2003/2004 emrc annual report

Providing a range of services, our operations aregoverned by the Council which consists of twoCouncillors and a Deputy from each memberCouncil. The Council works alongside a workforceof approximately 85 skilled and dedicatedemployees who work across six core business units– Governance and Corporate Services, Engineeringand Waste Management Services, EnvironmentalServices, Risk Management Services, RegionalDevelopment and Resource Recovery.

Where we are goingEMRC’s vision is to be a responsive and

innovative leader in assisting Perth’s Eastern Regionto be great place to live, work, play and do business.

Our mission is, by partnering with memberCouncils, and other stakeholders, to facilitatestrategies and provide services for the benefit andsustainability of the region.

Our valuesEMRC is governed by the values of:

ExcellenceStriving for excellence through the development

of quality and continuous improvement.

RecognitionValuing staff in a supportive environment

that focuses on their well-being.

InnovationFocusing on innovative approaches

in projects and service delivery.

ResponsivenessDelivering dynamic and flexible

service delivery.

IntegrityAccountability and consistency

in all that we do.

Leaders ensure that the organisation’s values arecreated and sustained by establishing the Council’sstrategic direction and providing an environmentthat encourages all staff to reach their potential inachieving the organisational goals.

The region we work forThe region represented by the six member

Councils that comprise the EMRC stretches from theedge of the Perth CBD, along the pristine Swan Riverthrough prime agricultural land, to the scenic PerthHills and Darling Ranges with their breathtakingjarrah forests.

Covering approximately one third of the Perthmetropolitan area, the region is home to nearly300,000 people from diverse cultural backgrounds,and with population growth forecast to be around20% over the next 10 years, it is one of the fastestgrowing regions in Western Australia.

This growth has led to the development of arange of attractive residential properties from familybased communities through to luxury waterfrontapartments with sweeping views of the Swan Riverand city, making the region a great place to live.

With world-class wineries, an abundance ofheritage and cultural attractions, and some of theState’s most beautiful national parks and walkingtrails, the region has a lot to do and see.

Home to Western Australia’s major transporthub, the region hosts both the international anddomestic airports, along with major rail and roadnetworks linking WA with the east coast ofAustralia. This coupled with the region’s proximityto the CBD, strong service, manufacturing andengineering industries, and affordable commercialand industrial properties, make it an ideal place todo business and invest in.

EMRC is a progressive and innovative regional local government working on behalf of six member Councils – the Town of Bassendean, City of Bayswater, City of Belmont,Shire of Kalamunda, Shire of Mundaring and City of Swan.

WHO WE ARE

EMRC ‘04 ANNUAL REPORT 1 EMRC ‘04 ANNUAL REPORT 2

CONTENTS

Chairmans Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

CEO’s Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Elected Representatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Governance and Corporate Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Waste Management and Engineering. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Environmental Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Risk Management Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Regional Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Resource Recovery Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Statutory Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Principal Activities 2003-04 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Principal Activities 2004-05 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Financial Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

EMRC ‘04 ANNUAL REPORT 4

At the time of our last Annual Report I wasEMRC’s newly elected Chairman. Since myappointment in May 2003, I have had the pleasureof working closely with EMRC Councillors andOfficers in the development of the organisation’sservices and projects.

I would like to take this opportunity to thankmy fellow Councillors for their support over the last18 months as well as for their insights, enthusiasmand commitment as they have continued to guidethe provision of essential services for the localgovernments they represent.

On behalf of the Council, I would also like tothank the Chief Executive Officer, Mr. Gavin Watters,and the EMRC Team for their continuedcommitment to innovation and continuousimprovement as they deliver services of the highestquality on behalf of the member Councils.

Over the last year, the EMRC’s work hascontinued to focus on achieving sustainableoutcomes for the region. Key achievements of thiswork are outlined in the following pages, highlightsof which include:

Developing the EMRC Strategy Map that willguide the direction of the organisation’s strategicplan, principal activities plan, business unit plansand annual budget.

Managing the EMRC Red Hill Waste ManagementFacility in order to ensure minimal impact on theenvironment from landfill operations, includingexpansion of methane gas collection leading to15,478 MW hours being supplied to theelectricity grid.

Diverting waste from landfill with the expansionof the Household Hazardous Waste and BatteryCollection Programs.

Exploring ways in which the region’s waste can be utilised as a resource and diverted fromlandfill through the continuation and furtherdevelopment of the Resource Recovery Projectand Community Waste Education Program.

Establishing the necessary infrastructure to allow for the expansion of the Red Hill Education Centre.

Facilitating safer and healthier workplacesthrough the provision of risk managementsupport and training to member Councils.

Supporting economic development in the regionthrough the commencement of an IndustryCluster Program and Regional Transport Strategy.

Promoting the region as an attractive tourismdestination through initiatives such as the PerthHills Precinct Project, the Annual Events Calendarand the Perth’s Eastern Autumn Festival. Workalso commenced on the development of a trailsguide for the region.

Enhancing and sustaining the region's naturalresources through a co-ordinated approach toenvironmental management which has allowedfor the sharing of ideas and experiences for thebenefit of the region.

As you can see, the last year has been a busy and successful one.

I thank you for your interest in the organisationand look forward to the coming year as we continueto develop our services, facilitate partnerships andmaximise opportunities for the betterment of the region.

COUNCILLOR ELIZABETH TAYLOR J.P.Chairman

Throughout 2003 – 2004 the EMRC continued to work with the member Councils ofBassendean, Bayswater, Belmont, Kalamunda, Mundaring and Swan to assist with theachievement of our shared vision to make Perth’s Eastern Region a great place to live,work, play and do business.

CHAIRMAN’S REPORT

“...we continue to develop our services, facilitatepartnerships and maximise opportunities for

the betterment of the region.”

Cr Elizabeth Taylor

Stretching from thehills to the city, amagnificent view ofPerth’s EasternRegion at night.


The map outlines EMRC’s key outcomes andoutcome objectives, along with the core processeswe will be undertaking to achieve them. Ouroutcomes and outcome objectives link back intoour vision statement which is, "To be a responsiveand innovative leader in assisting Perth’s EasternRegion to be a great place to live, work, play and dobusiness".

Five key outcomes have been identified:

Sustainable natural resources.

A developed environment that meetscommunity needs and aspirations.

A safe and healthy community.

Diverse and accessible arts, culture and recreation opportunities.

Sustainable economic growth and employment.

15 key outcome objectives flow from these five outcomes:

Improve air and water quality.

Maintain regional biodiversity.

Minimise environmental impact of waste disposal.

Minimise the environmental impact of regional soil contamination.

Reduce the risk of injuries to the public onCouncil controlled property.

Reduce the risk of workplace related accidentsand injuries.

Increase community participation in arts, cultureand recreation opportunities.

Enhance member Council and communityawareness of regional issues.

Improve EMRC financial viability.

Improve road and rail networks.

Increase regional collaboration.

Increase regional employment opportunities.

Increase regional tourism.

Increase the capacity of education and training services.

Minimise adverse impacts on services andfacilities provided by member Councils.

The only way that we will be able to achievethese outcomes and objectives is by working inclose consultation and partnership with our sixmember Councils. The strong working relationshipsthat we have forged over the past 21 years have putus in good stead to do this.

So too has the hard work of the dedicated andprofessional EMRC Team. As the reports from eachof the EMRC Executive Officers show, a great dealhas been achieved during the last 12 months, andmany more exciting projects are planned for thecoming year.

I wish to thank the Chairman and Councillors ofEMRC who have provided insight and leadership ona wide range of subjects which have been a majorcontributor to the success of the organisation.

As this new financial year progresses, I lookforward to working with the EMRC Councillors,member Councils, EMRC staff and otherstakeholders, to assist in making Perth's EasternRegion a great place in which to live, work, playand do business.

G.K. WATTERS

Chief Executive Officer

A key focus during the last year has been the review of EMRC’s approach tostrategic planning. This review has involved workshops with EMRC Officers, EMRCCouncillors, and member Council CEOs and Senior Officers, and culminated in thedevelopment of the EMRC Strategy Map.

CEO’S OVERVIEW

“ To be a responsive and innovative leader inassisting Perth’s Eastern Region to be a great

place to live, work, play and do business.”G.K. Watters

Families enjoying oneof the region's manybeautiful parks.


The Chief Executive Officers AdvisoryCommittee (CEOAC) was formed to considermatters that have an impact on the memberCouncils and/or EMRC’s business activities.Consisting of our member Council CEOs and theEMRC CEO, the CEOAC provides recommendationsto the EMRC Council.

The Technical Advisory Committee (TAC)reviews and reports on recommendations preparedfor Council meetings. TAC consists of an officerfrom each member Council, the EMRC’s CEO and aCouncil appointed deputy.

The Strategic and Secondary Waste TreatmentCommittee (SSWTC) meets to review and progressresource recovery activities for the region. SSWTC iscomprised of the members of TAC and a Councillorfrom each member Council.

The Image Identity Review Committee (IIRC)was formed to review and develop branding of boththe organisation and the region. IIRC consists of aCouncillor from each member Council.

In order to assist with its planning and decision-making, the EMRC Council has appointedfive key committees:

COMMITTEES

The EMRC Council consists of two representatives and a deputy from each of the six member Councils. Council members are:

Cr Bevan Carter, Town of Bassendean.

Cr Jack Fox, Town of Bassendean.

Cr Mark Devlin, Town of Bassendean (Deputy).

Cr Lou Magro, City of Bayswater.

Cr Barry McKenna, City of Bayswater (Deputy Chairman).

Cr Ian McClelland, City of Bayswater (Deputy).

Cr Marion Blair, City of Belmont.

Cr Peter Passeri, City of Belmont.

Cr Alan Richardson, City of Belmont (Deputy).

Cr Elizabeth Taylor, Shire of Kalamunda (Chairman).

Cr Pauline Tonkin, Shire of Kalamunda.

Cr Sue Blair, Shire of Kalamunda (Deputy).

Cr John Beaton, Shire of Mundaring.

Cr Terry Geraghty, Shire of Mundaring.

Cr Tony Cuccaro, Shire of Mundaring (Deputy).

Cr David Fardig, City of Swan.

Cr Charlie Zannino, City of Swan.

Cr John McNamara, City of Swan (Deputy).

ELECTED REPRESENTATIVES

Cr Bevan Carter Cr Jack Fox Cr Mark Devlin(Deputy)

Cr Lou Magro Cr Barry McKenna(Deputy Chairman)

Cr Alan Richardson(Deputy)

Cr Peter PasseriCr Sue Blair(Deputy)

Cr John Beaton

Cr Ian McClelland(Deputy)

Cr Charlie Zannino Cr John McNamara(Deputy)

Cr Elizabeth Taylor(Chairman)

Cr Pauline Tonkin

Cr Tony Cuccaro(Deputy)

Cr David Fardig

Cr Marion Blair

Cr Terry Geraghty

2003-04 highlights and achievementsA key focus of the Team during the year was the

development of the EMRC Strategy Map, which has been used as the framework for the preparation ofthe organisation’s:

Strategic Plan.Principal Activity Plan.Individual Business Unit Plans.Annual Budget.

Strategic and Business Plan actions are beingintegrated with staff Personal Commitment Reportsto ensure that they align with and support EMRC’sstrategic objectives.

A revised five year financial plan was developedand used as a basis for the preparation andpresentation of the 2004-05 draft budget.

Significant resourceswere also allocated todeveloping an integratedstrategy for the managementof corporate information. Anelectronic document storageand retrieval system wasimplemented on 1 July 2003to streamline EMRC’s recordmanagement processes andprovide efficient access tocorporate informationresources.

Corporate Services alsoplayed an important role inthe promotion of regionalinitiatives throughout theyear. Key projectsundertaken include thedevelopment of publicrelations opportunities,production of EMRC’snewsletter, compilation ofaward submissions, and co-ordination of sponsorshipopportunities.

Another successful Community Grants Programwas conducted in 2003-04 to support communitygroups in the vicinity of the Red Hill WasteManagement Facility. EMRC has provided more than$80,000 to assist a diverse range of local communitygroups since commencing the program in 1998.

14 groups received funding under the 2003-04 program:

Gidgegannup Basketball Club.Land Without Limits.Gidgegannup Community Website Inc.Swan Avon Integrated CatchmentManagement Group.

Jane Brook Catchment Management Group.

Gidgegannup Junior Football Club.

Mundaring and Hills Historical Society.

Gidgegannup Recreational Club.

Gidgegannup Senior Football Club.

Gidgegannup Netball Club.

Gidgegannup CWA.

Gidgegannup Website Inc.

Gidgegannup Regional Economicand Business Enterprise.

Gidgegannup Agricultural Society.

The continuation of the Image Identity ReviewProject was another focus of the business unit. Thisculminated with the launch of a new corporate logoand website in March 2004.

Council policies were reviewed during the yearand adopted by the EMRC Council at a Councilmeeting held on 20 May 2004.

Resources were allocated to updating theorganisation’s asset inventory and transferring datafrom the financial accounting system to the"Conquest" Asset Management System. This data willbe used in 2004-05 to develop detailed assetmanagement plans for key asset categories.


The Governance and Corporate Services Team provide administrative, human resource,information technology, financial management and marketing support services to theorganisation, and ensure that EMRC’s operations comply with statutory requirements.

GOVERNANCE ANDCORPORATE SERVICES

“EMRC hasprovided morethan $80,000 toassist a diverserange of localcommunity groupssince commencingthe program in 1998.”

“Strategic and Business Plan actions are being integrated with staff Personal Commitment Reports to ensure that they align with and support EMRC’s strategic objectives.”


2003-04 highlights and achievementsIn addition to the day-to-day business of

accepting Municipal Solid Waste (MSW) frommember Councils and commercial waste from theprivate sector, a number of initiatives were developedduring the past year to reduce the environmentalimpact of waste disposal and soil contamination.

The recently constructed greenwaste processingarea enabled over 12,000 tonnes of greenwaste to bediverted from landfill where it would havecontributed to the generation of leachate which, ifallowed to come into contact with groundwatersupplies, would contaminate groundwater, andmethane which is a gas 21 times more damaging tothe ozone layer than carbon dioxide.

One of two things happened to the greenwastecollected during the year:

It was converted into compost which was eitherused by the City of Bayswater or, on-site as part ofthe Facility’s revegetation program.

It was mulched and used for the bio-remediationof storm water, as a weed suppressant, and as amoisture retention barrier.

Trials using compost and mulch to improve yieldin the vineyards of the Swan Valley which began in2002-03, were on-going during the year anddemonstrate that the material improves waterinfiltration to the root zone, and increases earthwormnumbers and biomass. A trial using compost and clayfor broadacre farming has also been initiated.

An area at the Red Hill Facility has beendeveloped and licensed by the Department ofEnvironment to undertake soil remediation. This willprovide member Councils and others in the regionwith the capability to remediate acid sulphate soilsand other contaminated soils that are capable ofbeing treated.

Contaminated soils that can not be remediatedeconomically will continue to be accepted into theClass IV cell.

A significant amount of material from contaminatedsites in Midland and East Perth was received duringthe year.

A concrete encapsulation capability wasdeveloped and put into service to enable sites thathad coal tar residues and other wastes whichexceeded the permissible Class IV concentrations, tobe disposed of properly.

The collection of household hazardous wastesfrom residents of the region has been expanded aspart of EMRC’s partnership with member Councils inregional waste management projects. Each monthcollections are undertaken at one of the memberCouncil depots. This gave residents the opportunityto take their household hazardous materials to theirlocal Council depot twice a year, rather than put thematerial in the bin where it may cause harm.

During 2003-04, drumMUSTER collections of farmchemical containers were undertaken and the SchoolDry Cell Battery Collection program expanded.

Methane gas collection and electricity generationutilising the gas was expanded with additional gaswells installed to Stages 6 and 7 of the Class III cell.This led to approximately 15,478 MW hours beingsupplied to the electricity grid.

Stage 10 of the Class III cell was constructedduring the year. This should provide capacity forwaste disposal until 2007-08. Work has also begunon the design for Stage 2 of the Class IV cell, whichwill incorporate world best practice liner, leachateand collection technologies.

The Waste Management and Engineering Team manage and operate the Red Hill Waste Management Facility in such a way as to minimise the environmental impacts of waste disposal.

WASTE MANAGEMENT AND ENGINEERING

An area at the Red Hill Facilityhas beendeveloped andlicensed by theDepartment ofEnvironment toundertake soilremediation.

“...initiatives were developed during the past year to reduce the environmental impact

of waste disposal and soil contamination.”


The Team’s approach to environmentalsustainability is supported by key outcomeobjectives related to improving air and waterquality and maintaining regional biodiversity.

2003-04 highlights and achievementsDuring the course of the last year the

Team has provided on-going EnvironmentalOfficer support for member Councilsworking on a range of activities related toenvironmental impact assessments,environmental management plans, advisorycommittee support and communityconsultation for environmental activities.

The level of environmental consultingactivity has expanded in the region over thelast few years, as increased interest andinvolvement in environmental issues has ledto additional resources for the provision ofprofessional input and the co-ordination ofenvironmental management activities.

As part of its regional environmentaladvisory role to member Councils, theEnvironmental Service Team has also preparedsubmissions on environmental initiatives andstrategies that impact on the region such asthe State Sustainability Strategy, Draft SwanRegion Strategy for Natural ResourceManagement (NRM), proposed Swan RiverTrust Legislation, Contaminated SitesLegislation and the Manual for ManagingUrban Stormwater Quality in WA.

The Team has also been involved in anumber of regional projects on behalf ofEMRC member Councils and other localgovernments. Many projects extendedacross more than one council area, allowingfor the sharing of ideas and resources toachieve a common goal.

In terms of improving air and waterquality, the Team has been actively workingtowards this outcome objective through arange of projects.

We are also tackling the emerging issueof global warming associated with

greenhouse gasemissions through an airquality improvementproject, which is aimedat energy efficiency. The Cities for ClimateProtection Program hasresulted in EMRCassisting memberCouncils to implementtheir corporategreenhouse reductionaction plans, and educate residents onpractical ways in which they can reduceenergy use in the home. The Dr Cool-ItHome Energy Audits and Home InsulationRebate Scheme are examples of projectsaimed at reducing energy costs andgreenhouse emission in our communities.

The Local Government Natural ResourceManagement (NRM) Policy DevelopmentProject is an example of EMRC using fundingprovided by the state government to workwith local governments to improve thehealth of the Swan River and its catchment.In partnership with the Swan River Trust, thiswater quality improvement initiative is co-ordinated by EMRC and involves 11 Councils.The project has developed the LocalGovernment NRM Manual, whichincorporates improved environmentalmanagement outcomes in both land useplanning and operational activities.

The Local Government NRM Manualprovides tailored information to localgovernments on a range of best practiceplanning and management techniquesaimed at reducing nutrient export to theriver system.

The Local Government NRM PolicyDevelopment Project has also beeninstrumental in the development of theTurfsustain Manual, which was launched bythe Minister for the Environment in March2004 and demonstrates how Turf Managerscan maintain parks in peak conditionwithout impacting on the environment.

The Eastern HillsCatchment ManagementProgram (EHCMP) isanother initiative aimed atimproving water quality.This is an example ofEMRC’s skill at drawingtogether a range ofstakeholders to achievecommon outcomes forprotecting and managingthe environment.

Working with six catchment groups and amanagement committee, the EHCMP hassuccessfully co-ordinated a range of activitiesin partnership with member Councils and thewider community in areas such as catchmentplanning, bush land regeneration, riverrestoration and wetland management. Withon-going funding received from the NationalHeritage Trust, and assistance provided bythe Shires of Kalamunda and Mundaring andthe City of Swan, the project is widelyrecognised as one of the most important andsuccessful catchment projects operating inthe Swan Region.

Maintaining biodiversity in the region is akey focus for a range of environmentalprojects in the region and one of EMRC’s keyoutcome objectives. Perth’s Eastern Regionhosts a diverse and unique array of nativeplants and animals that contribute to WA’ssouth-west being recognised as one of theworld’s 25 biodiversity hotspots. EMRC andthe member Councils are partners in thePerth Biodiversity Project, which is co-ordinated by the Western Australian LocalGovernment Association. The projectenhances the capacity of local governmentto actively protect and manage our localnatural areas and the animals and plants thatdepend upon these ecosystems. EMRC willbe working with member Councils over thecoming years to develop and implementlocal biodiversity planning guidelinesprepared by the Perth Biodiversity Project.

The Environmental Services Team strives for the achievement of measurable and sustainablebenefits through developing strong partnerships and building positive working relationshipswith member Councils and other stakeholders.

ENVIRONMENTAL SERVICES“Maintaining biodiversity in the

region is a key focus of activity...”

Children participatingin a tree planting day

under the guidanceof EMRC’s

EnvironmentalEducation Officer.

2003-04 highlights and achievementsDuring the year the Risk Management Team

supplied valuable training and consulting servicesboth to member Councils and within theorganisation.

The recruitment of an additional Advisor for theService in December 2003 improved the Service’sability to support clients during the latter half of theyear. This work concentrated on compliance issuesand has resulted in a consolidation of emergencyresponse and hazard identification systems.

Training has once again been a key activity ofthe Service, particularly in the areas of Induction,Manual Handling, Chemical Safety and TrafficManagement. With respect to the latter, the EMRCis a Registered Training Organisation and anauthorised trainer for Main Roads WA. There havebeen sweeping changes to the training requirementsfor traffic management during the year and thesewill be implemented in 2004-05.

The services provided by the Team havefacilitated the containment of the number and costof occupational injuries occurring during the year.Last year’s performance boasted the lowest numberof workers’ compensation claims aggregated for thesix member Councils on record. This result will bebuilt upon in the coming year.

The application of broad-spectrum riskmanagement principles amongst the memberCouncils has been more evident during the year andthis has fostered a heightened interest in thedevelopment of Risk Registers. Facilitating thedevelopment of these Registers will be a focusduring the 2004-05 year.

With respect to EMRC itself, the Safety AdvisoryCommittee and Risk Management Co-ordinationCommittee have again been instrumental in drivingthe reduction of risk within the operations. EMRChad three minor workers’ compensation claims forthe year, one of which was a bee sting.


The Service has also produced two inauguralreports for EMRC during the year. One of these isan Environmental Impact Summary Report and theother is a Legislative Compliance Report - HumanResources. These documents will provide a conciseaudit trail of risk management activity and aid themeasurement of performance in these two veryimportant facets of our operations.

The EMRC Risk Management Safety Handbookwas updated during the year and continues to be apopular tool used by both member and non-member Councils throughout Western Australia.Seven hundred copies were sold throughout theyear, and have proven to be an important elementof the induction process for more than 20 Councils.

The EMRC Inter-Council Comparison Schemecontinued to benchmark performance in the area ofinjury prevention and fleet accidents. The numberof Councils participating in the scheme has grownfrom seven in its first year, 1993, to 17 in 2003-04.This Scheme provides local government with avaluable yard-stick against which to measure theirown performance. While not fixing any riskproblems, the process has shown itself to be avaluable tool in motivating management to directmore of their time and effort toward riskmanagement matters.

With a staffing level that is more appropriate tothe demands of the client base, the coming yearwill see a consolidation of the services to memberCouncils as well as a thorough review of programactivities. This will help generate more focused andhigher value for money services which will result infewer injuries and reduced accidents costs.

The Risk Management Service Team assists member Councils and other clients to prevent accidents,injuries and losses in their workplaces. It does this by helping identify risks and develop practical plansto avoid them. Operating since 1994, the Service runs a series of risk management training courses aswell as providing consultancy services to clients to help them develop risk management plans and stayabreast of legislative changes and new risk management practices.

RISK MANAGEMENT SERVICES

Safe work practice inaction in the region.


EMRC continued to develop relationships withinternational governments as a means of openingnew export markets and facilitating investment inthe region, although several major internationalissues impacted on the level of activity in this areathroughout the year. Despite this, EMRC met withseveral Chinese business delegations eager to pursuebi-lateral trade opportunities. Representatives ofthe City of Adachi-ku in Tokyo, visited the region forthe second time to further explore the economiclinkages between the two regions.

The North East Metropolitan Chamber ofCommerce, a key partner of EMRC, was particularlyvaluable in generating interest amongst the localbusiness community in the potential opportunitieshighlighted by visiting international businessrepresentatives.

Transport infrastructure was identified as a major issue affecting community and economicdevelopment in the region. Initial consultationidentified a range of short and long-term projectsthat must be implemented if the region is tomaintain its competitive advantages as a businesslocation, whilst also meeting the demands of arapidly increasing population. Extensive lobbying ofthe state government has resulted in agreement andsupport for development of a Regional IntegratedTransport Strategy for the region that will guide thefuture development of its transport infrastructure.

EMRC’s Regional Tourism Strategy entered itssixth year, with some exciting new initiatives beingdeveloped in partnership with member Councils andindustry stakeholders. Some of the key activitiesundertaken during the past year include:

Production of the Annual Events Calendar,including nature-based recreational and tourismattractions in the region. The size of the calendar

and print run increased to meet demand fromthe public and to cater for the array of eventsheld in the region.

Development of the Perth Hills Precinctmarketing and publicity program in partnershipwith the Shires of Kalamunda and Mundaring.

Creation of a nature trails guide to promote thenetwork of bike, walk and horse trails located inKalamunda, Mundaring and Swan.

Promotion of the fifth Perth’s Eastern Autumn Festival.

Continued development of the regional tourismwebsite and tourism monitor research project.

Support for the newly created Swan Valley andEastern Region Visitors Centre.

Provision of spectator infrastructure for the 32ndAvon Descent.

The improvement of quality of life for residents,particularly those with disability, and the celebrationof cultural diversity within the region are also keyEMRC objectives. As such, the Team continued todeliver the popular RAPID Service (Recreation,Advice, Promotion and Inclusion for People withDisabilities), to residents with disability in the Citiesof Swan and Belmont.

Operating with one full-time staff member, the service provided direct support to 71 individualswithin Swan and Belmont, along with informationand advice to a further 105 people living in othermember Council areas. RAPID also commenced theAlternatives to Employment (ATE) program with fourindividuals during the year. This ‘user choice’ serviceis funded by the Disability Services Commission, and provides individuals with complex needs withaccess to a support worker that can help them toengage in recreation and leisure activities within the community.

Facilitate the growth of tourism development in the region.

Create sustainable economic growth andemployment opportunities.

Increase community participation in arts, cultureand recreation opportunities.

Stimulate economic development in the region.

2003-04 highlights and achievementsThe past year has seen the Regional Development

Team maintain its focus on implementing strategiesaimed at making the region an attractive business andinvestment destination, promoting the region’stourism product, and encouraging communitydevelopment for the region.

A major new economic development initiativecommenced during the year - the Regional IndustryCluster Strategy. Industry clusters are groups ofsimilar or related businesses forming networks towork together in order to increase competitiveness

and accelerate business growth. The initial stages of the strategy have been completed, includingresearch to identify the region’s industry profile and potential industry clusters.

Two industry sectors were identified as majorcontributors to the regional economy - the miningand technology services, and heavy machinery andequipment manufacturing sectors. Furtherqualitative analysis resulted in agreement fromindustry stakeholders to pursue formation ofindustry clusters and development of preliminary‘action agendas’ for each industry sector.

The focus of the Regional Development Team is to work with member Councils andregional stakeholders to:

REGIONAL DEVELOPMENT

Exciting activitiesand development

within Perth’sEastern Region.

A RAPID clientenjoying a day out.


2003-04 highlights and achievementsFollowing the EMRC Council's decision to

reject all tenders for the resource recoveryconsultancy services contract in mid 2003, workfocused on refining tender details and calling fornew submissions.

Considerable effort was made to redefine thetender scope and supporting documents, and therevised tender was issued in early May. Foursubmissions were received and are currently beingassessed by the tender evaluation committee. If anacceptable tender can be recommended to Council,the successful consultant will commence in the2004-05 financial year.

Due to the delay in awarding a tender to aconsultancy, there has not been any progress on the selection of a site or technology for a Resource Recovery Facility apart from considerationof the Perth Airport Industrial Precinct as a possiblesite to be considered once the consultancy tasks are underway.

EMRC has progressed a concept study for aResource Recovery Park at Hazelmere, with a fullreport expected early in the new financial year. Theconcept study builds on a background report into aResource Recovery Park completed earlier in theProject, and examines issues such as the types ofactivities that could take place at such a facility, therange of materials that could be attracted to the site,the economic viability of the facility, and site layout.

If viable, the Resource Recovery Park will focuson reusable and recyclable elements of the wastestream, and will complement a Resource RecoveryFacility to process putrescible waste. Both theResource Recovery Park and the Resource RecoveryFacility will be examined in detail as part of theConsultancy Contract.

Other activities completed during the year include:

Co-ordination of a submission on behalf of member Councils to the Department ofEnvironment on the Review of the WasteManagement and Recycling Fund, and the StrategicDirections for Waste Management in WA.

Successful application for a grant from the Waste Management and Recycling Fund for$30,000 for promotion of the R-Gang messageto the community.

Participation in the Southern MetropolitanRegional Council’s Compost Steering Committeeto oversee the development of the marketing ofthe RRRC compost.

Participation in the 3-C forums to review criteriafor the siting of a hazardous waste precinct.

Development of infrastructure at the Red HillEducation Centre.

Continuation of the Strategic and SecondaryWaste Treatment Committee which is involvedin the development of the project and informedof progress in resource recovery activities inAustralia and elsewhere.

The Resource Recovery Project Team is working to develop and implement a resource recoverysystem that recognises the importance of waste minimisation, and maximises social, environmentaland economic benefits to the region. The Project’s key objective is to have a fully operationalresource recovery facility in place by 2010 or sooner.

RESOURCE RECOVERY PROJECT

The R-gang are foursuper-hero charactersthat champion soundwaste managementpractices.

The 4Rs logosymbolises that

waste management isa continuous cycle of

reducing, reusing,recycling and

recovering resources,and that it involves

people andcommunities.

Waste Management Community Reference Group

Despite the delay in appointing consultants for the Resource Recovery Project, the WasteManagement Community Reference Group(WMCRG) has continued to provide input andadvice to EMRC on waste management and wasteeducation issues.

During the 2003-04 year members participated in:

The 2003 Waste and Recycle Conference.

A Decision Support System (DSS) workshopaimed at familiarising members with how Multi-Criteria Analysis (MCA) can work in relation toevaluating resource recovery technologies.

A joint meeting with the Mindarie RegionalCouncil Community Engagement Advisory Group(CEAG) to discuss and share their experienceswith community consultation.

Two workshops which involved developing a response to the Waste Management BoardStrategic Direction for Waste ManagementStrategy.

Two follow-up workshops on MCA, focused on developing criteria and weighting the criteriaacross different technology and site options.

Input gathered from the WMCRG during 2003-04 was also used in development of aRegional Waste Education Strategy, which will see EMRC working closely with member Councils to implement new and existing waste educationinitiatives in the coming year.

Provided corporate governance in accordancewith schedule of activities and within budget

Achieved actions contained in Council’sstrategic plan within approved budget

Managed corporate services assets inaccordance with schedule of activities andwithin budget

Managed Ascot Place in accordance withschedule of activities and within budget

Managed investments in accordance withschedule of activities and within budget

Provided financial management services inaccordance with schedule of activities andwithin budget

Provided corporate information technologyservices in accordance with schedule ofactivities and within budget

Provided corporate administration services inaccordance with schedule of activities andwithin budget

Provided corporate marketing andcommunication services in accordance withschedule of activities and within budget

Provided corporate human resourcemanagement services in accordance withschedule of activities and within budget

Provided corporate organisationaldevelopment services in accordance withschedule of activities and within budget

Undertook governance and corporateservices special projects in accordance withschedule of activities and within budget

Provided engineering and waste managementservices in accordance with schedule ofactivities and within budget

Managed landfill facilities in accordancewith schedule of activities and withinbudget

Managed landfill by-products in accordancewith schedule of activities and within budget

-EMRC funded

-EMRC funded

-EMRC funded -Income from rent payableby Ascot Place occupants

-EMRC funded -Income from rent payableby Ascot Place occupants

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded-Income from clients

-EMRC funded

-EMRC funded

-EMRC funded-Member Council funded-Other external clients


-EMRC funded

To ensure efficient and effective governancefor organisation

To ensure efficient and effective managementof corporate services for the organisation

To provide efficient and effective utilisationof corporate assets

To manage Ascot Place efficiently andeffectively

To manage investments efficiently and effectively

To provide sound financial managementpractices to achieve long-term financialviability for the organisation

To provide efficient and effective corporateinformation technology services

To provide efficient and effective corporateadministration services

To provide efficient and effective corporatemarketing and communication services

To provide efficient and effective corporatehuman resource management services

To provide efficient and effective supportfor organisational development

To undertake governance and corporateservices special projects

To provide efficient and effectiveengineering and waste management servicesthat meet stakeholder requirements

To ensure environmental impacts of wastemanagement activities are minimised and areconducted in a cost-effective manner thatsatisfies community expectations

To manage landfill by-products in a mannerthat satisfies community expectations

Governance

Manage Organisation and Corporate Services

Manage Corporate Service Assets

Manage Ascot Place

Manage Investments

Provide Financial Management Services

Provide InformationTechnology Services

Provide AdministrativeServices

Provide Marketing andCommunication Services

Provide Human ResourceManagement Services

Support OrganisationalDevelopment

UndertakeGovernance/CorporateServices Projects

ProvideEngineering/WasteManagement Services

Manage Landfill Facility

Manage Landfill By-Products

Activity Objective Funding Source Performance

EMRC ‘04 ANNUAL REPORT 22EMRC ‘04 ANNUAL REPORT 21

Statutory Compliance ReturnThe Statutory Compliance Return for the

period 1 January 2003 to 31 December 2003 wascompleted and lodged as required. Council was able to advise that it achieved a high level of compliance with all matters applicable toEMRC operations.

National Competition PolicyThe Competition Principles Agreement (CPA)

is a contractual agreement between the federalgovernment and all state and territorygovernments. As a result, local government iscommitted to the CPA.

The CPA aims to ensure that all publicenterprises operate in a transparent manner and inthe best interests of the public. Under the CPA,public enterprises are required to review theiroperations to ensure they have no competitiveadvantage, or disadvantage, in comparison to theprivate sector.

The EMRC supports the CPA concept. As such, a cost benefit analysis of our operationswas conducted. The analysis concluded that none of our core services – operation of the Red Hill Waste Management Facility,Occupational Health and Safety Services, andEnvironmental Services – should be subject toCompetitive Neutrality Principles.

Furthermore, the EMRC has not receivednotification that the Australian Bureau of Statisticshas classified any of our operations as eitherPublic Trading or Public Financial Enterprises.

No allegations of non-compliance with theprinciples have been made against the EMRC.

EMRC 2003-04 Principal Activities PlanSection 5.53(2c) of the Local Government Act

1995, requires local governments to provide areport of the principal activities commenced orcontinued during the financial year.

A principal activity is defined in section 5.52 ofthe Local Government Act 1995 as:

A major capital works project to beundertaken.

A major service to be provided.

A program for the replacement of major assets;

A major land transaction.

A major trading undertaking.

Principal activities undertaken by EMRC during2003-04 are detailed in the following pages.

STATUTORY REPORTS PRINCIPAL ACTIVITIES 2003-04

Managed regional tourism services inaccordance with schedule of activities andwithin budget

Undertook regional tourism projects inaccordance with schedule of activities andwithin budget

Provided RAPID services in accordance withschedule of activities and within budget

Provided risk management services inaccordance with schedule of activities andwithin budget

Managed risk management assets inaccordance with schedule of activities andwithin budget

Provided risk management consulting andadvisory services in accordance withschedule of activities and within budget

Provided risk management training servicesin accordance with schedule of activitiesand within budget

Undertook risk management projects inaccordance with schedule of activities andwithin budget

Provided resource recovery projectmanagement services in accordance withschedule of activities and within budget

Managed utilisation of resource recoveryassets in accordance with schedule ofactivities and within budget

Provided regional resource recoveryeducation in accordance with schedule ofactivities and within budget

Undertook resource recovery projects inaccordance with schedule of activities andwithin budget

Undertook resource recovery specialprojects in accordance with scheduleof activities and within budget

-EMRC funded-Member Council funded-Various grants




-EMRC funded

-Member Council funded-Other external clients


-EMRC funded-Other external clients

EMRC funded

EMRC funded

EMRC funded

EMRC funded

EMRC funded

To provide efficient and effective supportfor regional tourism initiatives

To provide efficient and effective supportfor regional tourism initiatives

To provide efficient and effective service topromote and include people with disabilitiesinto the community within the region

To provide efficient and effective riskmanagement services

To provide efficient and effective riskmanagement asset management

To provide efficient and effective riskmanagement consulting/advice that is delivered at a minimal cost to member Councils

To provide efficient and effectiverisk management training that

is delivered at a minimal cost to member Councils

To undertake risk management projectsthat improve the capacity of memberCouncil and organisational staff to copewith risk

To provide efficient and effective resourcerecovery project management services

To provide efficient and effective resourcerecovery asset management

To undertake appropriate resource recoveryeducation projects at a regional level toincrease community awareness andcommitment to waste minimisation andresource recovery

To ensure that the construction andoperation of a potential ResourceRecovery Facility stimulates economicactivity within Perth’s Eastern Region andwith minimal capital and operating coststo stakeholders

To undertake resource recovery special projects

Manage Regional Tourism

Undertake RegionalTourism Projects

Manage Recreation AdvicePromotion and Inclusionfor People withDisabilities (RAPID)

Manage Risk ManagementServices

Manage Risk ManagementAssets

Provide Risk ManagementConsulting/Advice

Provide Risk ManagementTraining

Undertake RiskManagement Projects

Provide ResourceRecovery ProjectManagement

Manage ResourceRecovery Assets

Undertake ResourceRecovery Education

Develop and ImplementResource Recovery Project

Undertake Other ResourceRecovery Projects


Provided waste management educationactivities in accordance with schedule ofactivities and within budget

Managed waste management land assets inaccordance with schedule of activities andwithin budget

Managed waste management building assetsin accordance with schedule of activitiesand within budget

Managed waste management infrastructureassets in accordance with schedule ofactivities and within budget

Managed waste management plant assets inaccordance with schedule of activities andwithin budget

Managed other waste management assets inaccordance with schedule of activities andwithin budget

Undertook waste management specialprojects in accordance with schedule ofactivities and within budget

Managed environmental services inaccordance with schedule of activities and within budget

Managed environmental services assets inaccordance with schedule of activities andwithin budget

Managed and delivered environmentalconsulting service in accordance withschedule of activities and within budget

Provided regional environmental projectservices in accordance with schedule ofactivities and within budget

Provided regional development services inaccordance with schedule of activities andwithin budget

Undertook regional economic developmentservices in accordance with schedule ofactivities and within budget

Undertook regional economic developmentprojects in accordance with schedule ofactivities and within budget

Managed utilisation of regional developmentassets in accordance with schedule ofactivities and within budget

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded


-EMRC funded



-EMRC funded



-EMRC funded

To provide waste management educationactivities that meet community expectations

To provide efficient and effective wastemanagement land asset management

To provide efficient and effective wastemanagement building asset management

To provide efficient and effective wastemanagement infrastructure assetmanagement

To provide efficient and effective wastemanagement plant asset management

To provide efficient and effective wastemanagement asset management

To undertake waste management specialprojects

To provide efficient and effectiveenvironmental management services

To provide efficient and effectiveenvironmental services asset management

To provide efficient and effectiveenvironmental consulting/advice to memberCouncils, clients and the organisation

To undertake appropriate regionalenvironmental projects so thatenvironmental knowledge, understandingand actions by stakeholders lead to sound environmental management and sustainability.

To ensure a collaborative approach toregional development initiatives that delivertangible results to stakeholders

To provide increased economic capacity andemployment opportunities in the regionthrough new investment and business growth

To provide increased economic capacity and employment opportunities in the region through new investment and business growth

To provide efficient and effective regionaldevelopment asset management

Provide Waste Education

Manage WasteManagement Land Assets

Manage WasteManagement BuildingAssets

Manage WasteManagementInfrastructure Assets

Manage WasteManagement Plant Assets

Manage WasteManagement Other Assets

Undertake WasteManagement Projects

Manage EnvironmentalServices

Manage EnvironmentalServices Assets

Provide EnvironmentalConsulting/Advice

Undertake EnvironmentalProjects

Manage RegionalDevelopment

Undertake RegionalEconomic DevelopmentServices

Undertake RegionalEconomic DevelopmentProjects

Manage RegionalDevelopment Assets



$66,661

$60,513

$2,500

$276,800

$168,015

$5,000

Nil

$1,920

$27,234

($65,000)

($60,513)

Nil

($276,800)

($165,550)

Nil

($3,000)

($3,200)

($27,234)

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

- Education activities for schoolsand community groups are deliveredon schedule and within budget

- Reduction in regional greenhousegas emissions for member Councilsand their communities- Increase in energy savings for member Councils and their communities

- Implementation of CleanerProduction Action Plan inaccordance with schedule ofactivities and within budget

- Implementation of Eastern HillsCatchment Action Plan inaccordance with schedule ofactivities and within budget

- Implementation of LocalGovernment NRM PolicyDevelopment Project inaccordance with schedule ofactivities and within budget

- Implementation of PerthBiodiversity Project Plan inaccordance with schedule ofactivities and within budget

- Risk Management documentationdeveloped in accordance withschedule of activities and within budget

-Risk Management benchmarkingundertaken in accordance withschedule of activities and withinbudget

- Satisfaction of clients accessingthe Alternatives to Employmentprogram

- EMRC funded- Other external funds

- Member Council funded

- EMRC funded

- EMRC funded- Member Council funded- Other external funds



- EMRC funded

- EMRC funded

- Other external funds

Educate stakeholders incatchment management(community education)

Implement Cities for ClimateProtection Program (CCP)

Implement Cleaner ProductionAction Plan

Implement Eastern HillsCatchment Management(ECHMP) Action Plan

Implement Local GovernmentNatural Resource Management(NRM) Policy DevelopmentProject

Implement Perth Biodiversity Project

Develop Risk Managementdocumentation

Undertake Risk Managementbenchmarking

Provide Alternatives toEmployment (ATE) Program

Improve air and water quality

Maintain regionalbiodiversity

Reduce the risk ofworkplace relatedaccidents andinjuries

Increase communityparticipation in arts,culture and recreationopportunities

Operating OperatingObjective Activity Funding Source Performance Measures Net Capital Income Expenditure

Section 5.53(2e) of the Local Government Act 1995, requires local government to provide an overview of the principal activities that areproposed to commence or continue in the next financial year.

The principal activities for the period 1 July 2004 to 30 June 2005 are largely the same as those contained in the Council’s adopted PrincipalActivities Plan 1 July 2003 to 30 June 2007.

Whilst some elements of the key principal activities may vary slightly, there are no material variances as, by nature, principal activities arebroad. Key principal activities planned for the 2004-05 year are detailed below.

PRINCIPAL ACTIVITIES 2004-05

“...with some of the State's most beautiful national parks and walking trails,

the region has a lot to do and see.”


$183,662

$27,000

$20,000

$160,294

$6,900

$14,000

$14,000

$10,000

$327,750

$221,927

$62,500

$23,150

($300)

($20,000)

Nil

($91,274)

Nil

Nil

Nil

Nil

Nil

($2,080,765)

Nil

Nil

$2,500

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

$1,000

Nil

Nil

- Regional Development Servicesmanaged and delivered inaccordance with schedule ofactivities and within budget

- Appropriate EMRC involvementin strategic environmental issuesthat affect the region and memberCouncils

- Development of regional visitor’s centre- Increased visitor numbers to the region

- Manage, facilitate and implementregional tourism projects inaccordance with schedule ofactivities and within budget

- Event training workshops formember Council staff conducted- Member Council event organisingcommittees supported as required

- Increased numbers of visitors to the region- Increased profile for EMRC,participating Councils and the region

- Resource Recovery Project studytour undertaken in accordancewith schedule of activities andwithin budget

- Resource Recovery productsdeveloped and marketed inaccordance with schedule ofactivities and within budget

- Resource Recovery Project Planrecommendations implemented inaccordance with schedule ofactivities and within budget

- Resource Recovery Projectmanaged in accordance withschedule of activities and within budget

- Resource Recovery educationprogram implemented inaccordance with schedule ofactivities and within budget- Resource Recovery StakeholderPerception Survey undertaken inaccordance with schedule ofactivities and within budget

- WMCRG supported inaccordance with schedule ofactivities and within budget

-EMRC funded-Other external funds


-EMRC funded

-EMRC funded-Member Council funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded


-EMRC funded

-EMRC funded

Manage and deliver RegionalDevelopment Services

Implement other regionalenvironmental initiatives

Contribute towards theoperations of Swan Valley andEastern Region Visitor's Centre

Facilitate Regional Tourism Projects

Implement Tourism IndustryDevelopment WorkshopProgram

Support Avon Descentinfrastructure and publicity

Develop a clearerunderstanding of availableResource Recoverytechnologies

Develop Resource Recoveryproducts

Implement Resource RecoveryProject Plan

Manage Resource RecoveryProject

Promote awareness ofResource Recovery Project

Support Waste ManagementCommunity Reference Group(WMCRG)

Continue partnershipswith member Councilsin regional economicdevelopment projects

Continuepartnerships withmember Councils in regionalenvironmentalprojects

Continuepartnerships withmember Councils inregional tourismdevelopmentprojects

Continuepartnerships withmember Councils inregional wastemanagementprojects



$85,339

$150,000

$50,000

$82,282

$3,000

$10,000

($2,306,181)

$9,300

$777,761

$381,710

$1,079,976

$64,018

$75,000

($76,138)

($115,000)

Nil

($40,001)

Nil

Nil

Nil

Nil

($16,000)

Nil

Nil

Nil

($55,000)

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

- Provide RAPID services inaccordance with schedule ofactivities and within budget

- Regional integrated transportplan developed in accordance with schedule of activities andwithin budget

- Business development workshops conducted- Increased research into issuesimpacting regional business

- Research into development ofregional industry clusterscontinued- Key industry cluster workinggroups established

- Regional Opportunities Registerimplemented in accordance withschedule of activities and within budget

- Detailed feasibility study forproposed Regional EducationPrecinct model submitted to Council

- Corporate Services costsallocated as appropriate

- EMRC’s Strategic, PrincipalActivity, and Business Unit Plansand Budget Process integrated inaccordance with schedule ofactivities and within budget

- Governance and CorporateServices managed in accordancewith schedule of activities andwithin budget

- Provide administration services inaccordance with schedule ofactivities and within budget

- Organisational governanceprovided in accordance withschedule of activities and within budget

- Internal audit and complianceservices provided in accordancewith schedule of activities andwithin budget

- Concept plan reported to Councilin accordance with schedule ofactivities and within budget

- EMRC funded- Cities of Belmont and Swan funded

- EMRC funded- Member Council funded- Other external funds

- EMRC funded

-EMRC funded-Member Council funded-Other external funds


-EMRC funded

-EMRC funded

-EMRC funded


-EMRC funded

-EMRC funded

-EMRC funded


Provide Recreation AdvicePromotion and Inclusion forPeople with Disabilities (RAPID)

Develop a Regional IntegratedTransport Plan

Continue partnership withNorth East MetropolitanChamber of Commerce andIndustry (NEMCCI)

Develop Industry Capabilityand Clustering Project

Implement RegionalOpportunities Register

Support Regional EducationPrecinct Project

Allocate Corporate Servicescosts

Integrate EMRC's StrategicPrincipal Activity BusinessUnit Plans and Budget Process

Manage Governance andCorporate Services

Provide AdministrationServices

Provide Governance

Provide Internal Audit andCompliance Services

Develop Swan River RegionalOpportunity Project

Increase communityparticipation in arts,culture and recreationopportunities

Improve road andrail transportnetworks

Increase regionalemploymentopportunities

Increase regionalemploymentopportunities

Increase thecapacity of regionaleducation andtraining services

Continue toimprove corporatemanagement andadministration (5b)

Maintain legislativecompliance

Continue partnershipswith member Councilsin regional economicdevelopment projects



$61,000

$133,190

$5,198,130

$56,413

$70,800

$5,800

$155,360

$23,480

$391,953

$6,500

$67,000

$30,000

Nil

Nil

($7,305,688)

($2,000)

Nil

($5,000)

($331,000)

Nil

($515,487)

Nil

($40,001)

Nil

$5,000

Nil

$42,000

$3,500

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

- Red Hill Waste ManagementFacility operations promoted inaccordance with schedule ofactivities and within budget

- Engineering and design advisoryservice provided in accordancewith schedule of activities andwithin budget

- Red Hill Waste ManagementFacility managed in accordancewith schedule of activities andwithin budget

- Environmental ConsultingService managed and deliveredin accordance with schedule of

activities and within budget

- Environmental Consulting Serviceprovided to EMRC in accordancewith schedule of activities andwithin budget

- Environmental ConsultingService provided to externalorganisations in accordance with schedule of activities andwithin budget

- Environmental ConsultingService provided to memberCouncils in accordance withschedule of activities and within budget

- Risk Management consultingservice marketing plan developedin accordance with schedule ofactivities and within budget

- Red Hill Waste ManagementFacility by-products managed and marketed in accordance with schedule of activities andwithin budget

- EMRC’s Image Identity Review Project implementedin accordance with schedule

of activities and within budget

- Regional Image Identity Projectimplemented in accordance withschedule of activities and within budget

- Annual market research surveyconducted in accordance withschedule of activities and within budget

-EMRC funded

-EMRC funded

-EMRC funded


-EMRC funded

-EMRC funded

-EMRC funded-Member Council funded

-EMRC funded

-EMRC funded

-EMRC funded


-EMRC funded

Promote Red Hill WasteManagement Facilityoperations

Provide an engineering designadvisory service

Provide waste disposal service(Red Hill WasteManagement Facility)

Manage and deliverenvironmental services

Provide EnvironmentalConsulting Services to EMRC

Provide EnvironmentalConsulting Services toexternal organisations

Provide EnvironmentalConsulting Services toMember Councils

Develop a Risk Managementconsulting service marketing plan

Market Red Hill WasteManagement Facility by-products

Develop and implement a consistent brand image for EMRC

Implement Regional ImageIdentity Review Project

Monitor stakeholdersatisfaction with type andquality of services provided

Continue toimprove regionalwaste managementpractices

Encourageutilisation ofenvironmentalconsulting services

Encourageutilisation of RiskManagementconsulting services

Encourageutilisation of wastemanagement by-products

Improve regionalmarketing andcommunications



$41,750

$13,044

$7,488

$250,175

$57,600

$27,600

$44,550

$8,000

$9,600

Nil

Nil

$214,872

($35,675)

($23,000)

Nil

($138,700)

($103,264)

($99,091)

Nil

Nil

Nil

Nil

Nil

($2,000)

Nil

Nil

Nil

$1,000

Nil

Nil

Nil

Nil

Nil

$865,000

$2,250,400

$1,000

- Risk Management trainingdelivered in accordance withschedule of activities and within budget

- Traffic management trainingdelivered in accordance withschedule of activities and within budget

- Risk Management trainingcourses developed in accordancewith schedule of activities andwithin budget

- Risk Management Servicesmanaged and delivered inaccordance with schedule ofactivities and within budget

- Regional risk managementconsulting/advice to memberCouncils provided in a timelymanner and in accordance with schedule of activities andwithin budget

- Regional risk managementconsulting/advice to externalclients provided in a timelymanner and in accordance with schedule of activities andwithin budget

- Collect problematic regionalwaste in accordance with scheduleof activities and within budget

- Programs to address problematicwaste in the region implementedin accordance with schedule ofactivities and within budget

- Red Hill Development Planrecommendations implemented inaccordance with schedule ofactivities and within budget

- Red Hill Master Plan landacquisition recommendationsimplemented in accordance with schedule of activities andwithin budget

- Red Hill Master Plan planningrecommendations implemented inaccordance with schedule ofactivities and within budget

- Engineering and WasteManagement Service provided inaccordance with schedule ofactivities and within budget

-EMRC funded

-EMRC funded

-EMRC funded


-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

Deliver Risk ManagementTraining

Deliver Traffic ManagementTraining

Develop Risk ManagementTraining Courses

Manage and deliver RiskManagement Services

Provide regional RiskManagement consulting/advice to member Councils

Provide regional RiskManagement consulting/advice to other externalclients

Collect problematic waste inthe region

Develop education programsto address problematic wastein the region

Implement Red HillDevelopment Plan

Implement Red Hill MasterPlan land acquisitionrecommendations

Implement Red Hill MasterPlan planningrecommendations

Manage Engineering andWaste Management Services

Continue toimprove regionalRisk ManagementServices

Continue toimprove regionalwaste managementpractices



$30,000

$44,550

$4,000

$11,280

$27,500

$30,000

$5,000

$99,350

$60,850

$2,000

$4,000

$11,500

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

($7,230)

Nil

($4,000)

($12,990)

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

$2,000

- Environmental ManagementSystem for Red Hill WasteManagement Facility developed inaccordance with schedule ofactivities and within budget

- Red Hill environmental impactsmonitored in accordance withschedule of activities and within budget

- Regional environmental information resources to supportNRM developed in accordance with schedule of activities andwithin budget

- Monthly regional tourism marketresearch data collated anddistributed to regional tourismoperators through relevantindustry channels

- New regional development projectopportunities assessed and reportedto Council in a timely manner

- Investigate opportunities forregional environmental initiativesin accordance with schedule ofactivities and within budget

- Hazelmere site utilisationinvestigations monitored inaccordance with schedule ofactivities and within budget

- Waste Management research anddevelopment undertaken inaccordance with schedule ofactivities and within budget

- Networking opportunitiesidentified and developed inaccordance with schedule ofactivities and within budget

- Relevant regional cost savingopportunities identified formember Councils

- Regional Environmental StrategyAction Plan recommendationsimplemented in accordance withschedule of activities and within budget

- Education programs for the RedHill Education Centre implementedin accordance with schedule ofactivities and within budget

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded


-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded


Develop EnvironmentalManagement System for Red Hill

Satisfy Red Hill environmentallicense conditions

Develop regionalenvironmental informationresources to support NRM

Implement tourism marketresearch

Investigate new regionaldevelopment projectopportunities

Investigate opportunities for regional environmentalinitiatives

Monitor Hazelmere siteutilisation investigations

Undertake waste managementresearch and development

Identify and coordinatenetworking opportunities

Investigate opportunities forcollaboration with memberCouncils

Implement RegionalEnvironmental Strategy

Develop and implement aneducation program for theRed Hill Education Centre

Minimise theenvironmentalimpact of wastemanagementoperations

Develop regionalinformationresources

Increase research onregionaldevelopment issues

Increase research on regionalenvironmentalissues

Maintain researchon wastemanagement issues

Enhancerelationships withstakeholders

Strengthen regionalcollaboration andwork cooperativelywith memberCouncils

Encouragestakeholdercommitment toenvironmentalsustainability

Encouragestakeholdercommitment towaste minimisation



$167,630

$52,717

$20,000

$24,250

$70,400

$48,500

$95,271

$5,000

$10,000

$10,000

$31,000

$49,976

Nil

Nil

Nil

($2,000)

($20,000)

($25,000)

($50,000)

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

- Organisation marketing andcommunication services providedin accordance with schedule ofactivities and within budget

- Update, maintain and promoteEMRC’s web presence inaccordance with schedule ofactivities and within budget

- Increased attendance at regionalAutumn festivals throughcollaborative marketing, advertisingand public relations activities

- Increased visitor numbers to the region- Increased international recognitionof the region as a world-class eco-tourism destination

- Increase community awareness ofregional events, nature-basedattractions and the region as a whole- Increase visitor numbers to the region

- Comprehensive heritage trailsbooklet published within budget- Complementary websitedeveloped to promote regionalheritage trails

- Regional Nature Trails Projectimplemented in accordance withschedule of activities and within budget

- Research into potential regional tourism sectors andproduct conducted

- Regional tourism facilitation,promotion and marketingimplemented in accordance with schedule of activities andwithin budget

- "Experience Perth" regional tourismmarketing campaign supported inaccordance with schedule ofactivities and within budget

- Perth’s Eastern Region promotedin ‘WA On Show’ in accordancewith schedule of activities andwithin budget

- Increased internationalinvestment in the region over time- Identification of exportopportunities for locallybased businesses

-EMRC funded

-EMRC funded

-EMRC funded





-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

Provide organisationmarketing and communicationservices

Update, maintain and promoteEMRC’s web presence

Implement Eastern AutumnFestival regional publicitycampaign

Implement Green GlobeSustainable TourismAccreditation Program

Implement Regional EventsPromotion Program

Implement Regional HeritageTrails Promotional Project

Implement Regional NatureTrails Project

Implement Regional SectorTourism Project

Implement regional tourismfacilitation promotion andmarketing

Support "Experience Perth"Regional Tourism MarketingCampaign

Market Perth’s Eastern Regionas an attractive investmentdestination

Pursue internationalinvestment in the region

Improve regionalmarketing andcommunications

Increase regionalinvestmentopportunities



$83,110

$85,577

$2,000

$13,200

$500

$11,800

$1,000

$12,100

$2,500

Nil

$477,935

$2,600

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

$292,100

Nil

Nil

- Human resource managementservices provided in accordancewith schedule of activities andwithin budget

- Organisational developmentservices provided in accordancewith schedule of activities andwithin budget

- Approved RegionalDevelopment Services staff study assistance requestssupported within budget

- Regional Development andRAPID staff trained anddeveloped in accordance with schedule of activities and within budget

- Approved Resource RecoveryProject staff study assistancerequests supported within budget

- Resource Recovery Projectstaff trained and developed inaccordance with schedule ofactivities and within budget

- Approved Risk ManagementServices staff study assistancerequests supported within budget

- Risk Management Services stafftrained and developed inaccordance with schedule ofactivities and within budget

- EAP implemented in accordancewith schedule of activities andwithin budget

- EMRC’s Information Planimplemented in accordance with schedule of activities andwithin budget

- Information and TechnologyService provided in accordancewith schedule of activities andwithin budget

- Maintain website visitor interest to at least 20,000 visits per annum

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

Provide human resourcemanagement services

Provide organisationdevelopment services

Implement RegionalDevelopment Services studyassistance program

Implement RegionalDevelopment staff training and performancemanagement process

Implement Resource RecoveryProject study assistanceprogram

Implement Resource RecoveryProject staff training andperformance managementprocess

Implement Risk ManagementServices study assistanceprogram

Implement Risk Managementstaff training and performancemanagement process

Implement EmployeeAssistance Program (EAP)

Implement EMRC'sInformation Plan

Provide Information andTechnology Service

Implement Regional TourismProduct Data Website Project

Continue toimproveorganisationalculture

Continue toimprove staffhealth, welfareand safety

Continue toimprove corporateinformationmanagementpractices



$84,848

$208,165

$244,465

$518,980

($247,595)

$46,500

$2,500

$15,000

$2,000

$21,500

$30,100

$7,600

($174,917)

($625,502)

($18,100)

($599,500)

($334,000)

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

$342,500

$542,700

$1,268,700

Nil

Nil

Nil

Nil

Nil

Nil

Nil

- Regional Waste ManagementStakeholder Awareness Planimplemented in accordance with schedule of activities and within budget

- Financial services provided inaccordance with schedule ofactivities and within budget

- Corporate administrationfacilities (Ascot Place) managed inaccordance with schedule ofactivities and within budget

- EMRC’s portfolio of assetsmanaged in accordance withschedule of activities and within budget

- Red Hill Waste ManagementFacility major and minor plantassets managed in accordance with schedule of activities andwithin budget

- Engineering and WasteManagement Services staff trainedand developed in accordance with schedule of activities andwithin budget

- Approved Engineering and WasteManagement Services staff studyassistance requests supportedwithin budget

- Environmental Services stafftrained and developed inaccordance with schedule ofactivities and within budget

- Approved EnvironmentalServices staff study assistancerequests supported within budget

- Continuous organisationalimprovement programs facilitated inaccordance with schedule ofactivities and within budget

- Governance and CorporateServices staff trained anddeveloped in accordance withschedule of activities and within budget

- Approved Governance andCorporate Services staff studyassistance requests supportedwithin budget


-EMRC funded


-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

-EMRC funded

Implement Regional WasteManagement StakeholderAwareness Plan

Provide financial services

Manage corporateadministration facilities(Ascot Place)

Manage portfolio of assets

Manage major and minorplant (Red Hill WasteManagement Facility)

Implement Engineering andWaste Management Servicesstaff training and performancemanagement process

Implement wastemanagement study assistanceprogram

Implement EnvironmentalServices staff training andperformance managementprocess

Implement EnvironmentalServices study assistanceprogram

Facilitate continuousorganisational improvementprograms

Implement Governance andCorporate Services stafftraining and performancemanagement process

Implement Governance andCorporate Services studyassistance program

Encouragestakeholdercommitment towaste minimisation

Continue toimprove corporatefinancialmanagement (5c)

Continue toimprove assetmanagementpractices

Continue toimproveorganisationalculture




FINANCIAL REPORT


EMRC ‘04 ANNUAL REPORT 38EMRC ‘04 ANNUAL REPORT 37

FOR THE YEAR ENDED 30 JUNE 2004

OPERATING STATEMENT ACTUAL BUDGET ACTUAL

2003/2004 2003/2004 2002/2003$ $ $

OPERATING REVENUEGovernance 199,117 282,760 General Purpose Funding 673,371 600,000 598,071Housing 0 0 0Community Amenities 10,313,640 9,290,149 8,655,409Other Property and Services 1,833,234 2,160,414 1,768,508

Total Revenue from Ordinary Activities 13,019,362 12,333,323 11,021,988

OPERATING EXPENSESGovernance 1,377,631 1,365,534 943,455Housing 0 0 1,540Community Amenities 6,680,696 6,579,475 6,167,553Other Property and Services 2,021,553 2,835,381 2,573,157

Economic Services 0 0 0

Total Expenses from Ordinary Activities 10,079,880 10,780,390 9,685,705

Change in Net Assets from Operations 2,939,482 1,552,933 1,336,283

AS AT 30 JUNE 2004STATEMENT OF FINANCIAL POSITION

ACTUAL ACTUAL2003/2004 2002/2003

$ $

CURRENT ASSETSCash 1,493,931 1,190,477Investments 12,833,589 11,819,967Receivables 1,092,473 395,870Inventory 18,656 11,930Prepayments 26,291 74,996

Total Current Assets 15,464,940 13,493,240

CURRENT LIABILITIESPayables 730,030 474,444Provisions 545,368 492,514Interest Bearing Liabilities 267,318 251,290

Total Current Liabilities 1,542,716 1,218,248

Net Current Assets 13,922,224 12,274,992

NON CURRENT ASSETSLand 4,761,459 4,987,715Buildings 2,867,252 2,907,860Structures 3,177,266 2,365,616Plant 1,530,334 880,055Equipment 410,151 528,561Furniture and Fittings 113,242 98,041Work in Progress 37,282 0

Total Non Current Assets 12,896,986 11,767,848

NON CURRENT LIABILITIESProvisions 729,487 625,281Interest Bearing Liabilities 908,682 1,176,000

Total Non Current Liabilities 1,638,169 1,801,281

Net Assets 25,181,041 22,241,559

EQUITYAccumulated Surplus 13,012,023 11,886,607Cash Backed Reserves 12,049,124 10,235,058 AAS27 Adjustments 119,894 119,894

Total Equity 25,181,041 22,241,559


FOR THE YEAR ENDED 30 JUNE 2004STATEMENT OF CASH FLOWS

ACTUAL BUDGET ACTUAL2003/2004 2003/2004 2002/2003

$ $ $

CASH FLOWS FROM NORMAL OPERATING ACTIVITIESCash receipts in the course of normal operations 10,103,770 8,933,553 10,562,113Cash payments in the course of normal operations (7,717,031) (7,501,995) (8,771,273)Interest receipts - Municipal Cash 130,411 150,000 121,605Interest payments - Loan Ascot Place (85,750) (79,036) (100,817)

Net Cash Provided by Normal Operating Activities 2,431,400 1,502,522 1,811,628

CASH FLOWS FROM OTHER OPERATING ACTIVITIESResource Recovery

Cash receipts from secondary waste charge 2,089,765 1,769,670 1,407,293Cash receipts from resource recovery project 12,735 107,100 5,153Cash payments for resource recovery project (274,977) (839,919) (510,312)Interest receipts - secondary waste restricted 165,026 178,081 132,450

Other ActivitiesInterest receipts - other restricted investments 377,934 271,919 344,015

Net Cash Provided by Other Operating Activities 2,370,483 1,486,851 1,378,599

Net Cash Provided by Operating Activities 4,801,883 2,989,373 3,190,227

CASH FLOWS FROM INVESTING ACTIVITIESCash receipts from sale of assets 522,682 923,000 323,116Cash payments for acquisition of assets (3,756,199) (5,136,550) (2,364,475)

Net Cash Provided by Investing Activities (3,233,517) (4,213,550) (2,041,359)

CASH FLOWS FROM FINANCE ACTIVITIESCash payments - loan principal repayments (251,290) (251,290) (236,222)Cash payments - WMRC Termination 0 0 (1,177,170)

Net Cash Used in Financing Activities (251,290) (251,290) (1,413,392)

SUMMARY OF CASH FLOWSCash at the beginning of the year 13,010,444 12,551,110 13,274,968Net Increase (Decrease) in Cash Held 1,317,076 (1,475,467) (264,524)

Cash at the end of the year 14,327,520 11,075,643 13,010,444


ACTUAL ACTUAL2003/2004 2002/2003

$ $

ACCUMULATED SURPLUSBalance at the beginning of the year 11,886,607 10,110,137Change in net assets from operations 2,939,482 1,336,283Transfer from Reserves 3,796,328 3,288,140 Transfer to Reserves (5,610,394) (2,847,953)

Balance at the end of year 13,012,023 11,886,607

RESERVES - CASH BACKEDBalance at the beginning of the year 10,235,058 10,675,245Amount transferred from accumulated surplus 5,610,394 2,847,953 Amount transferred to accumulated surplus (3,796,328) (3,288,140)

Balance at the end of the year 12,049,124 10,235,058

AAS27 ADJUSTMENTSBalance at the beginning of the year 119,894 119,894

Balance at the end of year 119,894 119,894

Total Equity 25,181,041 22,241,559

FOR THE YEAR ENDED 30 JUNE 2004

STATEMENT OF CHANGES IN EQUITY

Operating StatementTotal Operating Revenue of $13,019,362 as at 30 June 2004 is approximately $2m greater than the level of

2002/2003 and approximately $686,000 above budgeted provisions.

An increase in the disposal of Class III commercial material together with an increase in the wastedisposal fee that includes a $2.00 per tonne increase in the Secondary Waste levy has resulted in additionalfees and charges of approximately $1,392,000 above 2002/2003 levels.

Total Operating Expenses of $10,079,880 are approximately $394,000 greater than 2002/2003 andapproximately $700,000 below budget for 2003/2004.

The overall change in net assets resulting from operations of $2,939,482 is approximately $1,603,000greater than 2002/2003 and approximately $1,386,000 better than the original 2003/2004 budget.

Statement of Financial PositionThe value of Structures as at 30 June 2004 reflects an increase of approximately $812,000 from the value

as at 30 June 2003, whilst the value of plant reflects an increase of approximately $650,000 from the valueas at 30 June 2003. This is directly attributable to the construction of the Class III Stage 10 waste disposalcell ($2.067m) and the purchase of two traxacavators.

Current liabilities as at 30 June 2004 have increased approximately $324,000 in comparison to the levelas at 30 June 2003. This relates predominantly to an increase in Accounts Payable of approximately $256,000.

Current assets as at 30 June 2004 have increased approximately $1,972,000 in comparison to the level asat 30 June 2003. This relates to increased cash receipts from operations.

Overall equity has increased during the 2003/2004 financial year by $2,939,482 to $25,181,041.

Statement of Cash Flows The cash flows used in investing activities for 2003/2004 reflects an increase of approximately $1.4m

capital expenditure from the 2002/2003 financial year.

Net Cash provided by Operating Activities of $4,801,883 refects an increase of $1,611,656 from the2002/2003 value of $3,190,227.

The overall impact on the cash position at the close of the financial year is an increase of $1,317,076 to$14,327,520. This is represented by restricted cash and investments of $12,194,403 and unrestricted cash andinvestments totalling $2,133,117.

Concise Financial Report The concise financial report can not be expected to provide as full an understanding of the financial

performance, financial position and financing and investing activities of the Eastern Metropolitan RegionalCouncil as the full financial report.

Further financial information can be obtained from the full financial report on request to the EasternMetropolitan Regional Council.

NOTES FOR CONCISE FINANCIAL REPORT


VISION To be a responsive and innovative leader in assisting the EasternMetropolitan Region to be a great place to live, work, play and do business.

MISSION The Eastern Metropolitan Regional Council, by partnering withmember Councils, and other stakeholders, facilitates strategies and actions forthe benefit and sustainability of the region.

2003/2004 emrc annual report

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range of services

risk management services

annual report

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