoing delivery of the City’s Club Support Program subject to the outcomes of the State Governments Club Development Officer Scheme program review. Council was also asked to request that the Mayor write to the Minister for Local Government, Sport and Cultural Industries in support of the Club Development Officer Scheme program and its ongoing delivery. MOTION:

R Wortley / Tahlia Jones

That Council 1

Notes that the City will cover the $10,000 grant funding shortfall in the 2017/18 Recreation Services budget through operational savings.

2

Notes that in the 2018/19 draft budget, an amount of $50,000 will be listed for consideration to support the ongoing delivery of the City’s Club Support Program subject to the outcomes of the State Government’s Club Development Officer Scheme program review.

3

Requests that the Mayor write to the Minister for Local Government, Sport and Cultural Industries in support of the Club Development Officer Scheme program and its ongoing delivery.


Having disclosed a financial interest in the following item, Councillor Lynn Rodgers left the Chamber at 6.32 pm. The Acting Executive Manager Strategy and Business Performance also absented himself from the Chamber at 6.32 pm. G.29/8/17

PROPOSED DISPOSAL VIA LEASE 60 PEEL STREET & 70 ANSTRUTHER ROAD MANDURAH – WESTAUS CRISIS CARE AND WELFARE SERVICES INC. AND SESTEEM (BD / LP) (REPORT 8)

WestAus Crisis Care and Welfare Services Inc (Westaus), in conjunction with Sesteem, had approached the City with a request for assistance in relation to facilitating the construction of affordable housing units in a central location with close proximity to public transport, schools and shopping precincts. WestAus provided emergency accommodation for families and singles over 18 years of age in the Peel region. They currently had the capacity to assist 10 -12 people in short to medium stays and six transitional homes providing accommodation for up to 12 months, which accommodated up to 35 people. Sesteem identified, funded and managed social enterprise businesses on behalf of other not for profit organisations, with a key focus on the eradication of homelessness. The City had been asked to assist by way of identifying a suitable land parcel to lease, for purpose built affordable housing whereby recipients had the opportunity to access mentoring services, permanent employment, and purchase a home, rather than the temporary housing model currently used. Following a review of possible sites, the City owned site at No 60 Peel Street, Mandurah was identified as a possible location, together with a portion of the adjoining No 70 Anstruther Road, to facilitate a proposal for a model of development to accommodate people dealing with homelessness.


PAGE 11

The subject site was currently occupied by a dwelling, currently leased by WestAus, as a transitional home with the existing lease due for expiry in June 2019. Subject to obtaining the relevant external funding prior to the expiry of the current lease, Council was requested to commit to the in-principle support of a ground rent only lease to WestAus Crisis Care and Welfare Services Inc, for the purpose of constructing affordable housing units, for a period of 20 years (10+10 years). This support was subject to further Council consideration of the proposed business and management model for the proposal and the identification of any risks to Council from this model. Once the outcome of funding applications was known, details regarding the business and management models, risks to Council and the lease would be presented to Council. MOTION:

Tahlia Jones / Peter Rogers

That Council: 1

Supports the WestAus Crisis Care & Welfare Services Inc and Sesteem Sustainable Social Housing project.

2

Acknowledges that construction of the housing component is subject to grant funding.

3

Advises WestAus Crisis Care & Welfare Services Inc and Sesteem that subject to: a) Receipt of sufficient funding to complete the proposed housing project prior to the expiry of the existing lease (June 2019) and b) Council being satisfied with the proposed business and management model for the proposal, including the risks to Council from the proposal, Council may be prepared to support the project via: i)

A ground lease over Lot 503 (No.60) Peel Street and an approximate 275 square metres metres of Lot 504 (No. 70) Anstruther Road Mandurah to a total lease area of approximately 1130 square metres for a maximum term of 20 years (10 years plus 10 year option of renewal);

ii) Community lease fees in accordance with City’s fees and charges for the first 10 years being applied, with the potential to move to a commercial lease being considered prior to the option of a further 10 years being exercised. 4

Acknowledges a further report will be presented to Council outlining disposal of the land and detailing the business and management model proposed for the project, including the risks to Council.


Councillor Lynn Rodgers and the Acting Manager Strategy and Business Performance returned to the Chamber at 6.37 pm.

MINUTES OF COUNCIL MEETING: TUESDAY 22 AUGUST 2017 G.30/8/17

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PROPOSED ADVERTISED DISPOSAL: 73 DAVEY STREET MANDURAH (BD / LP) (REPORT 9)

The City had been approached by Juniper who was the Uniting Church of Australia’s Aged Care provider, with a proposal to purchase Lot 12 (No 73) Davey Street Mandurah. The surrounding land parcels were owned in freehold by the Uniting Church, and the addition of this site was considered by Juniper to be integral to the design of an integrated development plan for the landholdings. To demonstrate the possible outcomes, a concept plan had been prepared for the precinct that included the subject site, currently owned by the City of Mandurah in freehold title. Arising from this development plan and desire to develop the site, Juniper had lodged an expression of interest to purchase the land in freehold for $315,000 (exc GST). The price is $35,000 greater than an independent valuation undertaken for the City. Council was requested to support the advertising of the disposal of Lot 12 (No 73) Davey Street, Mandurah to Juniper, and if no submissions were received, dispose of the site to Juniper for a consideration of $315,000 (exc GST). MOTION:

Shane Jones / C Knight

That Council: 1

Approves the advertising and if no submissions received dispose of Lot 12 (No. 73) Davey Street, Mandurah to Juniper for a sale price of $315,000 (excluding GST).

2

Authorises the Chief Executive Officer to finalise the conditions of the disposal of land.

3

Authorises the transfer of net proceeds to the Land Acquisition Reserve (50%) and Building reserve (50%).


G.31/8/17

PEEL YOUTH MEDICAL SERVICES (‘PYMS’) HEALTH HUB – CITY OF MANDURAH COMMITMENTS AND PROPOSED LAND TENURE ARRANGEMENTS: PORTIONS OF LOT 101ALLNUTT STREET AND LOT 501 THOMSON STREET, MANDURAH (BD / LP) (REPORT 10)

In November 2016, Council approved in principle support to GP Down South (GPDS) for the lease of portions of Lot 101 Allnutt and Lot 501 Thomson Street Mandurah in order to enable the construction of a new co-located youth based ‘model of care’ community facility under the title ‘Peel Youth Medical Services (PYMS)’ via a long term 30 year lease agreement over the vacant land site. The approval was subject to GPDS obtaining relevant state and federal funding. Since this time, GPDS had obtained funding of approximately $9M required for the project enabling the project to become viable and had made a request to acquire the subject land in order to provide certainty over the tenure of the land rather than leasing the site long term. A valuation had been completed with the market valuation of the site being $830,000. As a result, Council’s support for the project and an alternative approach to progress the project, a number of alternative actions to progress the project delivery were required, acknowledging that the funding commitments required tight timeframes for the next steps:

MINUTES OF COUNCIL MEETING: TUESDAY 22 AUGUST 2017 • •

• •

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A three year peppercorn lease to grant access to allow construction of the site over land owned by the City. Purchase of a newly created site at market value by GPDS, with costs associated with the subdivision, survey and creation of title costs borne by the City, noting that any infrastructure servicing costs will form part of the project costs by GPDS. The timing of purchase is likely to coincide with the completion of construction. Site works, parking and landscaping forming part of the project costs by GPDS (which were originally proposed to be provided by the City). Any costs of site works associated with the site being a contaminated site being the City’s responsibility, capped at $480,000.

It was recommended that Council’s commitment to the project was provided and the alternative land tenure arrangements were endorsed. Councillor Schumacher moved the recommendation set out in the report, which was seconded by Councillor Wortley. During the debate that ensued, and at the request of Councillor Lynn Rodgers, the Director People and Communities provided clarification regarding referrals and advertising of the available services in high schools. Various Councillors paid tribute to the work of all involved in the development of the proposed Peel Youth Medical Services Health Hub, and commended Councillor Schumacher for his work in highlighting mental health issues and the need for services. MOTION:

D Schumacher / R Wortley

That Council: 1

Supports the GP Down South proposed Peel Youth Medical Services Health Hub.

2

Acknowledges that the capital cost of the facility’s construction has received Federal and State Government funding.

3

In order to allow construction to commence meeting the Federal and State Government Funding milestones approves the disposal of a 2900 square metre (approximately) site of Lot 101 Allnutt Street and Lot 501 Thomson Street Mandurah as follows: 3.1 A ground lease of $1 per annum that provides access to the site for the purposes of construction for a period of three years, with the finalisation of the lease being authorised to the Chief Executive Officer; 3.2 The creation of a new lot and then advertising of disposal and if no submissions received, sale to GP Down South for a cost of $830,000 (exclusive of GST) with costs associated with the subdivision, survey and creation of title costs borne by the City of Mandurah and any servicing infrastructure costs form part of the project costs by GP Down South. 3.3 The City of Mandurah will complete a geotechnical report on the site and that any costs associated with the development and building requirements of the site due to the designated as a Contaminated Site as ‘Remediated for Restricted Use’ up to a maximum cost of $480,000, with these costs reducing the purchase price of the site. 3.4 The sale being finalised at the time of site creation and/or the completion of the construction, with the Chief Executive Officer authorised to finalise the condition of the disposal of the land.


PAGE 14

3.5 That GP Down South will ensure that the Department of Water and Environment Regulation requirements for the construction of the site are satisfied prior to the issuance of any development or building approvals over the site. 4

Acknowledges that the Development Approval required for the development will be issued by the City under delegated authority with Elected Members being given the opportunity to view the plans prior to the application being determined.

5

Authorises the Chief Executive Officer to lodge a subdivision application with the West Australian Planning Commission to facilitate the creation of the 2900 square metre (approximately) site from Lot 101 Allnutt Street and Lot 501 Thompson Street, Mandurah.


G.32/8/17

MANDURAH FORUM REDEVELOPMENT: REQUEST FOR FUNDING (AC / DP) (REPORT 11)

Council had previously approved a tripartite funding agreement between Vicinity Centres, Main Roads Western Australia and the City of Mandurah where the City was to contribute $3 million to the cost of the upgrade of Pinjarra Road between Arnold Street and Mandurah Road. The agreement set out a phased payment scheme over three years with $1 million contribution in 2017/18. The 2017/18 budget had an amount of $750,000 for this project. Part of this included funding of $500,000 from the Regional Road Group (RRG) noting that the City was seeking RRG funding for the additional years of the agreement. The additional sum of $250,000 was to be met from the sale proceeds of freehold land transferred from the City to enable the road widening. This part of the transaction took place in the prior financial year with funds being credited to the Land Acquisition Reserve. In order to finalise the transaction, Council was requested to approve unbudgeted expenditure of $250,000 to be funded from the Land Acquisition Reserve. Deputy Mayor Councillor Lee moved the recommendation set out in the report, which was seconded by Councillor Lynn Rodgers. In moving the recommendation, Deputy Mayor Councillor Lee requested an update on the Coolibah Avenue /Pinjarra Road and Dower Street intersection. The Director Sustainable Development advised that the process involved land acquisition, relocation of services and finally road construction. He undertook to provide Elected Members with more details in this regard. MOTION:

D Lee / Lynn Rodgers

That Council approves unbudgeted expenditure of $250,000 as part of its contribution to the Pinjarra Road upgrade works for the Mandurah Forum Development, to be funded from the Land Acquisition Reserve. CARRIED WITH ABSOLUTE MAJORITY:

11/0


PAGE 15

MOTIONS OF WHICH NOTICE HAS BEEN GIVEN [AGENDA ITEM 20] Nil.

NOTICE OF MOTIONS FOR CONSIDERATION AT THE FOLLOWING MEETING [AGENDA ITEM 21] Nil.

LATE AND URGENT BUSINESS ITEMS [AGENDA ITEM 22] Nil.

CONFIDENTIAL ITEMS [AGENDA ITEM 23] The following had been listed on the agenda as an item of confidential business. However, as the recommendation from the Executive Committee was adopted en bloc without debate, there was no need for Council to go behind closed doors. NOTE: Council adopted en bloc (moved by Councillor Knight and seconded by Councillor Lynn Rodgers), the recommendation of the Executive Committee meeting of Monday 7 August 2017. G.33/8/17

CONFIDENTIAL ITEM: CHIEF EXECUTIVE OFFICER’S DRAFT KEY ACCOUNTABILITIES FOR 2017/18 (EX.5/8/17)

MOTION:

C Knight / Lynn Rodgers

That Council endorses the following 2017/18 key accountabilities for the Chief Executive Officer: 1

Develop an overall events strategy for the City that clearly defines the scope, purpose and cost/social benefit analysis of each event and provide a report to Council on that strategy (June 2018).

2

Provide a report to Council on the vision and options for Wearable Art (December 2017).

3

In conjunction with various stakeholders finalise the development of the Mandurah Murray Growth Plan subject to State Government funding (December 2018).

4

Establish an internal audit function (June 2018).

5

Provide a report to Council on the options to assist local businesses to submit competitive quotes & tenders to increase the level of local procurement (March 2018).

6

Establish the City’s asset management position to be adopted by Council (April 2018).

7

Council adopts a process for the establishment of service levels linked with the City’s overall asset management position (December 2018).


PAGE 16

8

Finalise the design of the Eastern Foreshore by June 2018 and the funding arrangements (September 2018).

9

Finalise the design and funding arrangement for the development of Lakelands Public Open Space (June 2018).

10 Demonstrate three examples of genuine innovation with regard to City activities, operations and direction. Footnote: 1

Whilst not included as a proposed KPI for 2017/18 (as it is recognised that the refurbished Centre needs the opportunity to operate for a 12-month period), the Committee request that a review of the Mandurah Aquatic and Recreation Centre be put forward for serious consideration as a KPI for 2018/19.

2

Review and establish new operating models for the Halls Head Recreation Centre and Mandurah Visitor Centre, with reports to be brought back with options.

CARRIED UNANIMOUSLY: 11/0 (This item was adopted en bloc)

CLOSE OF MEETING [AGENDA ITEM 24] There being no further business, the Mayor declared the meeting closed at 6.52 pm.

CONFIRMED ……………………………………………….. (MAYOR)

MINUTES OF

PLANNING COMMITTEE HELD ON

TUESDAY 5 SEPTEMBER 2017 AT 5.30 PM IN COUNCIL CHAMBERS - 83 MANDURAH TERRACE MANDURAH PRESENT: COUNCILLOR HON COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR

P ROGERS [CHAIRMAN] F RIEBELING R WORTLEY C KNIGHT P JACKSON D LEE (DEPUTISING) J FIELD (DEPUTISING)

ELECTED MEMBERS OBSERVING: MAYOR M VERGONE COUNCILLOR S JONES COUNCILLOR S LAWSON

TOWN WARD COASTAL WARD NORTH WARD NORTH WARD NORTH WARD EAST WARD TOWN WARD

EAST WARD COASTAL WARD

OFFICERS IN ATTENDANCE: MR M NEWMAN CHIEF EXECUTIVE OFFICER MR T FREE DIRECTOR SUSTAINABLE DEVELOPMENT MR A CLAYDON DIRECTOR WORKS & SERVICES MRS L WILKINSON DIRECTOR PEOPE & COMMUNITIES MR D PRATTENT A/EXECUTIVE MANAGER STRATEGY & BUSINESS PERFORMANCE MR B DRECKOW MANAGER PLANNING & LAND SERVICES MRS D BUTTER EXECUTIVE ASSISTANT, PEOPLE & COMMUNITIES

MINUTES OF PLANNING COMMITTEE: Tuesday 5 September 2017

PAGE 2

OPENING OF MEETING AND ANNOUNCEMENT OF VISITORS [AGENDA ITEM 1] The Chair declared the meeting open at 5.30pm.

APOLOGIES [AGENDA ITEM 2] Apologies have been received from Councillors Lynn Rodgers and Tahlia Jones (Committee Member) and Councillors Jane Field and Darren Lee (non-Committee Member) are deputising.

DISCLAIMER [AGENDA ITEM 3] P.1/9/17

DISCLAIMER

The purpose of this Committee Meeting is to discuss and make recommendations to Council about items appearing on the agenda and other matters for which the Committee is responsible. The Committee has no power to make any decisions which are binding on the Council or the City of Mandurah unless specific delegation of authority has been granted by Council. No person should rely on or act on the basis of any advice or information provided by a Member or Officer, or on the content of any discussion occurring, during the course of the meeting. The City of Mandurah expressly disclaims liability for any loss or damage suffered by any person as a result of relying on or acting on the basis of any advice or information provided by a Member or Officer, or the content of any discussion occurring, during the course of the Committee meeting.

ANSWERS TO QUESTIONS TAKEN ON NOTICE [AGENDA ITEM 4] Nil.

PUBLIC QUESTION TIME [AGENDA ITEM 5] Nil. PRESENTATIONS AND ANNOUNCEMENTS BY CHAIRMAN [AGENDA ITEM 6] Nil.

DEPUTATIONS [AGENDA ITEM 7] P.2/9/17

MR PETER WRIGHT: R CODE VARIATION APPLICATION (PATIO): 25 HILL STREET HALLS HEAD

Mr Peter Wright (representing himself and Mrs Jayne Wright) spoke in opposition of the recommendation for an R Code Variation Application – to remove a requirement to install a privacy screen on the recently completed raised deck structure.


PAGE 3

Mr Wright stated that this condition had influenced his decision to build so close to the property, rather than the 6m setback from the boundary, due to the height of the patio. Mr Wright gave details on the background of this issue which has been on-going for 15 months. He believes the owner had no intention of conforming to the building permit and R Codes with regards to screening the two elevations, as screen to those elevations would eliminate views over Mary Street and the Mandurah Ocean Marina. The Chair requested an extension of time and this was moved by Councillor Knight and seconded by Hon Councillor Riebeling. CARRIED UNANIMOUSLY: 7/0 Hon Councillor Riebeling requested clarification from Mr Wright in relation to the erection of the antennae by the landowner. Mr Wright responded that the antenna has been removed and reerected three times that he is aware of. Mr Wright requested that Council reject the recommendation and enforce compliance to RCodes and building licence.

CONFIRMATION OF MINUTES [AGENDA ITEM 8] P.3/9/17 RESOLVED:

CONFIRMATION OF MINUTES F Riebeling / D Lee

That the Minutes of the Planning Committee meeting on Tuesday 1 August 2017 be confirmed. CARRIED UNANIMOUSLY: 7/0

DECLARATION OF INTERESTS [AGENDA ITEM 9] •

Councillor Jane Field declared an impartiality interest in Minute P.4 /9/17 - Sutton’s Farm Local Development Plan – Lot 506 Apollo Place, Halls Head – Final Approval

QUESTIONS FROM ELECTED MEMBERS WITHOUT DISCUSSION [AGENDA ITEM 10] Questions of which due notice has been given Nil. Questions of which notice has not been given Nil.

BUSINESS LEFT OVER FROM PREVIOUS MEETING [AGENDA ITEM 11] Nil.


PAGE 4

Councillor Jane Field left the meeting at 5.43pm prior to discussion of this item commencing.

REPORTS [AGENDA ITEM 12] P.4/9/17

SUTTON’S FARM LOCAL DEVELOPMENT PLAN – LOT 506 APOLLO PLACE, HALLS HEAD – FINAL APPROVAL (BD / NL) (REPORT 1)

Council is requested to consider the proposed Local Development Plan (LDP) for Lot 506 Apollo Place, Halls Head for final approval. The subject site (commonly referred to as ‘Sutton’s Farm’) contains three historic buildings and is bounded by Apollo Place and Old Coast Road to the east, short stay accommodation units to the north, a canal waterway to the west and vacant residential lots to the south. Due to Scheme Amendment 134, the subject site is now zoned ‘Special Use’ in Town Planning Scheme No. 3 (the Scheme) and in accordance with provisions inserted within Appendix 3 of the Scheme, a Local Development Plan is required to be prepared prior to subdivision or development approval, to address a number of detailed design matters. Officers have prepared the LDP in consultation with the landowner. If approved, the LDP will provide detailed design guidance and development control provisions for the conservation and adaptive re-use of the heritage buildings on the site and for any proposed residential development/tourist accommodation to the north and south of a proposed central heritage open space precinct. The LDP was advertised for a period of 28 days to 728 surrounding residents. Three submissions were received. One from the proponent, one from an adjacent neighbour and one from the State Heritage Office. Following the advertising period, a number of modifications have been made to the document as follows: • •

The inclusion of relevant text from the Scheme Provisions, for ease of reference; and A number of minor wording changes, as recommended by the State Heritage Office, namely the wording of a number of sections to ensure that new materials and finishes do not ‘match’ the heritage buildings but are of sympathetic, complementary materials which easily distinguish new from old fabric.

Further modifications to the plan are also recommended as follows: • •

The configuration of the proposed residential lot to the south-west of the Single Men’s Quarters; and The addition of wording to restrict nil setbacks along the northern boundary of the northwestern most lot identified on the LDP, adjacent to Quest Apartments.

Concurrently with the advertising of the LDP, negotiation has occurred regarding the proposed closure of the pedestrian access way (PAW) to the south of the site.


PAGE 5

Agreement has been reached between the adjoining landowners of the PAW, for the land to be acquired by and amalgamated into the site, subject to the provision of reciprocal rights of access arrangements over the front section of the PAW land (which will become part of the driveway of the south-west residential lot) and the existing adjacent shared driveway to Strata Lots 1 and 2. City drainage infrastructure is also contained within the PAW land and as such will require a 3 metre easement ensuring access is maintained to the site. It is recommended, therefore, that final approval is granted to the Local Development Plan. Council is also requested to provide support to the closure of the PAW located at Lot 55 Apollo Place, Halls Head, subject to approval from the Minister of Lands and amalgamation of the land into the adjoining property at Lot 506 (No. 15) Apollo Place, Halls Head. Hon Councillor Riebeling moved the motion which was seconded by Councillor Knight. Councillor D Lee also spoke in support of the recommendation.

RESOLVED TO RECOMMEND: F Riebeling / C Knight That Council: 1. Adopts the Sutton Farm Local Development Plan (Plan ref: 16/LDP70/001, dated 27 March 2017) be adopted for final approval in accordance with Clause 52 of the Deemed Provisions for Local Planning Schemes, subject to the following modifications: (i)

Modify the configuration of the proposed single residential lot to the southwest of the Single Men’s Quarters.

(ii)

Text to be inserted into the LDP to require setbacks to the northern boundary of the north-western most lot to be a minimum of 1.5 metres.

2. Request the Minister for Lands to close the Pedestrian Access Way at Lot 55 Apollo Place, Halls Head, between Lot 506 (No. 15) Apollo Place, Halls Head and Lot 1 (No. 6) Apollo Place, Halls Head, for the re-vestment and amalgamation into the adjoining property at Lot 506 (No. 15) Apollo Place, Halls Head, subject to the provision of a drainage easement to protect the City’s asset; 3. Acknowledges all costs associated with the closure and amalgamation of the PAW, including all costs associated with the drainage easement, are to be borne by the adjoining landowner at Lot 506 (No. 15) Apollo Place, Halls Head.

CARRIED UNANIMOUSLY: 6/0 Councillor Jane Field returned to the Chamber at 5:45pm P.5/9/17

LOCAL PLANNING POLICY NO. 2 SIGNAGE – ADOPTION FOR FINAL APPROVAL (BD / AH) (REPORT 2)

Council is requested to consider adopting for final approval Local Planning Policy No. 2 – Signage. The objectives of the Signage policy are to: (a) Ensure that advertisements are appropriately sized and sited for their location;


PAGE 6

(b) Require advertisements to maintain and enhance the amenity of the immediate area, including areas of historical or environmental significance; (c) Discourage the ineffective, visually intrusive and proliferation of excessive advertisements; and (d) Provide guidelines for consistent decision making for advertisements on zoned land within Mandurah. The draft policy was adopted for advertising purposes by Council at its meeting held in April 2017 and subsequently advertised for public comment with submissions closing on 4 August 2017. No submissions were received, however through consultation with signage companies in Mandurah, a number of modifications have been proposed to the draft policy. Council is now requested to consider the final adoption of the policy with the inclusion of a number of minor modifications. Councillor Knight moved the motion which was seconded by Hon Councillor Riebeling. Both Councillors acknowledging a positive outcome.

RESOLVED TO RECOMMEND: C Knight / F Riebeling That in accordance with Schedule 2, Part 2, Clause 3 of the Deemed Provisions for Local Planning Scheme Regulations 2015, Council resolves to proceed with Local Planning Policy No. 2 – Signage as modified, and publish a notice in the local newspaper giving effect to the Policy.

CARRIED UNANIMOUSLY: 7/0 P.6/9/17

LOCAL PLANNING POLICY NO. 4 – CANAL WATERWAYS STRUCTURES – ADOPTION FOR ADVERTISING PURPOSES (BD / EH) (REPORT 3)

Council is requested to consider adopting for the purposes of advertising draft Local Planning Policy No. 4 – Canal Waterways Structures. This revised policy seeks to replace existing LPP11. The policy provides a framework for the assessment and approval of jetties and boat lifting structures with the artificial canal waterways. The current policy was adopted in November 2009, however modifications have been made to the local planning scheme and regulations providing for content and operations of a local planning policy. The key content modifications is to exempt boat lifting structures (excluding davits) from the need to obtain development approval where all the requirements of the policy have been met. It is recommended that Council adopt the draft policy for advertising purposes. Hon Councillor Riebeling supported the recommended which was seconded by Councillor Lee. Councillor Lee was happy to support the recommendation and requested information in relation to the size of moorings and jetties, in particular those with lifting devices. The Manager Planning and Land Services responded with mooring sizes which he advised was governed by the Department of Transport. He also stated that policy provisions were in place for assessments to be carried out for sizes outside of the norm.


PAGE 7

Hon Councillor Riebeling requested clarification on how the size of moorings for larger vessels comply in the canals? Director Works and Services responded that the Canal Estates have a variety of mooring sizes from 6 metres to 18 metres depending on location. RESOLVED TO RECOMMEND: F Riebeling / D Lee That in accordance with Schedule 2, Part 2, Clause 4 of the Deemed Provisions for Local Planning Schemes, Council resolves to adopt for the purposes of advertising draft Local Planning Policy No. 4: Canal Waterways Structures.

CARRIED UNANIMOUSLY: 7/0 P.7/9/17

R CODE VARIATION APPLICATION: 25 HILL STREET HALLS HEAD (GW / PJR) (REPORT4)

Council is asked to consider a request from the property owner to remove the requirement for a privacy screen to be installed from the western and northern elevation of a raised deck with a floor level of approximately 1.5m above natural ground level, setback approximately 1.2m from the eastern cadastral boundary. Council is requested to support this request subject to the landowner entering in to a legal agreement with the City to require the privacy screening or removal of the deck if any of the lots currently under the same ownership as No 25 Hill Street are sold or developed. Hon Councillor Riebeling moved the recommendation set out in the report which was seconded by Councillor Lee. Lengthy debate ensued in respect to non-compliance of permit due to privacy screen not being installed. Questions were raised in relation to length of patio, set back requirements and what has been done to date with non-compliance. Coordinator Building and Compliance responded to all questions in relation to size of patio and setback regulation, commenting that lack of screen is not compliant with permit. He also stated that the patio also did not have a balustrade and that the owner has been issued with letter of non-compliance. The majority of Councillors were not in support the recommendation and many questions arose around the enforcement of the current conditions regarding the privacy screen being installed. Councillor Knight was not prepared to support the recommendation and expressed concerns regarding the properties being sold in the future. Councillor Knight requested more information at the next meeting detailing: 1. In the event of any of the properties being sold, how will Council be able to force the owner of No. 25 to install a screen prior to the sale going through and to keep the screen in place? 2. In the event of an application being received to develop any of the lots, how will we be able to force the owner of No. 25 to install a screen prior to the issue of any approvals and to keep the screen in place? Director Sustainable Development gave assurance that this information would be detailed at next Council Meeting.


PAGE 8

Councillor Wortley foreshadowed his intentions to move an alternative motion if the Hon Councillor Riebeling’s was not carried. Report Recommendation That Council support the application to allow privacy screens not to be installed on the eastern and northern elevations of the patio/deck at the 25 Hill Street subject to the owner entering into a legal agreement with the City (at the owners cost), agreeing to either remove the deck or install the required privacy screens in accordance with the Residential Design Codes prior to any of Lots 103 and 104 Hill Street or Lots 80 or 81 Mary Street being sold or developed with new or additional dwellings. Defeated:

2/5

For: Against:

Hon Cr Riebeling, Councillor D Lee Councillors Wortley, Knight, Jackson, Field, Rogers

Councillor Wortley moved an alternative recommendation which was seconded by Councillor Knight. RESOLVED TO RECOMMEND:

R Wortley / C Knight

That: Council request that Officers enforce the current approval for the patio/deck at No. 25 Hill Street, Hall Heads including the installation of eastern and northern privacy screens.


LATE AND URGENT BUSINESS ITEMS [AGENDA ITEM 13] Nil.

CONFIDENTIAL ITEMS [AGENDA ITEM 14] Nil.

CLOSE OF MEETING [AGENDA ITEM 15] There being no further business, the Chairman declared the meeting closed at 6:21pm

CONFIRMED: ……………………………………………………………….[CHAIR]

Report from Director People & Communities Council Meeting of 12 September 2017

1.

SUBJECT: CONTACT OFFICER/S: AUTHOR: FILE NO:

Lakelands District Open Space Craig Johnson Craig Johnson / David Prattent

Summary The Lakelands District Open Space is a proposed shared use school, sport and recreation facility to be constructed adjacent to the new Lakelands Shopping precinct on the corner of Mandurah Road and Banksiadale Gate in Lakelands. The City of Mandurah has worked in partnership with the Department of Education to secure land for the development through the consolidation of Developer public open space contributions, the co-location of primary and secondary school sites and strategic land acquisitions to form an education and public recreation precinct. In early 2017, the City completed a Feasibility Study on the project to determine what facilities will be required, which clubs/sports may use the facilities and how the City is proposing to fund the project. Based on the Feasibility Study, the City has determined that the estimated cost for the delivery of the project is $7.91m with planning and construction to be carried out over the next three (3) financial years. A funding strategy for the project has been developed with $3.35 million in external funding already secured, $1.76 million in pending grant applications and $2.8 million as the City’s identified contribution towards the project. The project has progressed quickly in the past few months with the City having formulated a project team to plan and deliver the project with detailed design works presently underway. The City does not currently have any funds allocated in the 2017/18 capital budget for the Lakelands District Open Space project. A need has been identified to engage consultancy services to undertake site assessments and to assist in the development of design specifications to ensure that tender documentation is prepared for the key contracts associated with the construction of the facility and to start civil works to meet key project milestones. Council is requested to note the planned funding strategy for the delivery of the Lakelands District Open Space project and approve the City to borrow $2,800,000 from the Department of Treasury as its contribution towards the project. Council is also requested to approve unbudgeted funds of $1,000,000 in the 2017/18 financial year to initiate the project and commence construction works. Disclosure of Interest Nil. Location

Report 1

Page 1


Previous Relevant Documentation • G.30/3/13

30 March 2013

Council endorsed the Lakelands Shared Use School, Sport and Recreation Master Plan; and noted that the City would undertake a Feasibility Study to determine staging options, timeframes, costs and potential funding partners for the project.

Background The need for a district level public open space for the purposes of active sport and recreation in Mandurah’s northern corridor was first identified in 2010 with the release of the Peel Region Sport and Recreation Plan. This document initiated discussion between the City of Mandurah and the Department of Education for the development of a shared use school, sport and recreation facility to service the growth suburbs of Lakelands and Madora Bay. In 2014, the City developed the Lakelands Shared Use School, Sport and Recreation Facilities Master Plan. The project was carried out in partnership with the Department of Education and involved the consolidation of developer public open space contributions (across two land owners), the co-location of primary and secondary school sites and strategic land acquisitions to form an education and public recreation precinct situated immediately north of the Lakelands Shopping Centre. The plan was prepared on the basis of shared and efficient use of land that would deliver community outcomes for both the City of Mandurah and the Department of Education. During these discussions, it was agreed that the City of Mandurah would be responsible for the construction of the open space with the southern ovals to be completed in time for the scheduled opening of the high school and that the Department of Education would make an approved capital contribution towards the costs of development. Outlined below is a copy of the original Master Plan for the proposed Lakelands facility development;

Report 1

Page 2


The Master Plan identified the development of 3 active reserve spaces, a district level community clubroom facility, car parking and sports floodlight and infrastructure with the high school and primary school to have shared use of the ovals during school hours. In 2015, Council endorsed the Mandurah Active Recreation Strategy. This Strategy consolidated all prior planning for active open space in Mandurah into one planning document providing a structured approach to the development of future active reserves and supporting infrastructure. Within the strategy, the proposed Lakelands Shared Use School, Sport and Recreation facility was identified as the number one priority in Mandurah’s northern suburbs. Recent and proposed residential developments in Lakelands and Madora Bay continue to have a significant impact on population growth with numbers expected to increase from just over 7,500 in 2017 to more than 17,600 by 2036 (an increase of approximately 135%). Currently, there is only one local level active open space in this area at Coote Reserve in Madora Bay to service the northern suburbs. The proposed Lakelands District Open Space facilities would be the second facility, at a district level. Comment As part of the planning process for the new Lakelands District Open Space, the City has completed a comprehensive Feasibility Study to determine what the facilities will conceptually look like, which clubs / sports could possibly be accommodated and how the City is proposing to fund the project. Based on the outcomes of the Feasibility Study, the City has determined that the estimated cost for the delivery of the project is $7.91m. The City has been engaging with the State Government and other potential funding partners for the project for a number of years now and was fortunate to receive a commitment from the State Labour Government of $2.5m to be paid in the 2017/18 financial year towards the community clubroom component of the facility. Detailed below is a copy of the proposed funding strategy for the delivery of the Lakelands District Open Space project: Funding Partner

Funding Amount

WA State Government (Election commitment) - Confirmed

$2,500,000

Department of Education (Lakelands Senior High School) - Confirmed * Department of Sport and Recreation (CSRFF) - Pending

$850,000 $1,610,000

** Australian Football League (Facility Development Fund) - Pending City of Mandurah

$150,000 $2,800,000

Total Cost

$7,910,000

* The City of Mandurah has been in discussions with the Department of Sport and Recreation about the Lakelands District Open Space project for the last 2 years. A CSRFF application is currently being preparing as part of the 2017/18 Annual & Forward Planning Grants round and will be presented to Council in late September for endorsement. ** The City has met with the Western Australian Football Commission (WAFC) on a number of occasions to discuss the Lakelands District Open Space project. The WAFC have confirmed their in principle support for the project and are expecting a funding application from the City in October 2017. With the Department of Education having already commenced construction of the Lakelands Senior High School, the City has developed a draft timeline for the delivery of the district open space across the next three (3) financial years. Critical to this development schedule is the construction of the southern 2 sports ovals which need to be available in line with the completion of stage 1 of the high school that will see the first intake of student at the start of the 2019 school year. Report 1

Page 3


Outlined below is a copy of the draft project timeline and key action items and milestones associated with the delivery of the Lakelands District Open Space project; Pre Planning

2017/18

2018/19

2019/20

• Land Acquisitions

• Establish Project Team

• Site Earthworks

• Master Plan Development

• Funding Applications

• Reserve Construction

• Clubroom Construction ongoing

• Secure Water Resource

• Detailed Design

• Carparks & Access Roads

• Park Furniture

• Engage Funding Partners

• Procurement Services

• Sports Floodlighting

• Feasibility Study

• Water Infrastructure

• Clubroom Construction

Park Signage

Key Milestones October 2017 • Funding Applications Submitted

January 2019 • Southern Ovals (x2) Complete

March 2020 • Clubroom Complete

The City has fielded a number of enquiries from local sporting clubs wishing to relocate and be based at the new Lakelands District Open Space facilities. Currently, the City has received 3 formal written expression of interest submissions with a number of other clubs/sports also curious about the proposed design of the ovals and clubrooms and the facility management model that will be implemented. The City has shared the Lakelands District Open Space Master Plan and informed all clubs of its intent for the clubroom facility to be managed by the City of Mandurah under a shared community facility hire arrangement. Consultation The City has consulted with a number of Government and non-government organisations in the preplanning works that have been undertaken in the development of the Lakelands District Open Space project including; • • • • • •

Department of Education Department of Sport & Recreation Department of Water Western Australian Football Commission Local Sporting Clubs (that have expressed an interest in the project) Land Developers (PEET Ltd, Urban Capital)

Statutory Environment N/A Policy Implications POL-CNP 07 Community and Recreation Facilities In aiming to deliver appropriate facility design and development and facility management, the City of Mandurah (the ‘City’) will lead the design, development and management of facilities, considering: • Consultation with the wider community; and • Protection of the City’s financial interests and asset portfolio. Economic Implications Currently the City does not have any funds listed in the 2017/18 capital budget for the Lakelands District Open Space project. Although the project was in the planning stage at the time of the budget preparations, Report 1

Page 4


there was insufficient information to provide realistic cost estimates. In recent months, the project has gathered momentum with confirmation of $3.35 million in external funding and the completion of the project Feasibility Study. The City has now formulated a Project Team to plan and deliver the project. As this process has evolved, it has become evident that the City requires funding in the current financial year to undertake necessary consultancy works and design specifications to ensure that procurement processes can be completed and civil works can commence in line with the project timelines. The City’s current contribution to the project has been identified as $2.8 million based on the funding breakdown outlined. The City is proposing to fund its contribution through the use of loan funds. As this is happening outside of the budget process, an additional public notice is required as per section 6.20 (2a) of the Local Government Act. Once the public notice has been exercised then the utilisation of these funds can occur. It is prudent to borrow the total loan funds of $2.8 million, even though the bulk of these funds are not expected to be utilised until 2018/19 and 2019/20. This approach will allow for the smooth continuation of the project if it is running ahead of schedule. Outlined below is a full breakdown of the projected cash flows (anticipated revenue and projected expenditure) over the 3 financial years of the project: Project Revenues

2017/18

State Funding (Election Commitment)

2019/20

$2,500,000

Department of Sport and Recreation (CSRFF) Department of Education (High School)

2018/19

$2,500,000 $1,000,000

$610,000

$850,000

AFL

Total Project Revenue

$150,000

$2,800,000 $6,150,000

$1,610,000 $850,000

$150,000

City of Mandurah Loan Funding

Total

$2,800,000 $1,150,000

$610,000

$7,910,000

Note: It is not expected that the City will draw down on the loan until the later part of the 2017/18 financial year. Project Expenditure

2017/18

2018/19

State Funding (Election Commitment)

$150,000

$1,750,000

$600,000

$2,500,000

$1,000,000

$610,000

$1,610,000

Department of Sport and Recreation (CSRFF) Department of Education (High School)

$550,000

AFL City of Mandurah Loan Funding Total Project Expenditure

2019/20

Total

$300,000

$850,000

$150,000

$150,000

$300,000

$2,000,000

$500,000

$2,800,000

$1,000,000

$5,200,000

$1,710,000

$7,910,000

The key expenditure items for the Lakelands District Open Space project in 2017/18 include; • Consultancy Services (Geo-technical, Electrical) • Procurement Services • Detailed Design (Water Infrastructure, Clubroom Facility) • Drilling and Installation of Bore • Civil Works Report 1

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Project Risks • Financial Of the $7.91 million total project budget for the Lakelands District Open Space, $3.35 million in funding has already been confirmed. There is some risk around the remaining $1.76 million in external funding with these grants not having yet been approved. If the City was unsuccessful in its funding applications for all or part of this amount, then the City would need to seek alternative external funding options or consider funding an additional contribution itself. • Timelines The first major milestone linked with the delivery of the Lakelands District Open Space project is the completion of the 2 southern oval spaces in line with the commencement of the 2019 school year. The biggest risk to this timeline relates to the existence of the noxious cotton bush weed that occupies the land currently owned by PEET Ltd and the Department of Education and the requirement for the site to be completely unencumbered before the City is willing to take possession and commence construction. The City has written to PEET Ltd directly and made clear its expectations for the site prior to it being handed over to the City. The Department of Education are also working to address the issue with the cotton bush on their land so that the City can undertake construction of the public open space areas. • Design Some design risks exist with the project as a result of the complexities associated with multiple current and future land owners (Developers, Department of Education and City of Mandurah), the interfaces between school and public open space areas and the need for the site to accommodate drainage requires for the adjacent residential subdivisions. The City has strong relationships with all of the parties involved and is working to ensure that the overall design for the project can achieve the community outcomes desired. • Water The City of Mandurah has an agreement with the Department of Water to draw 98,000kl per annum from the Leederville aquafer. This bore will be drilled in the 2017/18 financial year and used initially for the construction of the facilities and then for the reticulation of the completed public open space. Whilst the City is confident that the water resource is available, a minor risk exists until such time as testing is conducted and the bore is actually drilled. Strategic Implications The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report: Social: • Provide a range of social, retail, recreational and entertainment experiences for the City’s residents and visitors. Infrastructure: • Facilitate the provision of multi-purpose facilities and infrastructure that meets the needs of a growing population. Organisational Excellence: • Deliver excellent governance and financial management. Conclusion The planned Lakelands shared use school, sport and recreation facility will provide residents in the City’s northern growth corridor with access to essential community infrastructure. The City of Mandurah has Report 1

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been working with the Department of Education over the last 3 + years to develop a master plan and an in principle shared use arrangement for the design, construction and future management of the precinct. The City has estimated the cost of the Lakelands District Open Space at $7.91m with a total of $3.35m in Government funding having now been secured. The City is seeking approval from Council for unbudgeted expenditure of $1,000,000 in the 2017/18 financial year and for the City to advertise its intent to borrow an amount of $2,800,000 from the Western Australia Treasury Corporation to fund its contribution towards the project.

NOTE: • Refer

Lakelands District Open Space – Feasibility Study

RECOMMENDATION That Council 1. Notes the planned funding strategy and draft project timelines for the delivery of the Lakelands District Open Space project; 2. Approves unbudgeted borrowings of $2,800,000 from the Western Australia Treasury Corporation, noting the need to advertise publicly as per Section 6.20 of the Local Government Act; and * 3. Approves Unbudgeted Capital Expenditure of $1,000,000 in 2017/18 for the Lakelands District Open Space Project to be funded from: Loan Funding $300,000 Grant Funding (State Government) $700,000 *

* ABSOLUTE MAJORITY REQUIRED *

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Lakelands District Open Space Feasibility Study

Lakelands District Open Space Feasibilty Study 2017

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i

Record of Adoption


ii

Stage

Document Date

Approval Date

Draft for Internal Review

February 2017

N/A

Draft for ELT Review

April 2017

N/A

Final

May 2017

30 May 2017

Project Focus

Community, Sport and Recreation Planning

Organisation

City of Mandurah

Directorate

People and Communities

Department

Recreation Services

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5

2. Introduction

8

Facility Inclusions

19

4.10 Facility Exclusions

19

4.11 Concept Plans

21

4.12 Site specifications

23

2.1

Background

8

2.2

Master Plan

8

2.3

Project Purpose

9

2.4

Consultation

9

5.1

Management Structure

24

2.5

Project Location

10

5.2

Target Groups (Summer/Winter)

24

5.3

Usage Estimates

24

12

5.4

Programs and Services

26

5.5

Staff Requirements

26

5.6

Marketing Strategy

26

6. Capital Costs and Life Cycle Costs

27

7. Sources of Capital Funding

29

8. Staging

30

9. Sustainability

32

3. Sport & Recreation Facility Provision – Northern Suburbs 3.1

Northern Suburbs Sport – Snapshot

13

3.2

Northern Suburbs Sport – Potential for Growth

13

4. Facilities 4.1

Multipurpose Facilities

5. Facility Management

24


4.9 1. Executive Summary

15 15

4.2

Shared Use Agreement

15

4.3

Private Public Partnership (PPP) Model

16

9.1

Economic

32

4.4

Active Recreation Model

16

9.2

Environmental

32

4.5

Creating a Community Hub

17

4.6

Access and Equity

17

4.7

Community Benefit

17

4.8

Active Open Space Facilities

17

10. Conclusion

33

11. Appendix

35

12. Referencing

36

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iii

Table 1 Mandurah and northern suburbs population growth

12

Table 2 North Mandurah Sporting snapshot

13

Table 3 Usage Estimates of the expected use of community sporting facilities in Lakelands.

25

Table 4 Capital Development Costs

27

Table 5 Life Cycle Costs - 15 Years

28

Figure 1 Mandurah Active Recreation Strategy


iv

9

Figure 2 Project Location - Lakelands District Open Space (with 2014 masterplan overlay)

11

Figure 3 Active Recreation Template

16

Figure 4 Core Facilities for District Facility

18

Figure 5 Public Open Space – District

20

Figure 6 Lakelands District Open Space Concept Plan

21

Figure 7 Example of a District Facility Floor Plan

22

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1. Executive Summary The City of Mandurah developed the Mandurah Active Recreation Strategy in 2015 to consolidate all prior planning for active open space in Mandurah into one planning document. A key recommendation of the Mandurah Active Recreation Strategy was that the City undertakes a Feasibility Study as part of implementation plans for a number of proposed active reserves in Mandurah, including Lakelands District Open Space. The purpose of the study was to determine the financial and practical feasibility of developing three active reserves and supporting infrastructure in Lakelands, commencing 2018/19, so that decisions moving forward could be informed and objective. Additionally, the study focuses on what the facilities will conceptually look like and how the City is going to fund the project. The master plan for Lakelands District Open Space was developed in partnership with the Department of Education as the development site consists of land vested with the City of Mandurah and the Department of Education. The active open space will be utilised by the proposed Lakelands Senior High School and the community through the development of a ‘shared use agreement’ to manage and maintain the licenced area.


Developing the Lakelands District Open Space site involves the provision of 3 standard ‘Active Open Space Models’ (2.63ha) that ensures flexibility for all sports and the inclusion of appropriate supporting infrastructure (such as toilets, change rooms, kiosk, storage, flood lights, meeting and social space) in line with the ‘district’ classification and function (Figure 5) of the reserve and the ‘Core Facilities Guide’ (see Appendix 1). Figure 7 identifies the key features of the proposed development with an indicative layout, however the final layout will be subject to detailed design and stakeholder engagement. The development of additional active reserves at Lakelands District Open Space will provide a home ground for two summer clubs and two winter clubs to operate from, hence providing the opportunity for a variety of sports to relocate or establish sporting organisations in the northern suburbs. The proposed development includes approximately 200 m2 of social space and a meeting room providing flexible multi-use options. It is assumed that the facility will attract a number of community groups that can access and utilise the facility in addition to the sporting clubs that will be based at the venue.

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v

The City has received an expression of interest from the North Mandurah Junior Football Club and Mandurah Master Football Club to relocate to the proposed new facilities. With over 350 junior members at NMJFC, the clubs growth is significantly limited at Park Road Oval and with appropriate facilities, the Club could offer the opportunity for junior players to transition into colts and seniors. The WAFC has expressed support for the club to move to the proposed new facilities at Lakelands and have encouraged the City to apply for a grant through the WAFC to contribute to the development costs. The City of Mandurah will seek state government funding to help offset the capital cost of the development in addition to a capital contribution from the Department of Education for the development of their land contribution to the project. Capital Investment

Project elements


6

Total cost $ ,000

POS Earth works Irrigation Turf Water Provision infrastructure Sport specific infrastructure Flood Lights Parking Sub-total Buildings

850 425 722 500 201 500 1300

4498

Club/Community Facilities External Works External Services Consultancy (7.5 %) Contingency (5%) Sub-total

2600 135 103 195 375

3408

Total Project Cost

7906

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Note: The Department of Education will contribute to the capital development cost of the active playing space. The Departments contribution will be directly in line with the per hectare development costs which will equate to approximately $283,000 per hectare at a total cost of $851,000 for 3 hectares as outlined in the masterplan. It is considered appropriate that the City apply for State funding in 2017/18 through the Department of Sport and Recreation (CSRFF) and Royalties for Regions programme, to support the development of sport and recreation facilities at Lakelands District Open Space commencing July 2018. The project will include the delivery of: Recommendations Acknowledging the growing population in Mandurah over the next 10 years and in particular the northern region and the priorities of the Mandurah Active Recreation Strategy (July 2015), the following actions are recommended as outcomes of the Lakelands District Open Space Feasibility Study. Recommendations are in order of priority and reflect both capital and non-capital projects. 1. That the City of Mandurah lists the Lakelands District Open Space project for planning and construction in the 2018/19 and 2019/20 financial years.


2. That the City apply for State Government funding in 2017/18 through the Department of Sport and Recreation (Community Sport and Recreation Facilities Fund), the Department of Regional Development (Royalties for Regions) and the West Australian Football Commission, to support the development of sport and recreation facilities at Lakelands District Open Space. 3. That the City develop the Lakelands District Open Space project as outlined in the Feasibility Study- Option One and list project amounts in the City’s 2018/19 and 2019/20 capital budgets accordingly, with a total projected grant income amount of approximately $5.47m. 4. Develop the Lakelands District Open Space between July 2018 and June 2021, including: detailed design, development of active reserves and sports flood lighting and the development of a district sports facility (toilets, changerooms, kiosk, storage, meeting and social space). 5. Liaise with the Department of Education to commence negotiations for the proposed share use agreement. 6. Engage appropriate local Mandurah based clubs who have expressed an interest to operate from the Lakelands District Open Space and develop a communication strategy for the project.

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2. Introduction 2.1 Background The City of Mandurah developed the Mandurah Active Recreation Strategy in 2015 to consolidate all prior planning for active open space in Mandurah into one planning document. This would enable a structured and consistent planning approach to the development of future active reserves and supporting infrastructure. This Strategy assists the City in prioritising projects and prompts the timely communications with relevant government organisations where required for the co-location and sharing of facilities (i.e. Department of Education). This approach is also consistent with the Department of Planning’s draft review of the Liveable Neighbourhoods Strategy.


8

Through the consolidation of all draft and approved planning documents and the identification of land vested for public recreation, the City was able to identify nine sites that together would provide 12 active recreation spaces, with one final site to be identified at a later date. This site has since been identified as Red Road Reserve in Parklands. The delivery of the Lakelands Shared Use School, Sport and Recreation Master Plan was identified as the number one priority in Mandurah’s northern suburbs.

2.2

Master Plan

The Lakelands Shared Use School, Sport and Recreation Facilities Master Plan (2014) was carried out in partnership with the Department of Education and involved the consolidation of developer public open space contributions (across two land

owners), the co-location of primary and secondary school sites and strategic land acquisition. The Plan was prepared on the basis of shared and efficient use of land that would deliver outcomes for both the City of Mandurah and the Department of Education. The key challenge being that the layout of the master plan extended over 2 parcels of land which required separate land acquisitions. The Master Plan was completed in 2012 and amended in 2014 (figure 2) identified three active open space models adjacent to the proposed Lakelands Senior High School and Primary School. The sites required for active open space spaning across 2 parcels of land under separate ownership and have since been acquired by both the City of Mandurah through developer 10% public open space contributions and the Department of Education via land purchase. In addition to active open space and schools, the Lakelands Shared Use School, Sport and recreation Facilities Master Plan identifies various community facilities to support the use of the active open space, such as ablution facilities, social space, storage and ancillary sporting infrastructure. It is assumed under this model that the development of a Shared Use License Agreement between the City of Mandurah and the Department of Education will enable reciprocal use of land and facilities, such as the changings rooms on the reserves, school hard courts and sporting infrastructure. A key recommendation of the Lakelands Shared Use School, Sport and Recreation Master Plan and the Mandurah Active Recreation Strategy is that the City undertakes a Feasibility Study to determine staging options, timeframes, costs and potential funding partners for the proposed implementation of the

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Lakelands Shared Use, School, Sport and Recreation Facilities Master Plan. Figure 1 Mandurah Active Recreation Strategy

It will include:      

Draft Management Plan Facility components Location review Technical design options Social, economic and environmental sustainability Capital and operational costs

2.4 Consultation


Recreation Services will provide the project lead for the development and implementation of Sport and Recreation related planning documents, however the outcome of strategic planning carried out by the Recreation Services team has a significant impact across the organisation which may multiple departments/teams.

2.3 Project Purpose A key recommendation of the Mandurah Active Recreation Strategy is that the City undertakes a Feasibility Study as part of implementation plans for a number of proposed active reserves including Lakelands District Open Space.

To ensure that the Lakelands District Open Space Feasibility Study is carried out in line with the City’s business objectives, all relevant departmental/teams are required to be involved in the delivery of outcomes for a City Project. The Project Working Group will include the following teams:

The purpose of the study is to determine the financial and practical feasibility of developing Lakelands District Open Space between 2018/19 and 2019/20so that decisions moving forward can be informed by objective analysis. The study will determine timeframes, costs and potential funding partners for the proposed development of the Reserve and whether staging options should be considered.

       

Recreation Services Planning Services Business Services Community and Social Development Environmental Services Operational Services Landscape Services Technical Services

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2.5 Project Location The location of the proposed sports facility is in the suburb of Lakelands bordered by Mandurah Road to the west and Banksiadale gate to the south. The feasibility study area is approximately 10.5 hectares and is directly adjacent and linked to the proposed Lakelands High School to the east and the proposed Lakelands North Primary School to the northeast border. The development site is directly north of the Lakelands Town Precinct and is easily accessible by road, shared use paths and public transport


10

There is no current infrastructure on the site with the exception of a drainage sump on the south west corner of the site. See Figure 2

.

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Figure 2 Project Location - Lakelands District Open Space (with 2014 masterplan overlay)

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3. Sport and Recreation Facility Provision – Northern Suburbs Recent and proposed developments in Mandurah’s northern growth suburbs are expected to have a significant impact on the population of Lakelands and Madora Bay with the population expected to increase by 113% and 135% respectfully (see Table 1 below). The demand for active open space in these area will be significant as the suburbs of Lakelands and Madora Bay currently have only one local level active open space facility at Coote Reserve in Madora Bay to service the northern suburbs. The proposed Lakelands District Open Space facilities would be the second facility, at a district level. Coote Reserve is a single active reserve facility located west of Mandurah Road, however due to its shape and size it is suitable only for junior sport or senior rectangle pitch sports and cannot accommodate senior Australian Rules Football or Cricket.

Table 1 Mandurah and northern suburbs population growth


12

2017

2036

Change

% Increase

City of Mandurah

86,999

123,402

+36,403

42%

Lakelands

5,088

10,796

+5,708

113%

Madora Bay

2,596

6,880

+4,284

165%

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3.1 Northern Suburbs Sport – Snapshot Existing Sports in Lakelands and Madora Bay There are only two grass sports that operate in the suburbs of Lakelands and Madora Bay. They are Football (soccer – single team), and the Ultimate Frisbee Association. There has been significant demand for facilities to accommodate Australian Rules Football in north Mandurah however to date, there are no facilities to accommodate any further sports in the areas.

Club/ Association

Sport

Sporting Members Season Numbers

Home Ground

Overflow Reserves

Comment

Challenger Football Club

Soccer/Football

Winter

1 team (17 seniors)

Coote Reserve

N/A

Capacity to grow at current location

WA Ultimate Frisbee Association

Ultimate Frisbee

Winter/ Annual

12 seniors 2 juniors

Coote Reserve

N/A

Capacity to grow at current location


Table 2 North Mandurah Sporting snapshot

3.2 Northern Suburbs Sport – Potential for Growth The North Mandurah Football Club has formally expressed an interest in relocating to the proposed new sporting facility at Lakelands. The Club has over 350 members and has been operating at Park Road Oval for more than 30 years. The Club plans to introduce colts and senior teams as a progression for its members, however the lack of suitable facilities will not permit this transition. There is currently no opportunities for colts and seniors to play football in Mandurah north of the Rushton sporting precinct in central Mandurah and the next club to the north of Mandurah is Rockingham RAMS Football Club. North Mandurah Football Club currently use Park Road Oval as its home ground, along with the adjacent oval at North Mandurah Primary School. The Club has also recently started utilising Lakelands Primary School for over flow training as it has over 150 Auskickers. The WAFC has expressed support for the North Mandurah Junior Football Club to move to the proposed new facilities at Lakelands and are exploring funding opportunities with the potential to contribute to the development costs.

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13

Mandurah Masters Football Club has also formally expressed an interest in relocating to the proposed new sporting facility at Lakelands. The Club has over 120 playing members and accumulatively over 200 playing and social members. The Club currently operate from Rushton North sporting facilities however the facilities are greatly congested with four football clubs operating within the Rushton sporting precinct. Many of the Clubs membership base come from Mandurah’s northern suburbs and the Club are confident that a relocation to Lakelands will increase its membership base further due to the growing population in the northern suburbs.


14

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4.1 Multipurpose Facilities Given the increasing facility demands from the community and the increasing demand for land within urban areas, Local Governments are no longer able to provide large sole purpose facilities and the development of multi-purpose community facilities is now an important focus for the future delivery of community facilities. As a result, any proposed facilities as part of a new project or redevelopment should have multi-purpose capabilities. Similarly the design of public open space as solely performing an active, passive or conservation function should only be considered where site restrictions dictate such sole functionality. Sites should be designed to provide an effective mix of active and passive open space with incorporation of sport specific infrastructure and passive elements where appropriate. As outlined in the City of Mandurah Active Recreation Strategy, an active recreation model will be applied, where appropriate, when designing active open space. This will ensure that a number of sports can be accommodated throughout the summer and winter seasons and that change of use can be accommodated in future years.

4.2

Shared Use Agreement

The City currently has a Shared Use Agreement with 7 Department of Education Schools. The development of shared use agreements is in accordance with the Better Government Agreement – Memorandum of Understanding on Capital Resource Sharing, which is aimed at maximising community infrastructure through joint usage between schools and the general community. The proposed shared use agreement between the City of Mandurah and the Department of Education for Lakelands District Open Space and adjoining schools will include the reciprocal use of facilities such as: 

Active Reserves



Hard Courts



Sport Specific Infrastructure


4. Facilities

As per the conditions of the proposed shared use agreement the City will charge the department of education a unit rate per square metre to maintain all grassed areas of the shared active open space based on the land ownership. Currently, this rate is $1.87 per square metre in existing shared use agreements with the Department, however this subject to negotiations with new agreements.

Facility developments and upgrades that are multipurpose in design allow for a range of different groups and individuals to use the facility. It will encourage clubs and organisations to share facilities so that facilities are used to their maximum capacity and duplication of infrastructure is minimised.

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15

4.3

Private Public Partnership (PPP) Model

Figure 3 Active Recreation Template

A Private Public Partnership Model is when a private enterprise develops and maintains the school facilities and leases them back to the Department of Education over a set amount of years. The Department of Education has entered into such an agreement with a private enterprise for the development of Lakelands Senior High School and is working closely with the Department of Treasury to deliver the school project within a design that still meets the desired outcomes of the Lakelands Shared Use School, Sport and Recreation Facilities Master Plan The active open space shared by the city and the school will not be included within the design, construct and management contract of the public private partnership model.

4.4 Active Recreation Model Lakelands District Open Space Feasibility Study

16

The planning for the Lakelands District Open Space site involves the provision of three standard ‘Active Recreation Model’ that ensures flexibility for all sports and considers appropriate supporting infrastructure (such as toilets and change rooms) in line with the classification and function of the reserve.

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4.5 Creating a Community Hub

4.8 Active Open Space Facilities

There is currently only one community facility (Madora Bay Hall) and one rectangle pitch (Coote Reserve) in Mandurah’s northern suburbs, which are located within a residential area west of the High Way. . The proposed Lakelands District Open Space facilities will be located with services and facilities such as the Lakelands Senior High School, the Lakelands Library and Community Centre, the precinct shopping centre and local business outlets. Additionally, the City is proposing the development of a youth activity zone to be located within the district open space. The co-location and integration of community infrastructure will enable the reciprocal use of traffic and parking infrastructure, provide accessibility through public transport services and may reduce duplication of facilities.

The City will consider the core facilities required to make the site suitable for training and competitive fixtures. This may include facilities such as: parking, toilets, changing rooms, flood lights, kiosk and storage.

Figure 4 refers to the core facilities for structured sporting activities (training and competition). The development or upgrade of core facilities for the purposes of structured sport on active open space will be subject to budget availability in the City’s capital budget and/ or external funding partners.


Overall, the development of community infrastructure such as this will encourage the creation of a vibrant community hub as a place of social interaction, creativity and economic vitality.

The recommended core facilities for active open space are dependent on the classification and function of a reserve. Lakelands District Open Space has been identified as a Neighbourhood Facility in the Mandurah Active Recreation Strategy.

4.6 Access and Equity The City works to ensure that all upgrades and community facilities allow for greater access to facilities for people of all ages, gender, abilities and socio-economic backgrounds, for both active and passive activities.

4.7 Community Benefit Initiatives that provide physical, social, economic and environmental benefits to the community provide an inviting and welcoming area to live and recreate.

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17

Figure 4 Core Facilities for District Facility Classification

Core Facilities

Sport Specific

Optional

District

Toilets

Training nets

Kitchen

Changing rooms (X4)

Central Cricket Wicket

Spectator Seating

Storage ( Large)

Batting Nets

Kiosk

Water/Power Supply

Flood Lights Training 100 Lux

Goal posts

Disability Toilet and Umpire Changing Room

Jumping Pit

Flood Lights Shelters

Concrete circles

Parking


18

Meeting Space Social Space First Aid Room

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4.9 Facility Inclusions The proposed community sports facilities at Lakelands District Open Space are classified district facilities and it is recommended that the following elements are included;      

Three active recreation model Sports flood lighting (large ball training and competition – 50 and 100 lux respectfully) District sports facility (including toilets, changerooms, kiosk, storage, social and meeting space) Sports specific ancillary infrastructure (Cricket nets, goal posts, cricket wickets and throwing circles), Parking facilities, and; Youth Plaza and Passive Recreation Infrastructure.


4.10 Facility Exclusions At this stage the facility is being considered for all sports, however recommendations are being made to consider specific sports there for exclusions to the active playing space may occur closer to implementation. The development of Lakelands District Open Space will provide additional opportunities for passive recreation within the community however, infrastructure of this nature (i.e. picnic benches, barbecues and playgrounds) have not been included in the concept plans or cost estimates at this stage. The inclusion of these elements will be considered as a separate cost to the project when detailed landscape designs are being developed. Figure 5 identifies the key features of a district level facility and a possible range of functions as identified by the Department of Sport and Recreation.

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19

Figure 5 Public Open Space – District


20

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4.11 Concept Plans


Figure 6 Lakelands District Open Space Concept Plan

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21

Figure 7 Example of a District Clubhouse Facility Floor Plan


22

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4.12 Site specifications

Services – Services and scheme water will be available on the

Location – The site is located on the east side of Mandurah

perimeter of the site with the capability of connecting to the site during construction.

Road and is easily accessible for the entire suburb. Road and path links will enable direct access for cars and pedestrians and a new facility will provide an additional opportunity to create cohesions the proposed Lakelands high school and Lakelands North Primary School.

Topography - The site is relatively flat with some undulations that will requiring filling. Preliminary testing suggests some limestone on the site which may have an impact on the capital development cost. An allowance has been made for additional earthworks as a result of the limestone. Further testing will be required for a detailed cost estimate as part of detailed design.

Environmental – The site is clear of vegetation due to Lakelands District Open Space Feasibility Study

developer site works and as a result of its current state, it is suitable for the development of Active Open Space. No clearing permit is require from the Department of Environment Regulation.

Water Provision (Irrigation) - The City has recently secured a license through the Department of Water for 99,000KL of water per annum from the deep leederville aquifer, to irrigate the site. However, the site is immediately adjacent to the Gordon Road Waste Water Treatment Facility and the City’s long-term water provision strategy is to pipe treated waste water from the waste water treatment facility and store it onsite to irrigate the active open space, as required. Four above-ground storage tanks will be installed at Lakelands District Open Space in line with the development of the active reserves. Initially they will be used to store bore water, however will be suitably designed to accommodate stored waste water when it becomes available to the site.

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23

5. Facility Management A multi-purpose infrastructure approach will be taken in the design and use of community, sport and recreation facilities moving forward in the City of Mandurah. It is not recommended that a facility is designed with only one, two or even three user groups in mind but that it is designed with the flexibility to accommodate a broad range of community, sport and recreational needs and that the infrastructure is able to accommodate growth in participation and change of use into the future.

5.1 Management Structure


24

Casual Event Hire (Community and Commercial) Schools (curriculum activities and Carnivals)

5.3 Usage Estimates It can be assumed that when active reserves are used by sporting groups, the changing rooms and the toilets of the community pavilion will be in use. Additionally, it can be assumed that even when active reserves are in use, the community pavilion will be able to accommodate community groups for meetings and small functions if not specifically booked by a sporting group for a function.

During pre-planning for the proposed Lakelands District Open Community Facility, the multi-use needs of the community were carefully assessed and considered. It was determined that the proposed community facility at the district open space will be managed by the City of Mandurah in line with the current management policies and procedure and will be made available to sporting and community groups on a regular or casual hire basis. Use of the sporting grounds and facilities will be charged in line with will the City’s schedule of fees and charges that are subject to annual review. Table 3 provides an example of the anticipated usage levels by relevant user groups of the proposed facility.

5.2 Target Groups (Summer/Winter) As Lakelands District Open Space is proposed to deliver 3 active recreation model that would be expected to accommodate a minimum of: 2 x Summer Sporting Groups (Training and Competition) 2 x Winter Sporting Groups (Training and Competition)

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Table 3 Usage Estimates of the expected use of community sporting facilities in Lakelands.

Facilities

Activity

Hrs/week

Weeks/year

Winter Clubs

Sporting grounds

Training

9

26

Competition

8

22

Training

5

30

Competition

10

12

Kiosk

10

12

Meeting Space

2

12

Training

5

24

Competition

8

22

Training

3

30

Competition

6

20

Kiosk

2

17

Meeting Space

2

12

32.5

40

Function Space

Summer Clubs

Sporting grounds

Function Space


Group

Annual Groups Schools

Sporting Grounds

Curriculum Activities Carnivals

Play group

Meeting Room

6

40

Community Group 1

Function Room

3

50

Community Group 2

Function Room

3

50

Community Group 3

Meeting Room

3

12

Community Group 4

Meeting Room

3

12

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25

5.4 Programs and Services

5.6 Marketing Strategy

Lakelands District Open Space and its proposed community sports facilities will be available for community groups and private organisations to hire and offer programs and services to the community.

Lakelands District Open Space will be marketed in line with all community halls and sport and recreation facilities. Marketing mediums will include:

The City of Mandurah supports the provision of programs and services that provide physical, social, economic and environmental benefits to the community.

5.5 Staff Requirements


26

    

City of Mandurah Website Club Support Program – Information Pack Club Support Program – Seasonal Hire Workshop City of Mandurah - ‘Best For’ Brochures; and Onsite advertising – City of Mandurah signage and contact details.

Lakelands District Open Space and its proposed community sports facility will not require any City staff on site. The facilities will be managed by the City of Mandurah staff from the following departments.  Recreation Services – Bookings Management  Facilities and Waste Management – Supply, maintenance and ongoing bin servicing  Asset Management – Building maintenance and management of minor projects  City Parks – Maintenance of landscaped areas, active open space, reticulation and playground equipment  Communications and Marketing – Management of external media advertising for all community facilities in partnership with Recreation Services.

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6. Capital Costs and Life Cycle Costs Table 4 Capital Development Costs

POS Earth works Irrigation Turf Water Provision infrastructure Sport specific infrastructure Flood Lights Parking Sub-total Buildings Club/Community Facilities External Works External Services Consultancy (7.5 %) Contingency (5%) Sub-total Youth Plaza and Passive Recreation Sub-total Total Project Cost

Total cost $ ,000 850 425 722 500 201 500 1300

4498 2600 135 103 195 375


Project elements

3408 900

7906 8.81

Note: The Department of Education will contribute to the capital development cost of the active playing space. The Departments contribution will be directly in line with the per hectare development costs which will equate to approximately $283,000 per hectare at a total cost of $851,000 for 3 hectares as outlined in the masterplan. Note that these figures are the Departments contribution to the High School space only and not the Primary School and are also inclusive of sporting specific infrastructure required for curricular activities

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27

Table 5 Life Cycle Costs - 15 Years

Year

Operating ($) 342,093

Maintenance ($) -

Disposal ($) -

Taxable ($) -

2

342,093

-

-

-

3

342,093

-

-

-

4

342,093

-

-

-

5

342,093

-

-

-

6

342,093

-

-

-

7

342,093

-

-

-

8

342,093

-

-

-

9

342,093

-

-

-

10

342,093

-120,000

-

-

11

342,093

-

-

-

12

342,093

-

-

-

13

342,093

-

-

-

14

342,093

-

-

-

15

342,093

-

-

-

1


28

15yr lifecycle cost

Capital ($) 7,308,000

12,559,395.00

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There are a number of funding opportunities to assist with the development of Shared Use facilities at Lakelands District Open Space. These include: Department of Sport and Recreation Community Sport and Recreation Facilities Fund (CSRFF) Forward Planning Grants open in June and close in September annually. $166,667–$2,000,000 can be allocated to large scale projects where the total project cost exceeds $500,000 and may require an implementation period of between one and three years.One application can be submitted, with a request to release funds over two years if required. The City can apply for up to one third of the total project cost within one Forward Planning Grant. Department of Regional Development (Royalties for Regions) Royalties for Regions delivers a Regional Grant Scheme annually that the City can apply to for funding towards the development of community facilities on Lakelands District Open Space.

Department of Education The Department will be responsible for the development costs of 3 hectares of active open space as per the land ownership of the development site. This will equate to approximately $851,000 contribution to the total project cost. City of Mandurah A request for funding will be put forward in the City of Mandurah’s Capital Budget process whereby the City acknowledges a potential contribution of up to two thirds of the total project budget over two financial years. However, a proposed funding strategy is identified below that would offset a portion of the City’s capital contribution. Federal funding is not considered an option for a development of this nature. It is considered appropriate that the City apply for State funding in 2017/18 through the Department of Sport and Recreation (Community Sport and Recreation Facilities Fund) and the Department of Regional Development (Royalties for Regions) and the AFL, to support the development of sport and recreation facilities at Lakelands District Open Space. The proposed funding strategy for the project is identified below.


7. Sources of Capital Funding

Proposed Project Funding Strategy Options Australian Rules football Commission WAFC (AFL Facility Development Reserve) The AFL has developed the Facility Development Reserve to assist in securing government funding to develop and/or upgrade facilities. The WAFC is eligible to apply for funds from the AFL on behalf of affiliated football clubs and leagues, to undertake facility development works. The WAFC has expressed support for the project and are exploring funding options in support of the project and North Mandurah Junior Football Club.

State Funding (Election commitment) Department of Sport and Recreation (CSRFF) Department of Education (High School) External Partners (AFL & Urban Capital) Lotterywest (Youth Plaza) City of Mandurah

$2.5m $1.57m $850,000 $550,000 $400,000 $2.94m

Total Project Costs

$8.81m

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.

8. Staging

Option Two

Recognising the financial limitations and competing priorities of the City’s Capital Plan, it is considered necessary to provide multiple staging options for the implementation of the Lakelands District Open Space Development, with the highest priority elements being constructed throughout 2018/19 and 2019/20.

Staged development conducted over 3 financial years

Option One

Single staged development conducted over 2 financial years.


30



Development of active open space



Installation of sports flood lighting



Parking and access roads



Water provision infrastructure



Development of 2 active open space models



Installation of sports flood lighting on 2 ovals



Parking and access roads (60%)




($4.71M)

Year 2:

($4.5M)

Year 1:

($3.2M)

Year 1:

$8.81M



Development of 1 (northern) active open space model



Installation of sports flood lighting on 1 oval



Development of District level facility and services




($900k)

Year 3:

($4.308M)

Year 2: 




Youth Plaza Infrastructure Playground

$8.81M



Youth Plaza



Passive Recreation infrastructure (Benches, BBQ’s Playground)

and Passive Recreation (Benches, BBQ’s and

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Option Three

$6.61M

Single staged development as part of the total facilities conducted over 2 financial years.

Note: Following the assessment of the three development options, the City’s Management Team recommended to proceed with ‘Option One’ with the exclusion of the Youth Plaza and passive recreation infrastructure. Bringing the total project cost to $7.91M.

($3.2M) 

Development of 2 active open space models



Installation of sports flood lighting on 2 ovals







($3.41M)

Year 2: 


Note: the 3rd oval, youth plaza and passive recreation infrastructure to be developed at a later stage.

A Youth Plaza and additional passive recreation infrastructure will be considered as separate projects and will be subject to the availability of funding in the future. Lotterywest may be considered as a potential funding for a Youth Plaza.

Preferred Option

$7.91M

Single staged development conducted over 2 financial years.

($4.5M)

Year 1:

2018/19



Development of active open space



Installation of sports flood lighting



Parking and access roads




($3.41M)

Year 2: 


Year 1:

2019/20


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9. Sustainability It is a City of Mandurah objective to suitably plan, research and deliver facilities that have longevity with social, economic and environmental sustainable outcomes.

9.1 Economic The City has recently developed a Solar Plan that identifies facilities across the City that use a lot of power. As a result the City of Mandurah has installed solar panels on numerous administration and community buildings across the City and has recently facilitated the installation of solar panels on 5 community facilities. This has reduced power charges for these facilities by up to 30% per annum.


32

Additionally, the City is in the process of installing more energy efficient and cost effective LED light bulbs in all City managed facilities where appropriate. LED lamps may also be introduced in all newly installed sports flood lighting, currently being considered for Ocean Road Reserve and Peelwood Reserve.

approximately 10,000KL of water is required per year for each hectare of active open space that requires irrigation. Water can be sourced through various avenues such as; • • • • •

groundwater bore extraction recycling of waste water Storm water harvesting Desalination plant; or, use of scheme water

The City has recently secured a license through the Department of Water for 100,000KL of water from the deep leederville aquifer onsite that is recharged by the nearby waste water treatment facility. It is considered appropriate that any economic and environmental strategies currently implemented by the City across community facilities will be implemented at the proposed Lakelands District Open Space Facilities where appropriate.

As another means to save energy and money, the City will be introducing and trialling an ‘sms operating system’ for newly installed flood lights on Ocean Road Reserve and Peelwood Reserve and if successful this will be rolled out across all sports flood lighting subject to funding.

9.2 Environmental The City has carried out an environmental assessment of the site at Lakelands District Open Space and a clearing permit is not required for the site. It is essential that the City considers the long-term provision of an adequate and viable water source for the site as

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10.

Conclusion

The City has worked in partnership with the Department of Education to deliver a purpose built facility that will accommodate both curricular activities and meet the needs of the community. The shared use management model will avoid the duplication of sport and recreation facilities, ancillary infrastructure and maintenance resources. The proposed facilities will be multipurpose and co located to achieve best value for money, both in capital investment and in ongoing maintenance costs. The development of additional active reserves at Lakelands District Open Space will provide a home ground for two summer clubs and two winter clubs to operate from, providing the opportunity for the City to address the lack of sporting facilities in the northern suburbs. The City has already received expressions of interest from two winter sporting clubs with regard to relocating to the proposed Lakelands Facilities.


The proposed development includes approximately 200 m2 of social space with an additional meeting room providing a multitude of flexible multi-use options for the community. It is assumed that the facility will attract a number of community groups that will be able to access and utilise the facility simultaneously to sporting activities. Acknowledging the growing population in Mandurah over the next 10 years and in particular the northern region and the priorities of the Mandurah Active Recreation Strategy (July 2015), the following actions are recommended as outcomes of the Lakelands District Open Space Feasibility Study. Recommendations are in order of priority and reflect both capital and non-capital projects. 7. That the City of Mandurah lists the Lakelands District Open Space project for planning and construction in the 2018/19 and 2019/20 financial years. 8. That the City apply for State Government funding in 2017/18 through the Department of Sport and Recreation (Community Sport and Recreation Facilities Fund), the Department of Regional Development (Royalties for Regions) and the West Australian Football Commission, to support the development of sport and recreation facilities at Lakelands District Open Space. 9. That the City develop the Lakelands District Open Space project as outlined in the Feasibility Study- Option One and list project amounts in the City’s 2018/19 and 2019/20 capital budgets accordingly, with a total projected grant income amount of approximately $5.47m. 10. Develop the Lakelands District Open Space between July 2018 and June 2021, including: detailed design, development of active reserves and sports flood lighting and the development of a district sports facility (toilets, changerooms, kiosk, storage, meeting and social space).

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11. Liaise with the Department of Education to commence negotiations for the proposed share use agreement. 12. Engage appropriate local Mandurah based clubs who have expressed an interest to operate from the Lakelands District Open Space and develop a communication strategy for the project.


34

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11.

Core Facilities Guide – referenced from Mandurah Active Recreation Strategy


1.

Appendix

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35

12. 1. 2. 3. 4. 5.

Referencing Mandurah Active Recreation Strategy (2015-2025) Department of Sport and Recreation – Classification Framework for Public Open Space 2012 Department of sport and Recreation – Facility Management Guide and Lifecycle Guidelines West Australian Football Commission – Website – Grants Information AFL – Preferred Facility Guidelines 2012


36

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Report from Director People and Communities to Council Meeting of 12 September 2017

2.


Loan Request - Port Bouvard Recreation & Sporting Club Craig Johnson / David Prattent Wendy Murphy / Dale Christy

Summary In June 2017, the Port Bouvard Recreation and Sporting Club (PBRSC) was successful in its grant application through the Department of Sport & Recreation’s Community Sport & Recreation Facility Fund programme for the resurfacing of Bowling Green B at a total cost of $148,000. The Department of Sport & Recreation approved a grant amount of $33,267 towards the project with the City of Mandurah to contribute $66,534 and the Club paying the balance of $48,199. In planning the replacement works, the Club has now approached the contractor to also provide a quote for the replacement of the synthetic surface on Bowling Green A which is also in need of replacement noting the potential for considerable costs saving of replacing both greens concurrently whilst the contractor is on site. To fund the replacement of the additional Bowling Green - A, the Port Bouvard Recreation and Sporting Club is seeking an interest free loan to the amount of $40,000 from the City of Mandurah repayable over five years with the Club to pay the $108,000 balance to install the new surface. The Port Bouvard Recreation and Sporting Club had a previous loan with the City which it paid off in full at the end of August 2017. Council is requested to support the Club’s request for an interest free loan of $40,000 repayable over 5 years for the purpose of resurfacing Bowling Green A. Disclosure of Interest None Location

Port Bouvard Recreation and Sporting Club – 1 Thisbe Drive, Dawesville 6211

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Council considered the 2017/18 CSRFF Small Grant applications – Winter Round and endorsed an application from the Port Bouvard Recreation and Sporting Club for the replacement of the B green surface.

• G.28/8/14

Council considered the 2014/15 CSRFF Small Grant applications – Summer Round and endorsed an application from the Port Bouvard Recreation and Sporting Club for the installation of a disability accessible toilet at the east end of the Bowling Green.

• G.29/3/13

Council considered the 2013/14 CSRFF Small Grant applications – Winter Round and endorsed an application from the Port Bouvard Recreation and Sporting Club for all season shelters between the Bowling Greens.

Background The Port Bouvard Recreation and Sporting Club Incorporated was first established in 1979 and was then known as the South Mandurah Bowling Club later being renamed the Port Bouvard Recreation and Sporting Club in November 1980. The facilities at the club include four tennis courts, three Bowling Greens, one croquet green and yachting facilities. The Club also has a community hall which is used by the wider community and is also home to the Dawesville RSL Sub Branch which meet monthly. Over the years, the following improvements have occurred to the club facilities: Date

Project

Value

1999

Establishment of paving and a lock up shed was constructed

$58,650

2005

Construction of tennis courts and minor club house upgrades

$1.26m

2013

Installation of a covered walkway between Green A & B

$25,450

2014

Installation of covered walkway between Green C & D

$27,693

2015

Installation of disability access toilet at the east end of the greens

$24,860

Comment City Officers meet with the Port Bouvard Recreation and Sporting Club regularly to discuss facility operations and club development strategies. Recently, the City received a request from the club regarding the need to also replace the surface to Bowling Green A. When finalising the details for the replacement of Bowling Green B, the Club identified that by completing the replacement of greens A & B concurrently there are some cost savings through economies of scale. The replacement of Bowling Green B is being funded in partnership with the Department of Local Government, Sport and Cultural industries ($33,267), the City of Mandurah ($66,534) with the Club paying the difference of $48,199. The replacement of Green A will be at a cost of $148,000 with the Club covering $108,000 of the total cost and requesting that the City provides $40,000 by way of an interest free loan. Bowling Green B is being resurfaced in early September 2017 and it is hoped that Bowling Green A can be resurfaced immediately following the completion of Bowling Green B. The Port Bouvard Recreation and Sporting Club lease its facility from the City and over the last 20 years they have demonstrated an ability to be well managed both operationally and financially. They have successfully met loan repayment obligations to the City for additions and upgrades to the facility.

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The Club’s loan repayments to the City were previously $2,210 per month with the loan totally repaid at the end of August 2017. Consultation Manager Financial Services Manager Recreation Centres and Services Statutory Environment N/A Policy Implications POL-FCM 03 – Loans to Sporting Club and Community Associations Economic Implications The loan amount of $40,000 requested by the Port Bouvard Recreation & Sporting will be provided from the City’s Interest-Free Loan Reserve which currently has a balance of $155,362. The Port Bouvard Sport and Recreation Club recently paid out their only existing loan with the City. The former loan had repayments of $2,210 per month. The proposed new interest free loan of $40,000 repayable over 5 years will have repayments of $666 per month. Strategic Implications The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report: Social: • Provide employment and educational opportunities, services and activities that engage the City’s young people. • Provide a range of social, retail, recreational and entertainment experiences for the City’s residents and visitors. Infrastructure: • Facilitate the provision of multi-purpose facilities and infrastructure that meets the needs of a growing population. Organisational Excellence: • Deliver excellent governance and financial management. • Develop a strong brand of leading local government that meets community expectations Conclusion The two Bowling Greens (A & B) at the Port Bouvard Recreation & Sporting Club due for resurfacing are both in poor condition. The Club has identified an opportunity to resurface both of them one after another and realise some cost saving in this approach rather than reappointing the contractor in 2018. This comes at an ideal time leading up to the start of summer competition. The Port Bouvard Recreation and Sporting Club has completed a number of upgrades to amenities associated with the greens to improve access and make the courts safer for elderly participants. This project is the next step in the Club’s capital improvement plan. To deliver the project, the Port Bouvard Recreation & Sporting Club is seeking approval from Council for an interest free loan of $40,000 repayable over 5 years.

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RECOMMENDATION That Council: 1. Approves an interest-free loan of up to $40,000 from the Interest-Free Loan Reserve with a repayment term of five (5) years; and * 2. Requests the Chief Executive Officer (Manager Financial Services) to finalise loan arrangements with the Port Bouvard Recreation and Bowling Club.

* ABSOLUTE MAJORITY REQUIRED *

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Report from Acting Executive Manager Strategy and Business Performance to Council Meeting of 12 September 2017

3.

SUBJECT: CONTACT OFFICER/S: AUTHOR:

Community Engagement Strategy David Prattent / Jane Pole-Bell Jane Pole-Bell

Summary The City of Mandurah (the City) is committed to further imbedding a culture of community engagement and participation in the City’s decision-making processes. The work the City does impacts the community (stakeholders) it serves; therefore it is essential that the community participates. Engagement is more than just telling stakeholders what is being done; it is giving them the opportunity to make a contribution to the decision-making process. This gives the City the knowledge that as an organisation we are delivering the best possible outcomes for all concerned. The purpose of this strategy is to provide a framework for community engagement. An Engagement Planning Guide has been developed to assist staff in implementing Community Engagement to ensure consistency across the organisation. Council is requested to endorse the City’s Community Engagement Strategy and framework for implementation across the City. Disclosure of Interest Nil Previous Relevant Documentation •

G.58/2/12

February 2012

Council approved the Community Engagement Strategy for use as the principle guiding document for community consultation and engagement to be undertaken by the City of Mandurah.

Background The City’s previous Community Engagement strategy was developed in 2012 and was based on the principles of the International Association for Public Participation (IAP2) Framework. The framework has since evolved and now feeds into the updated strategy and framework. There were a number of actions from the initial strategy with the first project to follow the framework being the development of the 10 Year Community Plan (2013 – 2033). It was at this point the City launched the “Have your Say Mandurah” engagement tool which has been one of our key project community engagement tools utilised since then. We have used “Have Your Say” to support consultation and engagement on 62 projects, with 216,600 visits, 1,360 submissions and 5,180 downloads with the highest level of engagement being for the Mandurah Traffic Bridge and the Mandurah Forum Development Application and Floorplan. Targets were set for the previous strategy to increase our community perception Survey results with respect to community engagement with the following targets being established as a means of evaluating the success of the Community Engagement Strategy: •

The number of Mandurah stakeholders who join the City of Mandurah Community Reference Group (CRG). The initial target was for 1000 CRG members by December 2012. Whilst we do not have a permanent CRG a group was set up for the Old Mandurah Bridge Consultation and “Have Your Say” has largely performed that role;

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•

The number of Mandurah stakeholders who register online to “Have Your Say Mandurah”, and who participate in online community engagement campaigns. The initial target was for five campaigns to be undertaken by December 2012 (including the 10-Year Strategic Community Plan), each with more than 200 registered participants. Since 2012 we have conducted 62 community engagement projects with over 216,600 visits to the Have Your Say site;

•

Community Perceptions survey results for ‘community consultation’. The initial target was for 55% satisfaction for the 2013 survey with community consultation as measured in the community perception survey. (The 2011 score was 51% satisfaction). While the survey was not conducted in 2013, the results for 2015 were 54% satisfaction;

•

Community Perceptions Survey results for ‘informing the community’ – the initial target was for 65% satisfaction for the 2013 survey based on a 2011 score of 60% satisfaction. In 2015 64% satisfaction in informing the community was achieved;

•

Community Perceptions Survey results for ‘developing and communicating a clear vision for the area’. The initial target of 40% satisfaction for the 2013 survey based on a 2011 score of 38% satisfaction. In 2015 53% of the community were satisfied with this element;

•

The number of ‘focus’ issues listed in Community Perceptions Survey. The initial target was to reduce the number of ‘focus’ issues in the 2013 survey based on the 2011 survey having listed 9 ‘focus’ issues. In the 2015 survey the number of focus issues was reduced down to 5;

•

The number of stakeholders who engage in the development of the City of Mandurah 10-Year Strategic Community Plan in 2012. The target was for 1000 participants, including online (‘Bang the Table’) and face to face workshops. In 2012 there were over 2500 participants and again in 2016/17 over 2000 residents actively participated in the community consultation for the Strategic Community Plan.

Comment The 2012 Strategy has been implemented successfully across the organisation with some excellent examples of best practice (Old Mandurah Bridge – Project and the 20 Year Community Plan) however there is still some inconsistency and visibility across the whole of organisation in regard to developing engagement plans and strategies following the IAP2 framework. The new strategy contains a clear framework and guidelines and the recommended implementation steps which are highlighted in the attached strategy. The implementation plan includes training all leadership roles on the principles of IAP2 and developing tools to support the implementation. This will provide a consistent approach and visibility in regard to all projects that require a consultation strategy and plan. Depending on the type of consultation required the framework provides a list of communication channels and actions that should be considered. The role of Elected Members is also considered in the type of consultation, in that if it is a High Impact/City Wide project then the recommended consultation approach will be required to have Council approval. If the issue/project is high impact local issue then Elected Members of that area would be consulted as part of the development of the community engagement for the particular project or action. Implementation of the Strategy will have the following major actions: •

Education and training of managers and staff in the use of the IAP2 framework;

•

Rollout the framework and toolkit to all staff who will undertake community engagement;

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•

Establish a register of all community engagement projects and activities that are available to the whole organisation. This will ensure duplication of effort is minimised and avoids community engagement fatigue occurring;

•

Ensure all Council reports include the level of community engagement undertaken and the outcomes of that consultation e.g. how many people were consulted, which channels or platforms were used in that consultation and the funding of the consultation;

•

Establishment of measures that will allow ongoing review of the effectiveness of the community engagement undertaken;

•

City-wide / high level impact community engagement will largely be driven and managed by the Corporate Communications team;

•

Local impact / High level impact community engagement will be a joint exercise between the business unit and Corporate Communications team;

•

Low impact community engagement will be managed by the relevant business unit;

•

Review the use of Have Your Say Mandurah as the digital platform to ascertain if other platforms like the City’s Content Management System (Sitecore) might be more appropriate and effective for digital community engagement. This review should also consider what other digital channels could be utilised to obtain community engagement. Given the changing nature of digital platforms, finding community feedback will need to be very adaptive into the future.

Policy Implications N/A Economic Implications N/A The majority of the implementation of the Community Engagement Strategy will largely be done in house however some investment will be required in training in the IAP2 framework. Strategic Implications The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report: Identity: • Encourage active community participation and engagement. Leadership: • Ensure that the City as an organisation behaves as a model corporate citizen. Organisational Excellence: • Develop a strong brand of leading local government that meets community expectations. Conclusion The 2017 Community Engagement strategy takes into account changing channels of engaging with the community and our community’s expectations of engagement. It provides a clear decision making framework and implementation plan to ensure alignment across the whole organisation in regard to

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community consultation including the role of Elected Members in regard to consultation. It is recommended that the strategy be approved and the implementation and training occurs across the organisation.

NOTE: • Refer Attachment 1

Community Engagement Strategy 2017 DRAFT

RECOMMENDATION That Council adopts the Community Engagement Strategy for implementation across the organisation. *ABSOLUTE MAJORITY REQUIRED*

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Attachment 1

Community Engagement Strategy 2017

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52

Community Engagement Strategy The City of Mandurah (the City) is committed to further embedding a culture of community engagement and participation in our decision-making process. The work the City does impacts the community it serves; therefore it is essential that they participate. Engagement is more than just telling our community and stakeholders what is being done; it is giving them the opportunity to make a contribution to the decision-making process. This gives the City the knowledge that as an organisation we are delivering the best possible outcomes for all concerned. The purpose of this strategy is to provide a framework for community engagement. An Engagement Planning Guide has been developed to assist staff in implementing Community Engagement to ensure consistency across the organisation, and staff are to follow this guide when undertaking engagement projects. Engagement encourages and supports community participation in local government decision-making. All community engagement is to be undertaken in accordance with the principles of this framework. The Community Engagement Strategy identifies strategies and timeframes for engagement according to the nature of the topic being considered. The Community Engagement Framework (Attachment A) has been informed by the International Association for Public Participation (IAP2) Public Participation Spectrum, and outlines the types of engagement that might be used and which of these are most appropriate, given the level of impact either across the City or locally.

2

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53

Benefits of Community Engagement Community engagement enables the City to inform, consult, involve, collaborate or empower stakeholders, in accordance with the methods outlined within the International Association for Public Participation (IAP2) spectrum. Engagement provides the City with the opportunity to: •

Listen to stakeholders;

•

Consider a range of options and develop ideas together with the stakeholders; and

•

Build a shared understanding on the approach taken on different projects and services.

Engagement ensures that: •

Stakeholders are aware of, and/or participate at the appropriate level in, the development and review of policies, plans and services;

•

Stakeholder satisfaction with the City’s policies, plans and services is acknowledged and considered, and feedback is provided on the results of their input; and

•

Council is open and accountable in its decision making, resource management and expenditure.

3

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54

What are the City’s principles for engagement? The principles of community engagement are based on our values of courage, innovation, excellence, integrity and connected. These values are demonstrated when the engagement practice: •

involves honest and straightforward dealing with our community

•

provides accurate, timely and easily understood information to our community

•

includes an awareness and understanding by staff of how Council actions impact on our community

•

includes a clear explanation of the decisions and actions of Council at all stages of the process

•

develops out of a strong customer focus and a respect for the community that Council serves

•

makes community the focus

•

acknowledges the community’s right to be advocates for what they want or need

•

listening, responding and providing feedback to stakeholders about how the information gathered through the engagement process was used to inform the decision or outcome

•

respects individual and cultural differences at all times.

When will the City of Mandurah engage the community?

Engagement principles and the development application process Consultations with regard to development applications are governed by State Government and City of Mandurah planning and legislative provisions. With regard to major developments with significant community interest only city led projects will follow the community consultation Framework. The City will encourage other projects led by landowners or State/Federal government to follow the principles, however it may be that the City can only inform projects led by others.

Community Engagement Planning Guide

Community engagement will take place: •

where community input can improve a project or enhance decision making

Effective consultations are:

•

to help identify community needs

•

timely

•

in response to expressions of community interest

•

user friendly

•

when Council resolves to consult the community

•

flexible

•

when required by law or by agreement with a government agency or statutory body

•

responsive to community needs.

Decisions on how best to consult our community on a particular issue will be based on City of Mandurah Community Engagement Principles and Community Engagement Planning Guide. 4

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Engagement Planning Guide An Engagement Planning Guide has been developed to assist staff in implementing the City’s Community Engagement Principles. It is a dynamic document that will evolve over time taking into account community and organisational needs, emerging technologies and developing best practice. The Engagement Planning Guide includes analytical tools for the use of staff in developing appropriate strategies for particular consultations. The framework in the Planning Guide has been adapted from the model developed by the International Association for Public Participation (IAP2).

Developing engagement plans and strategies There are three steps for City staff to follow in engagement planning:

Step 1: Assess the level of impact the issue has on the community.

Step 2:

Step 3:

Assess the level of community engagement to achieve a good project outcome.

Decide on the community engagement strategies using the Engagement Planning Guide.

Impacts of a proposal on a community can be potential, real or perceived impacts. The impacts can be beneficial or negative. Impacts may also be different for different groups and individuals in a community. Some proposals require more community input than others. There may be resource and time constraints on the City of Mandurah Council’s engagement activities. It is critical to develop a balanced approach between the demands for community consultation, resources available, significance of an issue for the community and level of influence the community has on a decision. Understanding by the City of Mandurah staff of the level and / or extent of the impact of a proposal can develop during the pre-engagement and engagement processes, and these cases may require a reconsideration and possible adjustment of the strategies.

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STEP 1: Assessing the level of impact Using the following matrix, the impact of a proposal on the community can be determined as one of the following: • City wide higher level impact

• City wide lower level impact

• Local higher level impact

• Local lower level impact

City Wide Impact

Local Impact

Higher Level Impact

The proposal project will have a real or perceived impact across whole City or on a number of different parts of the City or on a number of different population groups across the City. It has the potential for one or more of the following: • Creating community controversy and /or conflict • High level of community interest • Impacting on WA regional or State strategies or directions Examples: • City of Mandurah 20 Year Community Plan • Mandurah Bridge Redevelopment • City wide ODP’s • City wide strategies and plans eg parking, heritage, recreation • Any tree removals or environmental change that is highly visible • Legal requirements • Change to service standards • Changes to current major community focus activities

The proposal project will have a real or perceived impact on a particular locality or suburb or on a number of different parts of the City or on a particular population group. It has the potential to create community controversy at a local level and / or there is existing or potential high level of local community or sectional interest. Examples: • City Centre plans • City Centre upgrades • Masterplans for major parks and sporting fields • Addition or loss of a local service or facility • Upgrades to major parks or open space • Development of capital works proposals for local projects, eg: Lakelands development • Any tree removals or environmental change required as part of development • Taverns/light entertainment • Artwork • Amendments to masterplans

Lower Level Impact

Recurrent large scale programs and activities which impact across the city but which have a low potential for dispute or require relatively minor behaviour changes by residents. Low risk of controversy or conflict. Examples: • Capital works program overall • Changes of location or hours of operation of a City wide service • Road sealing/footpath upgrade programs

Small change or improvement to service or facility at a local level. Low risk of controversy or conflict. Examples: • Naming of local facility • Local events/celebrations • Upgrades to neighbourhood parks and playgrounds • Local street upgrade • Specific events for local groups or special groups. • Local minor traffic proposals

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STEP 2: Assessing the level of community participation Having determined the level of impact, the next step is to determine the level of participation required to obtain the best outcome for the project. The best outcome includes community satisfaction with the scope and execution of the project and an understanding that community views have been considered in the outcome. The level of engagement is related to, but not dependent on, the level of impact and will be determined as one of the following: Inform

Involve

Consult

Collaborate

Empower

The International Association for Public Participation (IAP2) identifies and defines various levels of community engagement and that terminology has been adapted for use as follows:

Inform One way communication providing balanced and objective information to assist understanding about something that is going to happen or has happened.

Consult Two way communications designed to obtain public feedback about ideas on rationale, alternatives and proposals to inform decision making.

Involve Participatory process designed to help identify issues and views to ensure that concerns and aspirations are understood and considered prior to decision making. Collaborate Working together to develop understanding of all issues and interests to work out alternatives and identify preferred solutions.

Empower To place the final decision making in the hands of the public. It is to be noted that the IAP2 Spectrum continues to also include “empower” as a level of community engagement, whereby final decision making is in the hands of the public, however under the Local Government Act Elected Members would have to agree to empower the community to make the decision and approve the recommendations. 7

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STEP 2: Assessing the level of community participation Inform

Consult

Involve

Collaborate

Empower

Public Participation Goal:


To provide balanced and objective information to assist understanding of topic, alternatives, opportunities and/or solutions.

To obtain public feedback on analysis, alternatives and/or decisions.




To work with the public throughout the process to ensure that concerns and aspirations are consistently understood and considered.

To partner with the public in each aspect of the decision including development of alternatives and identification of preferred solution.

To place final decision making in the hands of the public.

Promise to the Public:





We will keep you informed.

We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how input influenced the decision.

We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how input influenced the decision.

We will look to you for direct advice and innovation in formulating solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.

We will implement what you decide.

Example techniques:

Example techniques:

Example techniques:

Example techniques:

Example techniques:

• • •

• • •

• •

•

• • •

Fact sheets Web sites Open days

Public comment Focus groups Surveys

Workshop Deliberate polling

8

• •

Citizen Advisory Committees Consensus building Participatory decision-making

Citizen juries Ballots Delegated decisions

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STEP 3: Deciding on a community engagement plan City of Mandurah staff developing community engagement strategies and plans need an awareness of the nature of the potential or perceived impact of the project or program on residents, businesses, and visitors, as well as the needs of the community and/or specific groups/ areas affected by proposals. This awareness will inform the development of the type, intensity and timing of engagement activities. This awareness may be the result of experience with previous projects, including previous consultations, or by developing pre-engagement processes. Pre-engagements are to be scaled to the project and may range from a few phone calls to a key community members or past participants to more elaborate means such as focus groups, open houses, interviews and meetings. The City of Mandurah Planning Guide includes an Engagement Matrix to assist in the selecting appropriate strategies and developing engagement plans. As the levels in the Matrix are a hierarchy with cumulative actions, each level assumes the use of tools and actions from the preceding levels. Different levels of engagement may also be required at different stages of a project. For example when a project has been developed through the “involving” level of engagement, there

may be the need to engage at the “informing” level at later stages. Legislative and policy requirements and constraints and particular projects may have engagement requirements or guidelines outside the Community Engagement Planning Guide. These can include: •

Legal requirements set out in legislation such as the Local Government Act, Health Act, Planning and Development Act

•

Funding or partnership agreements with the Federal or State Government or their agencies, or with other local government bodies or independent bodies

•

Decisions on Council policies

•

Implementation of Council’s regulatory activities

•

Situations where there may be significant privacy issues

•

In cases where these legislative or other requirements or constraints have established the minimum consultation requirements, the project may be reviewed using The City of Mandurah Principles and Engagement Planning Guide to provide best practice.

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Community Engagement Plans Engagement plans are action documents that guide staff in undertaking and reporting on community consultations. They set out strategies with timelines and activities aligned to the project timelines. An Engagement Matrix has been developed to assist in the selecting appropriate strategies in order to develop these plans. The Engagement Matrix is also a dynamic document that will evolve over time taking into account community and organisational needs, emerging technologies and developing best practice. Plans including pre-engagement plans can be developed using the format in the engagement plan template. City of Mandurah Staff are encouraged to seek the involvement of the Communications team early in the process of preparing engagement plans. The plans will be audited for compliance with the Community Engagement Principles and Framework.

who undertake community engagement 2. Roll out of framework and toolkit to staff who undertake community engagement 3. Toolkit to include online decision matrix 4. Establishing a register of all community engagement activity/projects 5. Ensuring all Council reports include the level and type of community engagement that is to be/was undertaken if appropriate 6. The effectiveness of the community engagement strategy will be evaluated on an ongoing basis including: a.

Satisfaction with how the community is consulted on local issues (Biannual Community Satisfaction Survey)

b.

Satisfaction with how the community is informed about local issues (Biannual Community Satisfaction Survey)

c.

The number of times the Council requests further community engagement to be undertaken

d.

The level of engagement each project/ activity when community engagement is undertaken

e.

2 years review of the strategy itself.

For major initiatives, it is appropriate to seek the endorsement of the consultation.

How will these principles be implemented? 1. Education and training of staff to understand the principles and framework – which will include IAP2 training for all managers and staff

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Appendix 1 IAP2’s PUBLIC PARTICIPATION SPECTRUM The IAP2 Federation has developed the Spectrum to help groups define the public’s role in any public participation process. The IAP2 Spectrum is quickly becoming an international standard.

PROMISE TO THE PUBLIC

PUBLIC PARTICIPATION GOAL

INCREASING IMPACT ON THE DECISION

INFORM

CONSULT

INVOLVE

COLLABORATE

EMPOWER

To provide the public with balanced and objective information to assist them inunderstanding the problem, alternatives, opportunities and/or solutions.

To obtain public feedback on analysis, alternatives and/or decisions.

To work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.

To partner with the public in each aspect of the decision including the development of alternatives and identification of the preferred solution.

To place final decision making in the hands of the public.

We will keep you informed.

We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how public input influenced the decision. We will seek your feedback on drafts and proposals.

We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision.

We will work together with you to formulate solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.

We will implement what you decide.

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E ENC U L NF I What affect/ 7. change has

1. D EFI NE What is the decision to be made?

Stops for community engagement

IM

PL EM

4. D OCU MENT

ER

5.

T

How are you going to record and report the public participation?

ST AN

Who are you going to engage?

Engage

EN

Who needs to be engaged?

D

7

D

6. LEAR N

What has the community engagement told you?

4. Document

What is the decision to be made? • Can you describe the decision to be made in one sentence? (for many projects there may be several decisions to be made at different stages of the project) • Do you need to take into account any relevant legislation? • Can you clearly describe the objectives and purpose of the community engagement?

How are you going to record and report the public participation? • Plan, prepare and ensure engagement activities align with Council Policies • Ensure that the participants understand their role and the engagement is recorded and reported back to the community • Are there any risks that need to be managed? • Need to constantly monitor, provide feedback and evaluate the process

2. Identify TIFY IDEN 2.

occurred as a result of the public participation?

1. Define

3.

UN

Who needs to be engaged? • Who is or will be affected by, interested in, or who can influence or inform the decision? • Do you understand how they are affected and the nature and intensity of their interest, their capacity and willingness to participate and what are any barriers to that participation?

5. Implement

3. Understand

What has the community engagement told you? • Monitor progress, budget and timelines to meet objectives • Monitor and respond to risks

How you are going to engage? • What level of participation is required? (Inform, Consult, Involve, Collaborate or Empower) • What resources are required to undertake the engagement and how long will the public participation take? • Define how their input will be used. • Have/how will the objectives and scope of the community engagement been/be made clear to the participants?

NOTE: Courtesy of City of Bendigo 12

Engage • You have developed an action plan that has the objective(s), identified stakeholders and the best way to engage them as well as the technique, now out all your work into action

6. Learn

7. Influence What affect/change has occurred as a result of the public participation? • How has the engagement informed the decision that needed to be made? • Close the loop (what was asked, what we were told and what we did) • Report to Council on the community engagement outcomes

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Engagement Decision Matrix Informing and Consulting

Informing Type of Consultation

City Wide High Impact

Local High Impact

City Wide Low Impact

Local Low Impact

Type of Consultation


Local High Impact


Local Low Impact

Telephone contact

Consider

Consider

Consider

Consider

Telephone contact

Consider

Consider

Consider

Consider

In person meeting

Consider

Consider

Consider

Consider

In person meeting

Consider

Consider

Consider

Consider

Response to correspondence

Essential

Essential

Essential

Essential


Essential

Essential

Essential

Essential

Pamphlet

Consider

Consider

Consider

Consider

Pamphlet

Consider

Consider

Consider

Consider

Letter box drop

Consider

Essential

Consider

Consider

Letter box drop

Consider

Essential

Consider

Consider

Mayors Radio

Essential

Consider

Consider

Consider

Mayors Radio

Essential

Consider

Consider

Consider

Notice in local papers

Essential

Essential

Essential

Consider

Notice in– local papers

Essential

Essential

Essential

Consider

Media release

Essential

Essential

Consider

Consider

Media release

Essential

Essential

Consider

Consider

Social media

Essential

Essential

Consider

Consider

Social media

Essential

Essential

Essential

Essential

Special Website (Have your say Mandurah)

Essential

Essential

Essential

Consider

Special Website (Have your say Mandurah )

Essential

Essential

Essential

Essential

Site display

Consider

Consider

Consider

Consider

Site display

Consider

Consider

Consider

Consider

Displays in other locations

Consider

Consider

Consider

Consider


Consider

Consider

Consider

Consider

Web information

Essential

Essential

Essential

Essential

Web information

Essential

Essential

Essential

Essential

Information to local resident committees

Essential

Essential

Essential

Essential

Chat Chair Cafe Chat

Essential

Essential

Consider

Consider

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Continued on next page...

Engagement Decision Matrix Informing and Consulting Type of Consultation


Local High Impact


Local Low Impact



Local High Impact


Local Low Impact

Information to local resident committees

Essential

Essential

Essential

Essential

Focus Group Session

Consider

Consider

Consider

Consider

Suggestion box

Consider

Consider

Consider

Consider

Consider

Essential

Consider

Consider

Telephone survey

Consider

Consider

Consider

Consider

Briefing of relevant local residents meetings

Written survey

Consider

Consider

Consider

Consider

Residents’ panel

Consider

Consider

Consider

Consider

Hotline/phone in

Consider

Consider

Consider

Consider

Joint Venture

Consider

Consider

Consider

Consider

Consider

Consider

Consider

Consider

Letter to key stakeholder and resident groups inviting submissions

Essential

Essential

Consider

Consider

Series of Workshops

Develop database of those making submissions

Essential

Essential

Essential

Essential

Media release inviting submission

Essential

Essential

Consider

Consider

Interview with key individuals

Consider

Consider

Consider

Consider

Public exhibition

Essential

Consider

Consider

Consider

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Engagement Decision Matrix Informing, Consulting, Collaborating Type of Consultation


Local High Impact


Local Low Impact



Local High Impact


Local Low Impact

Telephone contact

Consider

Consider

Consider

Consider

Essential

Essential

Essential

Essential

In person meeting

Consider

Consider

Consider

Consider

Information to local residents committees Suggestion box

Consider

Consider

Consider

Consider


Essential

Essential

Essential

Essential

Telephone survey

Consider

Consider

Consider

Consider

Pamphlet

Consider

Consider

Consider

Consider

Written survey

Consider

Consider

Consider

Consider

Letter box drop

Consider

Essential

Consider

Consider

Consider

Consider

Consider

Consider

Mayors Radio

Essential

Consider

Consider

Consider

Hotline/phone in

Notice in– local papers

Essential

Essential

Essential

Consider

Essential

Consider

Consider

Consider

Media release

Essential

Essential

Consider

Consider

Letter to key stakeholder and resident groups inviting submissions

Social media

Essential

Essential

Essential

Essential

Essential

Essential

Essential

Essential

Special Website (Have your say Mandurah)

Essential

Essential

Essential

Essential

Develop database of those making submissions

Essential

Essential

Consider

Consider

Site display

Consider

Consider

Consider

Consider


Consider

Consider

Consider

Consider

Media release inviting submission

Consider

Consider

Consider

Consider

Web information

Essential

Essential

Essential

Essential

Interview with key individuals Public exhibition

Essential

Consider

Consider

Consider

Chat Chair Cafe Chat

Essential

Essential

Consider

Consider Continued on next page... 15

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Engagement Decision Matrix Informing, Consulting, Collaborating Type of Consultation


Local High Impact


Local Low Impact



Local High Impact


Local Low Impact

Focus Group Session

Consider

Consider

Consider

Consider

Meeting by Invitation

Consider

Consider

Consider

Consider

Briefing of relevant precinct meetings

Consider

Essential

Consider

Consider

Site Tour Meeting Public Meeting

Consider

Consider

Consider

Consider

Briefing of Precinct Coordination Committee

Essential

Consider

Consider

Consider

Adviosry Committee

Consider

Consider

Consider

Consider

Committee of Management

Consider

Consider

Consider

Consider

Residents’ panel

Consider

Consider

Consider

Consider

Consider

Consider

Consider

Consider

Meeting with stakeholders groups/ user groups

Essential

Essential

Consider

Consider

Taskforce or working party Joint Venture

Consider

Consider

Consider

Consider

Series of Workshops

Consider

Consider

Consider

Consider

Dedicated project email address

Consider

Consider

Consider

Consider

Workshop session

Consider

Consider

Consider

Consider

Conmmunity Forum

Consider

Consider

Consider

Consider

Public Art Session

Consider

Consider

Consider

Consider

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Table 1: Engagement Techniques for INFORM Consider techniques for INFORM level

Always think it through

What can go right

What can go wrong

Printed Materials Fact sheets Newsletter Media advertising – local papers Brochures Issue papers Letters Media releases Media conference

• •

Keep it short and simple Make it visually interesting and engaging but not too busy or slick Proof-read all documents Ask randomly selected staff members to trial material and provide feedback before distribution to the public Use language that is inclusive and jargon free Always include opportunities for comment and include reply paid forms or envelopes to encourage two-way communication Explain public role and how comments have affected project decisions Offer interpretation services

• •

Can reach a large target audience Public look for information in regular format eg. newsletter, media column Allows for technical and legal reviews Written comments returned in reply paid format Documentation of public involvement facilitated Mailing list development

• • • •

Establish regular sites if possible to build on community culture Develop a distribution list Make sure personnel at locations know what materials are about & where they are located & who to contact for furth er information Consider electronic displays, eg. Touch screens, TV video loop presentations Make sure materials are removed when past their use by date

•

Information is accessible to the public at relatively little cost Public use the distribution locations to look for materials Public visit Council facilities and may learn more about service provision Public ask for further information at Council distribution sites

•

Needs to be visible and easy to navigate Keep information updated

•

Capable of reaching a large audience at low cost Popular information resource

• • •

• • • • • •

Displays Council Offices Libraries Community centres, Shopping centre Schools Childcare centres

• • • • •

Website Information directly into the household

• •

• • • •

• • •

•

17

•

• •

Distribution planning inadequate Materials do not reach the mark Materials not read Limited capacity to communicate complicated concepts Information misinterpreted

Distribution sites are overcrowded with information and the materials get lost among the collection of materials There is no active promotion of the materials Upkeep of information at sites is not well managed

People without access disadvantaged Technical difficulties Hard to navigate

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Table 2: Engagement Techniques for CONSULT Consider techniques for CONSULT level


What can go right

What can go wrong

Printed Materials, Displays, Website

Refer to Table 1

Refer to Table 1

Refer to Table 1

Briefings Council staff Elected Members Technicians Consultants Key stakeholders Community groups (including marginalised groups)

• • •

Keep it short and simple Use clear, jargon free, inclusive language Use easy to read diagrams and visuals that are consistent with the verbal and written content

• • • • •

Control of information/ presentation Opportunities to clarify misinformation Reach a wider variety of people Build community capacity Evaluate & readjust approach

•

Mailed Surveys/ Questionnaires/Response Sheets Blanket distribution Random distribution Selected distribution

•

Surveys/Questionnaires should be developed using specific guidelines and trialled before distribution Collection and method of analysis to be considered and clarified Level of engagement and parameters need to be clear

•

Can gather information from people other than those with special interest Gather information from people who might not attend meetings Can gather specific information Statistically tested results have more credibility

• • • • • •

Response rate can be poor Communities over surveyed Can be labour intensive Questions may be misinterpreted Results not trusted Results not fed back to communities effectively

Technical Assistance Attendance at: Briefings Meetings Workshops

•

Technical resource persons must be perceived as credible by communities Ensure technical resource persons have access to information about the communities attitudes

•

Build credibility & address public concerns about equity Facts in dispute can be debated and consensus reached

• •

Resource availability may be limited Technicians may not be prepared for working too closely with communities and may lack empathy with community concerns

Be there when you say you are going to be Consider the demographics of the area and time sessions accordingly Greet people at the door and explain the format, provide comments sheet Give people a task eg. “good/bad” dots to place on the displays to record their preferences

• • • • • •

Facilitates a wide variety of people Break down perceived barriers Fosters communication More convenient for people Engages people more effectively Minimise aggressive approach to Council staff

• •

Resource availability may be limited Technicians may not be prepared for working too closely with communities and may lack empathy with community concerns

Check the register content is relative to your purpose

•

Gather input from a broad range of people

•

Register maintenance can be resource intensive

• •

•

Open House/Chat Chair Communities engage at their own pace in a comfortable environment Drop in to individually to view plans, ask questions, give opinions, have an informal chat and a coffee, tea etc.

• •

Feedback Register Resident pool for feedback

•

• •

• • •

•

18

• • •

Some groups may be left out of briefings Inaccurate information may be passed on to community Expectations may be raised Information may be used inappropriately

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Table 3: Engagement Techniques for INVOLVE Consider techniques for INVOLVE level


What can go right

What can go wrong

Printed Materials, Displays, Website, Briefings, Information Contact, Technical Assistance, Open House

Refer to Tables 1 and 2



Focus Groups Use to test message with randomly selected people or to gain input to assist planning for engagement

• • •

Clear tasks Relevant representation Skilled facilitation

• • •

Provides opportunity to test material Verify prior assumptions Raise unexpected additional benefits

•

Interviews Face to Face Telephone

• •

Be clear and open about the intent Consider questions carefully to gather relevant information Ensure effective information recording methods Be inclusive Be equitable

•

Gather clear understanding of public concerns and issues Individuals feel inclined to provide input based on personalised format Able to reach more people by varying timeframe for interviews

• •

Know how you plan to use public input before the workshop How you are going to manage the group – rules for engagement Use trained facilitators and give them clear instructions to ensure the aims of the workshop are achieved How are you going to feedback outcomes of workshop to participants

•

Participants can use the opportunity to raise their concerns, needs, issues Foster equity and credibility Opportunity to hear the “silent” voices Special interest groups get to listen to other voices Unexpected additional benefits Relational benefits

• •

Workshops Commence with presentation and allow for interaction in small groups with feedback to larger group to bring all the information together at the end of the workshop

• • • • • • •

• •

• • • • •

• •

•

• • • • •

Field Trips Tour of project site or comparable site for stakeholders, elected members, community groups, media

• • • • • •

Set up booking system to manage demand effectively Make accessible to diverse groups Provide itinerary/tour guide Plan question/answer session Plan refreshment break/provide water during trip Consider safety

• • •

Opportunity to develop rapport with stakeholders Increase knowledge of issues and process for all involved Unexpected additional benefits

• • • •

Participants may feel restricted by the approach May be perceived as exclusive May be costly Can be very time consuming Participants can take their issues out on the interviewer Participants are tired of being interviewed on a range of issues and will not engage willingly Small numbers of participants Resistance to breaking up into small groups by some participants Special Interest groups monopolise the workshop Participants alter the agenda Facilitators not impartial or not skilled enough to deal with some behaviours Information session format used rather than workshop format Feedback not recorded effectively Number of participants can be limited by resource availability Intention can be misinterpreted Project site may reveal unintended conditions Aggrieved participant may take the opportunity to monopolise captured audience Report 3

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Table 4: Engagement Techniques for COLLABORATE Consider techniques for COLLABORATE level


What can go right

What can go wrong

Council Advisory Committees with specific focus

•

•

Potential for larger number of representatives on specific issues and increases ‘representativeness’ Developing skills of larger number of people Detailed input can be gained

•

Demonstrates Council’s commitment to citizen participation in decision making If combined with support, can develop skills of representative so they can develop skills of people in their own community Opportunities to develop multi-sector partnerships e.g. public, private, Non Government and community partnerships and bring together different resources, skills and energies to respond to priority issues in the community

•

•

• • Community representatives on Council committees

• •

•

Chairperson needs to be engaging, clear and inclusive There needs to be formal mechanism for Advisory Groups to feed directly into Council’s decision making process, otherwise it may be tokenistic The Terms of Reference and focus of Advisory Group need to be clearly defined Tasks/actions need to be outlined and carried out Input is ongoing - this aids planning and other developmental processes Representatives, if they are not Elected Members, are seen by community and Council as ‘independent’ Establishing Council Committees such as ‘Other Special Committees’ are referred to in Section 88 of the Local Government Act (1989) Requires timely administration and individual liaison in particular the provision of minutes and reports to assist decision making

• •

• •

• •

20

•

• •

Can be costly - providing necessary assistance to these groups so they can overcome any barriers to participation (e.g. may include need for interpreters, childcare, assistance for disabled, staff time for administration and support) Participants may misunderstand their role as advisors, not decision makers.

There is a limit to number of community representatives who can be on a committee, so they are not able to represent everyone Costly to develop skills of representatives Can be costly to provide necessary administration and assistance to overcome barriers to participation such as interpreters, bilingual workers, assistance for sensory disabled, childcare etc

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Table 5: Engagement Techniques for EMPOWER Consider techniques for EMPOWER level


Mediation/Negotiation/ Dialogue Designed to create shared meanings through effective listening and reflective questioning

• •

Citizen Juries Group of citizens selected to learn about an issue and then examine the data by questioning decision-makers, technicians, and interested parties – all of who are witnesses to the process. The Jury makes recommendations based on their evaluation of the discussions

•

Design Workshops Sessions where participants become involved in the design of a projects features

•

• • •

• • • • •

What can go right

What can go wrong

Establish firm guidelines Ensure the role of the mediator/negotiator and participants are clear Seek commitment to the process

•

Helps participants towards an understanding of others viewpoint Forward thinking approach sets new directions Win/Win outcomes Promotes accountability on both sides

•

Ensure the sessions are managed by a skilled facilitator Be clear about how the results will be used Ensure a cross-section from the community Consider current levels of expertise of participants

•

Great opportunity to develop deep understanding of an issue Positions of interest can shift Limitations and possibilities can be identified Can dispel misinformation Can build credibility Can provide unexpected benefits

• •

Plan how the design sessions will take place Provide clear information and guidelines for participants Provide clear parameters Provide technical support Provide opportunities to foster creative ideas

•

Can create effective partnerships and working relationships with communities and individuals Can develop sense of trust for all concerned Can identify issues and concerns in early stages of projects Can result in improved outcomes

•

Participants can be exposed to views and arguments from different backgrounds Special interest lobbying can be diffused Can develop capacity in communities Can provide unexpected benefits

•

• • •

• • • • •

• • •

Deliberative Polling Selecting people from communities to measure informed opinions. Essential elements required to ensure a democratic deliberative process are, influence, inclusion and deliberation (Carson, Hartz-Karp, 2005)

• • • • •

Ensure a skilled facilitator is used Commit to full process Consider resources required and check against budget and hidden costs Aim for a cross-section of participants from communities Plan to develop capacity in communities

• • • •

21

• •

• •

• • •

• • •

Can be difficult to identify who the parties are and who and what they represent Time and resource intensive Knowledge and skill base required to facilitate mediation/negotiation not acknowledged Group selection can be mistrusted Participants may not show up on the day Sessions can loose focus Cost can be extensive

Participants can be exposed to views and arguments from different backgrounds Special interest lobbying can be diffused Can develop capacity in communities Can provide unexpected benefits Mistrust of the organisers and unfamiliar process can hamper participation People do not have the time required to commit to the process Timeframes are unrealistic Agenda too ambitious or not specific enough Report 3

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Role of an Elected Member One of the most important roles of an Elected Member is to participate in making policy and decisions on behalf of their community.

to what their community has to say. •

Community expectations about decision-making processes have changed over time. The days of citizens electing representatives and leaving them to make decisions on their behalf during their term of office without being engaged in the process are long gone. Increasingly, citizens expect to have some control over matters that affect their living environment, and to see governments actively telling them about what plans they have, and listening and responding to concerns about matters which impact on the social, economic or environmental wellbeing of their local community.

Facilitating informed decision-making Some issues to consider regarding Elected Member roles in the community engagement process during Consult, Involve and Collaborate: •

It is prudent that Elected Members not take an active “hands on” role in the community engagement process, but rather maintain a neutral position and be clearly seen as listening

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However, in circumstances where an Elected Member has stated a position, it may be appropriate for a statement to be openly made that this is the case. This leaves it in the hands of the community to have input into swaying the strength of, or conviction to maintaining that stated position. In these cases, the argument for Elected Members not having a hands on role during the community engagement process is strengthened, to avoid community perception of a biased process.

It is important to maintain the integrity of an objective and unbiased community engagement process. Whilst it is difficult to make hard and fast rules about how to achieve this, some useful tips follow. •

During the community engagement planning phase, consider nominating suitably experienced staff, engaging specialist consultants, or inviting prominent citizens or community leaders to chair sessions or to facilitate workshops with key stakeholder groups to identify the main issues and gauge their engagement expectations.

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•

On occasion it may be acceptable for Elected Members to have more prominent roles in community engagement processes. Care needs to be taken however, that they maintain the integrity of an objective and unbiased community engagement process as previously discussed.

•

The presence of Elected Members during the information gathering phases, for example at community forums, demonstrates an interest in hearing what the community has to say, but they must clearly be seen as listening. Where they have particular information or facts to contribute, care should be taken by Elected Members to provide information in an objective and non-defensive way.

Elected Members ultimately need to consider the outcome of any community engagement process within the context of strategic planning directions for the whole Council area, resource and budgetary constraints, and broader regional or State policies where relevant.

Having made a final decision, community confidence will be enhanced by providing feedback to those who participated about how their input was taken into account in the decision making process. Elected Members have an important role in this regard, for example, the Mayor may convey messages verbally, in writing or through various mediums, which adds strength to the message that “we have listened and taken your views into account in our decision making”.

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City of Mandurah PO Box 210, Mandurah WA 6210 [email protected] Report 3 www.mandurah.wa.gov.au

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4.

SUBJECT: CONTACT OFFICER/S: AUTHOR:

City of Mandurah Strategic Community Plan 2017-2037 David Prattent / Graeme Davies Thamali Wickremanayake

Summary In April 2013 Council adopted the City of Mandurah Strategic Community Plan 2013-2033. In line with the requirements of the Western Australian Government’s Integrated Planning and Reporting Framework (IPRF) the City undertook a major review of the Plan during the period April 2016 to February 2017. A full review at the end of each four- year period involves a renewed long term visioning process, which required further community engagement. Community consultation was undertaken over a two month period using multiple mediums including faceto-face, telephone, an online forum and social media. The City actively engaged with over 2,000 local residents through the various channels. Following the community consultation period, the City’s consultants presented key findings highlighting the current priorities of the Mandurah community. Community feedback in conjunction with Council direction has shaped the City of Mandurah Strategic Community Plan 2017-2037. After Council endorsement on 27 June 2017, the draft Plan was made available to the community for comment, for a period of four weeks ending 28 July 2017. 39 responses were received in total. All feedback received has been considered in shaping the Strategic Community Plan 2017-2037. Council is requested to approve the City of Mandurah Strategic Community Plan 2017-2037 for adoption and public release. Disclosure of Interest N/A


June 2017

• G.19/9/16

September 2016

• G.35/6/16

June 2016

• G.31/7/15

July 2015

• SP.2/6/13

June 2013

• G.40/4/13

April 2013

Council endorsed the Strategic Community Plan 2017-2037 to be made available for public comment Council approved the Community Engagement Plan for the review of the City’s Strategic Community Plan Council approved the plan and timetable for the review of the City’s Strategic Community Plan Council received the City of Mandurah Strategic Community Plan 2013-2033 Desktop Review. Council adopted the City of Mandurah Four Year Corporate Business Plan 2014-2017, Long Term Financial Plan and the City of Mandurah Workforce Plan 2014-2017. Council adopted the City of Mandurah Strategic Community Plan 2013-2033.

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• G.58/2/12

February 2012

• G.33/11/11

November 2011

• G.38/6/11

June 2011

• G.44/8/09

August 2009

Council adopted the City of Mandurah Community Engagement Strategy to be undertaken in the preparation of the City’s Strategic Community Plan. Council resolved to acknowledge the Integrated Planning and Reporting Framework (IPRF) and to adopt the IPRF schedule for implementation by the City of Mandurah. Council resolved to note progress being made in achieving the objectives of the City of Mandurah Community Charter and Strategic Plan 2009-2012. Council adopted the City of Mandurah Community Charter and Strategic Plan 2009-2012 and associated Strategic Action Plan.

Background As part of the Western Australian Government’s local government reform program, introduced in 2010/11, all Western Australian Councils were required to prepare and implement an Integrated Planning and Reporting Framework (IPRF) by 30 June 2013. The IPRF consisted of a Strategic Community Plan, a Corporate Business Plan, an Operational Plan and an Annual Budget, and was to be informed by a combination of extensive community engagement and existing Council strategies and plans. In April 2013, Council adopted the City of Mandurah Strategic Community Plan 2013-2033, which took effect in July 2013. In June 2013, Council adopted the Corporate Business Plan 2014-2017. The Corporate Business Plan detailed the City’s priority projects, initiatives and actions that would be undertaken over the next four years by the City in response to identified community priorities and strategies outlined in the Strategic Community Plan. Council also adopted the City’s Long Term Financial Plan (2014-2023) and the City of Mandurah Workforce Plan 2014-2017 at that time. The framework requires all WA local governments to periodically review their Strategic Community Plans. At a minimum, a desk-top review of the Strategic Community Plan should be undertaken every two years, which occurred in 2015. A full review and renewed long term visioning process should be conducted every four years. This ensures that community priorities and aspirations are kept up-to date and remain relevant. Strategic planning occurs through a planned process of community engagement that captures input from diverse groups, ensuring that the City’s vision, aspirations and objectives that are expressed are representative of community views. The City engaged a consultant in April 2016 to facilitate community engagement, and assist in the first major review of its plan. The research process consisted of four phases – Desktop Review, Community Workshops, Discussion Forum and Quantitative Research. Community consultation was undertaken over a two month period using multiple mediums including faceto-face, telephone, an online forum and social media. The City actively engaged with over 2,000 local residents through the various channels.

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Following the community consultation period, the consultants presented key findings highlighting the current priorities of the Mandurah community. Community feedback in conjunction with Council direction has shaped the City of Mandurah Strategic Community Plan 2017-2037. Comment The draft Strategic Community Plan 2017-2037 was made available for public comment over a period of four weeks. Several mediums were used to inform the community on how they can have their say and were directed to the City’s Have Your Say website to provide feedback (on social media sites, residents were able to comment directly on the social media site as well). Mediums used to inform the community of the draft plan and requesting feedback included the following; • CoM website (Link to Have Your Say Website and Rotating Banner) • Posts on the Have Your Say website • Mayor’s Radio • Facebook posts • Twitter posts • Press Advertisements (Mandurah Mail and Coastal Times) • eNews letter (specially workshop participants who provided email addresses, and residents who registered on the Have Your Say website – including those who were unable to attend the workshops)

39 responses were received in total during the four-week public comment period. The feedback received and the City’s response is set out in Attachment 1: Submissions received on Draft Strategic Community Plan 2017-2037. Changes made subsequent to advertising 1. An internal review of the document revealed rewording strategy 6.4.3 as presented below would be better suited. The plan has been altered to capture the change. Original Ensure long term sustainability through good financial practices, sound business planning and asset management

Revised Ensure long term sustainability through good financial practices, resource planning, land use planning, sound business planning and asset management

2. Demographic data based on published 2016 Census results Indicator Current population Children (0-9 years) Youth (10-19 years) Aged (65 and over) Median Age Number of families Couple families with children Ave. number of children per family Lone person household One parent family Born overseas People who speak a language other than English at home People (15 years and over) who have completed secondary schooling Percentage of population 15 years and over attending University or other tertiary institution Median weekly rent

Original 85,280 12.4% 13.1% 20.4% 42 19,397 36.1% 1.9 24.9% 16.2% 31.8% 10.8% 35.3%

Revised 83,099 12.1% 11.9% 22.7% 43 22,213 37.2% 1.8 25.6% 16.1% 34.5% 8.8% 40.6%

7.2%

8.8%

$270

$320

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Report from Acting Executive Manager Strategy and Business Performance to Council Meeting of 12 September 2017 Median weekly household income Median monthly mortgage repayments Dwellings with 4 or more bedrooms Number of private dwellings Existing dwellings which are separate houses in Mandurah

$984 $1,950 47% 35,372 82%

$1,162 $1,820 49% 38,938 81.6%

3. Mandurah’s Age Structure: a comparison updated based on published 2016 Census results Original

Revised

Comparison

Between the 2011 and 2016 Census periods, Mandurah experienced a significant decline in its young children (0-4) and teenagers (10-14) and (15-19) age groups, and a significant increase in its retirees 65-69) and seniors (75-79) age groups. The City also experienced a mixed result in its working age group, with a significant increase in the 30-34 age group and a significant decrease in its 35-39 age group. This is likely to be a result of the end of the mining boom resulting in fewer young working families remaining in Mandurah, whilst the city remains popular as a retirement destination.

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4. An internal review of the document revealed rewording a performance measure under Environment KFA as presented below would be better suited. The plan has been altered to capture the change. Original Community perception of the City’s management of the environment

Revised Community perception of the City’s shared management of the environment

Next Steps Once the Strategic Community Plan 2017-2037 is adopted by Council it will be published on the City’s website and made available in print form. Delivery Roadmap for the review of the Strategic Community Plan (SCP) – Progress Community Engagement

Pre-start

Sep/Oct 2016

Mid Jan 2017 – Mid Mar 2017

Data Analysis

SCP* Update

Mid Mar 2017 – Mid May 2017

Mid May 2017 – End June 2017

Council Endorsement

Jun 2017

Publish New SCP*

Public Comment

July 2017

Aug 2017

Completed

*Strategic Community Plan Consultation Community feedback on the City’s performance and expectations for the future was received via multiple mediums including face-to-face, an online forum, social media and telephone, over a two month period. The City actively engaged with over 2,000 local residents through the various channels, and was able to reach over 19,000 people on average with each question posted on the City’s social media page which provided the opportunity for more people to respond. The draft Strategic Community Plan 2017-2037 was made available for public comment over a period of four weeks via multiple channels. Resulting 39 submissions being received which are individually addressed in attachment 2. A number of the submissions were supportive of the Plan. Issues highlighted in the submissions including the impact of development on Mandurah, traffic management, particularly in the City Centre, employment and educational opportunities, provision of community facilities. Specifically these matters are addressed in the following objectives within the Plan; • Promote Mandurah’s identity as a unique regional city, based on its waterways, history and future vision • Advocate for and facilitate the provision of infrastructure that matches the demands of a growing population • Advocate for and facilitate the provision of an integrated movement network • Increase local education and training opportunities Statutory Environment As part of the Western Australian Government’s local government reform program, introduced in 2010/11, all Western Australian Councils were required to prepare and implement an Integrated Planning and Reporting Framework (IPRF) by 30 June 2013. The IPRF consists of a Strategic Community Plan, a Corporate Business Plan, and an Annual Budget, and is to be informed by a combination of extensive community engagement and existing Council strategies and plans.

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Furthermore, all WA Councils are required to periodically review their Strategic Community Plans. The Department of Local Government has stipulated that a minor (desktop) review of the Council’s Strategic Community Plan (SCP) should be undertaken every two years, with a major (full) review to be conducted every four years. The four-year review is a long term visioning process and should involve community engagement. The draft Plan has to be available for public comment for a duration specified by the Council. This is a check in process and not a fresh engagement. Policy Implications N/A Economic Implications The Strategic Community Plan 2017-2037 informs and guides the City’s decision-making processes, including the planning and implementation of its Long-Term Financial Plan, and its Annual Budget. Strategic Implications The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report: Leadership: • Develop and empower our community leaders to determine, guide and advocate for the City’s future.

Organisational Excellence: • Ensure the City has the capacity and capability to deliver services and facilities that meet community expectations; • Deliver excellent governance and financial management; • Develop a strong brand of leading local government that meets community expectations.

Conclusion As part of the Western Australian Government’s Integrated Planning and Reporting Framework (IPRF) requirements, all WA local governments are required to periodically review their Strategic Community Plans, with a desktop review every two years and a full review every four years. The purpose of this report is to ensure that the City meets its IPRF requirements. The City of Mandurah’s Strategic Community Plan 2013-2033 was adopted in April 2013, and undertook its first major review in the 2016/2017 financial year. A desktop review was previously undertaken in June 2015, as part of IPRF requirements two years after adoption. Council endorsed the Strategic Community Plan 2017-2037 to be made available for public comment in June 2017, noting that a further report will be presented to Council at the end of the public comment period, for adoption of the City of Mandurah Strategic Community Plan 2017-2033. The draft Strategic Community Plan 2017-2037 was open for public comment for a period of four weeks, and feedback received has helped shape the Plan.

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Council is requested to approve the City of Mandurah Strategic Community Plan 2017-2037 for adoption and public release.

NOTE: • Refer Attachment 1 Attachment 2

City of Mandurah Strategic Community Plan 2017-2037 Submissions received on Draft Strategic Community Plan 2017-2037

RECOMMENDATION That Council: 1.

Approves the City of Mandurah Strategic Community Plan 2017-2037 for adoption and public release.

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Attachment 2: Submissions received on Draft Strategic Community Plan 2017-2037 and the City’s response Submitted Mark Newton

Comment Submission summarised as follows by officers; Concerns regarding permanent loss of bushland for development Potential oversupply of shopping centres and other commercial facilities

Kristi McInerney David Bartlett

James Thoson Paul Fenton

Is a great thing to happen to our community AS much as tourism is a key factor for the city, the only businesses/ people benefiting from them are generally hospitality related. Try and 'kill two birds with the one stone' and develop inner city businesses with high-rise office-type employment as per the 2030 precinct plan. This will have a knock on effect to the hospitality sectors, far greater (and consistent) than the tourism will. The tourism can still be there, I believe far greater benefit would be attained for all from focusing more on the CBD development as a priority. Looks good however only the future actions taken by council will be "the proof etc" As long as this is not filed away. Keep the ideas up front and as a target for future councils. The major concern of the community is safety and security and I think the City Council should seriously look at the poor state of the footpaths throughout central Mandurah. Once you move away from the upgraded foreshore, the footpaths are in a terrible state of repair and like numerous other residents, I have suffered injury from tripping over broken pavers and kerbs. It is a great achievement to produce a 10 year plan, but the basics need to be addressed first and I see that this has been lacking for a long time.

City's Response • The City has a policy of ensuring that some of its bushland heritage is preserved. As examples, in the past few years the City has directly acquired over 30 hectares of bushland for permanent protection. In addition the State Government has acquired over 700 hectares around Lake Clifton for permanent protection. • Noted. However, the City is unable to prevent a development which complies with its Town Planning Scheme and planning legislation. The submissions support for the Plan is acknowledged Agreed. However, these types of developments need private sector investment. The City has previously undertaken works in the City Centre to ensure that infrastructure is capable of accommodating these developments.

Support for the Plan is acknowledged. Progress on the Plan is reported annually. • The City is aware of the community’s concerns regarding safety and security and this reflected in the Plan. • Every effort is made to address safety issues with respect to infrastructure.

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Report from Acting Executive Manager Strategy and Business Performance to Council Meeting of 12 September 2017 Submitted Colin Elliot

Maureen Brunning

Neil Bartlett

Gary Brown Boyd Oakes

Comment Mandurah owes its exsistance to its history as a slow moving holiday town , But the plan seem to be to change it into fast moving suburb of perth . How about perserving its historic atmosphere and be content with its current size . If people want the crowds and the hussle of a large city they would never have moved here they would stay in perth. And lets stop stop spending shire money on gardens ect and keep rates at a low level , Mandurah is very expensive shire to live in compared to some others but we do have nicely multched road islands . What an amazing Strategic Community Plan. It is exciting and imaginative. We agree whole heartedly. However, the foreshore is a beautiful setting so care needs to be taken not over development it. - not enough emphasis on a efficient transport plan for the region. The key words being efficient and effective. - lobby the WA govt. for the duplication of the estuary traffic bridge - not enough emphasis on the promotion of businesses along the foreshore to promote the region and its status as WA's best coastal town - place more of an emphasis on the growing population of the region when looking at assets for the ratepayers. In particular, those residents that live in halls head, falcon, erskine and wannanup

City's Response • The views expressed in the submission is acknowledged. The Plan seeks to ensure Mandurah remains the capital of the Peel Region, however Mandurah’s population will continue to grow • This was not intended to be a detailed planning document but rather show how best the key issues identified by the community can be addressed, however Council does seek to achieve a balance between maintaining the amenity of Mandurah and keeping rates at an appropriate level.

Need to help provide accommodation for homeless people particularly young ones. No chance of them getting a job if they haven't got a home. Mandurah is a great place to live, no doubt about it. However, I believe more community driven projects would engage our youth and improve interactions between the youth and the retiree groups of our community.

The City supports advocacy for the homeless but is not resourced to deal directly with the issue. This is an issue to be managed at the Federal/State level. The Plan was not intended to be a detailed document outlining all activities, however the City does have existing programmes for Coastcare and Landcare and seeks constantly to engage with the community in the development of associated projects.

• Support for the Plan is acknowledged. • Planning is currently taking place for the next stage of the development. The City recognises the importance of the Eastern Foreshore. • The Plan seeks to plan for Mandurah’s long term traffic needs. A vision for the future of transport in Mandurah is currently under development. • The City already has a programme for City Centre activation and welcomes the participation of businesses. • The population growth of the Peel Region is a key driver of the plan.

Community gardens are a great tool for bringing the community together - young & old. In addition, volunteer management of such gardens will provide opportunities for the older folk to engage and train the youth in a variety of ways, employing various skill sets. These skill sets required would include electrical, plumbing, construction, landscaping, garden maintenance, mechanical and more. A great training ground in a variety of fields - fields which our older

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Report from Acting Executive Manager Strategy and Business Performance to Council Meeting of 12 September 2017 Submitted

Comment generation would have general knowledge and/or direct experience with.

City's Response

Training support could be offered by properly registered trades-people and business alike. This also provides an opportunity for employers to spot and employ new talent from the pool of young volunteers. Furthermore, volunteers could share cost effective food preparation & cooking skills with our youth & disadvantaged in an effort to provide these people with valuable knowledge & skills in respect of preparing healthy, cost effective meals at home. Additionally, reducing the huge sums money spent at fast-food outlets will assist with the financial issues facing many young & established families. Funding for such a project need not be on the city alone as several sponsorship opportunities exist. "Bunnings Commumity Garden" seems an obvious one while "CommBank Cabage Patch" could be another. There many corporate sponsorship opportunities associated with such a project. I haven't researched the success of community gardens. However, what I do suspect is that if they suffer a high failure rate, I suspect this would be due to planning, implementation & maintenance of the program not a lack of interest from the community. The benefits I see. Community engagement - young & old coming together. On-site training & development in common trade skill-sets. Employment opportunities for our youth - as well as empowerment. Assistance for the financially challenged - free food & cooking skills. A healthier community - less fast-food consumption. Income through food sales (if permitted) & sponsorship.

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Comment If community gardens don't have a successful history, this is a golden opportunity for the City of Mandurah to show the rest of Australia how it should be done.

City's Response

Druggies, doctors, alcoholics, business owners, retirees, abusers, disabled, disadvantaged, the poor, the wealthy, the loners, party-goers, teachers, tradies, mechanics - everyone likes gardening to some degree. It's therapeutic, rewarding & satisfying as it involves so many different skill-sets to keep most people engaged in some way.

Annette Dawes

Frederick Randall

Karin Peagam

"Mandurah, Australia's national leader in community engagement & development through innovative, sustainable solutions addressing common social & community issues. A City that not only listens, but responds in genuine, meaningful ways". Now would't that be a great tagline! A plan to ensure youth are given opportunities to learn work skills so all can be gainfully employed and become good caring citizens. Make Mandurah more beautiful. Safe swimming pools in the ocean and lots of well appointed beach shade. Lots more beach parking and shower facilities Restructure the roads in inner mandurah - for aesthetics and safety. Coastal accommodation for holiday makers.

So many things can change in 20 years that is bold indeed to try to plan that far ahead. However, failure to plan will lead to failure. To the extent that one can forsee the future I believe it is a good plan. Im deeply disappointed to see the council not pushing MUCH harder to raise our uptake of sustainable and renewable energy resourcing. Im also saddened to see so much money wastex on pretty_fying our roads with no clear and long term focus on actual daily traffic flows in and through the centre of town. Consider banning all trailers caravans and boats from the foreshore roadways at all times.

• The City’s strategic direction includes advocating and partnering for increased regional employment and local education and training opportunities. It is acknowledged that the main role is advocacy as this area requires action from State and Federal Governments. • It was not the intention of the plan to present detailed infrastructure projects. These will be addressed through shorter term, detailed plans such as the Long Term Capital Plan. The Plan seeks to achieve the desire of the submission to ensure that Mandurah maintains a high level of amenity for residents and visitors alike. Support for the Plan is acknowledged.

• As a high level plan, the document does not identify every activity planned by the City such as sustainable energy. The City does have a strong commitment in this area through projects such as geothermal heating at its recreation centre and solar electricity generation. • The Plan was not intended to address specific issues such as traffic management which is an operational matter and is constantly reviewed.

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Report from Acting Executive Manager Strategy and Business Performance to Council Meeting of 12 September 2017 Submitted Keith Jenner

Linda Thorpe

Comment Firstly! How much did our council accept to pay for that, of to me, a self council justification of its outlays? It's but a simple, no handballing accepted, question.And what, of our now neutered planning department, did get a say, of a four lane traffic bridge, being constructed to provide to that of but mostly of passing commuter traffic! THROUGH THE CENTRE of that! Not long ago! Just a fishing village! And that of but was not of designed! But just of what was, that required, of that of it's time.! OK! Our Town bridge is of but that of a jarrah pole construction that was that of but seen as now, inadequate! Prior to that of our Concrete Estuary Bridge was/is, now observed of it's inadequacies, from that of our current, 'commuter traffic'! From that of but over, just over, an estuary! Canning bridge was built of that then same, current techniques. Hmmn! And it's still there! We have had several changes that of by to which, of, western exiting traffic, going east, over the ' town bridge'. And that of by the councils attempt to comply with that of our existing, local business, personal, financial, outlooks! Did but mess about with!. But how are those fairies going to deal with a 4 lane 'town bridge'! That now administered by the MRD? And so, please explain that of some your strategic plan! That of but of a satellite suburb of the Perth CBD! That but of which my phone call to that of my suburban based, child, Perth suburb, that being of less than 70km, is charged that of but a National call. And that of by which our planning council has had it's teeth, pulled. Houston! We seem to have lost contact! Is this reply, to that of but asked, acceptable? NNTR! Of the 4 areas of dissatisfaction identified by the City, I am disappointed that only one of these is to be given high priority. I believe that the other 3 areas of dissatisfaction also need to be given HIGH PRIORITY: • Traffic management • Factoring climate change prediction into decision making • The amount of employment and educational opportunities for youth

City's Response • The key direction of the City’s planning is to create an identity for Mandurah which both differentiates it from Perth but also positions it as the major regional city. • As a high level plan, the document does not identify every activity planned by the City such as traffic management and infrastructure. The issue of the Mandurah Traffic Bridge replacement has been well documented and the new bridge is an integral part

• As a high level plan, the document does not identify every activity planned by the City such as traffic management. The City is aware of the community’s concern in relation to traffic management and at an operational level invests significant resources into this activity. • A key direction for the Plan is to “factor climate change predictions into land-use planning, building design and future Council decisions. • The City’s strategic direction includes advocating and partnering for increased regional employment and local education and training opportunities. It is acknowledged that the main role is advocacy as this area requires action from State and Federal Governments.

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Report from Acting Executive Manager Strategy and Business Performance to Council Meeting of 12 September 2017 Submitted Philip Bradshaw

Marijke Golding

Peter Barber

Comment The plan is a bold step that would take Mandurah into the future BUT the planning for Mandurah,that has been undertaking so far, has been far from acceptable. To be able to implement the vision / plans the Shire needs to employ forward thinking planners who have a modern, practical outlook that puts the people of Mandurah first, not a "she'll be right attitude" where close enough is good enough E.G. 1) the train station is not in Mandurah (it is in Greenfields) more should have been done to work with the State Government to be able to provide a better location 2) the "Bridge to nowhere" was built overseas & still serves no purpose 3) the new town bridge doesn't allow yachts & tall boats to travel under it 4) the shire needed to work with the Main Roads to build a practical, 4 - lane bridge over the estuary 5) the shire allowed the building of "tin sheds" to be used as private residents on the corner of Anstruther & Adana 6) the shire allowed the building of 2 new shopping centres on the busy access road into Mandurah, a road that was already inadequate to handle the traffic flow 7) the shire has built a "hotch potch" of roads & roundabouts in the city business centre that causes more problems than it solves. The shire has big plans & needs the right people to achieve them! Employment and youth programmes are essential for ensuring community safety and in my opinion these need to be considered high priority in Mandurah's future development..

City's Response The submission highlights some of the challenges that come with a place which has significant population growth. It also highlights the variety of opinions which exists, particularly in relation to the provision of infrastructure and private development. The Strategic Community Plan seeks to outline the future direction for the City of Mandurah, which will be implemented by the administration under the guidance of the Council.

A most comprehensive document! Obviously took many man hours and personnel to put this report together. I have read the document and agree with the aims and objectives of the Council. I believe the most important thing now is to constantly review the objectives (suggest annually) and ensure that we don't stray away from them. Well done!

The submission’s support for the Plan is acknowledged. Progress on the Plan is reported annually.

• The City’s strategic direction includes advocating and partnering for increased regional employment and local education and training opportunities. It is acknowledged that the main role is advocacy as this area requires action from State and Federal Governments. • Community safety is also an identified priority and the City’s actions on this are detailed in annual budgets and capital plans.

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Report from Acting Executive Manager Strategy and Business Performance to Council Meeting of 12 September 2017 Submitted Tony King

Comment Sports Promotion Days in Local Shops for Community Clubs as Rockingham do for Summer and Winter Seasons.

City's Response It was not the intention of the plan to provide a detailed statement of activities, however the City does provide support for sporting clubs.

Les Atkins

Not much has changed in the past 20 years. Mandurah still has no base industry. Until Mandurah becomes a Government administration hub unemployment and the social problems that go with it will continue for another generation. Government services that have moved out of Perth in the past 20 years are many. They include Fire and Emergency Srvices that went to Cockburn. The police academy went to Joondallup. Police licensinf services went to Innaloo (Stirling) Landgate went to Midland. Centrelink from Northbridge to Osborne Park and Cannington. This list is by no means comprehensive but serves as an example of what moves have been missed out on by Mandurah. The economic multiplier effect of Public Servants moving into the City with jobs and disposable income is an opportunity so far missed. Many thousands of square meters of floor space suitable for offices currently lie vacant. I believe it is time for Community leaders and the executive at the City of Mandurah to get some results for residents. Mandurah needs to become a Government administrative hub. Mandurah has progressively been raped and sterilised of personality it is sadly now just a bleached suburb of Perth.

It was not the intention of the plan to provide a detailed statement of activities, however the City has already undertaken extensive lobbying with State Government on this issue.

I read the entire document, and found precisely 2 lines of any interest, as they referred to some current issues. To clutter up the remaining 31 plus pages with motherhood statements, trite truisms and repetitive nonsense, makes one wonder why you bothered at all. This is typical of a City which cannot make minor improvements to roads in a timely and efficient manner, continually changes the road system because they don't plan properly, and hold noone to account for these mistakes. I remember the footbridge debacle, the Mandurah terrace entry to the city redevelopment, the roundabout opposite the hospital which stopped buses in Lakes Rd, the prolonged and useless re alignment of Lakes Rd etc etc.

The view expressed in the submission is acknowledged. The City progress against the Plan will be reported annually.

Eddy Lansdown

William Philip

The submitter’s view of Mandurah is acknowledged, however, the City is actively seeking to ensure that Mandurah is seen as the Capital of the Peel Region.

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Janet Baker

Melinda Wells

Yvonne Mcardle

Comment If these are the products of a strategic (or any) plan, I am astonished. Sack the consultants who produced this masterpiece, set some concrete goals for the future that specify when, how, why, and how to measure the success of real projects that Mandurah needs. I have reviewed the document twice and cannot fault your priorities. With a special interest in heritage, built, documented and recorded I was pleased to see them acknowledged. Of course the challenge is now to live up to the 'dream' something which is difficult with no knowledge of fiscal and physical challenges in the next years. Make good on your proposal to upgrade Falcon Skatepark which was supppsed to be included in the 2016/17 capital budget. Funding application for 2016/17 with project delivery 2017/2018. Park is sub standard and too small for the amount of users. The youth of Mandurah need this facility upgraded and expanded. Other councils have already committed and built new skateparks for The youth their area, it's time Mandurah did the same. I envisage that encouraging the youth to train in hospitality and catering in state of the art hospitality training facilities may lead to Mandurah becoming a foodie destination one day soon. when word gets around that standards in service and food and beverage are something exceptional to look forward to, It may become renowned for this and put Mandurah on the world map. Thus investment in a hospitality college may yield future benefits for the city. Getting local businesses to sponsor artists to create outdoor sculptures to exhibit on the foreshore (in the style of sculptures by the sea at Bondi and Cottesloe) may be another festival/ event to attract visitors to the city. Having a daily pelican feeding session (sponsored by fish and chip shops) would also add fun for visitors in the city…

City's Response

Although long range planning is beset with uncertainty, the plan provides a roadmap for the City in developing its future resource assumptions.

It was not the intention of the plan to provide a detailed statement of activities, however it’s noted that a skate park for Falcon is planned for 2019/20 subject to the availability of grant funding.

• The City’s strategic direction includes advocating and partnering for increased regional employment and local education and training opportunities. It is acknowledged that the main role is advocacy as this area requires action from State and Federal Governments. • It was not the intention of the plan to list detailed activities. The schedule of festivals and events is constantly reviewed.

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Report from Acting Executive Manager Strategy and Business Performance to Council Meeting of 12 September 2017 Submitted Nancy Turner

Richard Wartren

Malcolm McPhee

Comment I'm delighted with the top3 identified areas to address. I ploughed thru all the pages, and while I accept and respect all the work that went into the formal summary, may I BEG you all to get away from words and theory, and keep it SIMPLE. FOCUS on real, practical ways that will make a difference, tangible and VISIBLE action. Too much theory bogs you down, tires you, and creates a false sense of accomplishment....when really there's nothing to see! Think of our grandparents who were not constrained by theory, documents, philosophies, vision statements, headings and categories of words. They looked for PRACTICAL WORKS they could get their hands into, and they worked at it. Don't let documentation control you. Let natural instinct, vision, passion and commitment guide you, and most of all COMMON SENSE please! I'm excited at what you will achieve. I love it here and believe you care. Good luck! Good plan - well thought out. Now it is up to you to execute it properly. Lacking in focus on new subdivision approvals and the setting aside of an adequate percentage of land as natural bush and for recreational purposes. New subdivisions currently being developed are set to become the slums of the future due to overcrowding and lack of open space.

City's Response The advice in the submission is timely. The practical implementation of the identified strategies will be important to the future success of Mandurah.

I would like to know what dept is responsible for improving traffic flow around the "old Mandurah" precinct, specifically the area bounded by Pinjarra Rd, Scholl, Tuckey Streets and Mandurah Tce. In the past couple of years we have Changed direction of traffic flow in Mandurah Tce twice. Removed a perfectly good operating roundabout at the corner of Scholl and Tuckey Streets. The lack of a green feeder arrow turning right into Pinjarra Rd from Scholl Street. Are there any plans to correct the congestion on Sholl St. with the completion of the new traffic bridge?

It was not the intention of this Plan to address detailed issues. The Plan identifies the need for a strategy to manage Mandurah’s long term traffic needs. Traffic management in the City Centre is constantly reviewed

The Plan was not intended to be a planning document, however the City is very conscious of the need to preserve bushland and provide adequate public open space. An active Bushland Protection Programme is in place.

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Report from Acting Executive Manager Strategy and Business Performance to Council Meeting of 12 September 2017 Submitted William Rigg

Angelo Gangemi

Peter Hick

Bernie Robinson

Comment The plan looks like a early 1990s thing that was used to justify public service jobs. It does not seem to resonate with any reality that exists in 2017. We need our council to start looking after residents and rate payers a lot more, and people who don't live here a lot less. The council needs to get back to looking after services and facilities for locals. Fostering clubs and providing low cost places to meet and do group activities. Like improving sporting ovals and club rooms, building more halls and meeting spaces. Subsidizing activities for residents. Spaces like the Esplanade need to be developed for residents not potential customers of food businesses or real estate developers. It would be good to see a well designed arrangent to start to preserve the beach house culture and freestyle architecture that keeps Mandurah apart from modern housing developments and crappy lifestyles. "Mandurah for Mandurah Residents" should be the motto of the council. Overall assessment - Waste of money aimed at coucil jobs and pleasing developers. It is a great looking plan and it ticks all the boxes. BUT until we see concrete and substantial improvements with jobs creation, everyone in Mandurah will continue to suffer. - Young people will continue to live without a purpose and social issues - Families will continue to struggle - Small businesses will continue to struggle and fail - Most of us will continue to be weary about our general safety I feel that it is a comprehensive and balanced approach. CoM must support "whole of life" regional education and employment strategies. Financial rigour and accountability is expected. Co-operation and collaboration with adjoining regional LGAs is important. With a projected extra 50,000 residents by 2036, why is it that the plan makes no reference to where these people will be housed? I raised this point at the Pt Bouvard local area workshop but see nothing in the strat plan that remotely addresses this major issue!!!!

City's Response The Plan is focussed on the community, however, and it recognises that Mandurah is rapidly becoming a modern city and is changing.

The City’s strategic direction includes advocating and partnering for increased regional employment and local education and training opportunities. It is acknowledged that the main role is advocacy as this area requires action from State and Federal Governments.

The City has an active advocacy plan and lobbies constantly for improved education facilities and employment opportunities. The development of a growth plan involving collaboration with the Shire of Murray to develop, among other things, the Nambeelup Business Park is one example. It was not the intention of the Community Strategic Plan to address planning issues. Although this is an important subject, other planning documents such as the Perth-Peel 3.5 plan, which is currently under discussion with the State Government, are looking at this issue. At the local level the City has sought to

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Kerry Thorn

Monique Engelter

Comment The city has virtually no land remaining for this expansion thereby necessitating alternatives to be identified, such as infill. Surely this is a major issue! A small infill example : Growth has been significant southward through Melros with a large shopping centre planned there but there is little to no available clear land remaining to create additional living areas. South of Timms Thickett Rd, State Planning state minimum land size to be 2 hectares. This was probably a good decision way back when the original subdivision was made but is now a luxury that is not justifiable. There is no explanation anywhere as to why this requirement continues today. There are over 100 allotments in this area west of Old Coast Rd. Especially noting it is OUTSIDE the Lake Clifton catchment area, this area could be easily re-allocated as 1 hectare lots, or even smaller (say half-hectare), as no additional infrastructure would be required. This would not affect the ambience of the area and would go a small way to assisting growth without any impact on environment etc.. This point was raised as a “key issue” in the 2011 planning doc re ‘determining whether the land…..south of Timms Thickett is suitable for suburban development’ but nothing has been done to address/resolve this "key issue". WHY HAS IT NOT BEEN CONSIDERED?????? Firstly would like to say that I like the way this plan has been communicated to me and have found the process very inclusive which helps me feel part of the Mandurah community. Secondly I like the way the plan genuinely addresses the identified concerns of respondents so note is being made of the actual issues for some residents (even if they are not my top concerns). Thirdly I'm excited about the plan. Makes me want to stay in Mandurah. I think the foreshore development is awesome and like the way projects look to enhance Mandurah's unique attractions. Great to see the City being inclusive and endeavouring to look after all its inhabitants plus celebrating and acknowledging our original inhabitants. Sounds good to me.

City's Response address the concerns raised in the submission via the Southern Mandurah Structure Plan, which has now been incorporated into the City’s Town Planning Scheme.

Support for the Plan, the process of its preparation and for Mandurah itself is acknowledged.

Submissions support for the Plan is acknowledged.

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Report from Acting Executive Manager Strategy and Business Performance to Council Meeting of 12 September 2017 Submitted James Bancroft

Ken Pitts Louise Dunn

Craig Salt (on behalf of Madora Bay Residents Association)

Comment Firstly I believe the plan is a first class piece of work and thankyou to all those respondents who have helped in the plan's formulation. As a 76 year old resident I can visualise great community involvement and participation within the frameworks proposed for community involvement at all levels and all age groups. Well done Mandurah and the last 16 years living here have been great and I hope for many more in this vibrant city. Parking in city centre area needs to be increased.

City's Response Support for the Plan is acknowledged.

The 20 year strategic plan looks very positive however I cannot see anything there on the subject of phasing out the current toxic weed control practices and introducing safe and effective options such as steam weed control. This is now being used in Bassendean, South Perth and other councils. Mandurah can no longer afford to ignore the growing body of evidence on the detrimental health and environmental effects of long term pesticide use. The commonly used Roundup product is now labelled a carcinogen in California. These poisons are sprayed excessively in public areas with no consultation with the public. I often see young council workers spraying without any protection and when asked they tell me they have been told it is safe and they don't need protection! Mandurah council and parks departments are getting their information on the safety of these products from APVMA and the pesticide contractors - both of whom have financial interests in these products and their use. It is time that Mandurah showed itself as what it is aspiring to - "A community that is a leader in proactive and innovative environmental management." I'd like to see Mandurah be proactive and innovative in phasing out the use of these chemicals - it's too easy just to do things the way they have always been done but when this way is potentially harming the health of the community and the environment there is no excuse for not bringing in the safe methods which are available. 1. We believe the Plan would benefit from having more specific and measurable KPIs, ideally in the SMART format

The Plan was not intended to be a detailed document outlining all activities. The concerns of the submitter are acknowledged. The City has investigated this matter and following a report to Council, the current city practices were endorsed. However the City will monitor this issue and will respond to new scientific evidence on the matter.

The Plan was not intended to be a detailed planning document, however the issue of car parking in the City Centre is under constant review.

The Strategic Community Plan aims to set out the long term vision for the City of Mandurah. This plan consists of factors that are directly controllable by the City and those that aren’t. At the Strategic Plan level the City will assess the progress using a combination of indicators that will be measured (in City’s direct

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Comment

2.

We would like to see additional / different efforts made to engage community members in future updates of the Plan. No-one at our Committee meeting had any recollection of hearing about, or being invited to participate in, the consultation process for the most recent review of the Plan

3.

It appears that the format of the last review may have restricted the type of community feedback captured. For example, some Committee members have picked-up the following themes during community-based conversations over the past 1-2 years: a. The local and state planning system being largely dysfunctional b. Local residents not being adequately consulted with c. Lots of money being spent ‘going around in circles’ (particularly in relation to road works) or ‘over-engineering’ facilities and infrastructure d. A lack of genuine commitment to preserving the local environment. Based on point 4 above, we believe it is important that future reviews allow for free-form unsolicited feedback about community concerns (i.e. as opposed to just ‘agreeing’ or ‘disagreeing’ with a list of standard statements).

4.

City's Response control) and indicators that will only be monitored (not in City’s direct control). It is not intended to have SMART KPIs listed in this Plan. These are listed at the next level – in the Corporate Business Plan. The City used multiple channels to inform community on how they can have their say including; - Full page paper advertisement - Paper articles inviting the community to have their say - Community Announcements on Radio - City of Mandurah Corporate Website and social media pages - Letterbox drops in East, South and North Mandurah which included 426 houses in Madora Bay - facebook share with Residents Associations including Madora Bay Feedback on other preferred channels of communication for future events would need to be explored. • Community consultation took multiple forms and the qualitative forms allowed open discussion •

Concerns with the planning system, engineering works and preserving the local environment are acknowledged. These are challenges that government and local communities face when living in a city which is experiencing significant population growth.

City is always looking at ways to improve how we engage with the community. In preparation of this Plan four community workshops (one per ward) to capture issues related to each area, a Youth workshop to capture the views of young people, and a workshop with those residents who had not previously engaged with the City. There were independent facilitators at each session and encouraged open discussion. These sessions certainly allowed feedback as mentioned above.

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Attachment 1

Strategic Community Plan 2017 - 2037

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Acknowledgement of Country The City of Mandurah would like to acknowledge the Bindjareb people – the traditional custodians of this land - and pay respect to all Elders, past and present. We wish to acknowledge and respect their continuing culture and the contribution they make to the life of this city and the region.

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Message from the Mayor and CEO People and our community are at the heart of what drives the City of Mandurah. We are very passionate about making Mandurah a thriving, healthy, safe and connected community. The City of Mandurah continues to work towards the goals set out in our 20 Year Strategic Community Plan. Our efforts are being put into delivering a number of exciting community projects, events, services and infrastructure, all aimed at making Mandurah a better place to live, work and play. Our community plays a key role in shaping the city’s future, as the community’s vision, aspirations and needs are what ultimately determines the City’s direction and operations.

The Strategic Community Plan will assist the City in its planning by ensuring that the activities, infrastructure and services that the City delivers are prioritised in line with the expectations of our community. It will act as an enabler in terms of how our community contributes to the delivery of the plan, and will also provide other levels of government and the business community with a clear view of the Mandurah community’s aspirations for its future. The plan helps explain our vision to be a place where our community is proud, inspired, inclusive and innovative where we respect our connections to the past and create a great future.

Marina Vergone Mayor, City of Mandurah

We would like to thank our community for participating in the City’s 20 Year Strategic Community Plan review, and look forward to continue our exciting journey towards a vibrant and sustainable Mandurah – a place we are proud to call home.

We are required to review this plan every four years to ensure we are still meeting the community’s expectations and aspirations. This plan is the result of a review of the 2013-2033 plan and follows two months of community consultation, undertaken between November 2016 and January 2017.

Mark Newman CEO, City of Mandurah

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Councillors East Ward

Cr. Darren Lee Deputy Mayor

Coastal Ward

Cr. Lynn Rodgers

Cr. Shane Jones

Cr. Shannon Lawson

Town Ward

Cr. Peter Rogers

Cr. Tahlia Jones

Hon. Cr. Fred Riebling JP

Cr. Caroline Knight

Cr. Peter Jackson

North Ward

Cr. Jane Field

Cr. Dave Schumacher

Cr. Ron Wortley

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Our Vision and Values

Vision

A place where our community is proud, inspired, inclusive and innovative where we respect our connections to the past and create a great future.

Purpose

To create a vibrant and connected city that supports and improves the community for everyone.

Principles

The City’s progress towards its vision and purpose will be achieved by working with the following principles: • Protecting environmental assets for future generations • Ensuring social and economic wellbeing. • Continuous improvement to achieve the best outcomes for the community

Values

The City’s corporate values are: Connected, Integrity, Excellence, Innovation, and Courage.

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Madora Bay

Our History

Lakelands

Silver Sands San Remo Meadow Springs

Mandurah Halls Head

Greenfields Parklands

Falcon

Coodanup Dudley Park Erskine

Wannanup

The City of Mandurah covers an area of 173.5 square kilometres, and extends from Madora Bay and Lakelands in the north to Herron and Lake Clifton in the south. The Mandurah local government area is approximately 50km long, yet only 8km wide at its widest point. The first people known to have inhabited the area were the Binjareb tribe of the Bibbulmun Nation. The locality then was known as Mandjoogoordap, which translates as ‘meeting place of the heart’. After European settlement the name was adapted to Mandurah. Modern day Mandurah was founded in 1830

when Englishman Thomas Peel brought 400 immigrants, equipment and stores to Western Australia in exchange for a grant of land. The area remained isolated during these early years and into the 1850s, when convict labour was able to build roads. The only way to cross the estuary until 1894 was by ferry punt. Mandurah continued to expand slowly over the years, and at the turn of the twentieth century, it began to emerge as a tourist town, with fishing and crabbing its major attraction. Mandurah’s main industries at the time were fishing and fruit growing, with several fish canning factories also in operation.

Our City Today

Dawesville - Bouvard Herron - Clifton

Today, Mandurah is an emerging city, located 74km south of Perth. With the introduction of the Perth-Mandurah Railway in 2007, and the opening of the Perth-Bunbury Highway in 2009, Mandurah now only takes 48 minutes to reach by rail, or one hour by road. Mandurah, until recently, was one of Australia’s fastest growing cities. The city has experienced phenomenal long-term growth over the past half-century, growing from a seaside village 6

with less than 2000 residents in 1954 to a city with a population in excess of 85,000 in 2016. Mandurah has seen an average increase of around 2300 (1.7 percent) new residents each year over the past five years. Between 2016 and 2036, Mandurah’s population is forecast to grow by more than 38,000, to reach over 123,000 by 2036.Mandurah is currently Western Australia’s 10th largest local government in population terms, and is the largest regional city in Western Australia.

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Mandurah: a snapshot DEMOGRAPHICS

9 Mandurah’s Age Structure: a comparison* 8

EXPECTED CHANGE IN HOUSEHOLD TYPE 2016 - 2036

7 6

CURRENT POPULATION: 83,099

11.9%

12.1%

22.7%

of the population

of the population

4

Aged (65 and over)

3

Mandurah 2016

2

of the population

Western Australia 2016 1

FORECAST POPULATION IN 2036: 123,402

Australia 2016 4 -1 10

5-

9

0 +

Youth (10-19 yrs)

85

Children (0-9 yrs)

5

Children (0-9 yrs)

Youth (10-19 yrs)

Aged (Over 65 yrs)

11.5%

12.6%

24.4%

of the population

of the population

BORN OVERSEAS: 34.5%

of the population

People (15 years and over) who have completed secondary schooling*

40.6%

MEDIAN AGE: 43 YEARS OLD* Number of families*

Couple families with children*

22,213

37.2%

Average number of children per family*

Percentage of population with University or other Tertiary Qualification^

Average number of people per household*

1.8

38.1% People who speak a language other than English at home*

2.4

Lone person household*

One parent family*

25.6%

16.1%

7

8.8% Report 4

Percentage of population 15 years and over attending University or other tertiary institution*

8.8% Australian Bureau of Statistics; 2011 Census Attachment 1 Page 101 ^

* Australian Bureau of Statistics; 2016 Census

DEMOGRAPHICS Median weekly rent*

Median weekly household income*

$320

$1,162

Median monthly mortgage repayments*

Dwellings with 4 or more bedrooms*

$1,820

(average 3.3 bedrooms per dwelling)

Number of private dwellings 2036 (ID Forecast):

Existing dwellings which are separate houses in Mandurah*

57,910

81.6%

2011 : *

38,938

49%

EMPLOYMENT

Mandurah’s Main Employment Industries: 2006 and 2011***

Labour Force**

Mandurah 2006

15

37,096

Mandurah 2011

9

NUMBER OF UNEMPLOYED: 4,028** 6

UNEMPLOYED RATE: 10.9%**

8

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lA Pr ss o ist & fess an Te io ce n c a hn l, Pu bl ic S al ci ic Ad Se en rv tific m ic in es ist ra tio n & Sa Ed fe uc ty at io n & Tra in in g O the rS er vic es

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es

de il Tra

& e C ar th

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Ac

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** Department of Employment; Small Area Labour Markets Australia; March quarter 2017 *** Australian Bureau of Statistics; 2006 and 2011 Census of Population and Housing; Industry of Employment by Age and Sex.

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on

str uc

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* Australian Bureau of Statistics; 2016 Census

C

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in

in

g

% of Mandurah resident workers employed in Mandurah (2011 Census):

M

46.2%

n

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BUSINESS Number of local businesses*

Largest industry sector by number of employees

4,584

Retail Trade

Largest industry sector by business counts

Gross Regional Product*

Construction

$2.95 billion

ENVIRONMENT Waste diversion from landfill

26%

City’s carbon foot print

7,615 tonnes Co2e per year

% of clean energy used by the City of Mandurah

7% (with geothermal this is expected to be approximately 20%)

SPORTS AND RECREATION Hectares of public open space**

2,240 Hectares of public open space per 1000 people**

26

* Australian Bureau of Statistics; 2016 ** October 2016

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External Influences and Challenges In addition to being a rapidly growing area, Mandurah has comparatively high numbers of older residents and low numbers of young adults. It also suffers from high unemployment. Mandurah’s current unemployment rate is 10.1 percent (June 2016), which compares unfavourably with the WA average of 6.0 percent. Mandurah is currently the Peel Region’s highest unemployment local government area, and is also among the highest unemployment areas within the Perth Greater Capital City Statistical Area.

• Reduction and/or more competition around funding opportunities

As a result of rapid population growth and urbanisation, Mandurah faces a range of sustainability challenges, including:

• Ensuring community health and wellbeing, safety and security

• Creating jobs and improving access to local employment

• Attracting and retaining young people • Meeting community infrastructure needs

• Improving education and training outcomes

• Addressing social disadvantage, including affordable and crisis housing needs

• Growing and diversifying the regional economy • Preserving the natural environment and waterways

Risk Management The City recognises that as a public authority, it is exposed to a broad range of risks which, if not properly managed, could adversely impact on the organisation. In response, the City has implemented a risk management framework to identify and address areas of potential risk to the City. The system adopted is consistent with the Australian Standard for Risk Management - AS/ NZS ISO 31000:2009.

A range of activities have been implemented to embed risk management principles into the organisation, including risk management awareness training for all staff, utilisation of the Risk Register, integration of risk assessments into the City’s annual business planning process, and improving the quality of risk management plans for major events, projects and grant funding submissions.

10

Regular updates are provided to Council on the City’s risk management and occupational health and safety performance.

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Integrated Planning and Reporting Framework As part of the Western Australian Government’s ongoing local government reform program all Western Australian Councils were required to prepare and implement an Integrated Planning and Reporting Framework (IPRF) by 30 June 2013. The IPRF is designed to improve local government strategic planning, and consists of a: • Strategic Community Plan (10 years+) links the community’s priorities and aspirations with Council’s vision and long-term strategy; • Corporate Business Plan (four years) - incorporates existing Council plans and strategies with the Strategic Community Plan; • Operational Plan (one year) - included within the Corporate Business Plan, the Operational Plan details major projects, actions and activities for the year, aligning with Council’s annual budget process. In order to ensure compliance with these requirements the City of Mandurah’s Strategic Community Plan 2013-2033 was adopted in April 2013, and reviewed in the 2016/17 financial year. A desktop review was previously undertaken in June 2015, as part of IPRF requirements two years after adoption.

The community plays a key role in shaping the City’s future, as the community’s vision, aspirations and needs are what determines the City’s direction and operations. The full review at the four- year period is a renewed long term visioning process, which therefore requires further community engagement. In November 2016, the City of Mandurah called on the community to have their say on Mandurah’s future, as part of its review of the City’s 20 Year Strategic Community Plan. The 20 Year Strategic Community Plan 20172037 is informed by a combination of community engagement priorities, Council’s long-term vision, and a range of informing strategies. These include: • Asset Management Plan - lists the City’s physical assets, their condition, type and expected renewal requirements; • Workforce Plan - shapes the City’s workforce structure to ensure that it is capable of delivering organisational objectives now and in the future;

Local government planning is also impacted by a range of external and internal strategies and plans, including those by Commonwealth and State Governments. The 20 Year Strategic Community Plan is designed to reflect the Mandurah community’s broad vision, values and aspirations for the future and will determine Council’s strategic priorities for the next two decades. Outcomes of the Strategic Community Plan will be incorporated into the City’s Four Year Corporate Business Plan. The Corporate Business Plan will outline specific detailed actions to be undertaken by the City, and will inform existing Council plans such as asset management plans, financial plans, workforce plans, annual budgets, land use and business plans. Under Integrated Planning and Reporting Framework requirements, the City will continue to undertake a major review of the 20 Year Strategic Community Plan every four years from its implementation. This review will include community consultation.

• Long Term Financial Plan - determines a local government’s long-term financial sustainability, and allows early identification of financial issues and their longer term impacts.

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Developing the Strategic Community Plan To ensure the City is up to date on community aspirations and effectively delivers on our community’s needs, the City’s Strategic Community Plan is reviewed regularly. While an internal review is undertaken every second year after implementation, Community is consulted every fourth year for a major review of the plan. The City of Mandurah’s Strategic Community Plan 20132033 was adopted in April 2013, and was reviewed in the 2016/17 financial year.

Strategic planning occurs through a planned process of community engagement that captures input from diverse groups, ensuring that the City’s vision, aspirations and objectives that are expressed, are representative of community views.

workshops, online forums and telephone survey • Outcomes, objectives and strategies defined and Plan developed to achieve the overall vision • Plan endorsed by Council prior to opening up for public comment • Plan made available to public for comment over a two week period

The City’s Strategic Community Plan was developed through the following process: • Community consultation undertaken via community

• Final adjustments made and adopted by Council

Research Approach Following a desktop review of the Strategic Community Plan 2013 -2033 in 2015, the City undertook a detailed review of the plan, including extensive community engagement, in the 2016/2017 financial year. A summary of the approach is outlined below:

1

2

3

4

Desktop Review

Community Workshops

Discussion Forum

Objective

Review performance on key focus areas and identify new focus areas.

Understand community views on the focus areas for the future and if priorities have shifted.

Gain an in-depth understanding of community views on the key focus areas for the future.

Measure current performance on the identified focus areas.

Method

Review of existing community engagement conducted by the City of Mandurah.

Six community workshops; one designated for each of the four wards, one youth workshop and one with the non-engaged.

Discussion forum with the City of Mandurah community, hosted on the Have Your Say website.

Telephone survey with City of Mandurah residents.

• List of focus areas to be investigated in the qualitative research • An understanding of current performance across all key focus areas

• Identify new focus areas • Understand the community’s views on current performance across all key focus areas

• Identify new focus areas • Understand the key issues underpinning each focus area

• Prioritised list of focus areas to inform the Strategic Community Plan • Strategies for continued improvement on focus areas

Outcome

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Quantitative Research

Attachment 1

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Metrix, 2016/2017

Community Engagement Process The City of Mandurah asked the community to have their say on Mandurah’s future, during the period November 2016 – January 2017, using a range of community engagement methods, including: • 4 local area workshops; • A youth workshop; • A workshop with community members who had previously not engaged with the City; • an independent telephone survey; • City’s online community engagement portal, ‘Have Your Say Mandurah’; • City’s social media page The City actively engaged with over 2000 local residents through the various channels, which let us know how the City has

performed against the Strategic Community Plan 2013 – 2033 and what their new expectations were. The City was able to reach over 19,000 people on average with each question posted on the City’s social media page which provided the opportunity for more people to respond. Following the community consultation period, the consultants presented key findings highlighting the changed priorities of the Mandurah community. And these findings are a major component of the Strategic Community Plan 2017-2037. The community is given a period of two weeks to comment on the draft Strategic Community Plan, prior to adoption by Council.

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The Community Priorities The community outlined the following issues as most important to shaping Mandurah’s future: • Ensuring community safety and security; • Creating more local jobs; and • Providing quality healthcare services and facilities.

Issues most important to shaping Mandurah’s future 2013

2016

Ensuring community safety and security

56ˆ

48

Creating more local jobs

50ˆ

19

Providing quality healthcare service and facilities

48ˆ

42

Protecting our natural environment and waterways

40

Supporting local businesses

35ˆ

Providing quality education and training opportunities Improving traffic management and local roads

35

35ˇ

43

28

Creating a strong economy

23ˆ

Providing effective public transport

23

35

Ensuring youth inclusion and engagement Supporting sport and recreation

35

30 5

18

19

18ˇ

28

Providing quality community facilities

16ˇ

33

Creating a sense of community

15ˆ

8

Supporting arts, culture and heritage 1

Other 0

20

10ˇ

20

40

60

80

100

% of Mandurah residents

ˆ Increase from 2013 14

ˇ Decrease from 2013 Report 4

Attachment 1

Metrix,108 2016/2017 Page

Balancing Strategies and Satisfaction Analysing responses received from the community through various channels, and understanding what drives community satisfaction and how satisfied the community is with the City’s performance in relevant areas, Metrix Consulting mapped the balance between priorities and satisfaction as shown in the diagram below. Priority improvement areas are those that are strong drivers of satisfaction with low performance. Therefore, the level of regional employment will be the City’s highest priority followed by traffic management, the amount of employment and educational opportunities for youth and factoring climate change prediction into decision making.

High satisfaction

Maintain

Weak drivers of satisfaction

Free public transport

Promoting a multicultural society

Environmental management

Diversity of housing options

A destination for arts, heritage & culture

Range of services and activities that engage the youth

Amount of multipurpose facilities

Promoting Mandurah as a unique regional city

Community’s ownership of the natural assets Parking infrastructure

Celebrate

Availability of quality health services and facilities

Local education and training opportunities

Scientific understanding of marine and estaurine environ.

Local education and training opportunities

Factoring climate change prediction into decision making

Community safety

Traffic management

The amount of employment and educational opportunities for youth

Low Priority

Low satisfaction 15

Range of social, retail, Recreational experiences

Strong drivers of satisfaction

The tourism industry

Health of the natural environment and waterways

Level of regional employment

High Priority Report 4

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Metrix, 2016/2017 Page 109

City Response Corporate Priorities • • • •

Information into the process • Emerging trends

Community/Regional Priorities

Issues and prioritisation Scenario planning Strategic planning Financial imperatives

• • •

Strategic Community Plan Local & Regional Planning Strategies Economic Strategies

Government

∙∙

Regulatory

∙∙

Competitive

• •

Annual reviews Strategic planning

20 YEAR STRATEGIC COMMUNITY PLAN: outlines the community’s aspirations and the City’s vision Environment

Social

Economic

Infrastructure

Identity

Protecting our environment

Creating a better community

Growing our economy

Meeting our infrastructure needs

Defining who we are and who we want to be

• External influences ∙∙

Council Priorities

Underpinned by

• Community Perceptions Survey

Organisational Excellence

• Planning documents ∙∙

Long Term Financial Plans

∙∙

Workforce Plan

∙∙

Asset Management Plans

• Performance results

Continue being a high performing organisation

4 YEAR CORPORATE BUSINESS PLAN: describes how the City will implement the vision MANAGEMENT AND IMPLEMENTATION 1 Year Operational Plans

Annual Budgets

Performance Measurement Framework

DELIVERY OF SERVICES AND PROGRAMS • • •

Measuring Reporting Performance

Council Strategies 16

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Strategic Direction Environment

Social

Economic

Infrastructure

Identity

Protect and ensure the health of our natural environment and waterways

Help build our community’s confidence in Mandurah as a safe and secure city

Increase the level of regional employment

Advocate for and facilitate the provision of infrastructure that matches the demands of a growing population

Encourage active community participation and engagement

Increase our scientific understanding and knowledge of the marine and estuarine environment

Ensure the provision of quality health services and facilities

Increase local education and training opportunities

Advocate for and facilitate the provision of an integrated movement network

Embrace Mandurah’s identity as a multicultural community

Provide opportunities, services and activities that engage our young people

Develop a strong and sustainable tourism industry

Encourage and enable our community to take ownership of our natural assets, and to adopt behaviours that assist in achieving our environmental targets

Factor climate change predictions into land-use planning, building design and future council decisions

Promote Mandurah’s identity as a unique regional city, based on its waterways, history and future vision

Provide a range of social, recreational, entertainment and learning experiences for our residents and visitors

Become known as a city and destination for events, arts, heritage and culture

Organisational Excellence

Demonstrate regional leadership and advocacy

Listen to and engage with our community

Ensure the City has the capacity and capability to deliver appropriate services and facilities

Deliver excellent governance and financial management

Build and retain a skilled, motivated and healthy workforce

17

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Resource Capacity and Capability In a dynamic community such as Mandurah, where population growth continues and demographics change, it is essential that the City has the resource capacity and capability to deliver a wide range of services and community infrastructure. This would ensure that Mandurah continues to be a great place to live and work. In order to understand its forward requirements, the City has developed, and continuously reviews, a Workforce Plan, an Asset Management Plan and a Long Term Financial plan. The City regularly reviews each of its major asset

categories, such as roads and parks and reserves, and plans the future resources required to maintain them in good condition. These asset plans inform the City’s long term financial planning and provide an essential input into the direction of revenue and expenditure policies. In conjunction with other plans which identify the need to provide new community infrastructure and expanded services to meet the demands of a growing community, the City’s long term financial plan also provides an assessment of the extent to which the City can meet its future financial challenges.

The key financial issue for Mandurah is managing the competing resource requirements between funding the management of its existing stock of assets and meeting the demand for new community infrastructure and expanding services. The long term plan helps the City identify and provide for the priorities which help achieve a balance between these two issues. It is important, however, that there is a regular review of financial plans as the City continues to grow and demand priorities change.

How will we deliver our Strategic Community Plan? The City will use its business planning process to transform the community’s priorities outlined in the 20 Year Strategic Community Plan to detailed projects, activities and actions that will be prioritised and delivered through the annual budget process. The detailed actions will be incorporated in the City’s Four Year Corporate Business Plan and One Year Operational Plan, which will indicate how projects and actions will be resourced, and when we will deliver results. The measures identified in the Strategic Community Plan will each have specific Performance

Indicators which would be measured quarterly to ensure that the City delivers on what we have planned. These results will be published in the City’s Annual Reports. The City’s role in delivering the Strategic Community Plan is to ensure that it provides strong leadership to the broader community, and that the City itself is a high performing organisation. The City’s Strategic Community Plan will be reviewed every four years, and the Corporate Business Plan will be reviewed annually.

18

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Environment Aspirational Statement

A community that is a leader in proactive and innovative environmental management

Objectives

Protect and ensure the health of our natural environment and waterways

Increase our scientific understanding and knowledge of the marine and estuarine environment

Encourage and enable our community to take ownership of our natural assets, and to adopt behaviours that assist in achieving our environmental targets

Factor climate change predictions into land-use planning, building design and future Council decisions

Strategies

Ensure appropriate strategies and programs are in place to maintain Mandurah’s Biodiversity

Engage in collaborative research partnerships with the education sector and other stakeholders

Provide information and events that enable people to understand and care for the environment

Ensure strategies are in place for climate change adaptation including greening of the City

Support the development of a clear governance structure for Peel waterways management

Lobby State Government to ensure the sustainability of fish and crustacean stocks and habitats

Reduce waste-to-landfill

Increase dwelling density around activity centres and key transport links

Ensure appropriate strategies and actions are in place for Mandurah’s coast and waterways

Respond to environmental challenges based on scientific evidence

Assist our community to reduce energy use and adopt clean energy technologies

Reduce the City’s carbon footprint

Integrate the protection of waterways and bushland into landuse planning

Assist our community to reduce water consumption

Proactively manage storm water to reduce the impact on the natural environment

Promote and encourage the development of environmentally sensitive built form

Reduce the City’s water consumption

20

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Our City’s progress will be monitored by: • Percentage of waste diverted to landfill • Community perception of the City’s shared management of the environment • Reduction in our City’s carbon footprint • City’s use of scheme water

21

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Social Aspirational Statement

A community that is safe, resilient, healthy and engaged

Objectives

Help build our community’s confidence in Mandurah as a safe and secure city

Ensure the provision of quality health services and facilities

Provide opportunities, services and activities that engage our young people

Provide a range of social, recreational, entertainment and learning experiences for our residents and visitors

Strategies

Put in place strategies and actions that make people feel safe

Advocate to ensure that Mandurah’s health care needs are met including the provision of a significant regional hospital

Provide facilities, events and spaces that meet the needs of young people

Improve the retail and entertainment experience in Mandurah, focusing on enhancing the city centre with a vibrant and safe evening and night economy

Advocate to ensure appropriate levels of community policing including the re-establishment of a regional police presence

Continue partnerships to ensure the delivery of best-practice mosquito control

Connect young people to information, people, programs and education that allows them to achieve their life goals

Recognise the importance of open spaces for community wellbeing

Ensure that the City’s planning, design and infrastructure provision enhances community safety by embracing Crime Prevention Through Environmental Design principles

Ensure City services and facilities are accessible to all

Develop strategies and actions that ensure that people are given the best start in life from early childhood

Increase the capacity of Mandurah’s community, recreation and volunteer organisations

Continue to promote Mandurah as a great place to live

Implement strategies and actions that meet the needs of seniors within our community

Support the development of Mandurah’s future community leaders

Provide people with the infrastructure, skills and knowledge to effectively participate in the digital age Encourage wellbeing through healthy lifestyle, sports, social and recreational activities

22

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Our City’s progress will be monitored by: • Satisfaction with the City’s role in Community Safety • Satisfaction with Sport and Recreation facilities • Satisfaction with services for youth, people with disabilities and seniors • Improvement in SEIFA (Socio-Economic Indexes for Areas) Score

23

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Economic Aspirational Statement

A prosperous community with a skilled workforce that has accessible education and employment opportunities

Objectives

Increase the level of regional employment

Increase local education and training opportunities

Develop a strong and sustainable tourism industry

Strategies

Develop and implement a Mandurah Murray Growth Plan with our regional partners

Advocate to ensure improved education and training opportunities are provided in Mandurah

Continue to support and fund the Mandurah and Peel Tourism Organisation (MAPTO)

Engage, advocate and collaborate with regional partners to ensure the delivery of ‘Transform Peel’

Actively pursue partnerships in the delivery of educational and research and development programs

Ensure infrastructure is in place and maintained to support both domestic and international tourism

Advocate for and facilitate the technological infrastructure necessary for business growth, and educational and training opportunities

Provide opportunities for the community to participate in lifelong learning

Promote Mandurah as a place for and facilitate the delivery of events that achieve positive local economic outcomes

Ensure that our land-use planning framework facilitates the development of high-quality commercial office and major retail developments within the Mandurah City Centre

Develop a creative and entrepreneurial community

Support local business growth and development Ensure Council regulations and procurement activities support local economic growth where possible

24

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Our City’s progress will be monitored by: • Gross Regional Product • Size of both the Regional and Mandurah workforce • Number of trading businesses in Mandurah • Satisfaction with the City Centre • Increase in visitor numbers

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Infrastructure Aspirational Statement

A place where the infrastructure matches the demands of a growing regional City

Objectives

Advocate for and facilitate the provision of infrastructure that matches the demands of a growing population

Advocate for and facilitate the provision of an integrated movement network

Strategies

Ensure a strategy is in place for the delivery of social and recreational infrastructure

Ensure that access to the Mandurah city centre caters for all forms of transport

Provide and activate localised places and spaces that encourage social interaction and activity

Plan and advocate for Mandurah's long term traffic needs, including improved pedestrian and bicycle connections

Ensure infrastructure assets are managed and maintained for future generations

Work with key partners to ensure transport options efficiently link people to jobs, services, recreational and sporting activities

Ensure strategies are in place to provide for affordable and crisis housing in Mandurah

26

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Our City’s progress will be monitored by: • Satisfaction with City Centre Footpaths and Cycleways, Roads and Community buildings • Satisfaction with ease of moving around the area – Traffic and Parking

27

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Identity Aspirational Statement

Mandurah is recognized as the Waterfront Capital of the Peel Region

Objectives

Encourage active community participation and engagement

Embrace Mandurah's identity as a multicultural community

Promote Mandurah’s identity as a unique regional city, based on its waterways, history and future vision

Become known as a city and destination for events, arts, heritage and culture

Strategies

Build on the community’s strong sense of pride and purpose

Implement and review the Reconciliation Action Plan 2018 - 2020

Continue to work with regional stakeholders on issues of regional significance

Ensure strategies and programs are in place that enhance the City’s arts, heritage and culture

Identify, engage and promote community champions and high achievers as mentors within the community

Ensure the City’s planning and service provision embraces and encourages Mandurah’s culturally and linguistically diverse community

Promote and advocate for formal recognition of Mandurah’s Regional City status

Continue to promote the development of local arts, culture, heritage, music and creative activity

Leverage arts, heritage and culture to build a more cohesive community

Continue to promote Mandurah as a dual-language (English and Indigenous) location

Advocate for restoration of the Regional Service Delivery model to Mandurah and the Peel Region

Provide programs that embrace diversity

Celebrate and promote our natural, indigenous and European history

Review the City’s brand to ensure it is consistent with the aims and aspirations of the Community

Ensure the City’s procurement practices are inclusive

28

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Our City’s progress will be monitored by: • Satisfaction with City festivals and events including Arts and Culture • Recognised as Western Australia’s major regional City • Recognised as a vibrant arts, culture and heritage destination • Increase in visitor numbers

29

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Organisational Excellence Aspirational Statement

An organisation that, thinks regionally and acts locally

Objectives

Demonstrate regional leadership and advocacy

Listen to and engage with our community

Ensure the City has the capacity and capability to deliver appropriate services and facilities

Deliver excellent governance and financial management

Build and retain a skilled, motivated and healthy workforce

Strategies

Build strong leadership capabilities within Council

Have a community that actively engages with the City and its decision making

Develop and deliver appropriate services and associated quality of service to serve the needs of the community

Continually improve business practices to remove barriers and ensure quality matches the needs of the community

Develop a flexible, capable and engaged workforce that meets the changing needs of the community

Work collaboratively with Peel Councils and other stakeholders to achieve sustainable regional growth

Communicate with our community and partners in mediums that suit their needs

Use technology to support transformation within Council and proactively address community needs

Meet all governance standards and legislative requirements

Build strong leadership capabilities within the City of Mandurah

Embrace sustainable asset management practices for managing the built environment

Ensure long term sustainability through good financial practices, resource planning, land use planning, sound business planning and asset management

Provide a safe working environment by implementing an Occupational Safety and Health Plan

Ensure community accountability through transparent and accessible reporting

Develop a shared focus on accountability and performance

Advocate on behalf of the community

Manage the organisation’s risks

30

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Our City’s progress will be monitored by: • Overall satisfaction with Council • Satisfaction with customer service and community engagement • Financial sustainability • Occupational Safety and Health results

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Printed on recycled paper. This document can be made available in alternative formats on request.

City of Mandurah PO Box 210, Mandurah WA 6210 [email protected] www.mandurah.wa.gov.au Report 4 Attachment 1

Page 126

Report from Director Sustainable Development to Council Meeting of 12 September 2017

5.

SUBJECT: CONTACT OFFICER: AUTHOR: FILE NO:

Assignment of Alfresco Dining Licence & Balcony Lease – 7 Mandurah Terrace Mandurah – Tremolat Group Australia Ben Dreckow Lesley Petchell MA11/07

Summary The owners of Lot 123 (No 7) Mandurah Terrace, Mandurah, (Tremolat Group Australia Pty Ltd (Tremolat)) have entered into a contract of sale over the property, which is conditional on the assignment of the existing alfresco dining licence, and an air-space lease for a balcony encroachment into the adjoining Crown Reserve 27622, to the new landowners. Council approved a licence to occupy an area of 80 square metres being portion of Reserve 27622 for alfresco dining to Tremolat for a term of five years with a five year option of renewal (5+5 years) in 2010. The five year renewal option was exercised in October 2015 with the final expiry due on 18 October 2020. As part of the January 2010 approval, Council also supported a 21 year air space lease over portion of Reserve 27622 to accommodate a balcony encroachment with the the expiry date of this lease being 31 January 2031. With the pending sale, the prospective purchasers, John and Elizabeth Baltyn, are required to hold the head lease and alfresco licence over the adjoining Reserve. Furthermore the alfresco dining licence has been sub-let to West Coast Inspirations Pty Ltd trading as Spurs, this agreement will also require assigning to the new landowners. Council is requested to support the three assignments from Tremolat Group Australia to John and Elizabeth Baltyn, noting all terms and conditions of the current agreements will remain the same and will be subject to the Minister for Lands approval. Disclosure of Interest Nil Location

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Previous Relevant Documentation •

G.17/10/11

11 October 2011

Council supports a sub-licence of the alfresco dining area being portion of Reserve 27622 adjoining the property known as No. 7 Mandurah Terrace Mandurah, to West Coast Inspirations Pty Ltd trading as Spurs;

•

G.39/1/10

27 January 2010

Council supports the alfresco dining licence to Tremolat the landowners of No. 7 Mandurah Terrace Mandurah, for a maximum term of 10 years, and a lease of airspace over portion of Reserve 27622 for a balcony encroachment for a term of 21 years;

•

G.27/10/09

13 October 2009

Advertising the disposal of the alfresco licence and balcony lease was approved by Council with 14 days local advertising being undertaken and no submissions being received.

Background The original building known as Scott’s Garage was built in 1937 and operated as a petrol station and transport depot by the Scott Brothers. The property was purchased by the City in 1967 and sold to Tremolat in 2005. The site was redeveloped into a restaurant, with the potential for future office accommodation and apartments. Part of the redevelopment consisted of the construction of a boardwalk alfresco dining area at the rear of the property (estuary side), into the adjoining Crown Reserve. In 2010, Council supported a licence to occupy the 80 square metre alfresco area, and in October 2011 Council supported the sublicence of the alfresco area from Tremolat to the tenants of the Spurs restaurant, who currently hold the alfresco sub-licence. At the completion of the redevelopment it became evident that a portion of the balcony at the rear of the property had been built outside of boundary and encroached into the adjoining reserve with the total area of the encroachment being 36 square metres. After discussions with the Department of Lands, it was considered appropriate to enter into a lease with the landowners which ensures the City remains indemnified. Therefore in January 2010 a lease over the air-space was approved by Council for a term of 21 years. Comment Tremolat, the current landowners of Lot 123 (No.7) Mandurah Terrace Mandurah, have entered into a contract of sale over the site, with the sale being conditional upon the assignment of the alfresco dining licence, the air-space lease for a balcony encroachment, and the sub-licence to West Coast Inspirations (Spurs) into the adjoining Crown Reserve 27622. Council has previously approved a licence to occupy an 80 square metres land area being portion of Reserve 27622 for alfresco dining to Tremolat for a term of five years with a five year option of renewal (5+5 years). The renewal option was exercised on the 19 October 2015 and the final expiry over the alfresco licence is due on the 18 October 2020. Council also supported a 21 year air space lease over portion of Reserve 27622 to accommodate a balcony encroachment the expiry date of this lease is 31 January 2031. With the pending sale of 7 Mandurah Terrace, Mandurah the purchasers John and Elizabeth Baltyn, are required as the new landowners, to hold the head lease and alfresco licence over the adjoining Reserve. Which in turn will allow the assignment of the sub-licence to Spurs. The sale of the property is conditional upon Council support for the assignment of the licence, sub-licence and lease, settlement is anticipated within 10 days of Council’s approval of the assignments.

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Council is requested to support the three assignments from Tremolat Group Australia to John and Elizabeth Baltyn, noting all terms and conditions of the current agreements will remain the same and will be subject to the Minister for Lands approval. Consultation McLeods Solicitors Equitas Solicitors (Sellers agent) Neo Settlements (Purchasers agent) Statutory Environment Disposing of Property – Section 3.58 Local Government Act 1995 (LGA) Dispose includes to sell, lease or otherwise dispose of, whether absolutely or not. In accordance with Local Government Act 1995 (LGA) Section 3.58: Local government can dispose of property if it gives local public notice (14 days) of the proposed disposition, describing the property and giving details of the disposition. Submissions would be invited to the Local government before a date to be specified and any submissions received are reportable to Council. The alfresco licence and balcony lease were previously advertised and subsequently disposed of to Tremolat Australia Group Pty Ltd at Council’s ordinary meeting of 27 January 2010 (G.39/1/10). Therefore advertising of the assignments is not required. In accordance with the LGA Section 3.58 Disposal of Property - a Council resolution for assignment of leases or licenses is not required, however as the assignment is of a commercial nature officers consider it appropriate to present the request to Council for consideration. Policy Implications Nil Economic Implications All costs associated with the assignments including City’s Solicitors costs, and assignment costs to align with the City’s fees and charges schedule 2017/18 and will be met by the landowner of No. 7 Mandurah Terrace Mandurah. Strategic Implications The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report: Social: • Provide a range of social, retail, recreational and entertainment experiences for the City’s residents and visitors. Organisational Excellence: • Deliver excellent governance and financial management. Conclusion With the pending sale of the property at Lot 123 (No. 7) Mandurah Terrace Mandurah, the landowners Tremolat have approached the City with a request to assign the alfresco licence ,balcony lease and sub-

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licence to the new landowners John and Elizabeth Baltyn. The approval of Council for these assignments is required prior to the contract of sale becoming unconditional. Council is therefore requested to support the assignment of all three agreements, noting that all the terms and conditions will remain the same and subject to the Minister for Lands approval. RECOMMENDATION That Council: 1.

Subject to the successful sale of Lot 123 No. 7 Mandurah Terrace Mandurah owned by Tremolat Group Australia Pty Ltd to John and Elizabeth Baltyn;

2.

Approves the assignments from Tremolat Group Australia Pty Ltd to John and Elizabeth Baltyn as follows:

3.

2.1

Alfresco Licence over portion of Reserve 27622;

2.2

Sub-Licence to West Coast Inspirations Pty Ltd;

2.3

Lease of the balcony encroachment over portion of Reserve 27622;

2.4

All costs associated with the assignments are to be borne by the landowner of Lot 123 (No. 7) Mandurah Terrace Mandurah;

2.5

Subject to the Minister for Lands approval.

Authorises the Chief Executive Officer to finalise the assignment contracts.

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6.


Solar Plan Phase 5 – MARC Brett Brenchley / Karin Wittwer Karin Wittwer

Summary Council is requested to consider a further building for phase five of the Solar Plan. The building that has been identified for the installation of the next photovoltaic (PV) system is: •

Mandurah Aquatic and Recreation Centre (MARC); 200 kW (150 kVA)

A capital works budget of $200,000 has been allocated towards phase five of the Solar Plan and while the MARC had been previously flagged as a potential site the budget was originally only intended for a 100 kW installation and may have also allowed for an additional smaller site dependant on the remaining budget. The proposed size (100 kW) was adopted from previous installations completed by the City such as the Administration Building. These involved technical restrictions such as available roof space and network upgrade requirements which made system sizing above 100 kW financially unfeasible. A recent analysis of the MARC site including the available roof space, energy consumption and load profile data has found there is potentially a strong financial case to increase the size of the PV system up to 200 kW. There is also a possibility of expanding the system further in the future at lesser administrative cost than if we were to install more than 200 kW initially. The installation of a 200 kW photovoltaic system at the MARC Centre will produce the following benefits: • • • •

annual greenhouse gas emissions reduction of 243 tonnes of CO 2 -e annual cost saving of approximately $73,000 an estimated return on investment of 3.9 years net financial gain of $1,678,825 over the life of the system due to the creation of tradable certificates under the federal Renewable Energy Target and electricity savings.

Council is requested to endorse the unbudgeted expenditure of up to $175,000 to facilitate the installation of a 200 kW photovoltaic system at the MARC Building to be funded from the Carbon Offset Reserve and the Sustainability Reserve. Disclosure of Interest Nil Previous Relevant Documentation •

January 2015 (G.22/1/15) - Council approved the installation of three photovoltaic systems on Council buildings for the second phase of the Solar Plan.

•

March 2014 (GI.8/3.14) - Council approved the installation of four photovoltaic systems on Council buildings for the first phase of the Solar Plan.

•

February 2011(G.82/7/01) - Council adopted the Corporate Emissions Reduction Strategy (CERS) as part of its ongoing commitment to providing a leadership role within the community; driving and sustaining action on climate change.

•

June 1999 (G.22/6/99) - Council endorsed the joining of the Cities for Climate Protection Program and acknowledged actions required to achieve the Climate Change Protection reduction goals.

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Background The Solar Plan has been identified as offering the best potential in reducing the building’s operating costs and in reducing the City’s greenhouse gas emissions to reach the 2020 target of becoming carbon neutral. It will also help mitigate against probable future increases in the cost of conventional electricity supply. The implementation of this project will also demonstrate the City’s commitment to reduce its carbon footprint by driving and sustaining action on climate change and will also improve the City’s corporate reputation. Phase one to four of the Solar Plan has resulted in a total of 373 kW of successfully installed capacity across eleven buildings: Nine of the eleven installations have been completed on buildings that are owned and operated by the City and have to date resulted in a combined reduction of 543 tonnes of CO 2 -e and an estimated cost saving of $183,790 for the City of Mandurah: • • • • • • • • •

Mandurah Performing Arts Centre (100 kW) Administration Building (98 kW) Meadow Springs Sports Facility (10 kW) Merlin Street Pavilion (10 kW) Small Business Centre (3 kW) Marina Operations Centre (10 kW) Falcon e-Library (26 kW) Works & Services Building (30 kW) Billy Dower Youth Centre (30 kW)

Annually these figures represent: • 318 MWh of renewable energy generation • 242 tonnes of corporate CO 2 -e avoided • $82,115 estimated corporate electricity costs saved

Tariff

City of Mandurah Site

Electricity $/MWh

Years installed

MWh generated

Lifetime Savings

tonnes CO2-e MWh abated generated

Annual Savings

tonnes CO2-e abated

$

0.25 Administration Centre

$

250

2.87

290

$

72,500

220

101

$

25,299

77

$

0.25 Performing Arts Centre

$

250

2.69

286

$

71,500

217

106

$

26,576

81

$

0.25 Meadow Springs Sports Facility $

250

2.31

24

$

6,000

18

10

$

2,595

8

$

0.33 Merlin Street Pavilion

330

2.31

8

$

2,640

6

3

$

1,142

3

$

$

0.33 Business Incubator

$

330

2.31

24

$

7,920

18

10

$

3,425

8

$

$

330

1.78

31

$

10,230

24

17

$

5,762

13

$

0.33 Marina Operations 0.25 Falcon E-Library 2

$

250

1.56

44

$

11,000

33

28

$

7,056

21

$

0.25 Billy Dower

$

250

0.22

4

$

975

3

18

$

4,505

14

$

0.25 Works and Services

$

250

4

$

1,025

3

23

$

5,756

17

715

$

183,790

543

318

$

82,115

242

0.18 TOTAL

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Two of the eleven installation have been completed on buildings leased and have to date resulted in a combined reduction of 303 tonnes of CO 2 -e and an estimated cost saving of $117,630 for the community groups they are leased to: • •

Rushton Park (39 kW) Mandurah Bowling and Recreation Club (39 kW)

Annually these figures represent: • 135 MWh of renewable energy generation • 102 tonnes of community CO 2 -e avoided • $39,883 estimated community electricity costs saved Lifetime Community Leased Site

Electricity $/MWh

Years installed

MWh generated

Savings

Annual tonnes CO2-e MWh abated generated

Savings

tonnes CO2-e abated

Rushton Park Sports Facility

$

300

2.83

192

$

57,600

146

68

$

20,372

52

Bowling & Recreation Club

$

290

3.08

207

$

60,030

157

67

$

19,511

51

399

$

117,630

303

135

$

39,883

103

TOTAL

Using the actual data for energy produced, the average system return on investment across all systems is 5.73 years however this rate is declining in line with the cost of PV modules which has decreased by 20% in the last 12 months alone. Comment An analysis of the MARC energy consumption has shown that the current proposed 100 kW PV system will only offset approximately 10% of the facilities current energy consumption. In order to offset the total daytime load a system size of approximately 850 kW would be required. The available roof area would allow for between 400 – 500 kW of PV to be installed and no infrastructure upgrades are required to integrate a PV system greater than 100 kW at this site. A 200 kW PV installation at the MARC building would be the largest the City has completed to date. It is estimated that such an installation will contribute between 20% of the facilities current energy demand. This represents an annual reduction of 365 MWh, greenhouse gas emissions reduction of 243 tonnes of CO 2 -e and a cost saving of $60,000. All PV (solar) systems over 100 kW can be registered as a renewable energy power station under the Renewable Energy Target (RET). Renewable energy power stations generate tradable certificates annually up to the 31st December 2030, which is the end of the current scheme. It is estimated the annual value of the certificates to be in the order of $24,800 and this has been accounted for in the economic analysis. It is recommended that the certificates that are created under this scheme be registered and traded via a broker. The value of these certificates combined with the offset electricity costs a 200 kW system will deliver are projected to generate a net financial gain of $699,400 - $2,911,400 for the City, over the life of the system. There is also possibility that the current RET scheme will be extended post 2030 whereby the system would continue to generate tradeable certificates and therefore additional income post 2030. Due to the high energy demand of the facility which exceeds even the output of a 200 kW system and the favourable financial outcomes the logical question would be why don’t we install an even larger system? Currently the case for installing a PV system greater than 150kVA / 200 kW is dependent on the Western Power application fees and associated with greater risk. The application cost for systems above 150 kVA is considerably higher and includes a network study which could eventuate in increased infrastructure costs and extensive delays if Western Power finds distribution upgrades are required in order to integrate the system into their network. The cost of any

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upgrades will need to be covered the City. To be financially viable, a minimum system size of 500 kW is recommended, which is significantly above the current budget. Western Power is reviewing this application structure and it is a possibility that in the near future the fees and conditions currently in place for 30 – 150 kVA systems will be expanded to include systems up to 1000 kVA. Should this occur there would be space and scope to add additional generation and therefore the City is better placed to avoid any costs associated with network studies and upgrades if the system is expanded after a favourable Western Power review.

Western Power Application

Enquiry Fee

30 - 150 kVA (200 kW) $ Above 150 kVA (200 kW) $ Potential in near future after WP review of application structure 30 1000 kVA $

Application Fee 250 $ 5,000 3,000 $ 20,000

250 $

Engineering Fees $ 8,500 $ 15,000

5,000 $

Application Lead Time 60 days 75 days

8,500 60 days

In order to minimize the installation lead time which has the potential to reduce the number of LGCs generated it is recommended that the City immediately proceeds with submitting the Western Power application as this process will take approximately 60 working days. Undertaking this process in advance will enable the City to have control over the design and final commissioning and will encourage like-forlike tender responses simplifying the evaluation process. It will also allow for the successful respondent to commence with installation immediately after being awarded the contract. Consultation Nil Statutory Environment Building Permit has to be obtained for the installation of photovoltaic systems, as per required by the Building Act 2011 and the Building Code 2012. Western Power approval for “A system with a total capacity greater than 30kVA and no more than 150kVA” must be obtained prior to commencing with the installation of the photovoltaic systems. Policy Implications Nil Economic Implications The return on investment and cash-flow position are dependent on several variable factors over the life system including the LGC market price, electricity tariffs, level of energy exported and the time of installation. It is estimated that the return on investment is 3.9 years and the net income of the system at the end of life is between $1,678,825 The table below summarizes the results which include the following assumptions: Life of System Average LGC Price LGC Creation Period Electricity Cost / MWh Export of PV power to grid

Best Case 30 years $80 13 years $300 0%

Anticipated 25 years $60 12 years $250 10%

Worst Case 20 years $40 12 years $200 25%

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Anticipated Worst Case Scenario Best Case Scenario Net income System Net income Net income ROI at the end ROI ROI Size at the end of CAPEX CAPEX CAPEX at the end of (years) of system (years) (years) (kW) system life system life life 100 $ 100,000 2.1 $ 1,340,000 $ 110,000 3.1 $ 790,000 $ 120,000 5.0 $ 360,000 150 $ 225,000 2.5 $ 2,176,800 $ 262,500 3.9 $ 1,254,900 $ 300,000 6.6 $ 522,300 200 $ 300,000 2.5 $ 2,911,400 $ 350,000 3.9 $ 1,678,825 $ 400,000 6.6 $ 699,400

A capital works budget of $200,000 allowing for a 100 kW installation has already been allocated towards this phase of the Solar Plan. However the recommended 200 kW system will cost up to $375,000 and therefore up to an additional $175,000 is required to realise the proposed project. Currently the administrative costs associated with the installation of a 200 kW system are approximately $14,000. This includes the Western Power application and associated engineering services. A risk assessment will be undertaken prior to commencing the project and should there be any adverse findings a further report will be presented to Council.

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Strategic Implications The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report: Environment: • Factor climate change predictions into land-use planning, building design and future Council decisions. Infrastructure: • Facilitate the provision of multi-purpose facilities and infrastructure that meets the needs of a growing population. Organisational Excellence: • Deliver excellent governance and financial management. Conclusion The installation of photovoltaic systems at the selected building will contribute to reduce the City’s operating costs and greenhouse gas emissions, and will help mitigate against probable future increases in the cost of conventional electricity supply. The fifth phase of the Solar Plan will efficiently contribute to meet the City’s 2020 Carbon Neutral targets and demonstrate the City’s commitment to reduce its carbon footprint by driving and sustaining action on climate change. Due to a strong financial case it is recommended that the Council approve the installation of a 200 kW photovoltaic system at the MARC building and a request for tender for the installation be advertised. RECOMMENDATION That: 1. Council authorise the unbudgeted expenditure of up to $175,000 to facilitate the installation of a 200 kW photovoltaic system at the MARC Building to be funded from: 1.1. Carbon Offset Reserve $130,000 1.2. Sustainability Reserve $45,000 2. Council authorise the Chief Executive Officer (Management Procurement Services) to advertise the request for tender for the design, installation, commissioning and testing of the photovoltaic systems at the MARC building. 3. Council authorises the submission of the Western Power application prior to advertising the request for tender. *ABSOLUTE MAJORITY REQUIRED

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7.


Pleasant Grove Permit Burning Petition Brendan Ingle Brendan Ingle

Summary On 13 June 2017 Council endorsed amendments to the Bushfire Prevention and Control Policy to expand the ability of properties on blocks of 4000m2 and greater, north of William Street, Melros, to be permitted to burn garden refuse. On 25 July 2017 Council was presented with a petition seeking amendment to the City’s Bushfire Prevention and Control Policy to allow properties of 2000m2 and greater within Pleasant Grove to be permitted to burn garden refuse subject to the issuance of a permit. Given the recent change to the policy, and the potential implications of permitting properties of 2000m2 (and over) to burn within Pleasant Grove, Officers do not support the requested policy change at this time. A review is recommended following assessment of the impact of the recent burning extension. Disclosure of Interest Nil Previous Relevant Documentation G.18/7/17: 25 July 2017 – petition received in relation to Burning Permits for Blocks in Pleasant Grove Larger than 2000m2 G.22/6/17: 13 June 2017 Bush Fire Management Update and Modifications to Policy Background On 25 July 2017 Council was presented with a petition with 138 signatures within Pleasant Grove seeking an amendment to the City’s Bush Fire Prevention and Control Policy to allow garden refuse burning on properties of 2000m2 and greater within Pleasant Grove. The City’s current Bush Fire Prevention and Control Policy was amended by Council on 13 June 2017 to increase permitted burning. The change enabled all properties within the City of 4000m2 and greater to undertake garden refuse burning, subject to an appropriate permit being issued. Previously only those properties 4000m2 and greater south of William Street, Melros, were permitted to burn. Comment Prior to making the change to increase the ability of properties within the City of Mandurah to allow burning, the following impact was taken into consideration for Pleasant Grove: • •

Around 147 properties with an area 4000m2 or greater will be permitted to burn 91 properties with an area 2000m2 - 4000m2 will not be permitted to burn

At the current time Officers do not support the change to allow burning on properties within Pleasant Grove 2000m2 or greater, on the following points: 1)

It is Officers view that there is a reducing need for fuel reduction on smaller lots and an increased likelihood that verge green waste collection and services offered at the transfer station can adequately meet the needs of those properties. Smaller blocks in many cases have reduced ground fuels and

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properties are more likely to have been cleared so the argument for the need to burn to reduce risk is diminished compared to larger properties. 2)

There is an equity issue to be considered as owners of lots in areas such as Erskine and Country Road that have a high percentage of lots over 2000m2 would also reasonably expect to be included if a change to the reduced size was made. The City estimates that it has 1526 lots that are greater than 4000m2. This number increases to 2491 of lots greater than 2023m² (the figure that was modelled as part of the previous change). The vast majority of Pleasant Grove is covered with lots of 4000m2 with a number in the southern and eastern portion being less than that figure but the recent change provides a large number of residents in Pleasant Grove the opportunity to burn where they have not been able to previously.

3)

The increase in lots that would potentially be able to burn, needs to be carefully managed as these changes can increase potential risks of poor burning practices and also the need for Rangers to undertake compliance. The City does receive smoke complaints from time to time and also other reports of poor burning practices such as lack of notifications, incorrect burn pile size and lack of appropriate water and equipment. The recent change balances the need to burn to reduce fuel loads from a safety perspective and the likely increase in risk and smoke that comes with more people taking up that opportunity.

4)

The City’s Fire Break and Fuel Hazard Reduction Notice has now been issued as part of rates documentation advising of the prohibition of burning garden refuse on properties less than 4000m2.

Council policies are reviewed annually and there is an opportunity to revisit the recent change that has been made. For the reasons outlined above, it is the Officer’s view that a large number of properties within Pleasant Grove have now been given the opportunity to burn. The current sizing is an appropriate balance between assisting residents considering administrative, compliance and potential smoke concerns. As part of future reviews of the policy further consideration can be given to a reduction in block sizes considering the impacts outlined above. External Consultation The City’s Bushfire Advisory Committee were advised of previous changes to allow the extension of burning to properties 4000m2 and above. Through discussion the City’s concerns about the potential impact of the extension to smaller blocks were tabled. There was commentary that many people in Pleasant Grove were already burning off without permits. It is the Officers view that this does not constitute a reason to change the policy and that burning of garden refuse should be to reduce fuel loads and that adequate compliance processes should be in place. Statutory Environment Section 33 of the Bush Fires Act 1954 allow local governments to set the requirements of fire control within their local government. Policy Implications Any change would require an amendment to the Bushfire Prevention and Control Policy. Economic Implications Additional resourcing is noted in the issuance and monitoring of permits with the change to 4000m2. This would be increased with a further change to 2000m2.

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Strategic Implications The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report: Environment: • Protect and ensure the health of the natural environment and waterways. Social: • Help build the community’s confidence in Mandurah as a safe and secure City. Conclusion Recent changes to the City’s Bushfire Prevention and Control Policy have increased the ability of many properties within Pleasant Grove to burn garden refuse subject to the issuance of a permit. Reducing the size to 2000m2 has equity implications for other areas of the City and had potential impacts for safety, administration, compliance monitoring and smoke complaints across the City. RECOMMENDATION That Council: 1) Not support the change to allow blocks of 2000m2 and above within Pleasant Grove to undertake garden refuse burning at the current time. 2) Request that as part of the review of the next Bushfire Prevention and Control Policy, consideration be given the a further reduction in block size for the issuance of garden refuse burning permits based on the findings of the 2017/18 fire season.

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Report from Director Works and Services Council Meeting of 12 September 2017

8.


Tender Number 15-2017: Refurbishment of Mandurah Family and Community Centre Simon Hudson Jonathan Spain/Natasha Pulford F0000123216

Summary The City of Mandurah invited tenders for the Refurbishment of the Mandurah Family and Community Centre on 13 May 2017. The proposed works consist of the demolition of a select number of existing walls and transforming the interior to office space. The interior layout design would accommodate 17 offices, a training/meeting room, a child friendly area, a staff room and toilet facilities. Tenders were invited for the refurbishment however all prices submitted significantly exceeded the project budget. In accordance with Part 4 18 (5) the local government may “decline to accept any tender”. Approval is sought from Council to decline to accept any tender and for the City to procure a quantity surveyor to review the cost of the works and reduce the project scope to a point where the project can be delivered within budget, and then re-tender. Disclosure of Interest Nil Location

Previous Relevant Documentation • G.28/11/15 28 2015

•

G.25/2/15

November Council recommitted to the use of the Mandurah Family and Community Centre, for not-for-profit office accommodation to be managed by the City and allocated $680,000 for delivery over 2015/16 and 2016/17.

25 February 2015

Council resolved the use of the Mandurah Family and Community Centre, for not-for-profit office accommodation to be managed by the City, that refurbishment and repairs to the Mandurah Family Centre will cost $400,000 and will be listed for budget consideration, supported officers applying to Lotterywest for a contribution towards this project, being $200,000 and approved the project proceeding should Lotterywest funding be unsuccessful.

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Background The City’s Social Infrastructure Plan 2013-43 (SIP revised 2017) as endorsed by Council, proposes eight new infrastructure projects, four with a high and four with a medium priority. The ‘Mandurah Non-Profit Accommodation Centre’ is a medium priority project scheduled to be delivered in 2023-2025 and the population which it is expected to serve is between 85,000-140,000 people. The SIP proposes this project as potentially a 2,000 sq. metre facility to replace (or extend) Mandurah ‘Lotteries House’ and reflects a community sector identified priority, to increase affordable accommodation for not for profit organisations. The City has progressed with the ‘Mandurah Family and Community Centre’ redevelopment (of the old Wanslea building) as an interim solution to alleviate some medium to short term pressure on NFP accommodation. The City is taking this initiative to facilitate a smaller sustainable project, which involves the renovation of the former childcare building to accommodate two or more NFPs and a community meeting/training room (which can be accessed by other NFPs operating in the precinct and the wider community as a hireable space after hours). The impetus for the larger project from the community sector has slowed and demand for space is not at a level to justify such a large scale project, which is unfunded and Lotteries House remains fully operational. However there is sufficient ongoing need for space to continue to justify the MFCC project. Lotterywest have partnered with the City, contributing $337,000 to the project, after receiving a high volume of requests for accommodation and assistance to provide funding for such space and it is anticipated that the delivery of this project will be essential to ensure adequate NFP space to cater for a growing Mandurah community with complex needs. A further report will be presented to Council outlining a revised process for the allocation of leasing space, with over 10 groups/organisations expressing an interest last time the market was tested in 2015. Council previously approved the allocation of $680,000 for delivery of the project in the 2016/17 capital budget. Lotterywest provided a further $50,000 for delivery of a playground with the project works. Thus the 2016/17 capital budget for the project was $730,000. Architects fees through the development of the design, hazardous materials investigations and procurement incurred costs of $80,000 which were expended in the 2016/17 financial year, leaving a project budget of $650,000 for the 2017/18 financial year. A tender for the Refurbishment of Mandurah Family and Community Centre was advertised in the 13 May 2017 edition of the ‘West Australian’ newspaper and the Administration Building and Library public notice boards. Comment The tender closed at 2:00pm on Tuesday 20 June 2017. Tenders were received from the following: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Access Without Barriers Building Company Pty Ltd Hacer Pty Ltd T/A Smith Constructions BE Projects (WA) Pty Ltd Topend Living Pty Ltd T/A Buildon Construction Candor Contractors Pty Ltd Geared Construction Pty Ltd Go2 Group Pty Ltd Moore Construction (WA) Pty Ltd RHG Contractors Pty Ltd Classic Contractor Solution 4 Building Pty Ltd Shelford Constructions Pty Ltd

Burswood Bunbury Belmont Kewdale Parkwood Landsdale Port Kennedy Mandurah Malaga Willetton Carlisle Rockingham

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Evaluation Outcome An evaluation panel, comprising of officers from Project Management and Community Development, individually assessed tenders against the weighted qualitative criteria. However all prices submitted by the tenderers significantly exceeded the project budget and as a result there are no preferred tenderers. A member of the City’s Governance and Tenders section coordinated and observed the evaluation process and is satisfied that the probity and procedural aspects relating to the evaluation were compliant. In order to proceed with this project, it will be necessary to review the scope of works to give greater certainty it can be delivered within the budget. Consultation A non-mandatory site inspection was held on 23 May 2017 at the Mandurah Family Community Centre and was attended by nine tenderers. Statutory Environment Part 4 of the Local Government (Functions & General) Regulations 1996. Policy Implications Policy POL-CPM 02 – Purchasing of Goods or Services has been complied with. Policy POL-CPM 01 – “Buy Local” Regional Price Preference policy has been complied with. Economic Implications Council previously approved the allocation of $680,000 for delivery of the project in the 2016/17 capital budget. Lotterywest provided a further $50,000 for delivery of a playground with the project works. Thus the 2016/17 capital budget for the project was $730,000. Architects fees through the development of the design, hazardous materials investigations and procurement incurred costs of $80,000 which were expended in the 2016/17 financial year, leaving a project budget of $650,000 for the 2017/18 financial year. The submissions received have exceeded the remaining project budget of $650,000. Strategic Implications The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report: Social: • Ensure the provision of quality health services and facilities. • Provide employment and educational opportunities, services and activities that engage the City’s young people. Infrastructure: • Facilitate the provision of multi-purpose facilities and infrastructure that meets the needs of a growing population. Organisational Excellence: • Deliver excellent governance and financial management. Conclusion Tenders for the Mandurah Family and Community Centre were recently invited however all price submissions received exceeded the project budget and it is therefore recommended that Council decline Report 8

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to accept tenders and for the City to reduce the works included, procure a quantity surveyor to review the cost of the works and re-tender once certainty is gained that the contract can be delivered within the project budget. NOTE: • Refer

Confidential Attachment.

RECOMMENDATION That Council: 1. Declines to accept any tender on that basis that the tendered prices exceed the project budget. 2. Notes that a further tender will be issued once the scope of the project has been reviewed.

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