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ORDINARY COUNCIL MEETING MINUTES 18/03/2016

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DISCLAIMER No responsibility whatsoever is implied or accepted by the Pilbara Regional Council for any act, omission or statement or intimation occurring during Council or Committee Meetings. The Pilbara Regional Council disclaims any liability for any loss whatsoever and howsoever caused arising out of reliance by any person or legal entity on any such act, omission or statement or intimation occurring during Council or Committee Meetings. Any person or legal entity that acts or fails to act in reliance upon any statement, act or omission made in a Council or Committee Meeting does so at that persons or legal entity’s own risk. In particular and without derogating in any way from the broad disclaimer above, in any discussion regarding any project or intended project, any statement or intimation of approval made by any member or Officer of the Pilbara Regional Council during the course of any meeting is not intended to be and is not taken as notice of approval from the Pilbara Regional Council.


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TABLE OF CONTENTS DISCLAIMER 2 TABLE OF CONTENTS 3 1. OFFICIAL OPENING 5 2. ACKNOWLEDGEMENT OF TRADITIONAL OWNERS 5 3. DECLARATION(S) OF CONFLICT OF INTEREST 5 4. OATH(S) OF OFFICE 5 5. RECORDING OF ATTENDANCE 6

Attendance 6 Application for leave of absence 6

6. PUBLIC QUESTION TIME 7 7. PETITIONS / DEPUTATIONS / PRESENTATIONS / SUBMISSIONS 7

7.1 Gavin O’Donovan, Principal AEC Group 7 7.2 Murray Smalpage, Assistant Commissioner, Regional WA, WAPOL; and Detective Sergeant David Haas 7 7.3 Grahame Searle, State Reform Leader, Regional Services Reform Unit; and Ms Melanie Croke, Manager Regional Services Reform Unit 7 7.4 Richard Nicholls – Maltman, Special Counsel; Mr Anthony Quahe, Managing Principal Civic Legal 7

8. CONFIRMATION OF MINUTES OF PREVIOUS MEETING 8 9. BUSINESS ARISING FROM MINUTES OF PREVIOUS MEETING 9

9.1 Response to Previous Questions Taken on Notice 9 9.2 Business and Action Items Arising from Meeting(s) 9

10. STATE COUNCIL PRESIDENT’S REPORT (WALGA) 11 11. CHAIRPERSON REPORT 12 12. REPORTS OF OFFICERS 13

12.1 CEO Report 13 12.2 Projects Report 17

13. ITEMS FOR INFORMATION ONLY 41 13.1 Staff and Councillors Training Calendar 42 13.2 PRC Web Traffic Report 43 13.3 Welcome Wi-Fi Usage Report 48 13.4 Social Media Report - Facebook 51 13.5 Social Media Report - Twitter 52 13.6 Project update Pre EastXWest Event 53 13.7 Project Acquittal – Coastal Access Management (Ashburton River Mouth Boat Ramp) 57 13.8 Letter of Support for Police Livestock Squad 59

14. PRC MOTOR VEHICLE 60 15. FINANCIAL 65

15.1 Monthly Financial Reports and Warrants of Payments 65

16. SPONSORSHIP REQUEST: WI-FI AT THE KARIJINI EXPERIENCE 67

17. SCOPE CHANGE REQUEST – REGIONAL SIGNAGE STRATEGY 70 18. RV FRIENDLY REGIONS FEASIBILITY STUDY 73 19. ATTENDANCE AT MEETINGS BY MEANS OF INSTANTANEOUS COMMUNICATION 76 20. REVIEW OF POLICIES 81


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21. LAND DE-CONSTRAINT – SOLE SUPPLIER POLICY WAIVER 82 22. REVIEW OF 2016 MEETING DATES 84

23. MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN 86 24. QUESTIONS BY MEMBERS ON WHICH DUE NOTICE HAS BEEN GIVEN 86 25. NEW BUSINESS OF AN URGENT NATURE APPROVED BY THE PERSON PRESIDING 86 26. Land De-constraint Civil Works Tender Assessment and Review 87 27. CLOSURE 89

27.1 Date of the next meeting 89 27.2 Closure 89


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1. OFFICIAL OPENING The Chairperson declared the Ordinary Meeting of Council open at 10:32 AM. 2. ACKNOWLEDGEMENT OF TRADITIONAL OWNERS The PRC acknowledged the traditional owners of the land on which we met, and their continuing connection to land, sea and community. We pay our respects to them and their cultures, and to their elders both past and present. 3. DECLARATION(S) OF CONFLICT OF INTEREST Local Government Act 1995 [No. 74] s. 5.66 Meeting to be informed of disclosures 5.66. If a member has disclosed an interest in a written notice given to the CEO before a meeting then before the meeting —

(a) the CEO is to cause the notice to be given to the person who is to preside at the meeting; and (b) the person who is to preside at the meeting is to bring the notice to the attention of the persons who attend the meeting.

Nil. 4. OATH(S) OF OFFICE Nil.


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5. RECORDING OF ATTENDANCE Attendance

Councillors

Cr Glen Dellar Cr Lynne Craigie Cr Anita Grace Cr Peter Long Cr John Lally Cr Kelly Howlett Cr Julie Arif nee Hunt

Councillor, Shire of Ashburton President, Shire of East Pilbara and Chairperson, PRC Councillor, Shire of East Pilbara Mayor, City of Karratha Deputy Mayor, City of Karratha Mayor, Town of Port Hedland and Deputy Chair, PRC Councillor, Town of Port Hedland

PRC Staff

Mr Tony Friday Ms Melody Pia

Chief Executive Officer Administrator

Guests:

Mr Neil Hartley Mr Mal Osborne Mr Chris Adams Ms Kelly McIntyre Ms Jo Burges

CEO, Shire of Ashburton CEO, Town of Port Hedland CEO, City of Karratha Service Delivery, Department of Local Government and Communities Regional Cooperation Manager, WALGA

Presenters/Speakers:

Mr Gavin O’Donovan Mr Murray Smalpage Mr David Haas Mr Grahame Searle Ms Melanie Croke Mr Richard Nichols-Maltman Mr Anthony Quahe

Principal, AEC Group Assistant Commissioner, Regional WA, WAPOL Detective Sergeant, Regional WA, WAPOL State Reform Leader, Regional Services Reform Unit Manager, Regional Services Reform Unit Special Counsel, Civic Legal Managing Principal, Civic Legal

Apologies: Cr Camilo Blanco Cr Kerry White

Deputy Mayor, Town of Port Hedland President, Shire of Ashburton

Approved leave of absence(s) Nil. Application for leave of absence

The following Councillors have applied for a Leave of Absence: Name Granted by Chairperson Nil Y / N The Chairperson called for any Councillors wishing to apply for a leave of absence. Nil received.


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6. PUBLIC QUESTION TIME The Chairperson called for questions from members of the public attending the meeting. Nil

7. PETITIONS / DEPUTATIONS / PRESENTATIONS / SUBMISSIONS 7.1 Gavin O’Donovan, Principal AEC Group

Mr O’Donovan presented the Regional Rating Strategy to the Council. The Council requested for a corrected version of the presentation to be circulated to the Councillors via email.

7.2 Murray Smalpage, Assistant Commissioner, Regional WA, WAPOL; and Detective Sergeant David

Haas Mr Smalpage presented on the proposed re-establishment of the WA police livestock squad.

7.3 Grahame Searle, State Reform Leader, Regional Services Reform Unit; and Ms Melanie Croke, Manager Regional Services Reform Unit Mr Searle updated the Council on the Regional Services Reform Unit’s work

7.4 Richard Nicholls – Maltman, Special Counsel; Mr Anthony Quahe, Managing Principal Civic Legal

Mr Nicholls presented on “Incident Management and Risk”. The Council requested a copy of his presentation to be circulated to the Councillors via email. The Chairperson adjourned the meeting at 12:27 PM and resumed the meeting at 12:40 PM.


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8. CONFIRMATION OF MINUTES OF PREVIOUS MEETING Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Tony Friday, Chief Executive Officer Officer Disclosure of Interest: Nil Voting Requirement: Simple Majority Council Resolution FY16-064: That the minutes of the Pilbara Regional Council Ordinary Meeting of Council held on 5th February 2016 be confirmed as a true and correct record of proceedings. Moved: Cr Howlett Seconded: Cr Grace Result: 6/0 Cr Long joined the meeting at 12:42 PM.


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9. BUSINESS ARISING FROM MINUTES OF PREVIOUS MEETING 9.1 Response to Previous Questions Taken on Notice The Chief Executive Officer presented Questions Taken on Notice from the previous Meeting: Item Subject Actions/Answers Nil 9.2 Business and Action Items Arising from Meeting(s) The Chief Executive will present a progress update on Business Arising and action items arising from previous meetings. Resolution Meeting Action Arising Completed /

Carried Forward

Council Resolution FY16-014

27/08/2015 That Council resolved to undertake a feasibility study to determine the estimated costs, resources required and benefits to each town in becoming RV Friendly, noting that this activity will form part of the approved FY16 ‘Contribution to the Pilbara Tourism Product Development Plan’ project as an additional deliverable and to consult Caravan Industry Association and member CEOs in this activity.

In progress


27/08/2015 That Council instructed the Chief Executive Officer to work with the members to identify appropriate sources of grant or other funding in order to implement the proposed deliverables for the FY16 Regional Signage Strategy project.

In progress


05/02/2016 That Council instruct the CEO to plan a collaborative celebration of ‘Heritage Week’ for the Pilbara with a progress update to be reported back to Council.

In progress


05/02/2016 That Council by simple majority resolve to: 1. Endorse the four recommended trails as the immediate priority

trails for the Pilbara Trails Blueprint. 2. Add Karijini National Park as an additional trail to the Pilbara

Trails Blueprint as interconnecting trail hub. 3. Deliver a further report (including detailed implantation plans) to

Council following the completion of the Pilbara Trails Blueprint for endorsement.

In progress


18/03/2016 OPTION3 That Council endorse the lease ofa motor vehicle for the Pilbara Regional Council for a sum not exceeding$20,000, on the most advantageous terms that can be negotiated by the CEO. That Council allows the CEO reasonable personal use of the motor vehicle.


18/03/2016 That Council resolve to endorse Option 2 as their preferred option: to reject consideration of providing sponsorship to the Karijini Experience to support the provision of Wi-Fi services. That Council instruct the CEO to liaise with Karijini National Park authorities to examine the feasibility and cost of implementing permanent remote area wifi solution for this location.


18/03/2016 That Council by simple majority resolve to: Endorse the RV Friendly Feasibility Study as thefinal document. Instruct the CEO to work with each LGA toachieve each detailed recommendation as described in the final study, workingtowards a deadline of June 2016.


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18/03/2016 Council requested the PRC CEO to circulate an email with detailed information of gifts the PRC is going to present during the East X West Forum in China.

18/03/2016 Town of Port Hedland to send a copy of their Gift Register Form to the PRC.

18/03/2016 The PRC to obtain a letter from LGIS with detailed information of Councillors’ cover.

18/03/2016 Council request to have the title of confidential items and a brief description on the agenda.

18/03/2016 Copy of presentations to be circulated to the Councillors via email. Council Resolution FY16-065: That Council receive the progress update as presented. Moved: Cr Grace Seconded: Cr Long Result: 7/0


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10. STATE COUNCIL PRESIDENT’S REPORT (WALGA) Responsible Officer: Cr Lynne Craigie, PRC Chairperson Action Officer: Ms Lynne Craigie, President of WALGA Officer Disclosure of Interest: Nil Shire Presidents met by teleconference to discuss the WALGA State Agenda, and the PRC submitted that it agreed with all recommendations. Voting Requirement: Simple Majority Council Resolution FY16-066: That the State Council President’s report is received as presented. Moved: Cr Howlett Seconded: Cr Long Result: 7/0 Note: Mayor Long will be the representative of the PRC to attend the next State Council Meeting as Cr Howlett will be away.


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11. CHAIRPERSON REPORT Responsible Officer: Cr Lynne Craigie, Chairperson Action Officer: Cr Lynne Craigie, Chairperson Officer Disclosure of Interest: Nil The Chairperson delivered a verbal update to the meeting, focusing on issues affecting the Pilbara and the broader local government sector. Council Resolution FY16-067: That Council receive the Chairperson’s verbal update as presented. Moved: Cr Grace Seconded: Cr Howlett Result: 7/0


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12. REPORTS OF OFFICERS 12.1 CEO Report Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Tony Friday, Chief Executive Officer Officer Disclosure of Interest: Nil With such a short period between these two Council meetings, much of this CEO report consists of ‘business-as-usual’ activities. The PRC has attended a DLGC Integrated Planning Workshop, designed to ensure that all local governments are meeting their compliance obligations and also maximizing the benefits to be derived from this sector-wide planning approach. Whilst in many respects the structure of the PRC is more akin to a small consulting firm, we are still tasked with precisely the same governance and reporting obligations as the City of Perth and all other local governments around the State. An enduring challenge for the PRC is finding the right balance between governance overhead and getting on with delivering member outcomes, working with a very small staff to achieve both ends. The PRC has recently engage Marsden Stanton’s to work directly with the Department of Local Government and Communities, exploring whether there is a more appropriate balance of governance and financial reporting for Regional Local Governments. Once the results of this are determined and a position with DLGC is agreed, Council will be asked to consider and approve and proposed changes to the existing structure. The PRC proposes to write to the Minister for Local Government and Communities to advise the Minister of the substantial commitment made to professional development by PRC Councillors over the past twelve months. Each Council meeting has offered structured training as a precursor to the formal meeting, and as a result Councillors have enhanced their existing skills in:

- Financial Management - Internal Controls and Audit (this meeting) - Local Government Insurance - Cultural Intelligence (China) - Media Management (scheduled for June meeting)

This commitment to Councillor professional development will have a flow on impact back into the PRC member Councils, and some training sessions have been attended by Councillors from the broader PRC member group. This is something that the PRC actively encourages, and we hope to offer training to more of the extended Councillor group in FY17. PRC staff also undertook a training webinar in this period, focused on storytelling as a medium to communicate business concepts. The skills acquired throughout this webinar are already in evidence as preliminary work is underway for the FY17 portfolio, and staff members consider how to communicate project concepts most effectively with a broad group of potential stakeholders. As per resolution at the previous Council meeting, the PRC has commenced work to build a celebration of Heritage Week for the Pilbara region. Several planning discussions have been held with Heritage Perth for this purpose, as it makes sense to design an activity that is not a ‘once-off’ and can be reused for Heritage Days later in the year, and also for subsequent years. The business plan for this activity has been approved, and detailed implementation planning is underway involving local heritage custodians and other interested parties. The PRC project officer tasked with this activity will deliver a brief presentation to Council to explain the celebration activities.


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Councillors will have noted the increased PRC media presence recently, particularly with respect to the EASTxWEST Forum, which is growing in momentum and now counts more than a hundred registered Australian delegates. The speaker list continues to grow in stature, and now counts an impressive array of both Australian and Chinese presenters. In particular, the PRC has been pleased to welcome to the group of event partners Austcham Beijing and the Chinese Public Diplomacy Association. Both organizations are extremely high profile, and represent a valued addition to the partner group. The plenary dinner, hosted by Pardoo Beef, promises to be particularly outstanding and features celebrity chefs from both countries hosted by Don Hancey, Western Australia’s Food Ambassador. I noted with pleasure that we had a full room of attendees for the Cultural Awareness Training hosted by AsiaLink business, and the material presented at the training workshop was thorough.

The last quarter of each financial year blends closure and acquittal of current projects, with preparation for the following year’s portfolio. Immediately prior to the last Council meeting, regional leaders from the staff of all member local governments attended a meeting to draw out areas of regional concern and workshop potential projects to address these concerns. It was pleasing to see a senior PDC representative at this meeting, and this is indicative of the intent of the two organizations to collaborate more closely in FY17. Hosted by KPMG, the activity yielded an enormous ‘wish list’ that was successively filtered down into a prioritized list of functional activities. The PRC has accepted these activities from KPMG, and is now working with the member CEOs and PDC to refine this into a number of ‘supported’ projects, each with a robust project concept document to support informed decision making by Council. This process is described in the diagram below:


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The process will culminate in a portfolio of projects being brought to the next PRC meeting for consideration and endorsement. Each of these will have been through member consultation, CEO endorsement, and detailed alignment/scope/time/budget planning. The final portfolio of projects presented for Council consideration will


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represent activity that the PRC is comfortable that it can acquit to a high standard and show tangible member value as a result. Council Resolution FY16-068: That Council receive the CEO report as presented.

Moved: Cr Howlett Seconded: Cr Long Result: 7/0


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12.2 Projects Report Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Alexis Guillot, Deputy CEO Officer Disclosure of Interest: Nil

Key Focus Area: ECONOMIC VALUE

LAND DE-CONSTRAINT Background The Pilbara’s population has gown strongly with the major expansion of mining activities in the region, driven by a continued increase in international demand for resources. Pilbara Cities was established 2010 to address the issues of significant growth in the region. By 2035, it aims to grow Karratha and Port Hedland into cities of 50,000 people and Newman to 15,000 people, with other Pilbara town growing into more attractive and sustainable local communities. The supply of land has failed to keep pace with demand, driving median house prices in some towns up by as much as 30% in the last ten years. This has led to a critical shortage of appropriately zoned land and staff accommodation, as well as increase in the cost of housing, and worsening affordability issues in these communities. The Pilbara Regional Council, in conjunction with the group members, identified seven key Crown Land sites that are no longer used for their designated purposes. Prior to this project and Country Local Government Fund (CLGF) application, due diligence and project feasibilities were completed for each of these sites, addressing planning and engineering considerations and risks. Approval was obtained from all group members prior to seeking CLGF group funding. This project assumes the eight nominated sites can be acquired by the relevant Local Governments from the Department of Regional Development and Lands. The Department has been briefed on the projects details and letters of support have been secured. Project Performance:

Endorsed Budget Scope Progress Duration Start date Forecast completion

Actual completion

$3,695,000

50% 12 m 03 March 14 30 June 16 TBD

CofK (Pelusey Place, Mayo Court, Boyd Close):

SoEP (Stojic Road, Newman):

SoEP (Moondoorow Street, Newman):

SoA (South Road, Tom Price):

# Key Milestones & Deliverables Status Target date 1 Request to Department of Lands 100% 28/10/13 2 Appointment of Consultants 100% 20/01/14 3 Acquisition Process / Pegging 100% 16/02/15 4 Due Diligence / Site Investigations 100% 17/03/14 5 Civil Design 100% 04/12/15 6 Transfer of Land to CofK 100% 01/07/15 7 Civil Tender Process & Award 85% 18/03/15 8 Construction / Services 27/05/16

# Key Milestones & Deliverables Status Target date 1 Site Acquisition 80% 31/03/16 2 Appointment of Consultants 100% 05/10/15 3 Due Diligence / Site Investigations 100% 15/12/15 4 Civil Design 100% 29/01/16 5 Civil Tender Process & Award 85% 18/03/16 6 Construction / Services 06/05/16

# Key Milestones & Deliverables Status Target date 1 Appointment of Consultant 100% 09/01/15 2 Engineering (Power) Design 100% 09/09/15 3 Procurement of Contractor 30% 06/04/16 4 Construction 24/08/16


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ToPH (Butler Way, Pretty Pool):

Activity Update / Key Achievements: CofK (Pelusey Place, Mayo Court, Boyd Close): x Tender assessment completed and tender report finalised by 12 February 2016. Award of contract for civil

works to be completed by end of March 2016. x Certificates of Compliance for building works submitted to the City of Karratha. ToPH (Butler Way): x Tender assessment completed and tender report finalised by 12 February 2016. Award of contract for civil

works to be completed by end of March 2016. x Certificates of Compliance for building works submitted to the Town of Port Hedland.

SoA (South Road, Tom Price): x Environmental investigation report has been completed and a preliminary subdivision layout has been drafted. x Tender assessment completed and tender report finalised by 12 February 2016. x The Surrender of Lease document has been signed by Rio Tinto and submitted to DoL. x DoL is finalising the Development Lease for the site, which is anticipated will be provide to the Shire by

26/02/16.

SoEP (Stojic Road, Newman): x Tender assessment completed and tender report finalised by 12 February 2016. Award of contract for civil

works to be completed by end of March 2016. x Certificates of Compliance for building works submitted to the Shire of East Pilbara. SoEP (Moondoorow Street, Newman): x On-going review of Pre-tender estimates. x Follow up and liaison with electrical consultant (APD) and BHP Power regarding power design requirements

given budget constraints.

# Key Milestones & Deliverables Status Target date

1 Site Acquisition 60% 02/09/16 2 Appointment of Consultants 100% 07/12/15 3 Due Diligence / Site Investigations 100% 01/02/16 4 Planning 30% 05/06/16 5 Civil / Services Design / Approvals 90% 11/03/16 6 Procurement of Contractor 85% 18/03/16 7 Civil / Services Construction 06/05/16

# Key Milestones & Deliverables Status Target date 1 Site Acquisition 100% 15/12/15 2 Appointment of Consultants 100% 05/10/15 3 Due Diligence / Site Investigations 100% 30/11/15 4 Civil Design 100% 21/01/16 5 Civil Tender Process & Award 85% 18/03/16 6 Construction / Services 09/05/16


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CONTRIBUTION TO THE PTPDP Background: Travellers often cite the “Pilbara is simply a landmass to be traversed in order to reach the Kimberley from Perth” (or vice versa). Whilst there are actually a significant number of ‘visit worthy’ attractions in the Pilbara, it is fair to say that they are far apart and are not bonded together in any thematic fashion. This means that travellers with specific interests are not targeted, and the presentation of information for these travellers is adhoc at best. There is little to no cross promotion between Visitor centres from different regions. Both of these factors reinforce the misconceived idea that there is nothing to do or see in the Pilbara. Development of the local tourism industry is important for the future sustainability of the region. The Pilbara Cities target population for the region is 140,000 people by 2035 (RDL, 2011), requiring an increase of almost 75,000 people from the 2012estimated population (ABS, 2013). Substantial development of the region’s tourism industry is essential to diversifying the local economy and making the region an attractive place for people to live and work. Although currently the Pilbara attracts over 700,000 visitors on an annual basis, approximately 60% are business travellers, with only 30% being from the leisure travellers sector. An opportunity exists for leisure tourism development in the Pilbara. The region has a number of desirable natural attractions including National Parks, numerous islands, beaches, gorges, and aboriginal rock art. However the development of the local tourism industry has been impeded, by the region’s size and remote location making value for tourists to explore unclear. A lack of connectivity between the major sites and little to no knowledge about activities along the routes, have exacerbated this unwillingness to transverse the region. Project Performance:

Endorsed Budget Scope Progress Duration Start date Forecast

completion Actual

completion

$30,000

60% 12 m 01 July 15 30 June 16 TBA

Activity Update / Key Achievements: The PRC’s contribution to the Pilbara Tourism Product Development Plan is documented as a) tourism trails, b) regional signage, and c) digital engagement. x Trails: Interim Report with identification of recommended priorities trails has been complete and circulated to

PRG and External Stakeholders for review. x Trails: PRC Council resolution on the 05/02/16 to endorse the four recommended trails as immediate priorities

and add Karijini National Park as an additional trail to the Pilbara Trails Blueprint as an interconnecting trails hub.

x Signage: Draft Regional Signage Strategy and Individual LGA audits have been complete and circulated to PRG.

x Signage: Regional Signage Workshop has been complete with preliminarily consultation and ideas for incorporation into the Draft Strategy.

# Key Milestones & Deliverables Status Target date

1 Regional Tourism Trails: Desktop Audit: Appraisal of physical infrastructure required to support drive

market in the region 100% 20/02/16

2 Regional Tourism Trails: Field Work: Conduct appraisal of physical infrastructure to support #1 100% 30/01/16 3 Regional Tourism Trails: Consultation work with relevant stakeholder 70% 20/04/16 4 Regional Tourism Trails: Regional Trails Blueprint 20% 20/04/16 5 Increased signage in the Pilbara (Warlu Way Signs)

Develop specific content for each individual sign with stakeholder consultation 50% 25/03/16

6 Increased signage in the Pilbara (Warlu Way Signs) Develop proofs for each sign

10% 25/03/16

7 Increased signage in the Pilbara (Warlu Way) Confirm content and prove proofs

0% 30/04/16

8 Increased signage in the Pilbara (Warlu Way Signs) Production and installation of signage (grant dependent)

0% 30/06/16

9 Digital/ Mobile Engagement: Identify appropriate web presence and required technical specifications for support imagery, mapping and ability for users to search geospatially, by theme, by experience.

100%

-

10 Digital/Mobile Engagement Contact supplier(s) to develop both web presence and mobile app

100% 20/12/15

11 Web presence: delivery of a interactive/thematic mapping and directory of experiences with high image content

5% 30/04/16

12 Mobile app: with mapping capabilities to catalogue experiences and products across the region 5% - 13 Digital/Mobile Engagement:

Load web presence to Australia’s North West website 0% 15/05/16

14 Digital/Mobile Engagement: Link web presence to all VC websites and local government sites

0% 20/05/16

15 Digital/Mobile Engagement: Encourage Tourism WA to drive all Pilbara related digital traffic to the site

0% 20/06/16

16 RV Friendly Feasibility Study (draft) 100% 23/11/15 17 RV Friendly Feasibility Study (final) 80% 30/04/16


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x Digital/Mobile Engagement: Proposed scope of works has been circulated to PRG and external stakeholders for review and comment.

x Digital/Mobile Engagement: Discussion with Australia’s North West Tourism to determine how scope of works fits with their current marketing plan.

x RV Friendly Regions: Shire of Ashburton and Shire of East Pilbara have publically released the draft RV Friendly Feasibility Study for public consolation. Karratha Tourism Advisory Group has received the draft document to provide feedback to the PRC. This is treated under a separate agenda item.

x Miscellaneous: Destination Pilbara Workshop held in Port Hedland in early February. x Contact with RAC: to discuss regional tourism opportunities and potential collaboration.


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PILBARA ENTERPRISE ZONE Objectives: x Define the operational and economic modelling fit for purpose for the region x Define an implementation plan that identify responsible parties for progressing the concept x Formalise marketing and communication materials to support promotional and lobbying activities Project Performance:


completion Actual

completion

$50,000

1% 12 m 01 July 15 30 June 16 TBA

# Deliverables Status Target

date 1 Report covering the mechanics of an SEZ proposal, regulatory changes and encourages complementary

industries. 100% FY15

2 Regional workshops and consultation 100% FY15 3 Marketing and lobbying 100% FY15 Activity Update / Key Achievements:

Pending Cabinet decision regarding Lumsden Point. Multiple meetings held with the PDC and other key relevant stakeholders insuring all interested parties remain aligned and fully informed.


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PAYROLL PROCESSING Background: Recent studies by the KPMG and the Futures Group identifies several opportunities to leverage economies of scale to offset some of the challenges of delivering local government services in the Pilbara. One these opportunities is a centralised approach to the delivery of payroll processing services. Payroll processing has become a ‘commodity’ service. It can be readily and reliably conducted from a lower-cost region, freeing up existing HR staff for higher-value duties. This reduces the risk associated with complex superannuation and other statutory requirements (and removes the need to train staff). The concept of outsourcing payroll system predates the widespread use of personal computers. It has become increasing popular in recent years, as organisations have sought to extract greater value from their investment in employees and ensure more accurate payments. For employees, a reliable payroll system is one of the most visible measures of a successful HR technology strategy. This project will pursue an optimum solution for the Pilbara Region. Project Performance:


completion Actual

completion

$157,500

66.66% 12 m 01 July 15 30 June 16 TBA

Activity Update / Key Achievements: It is worth noting that the contractual relationship with the vendor is until June 2018 and will be at no cost to the members until then. Karratha

- Completed 32 pay runs as to date. Last pay run ending 10.02.2016 was completed. - Online leave (Implementation) – Progressed significantly with LIVE testing on the HR department, data and

setup review and corrections. Testing phase is currently with the Acting Manger HR. - Online Timesheet (Initiation) – Initiated the Online timesheet discussion but no agenda or plan at this

stage. IT Vision resourcing changes (2016):

- As part of IT Vision’s commitment to providing a high quality payroll service, has reassigned their most senior payroll officer to the City of Karratha. Since this change, there have been significant improvements to the error rates. Payroll processes and checks have remained as is and IT Vision continues to maintain strong governance and engagement through fortnightly review meetings to ensure we are providing an accurate, efficient and timely payroll service.

Ashburton

- The service is operating as expected and to the satisfaction of all parties. Port Hedland

- IT Vision has to-date held two phone conference meetings with the Town’s payroll and finance teams to discuss the payroll audit, training needs and engagement around payroll services.

# Key Milestones & Deliverables Status Target date 1 City of Karratha

Successful pilot completed Governance and reporting structure formally endorsed and agreed Go-live decision made First quarter SLA review completed Revised governance and reporting structure endorsed and agreed

100% Live since Dec 2015

2 Shire of Ashburton Successful pilot completed Governance and reporting structure formally endorsed and agreed Go-live decision made First quarter SLA review completed Revised governance and reporting structure endorsed and agreed

100% Live since Sept 2015

3 Town of Port Hedland Successful pilot completed Governance and reporting structure formally endorsed and agreed Go-live decision made First quarter SLA review completed Revised governance and reporting structure endorsed and agreed

25% Pilot: April 2016 Go-live: Before EOFY16 and subject to ToPH’s approval.

4 Shire of East Pilbara 0% Pilot: Subject to SoEP’s approval.

5 On-going support and improvement of the model 66.66% On-going discussions.


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x Finance and payroll staffs at Port Hedland have communicated their need for payroll and systems training; tentative training dates have been set to early March 2016 or August in the new financial year.

x A particular focus will be placed on addressing areas identified in the ITV audit to ensure a solid baseline before moving towards a Payroll processing roll out.

x ITV, PRC and ToPH are in discussing the opportunity to run a parallel pay run stage as an effective mechanism to build the Town’s officers system and process knowledge, providing greater accuracy of pay through an additional layer of checks (by IT Vision), reducing system setup and data errors and an increased level of regular engagement.


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Key Focus Area: EFFICIENCY & EFFECTIVNESS

ONLINE DEVELOPMENT SERVICES (CONTRACT MANAGEMENT) Background: Planning and building applications are currently submitted in a traditional over-the-counter lodgement system across the Pilbara. Moat proponents find the approach both inconvenient and time consuming. This includes many development companies based in Perth, which rely on traditional mail to submit applications and receive approvals. As part of the FY14 ‘Building Approvals and Certification’ Project, the PRC investigated the feasibility of an online application lodgement system across the region. The key goal of this project was to establish if an online application system would be an efficient and worthwhile investment for member LGAs. The PRC engaged an external consultant to create a unitary cost model to examine the efficiency of an online system in terms of both staff time and cost, and compare that with the over-the-counter paper-based system. The key finding was that an online planning/building system would likely be economically viable. The Online Planning Application System Project follows on directly from these recommendations and sets out to identify and implement such a system for the member LGAs. Project Performance:


completion Actual

completion

$0

66.66% 12 m 01 July 15 30 June 16 TBA

Activity Update / Key Achievements: As part of the ongoing contract management, a 6 monthly review has been discussed with the PRG and the vendors. A number of suggested improvements are currently under consideration by the vendor with the next roundtable discussion taking place in February.

# Key Milestones & Deliverables Status Target date 1 Centralised management and oversight of the KPIs, SLAs and reporting requirements under current

contracts 66.6% On-going

2 6 and 12 monthly ‘health-check’ to ensure compliance with the terms of contracts and SLAs 100% 15/12/15 17/05/16 0%

3 Penalties and rewards applied under current SLA structures 100% 15/12/15 18/05/16 0%

4 On-going reporting on project health and activities as part of the standard Council project reports 66.6% On-going 5 Members input into the continuous improvement of the services under contract 100% 14/12/15

16/05/16 0%


25

VISITOR CENTRES BACK OFFICE FEDERATION Background:

x Back office functions are not core business for visitor information centres, and represent a distraction from the delivery of core services such as information provision and retail sales.

x Due to their limited pool of qualified resources, visitor centres are unable to provide detailed financial reports to support informed management decision-making.

x Maintaining appropriate levels of knowledge and expertise with regard to statutory requirements for payroll processing is a challenge throughout the Pilbara.

Project Performance:


completion Actual

completion

$10,500

15% 6 m 01 July 15 30 December 15 TBA

Activity Update / Key Achievements: Back office support is being trialled in Newman at the request of Shire of East Pilbara, and endorsed by Council at the May 2015 meeting. Site visit took place early July to determine and define the scope of their requirements. At the August Ordinary Council Meeting, Council approved a change of scope (reflected as new deliverables in the above table). The NVC is considering the implementation proposal and go/no-go decisions. Any project activities are conditional on approvals.

# Key Milestones & Deliverables Status Target date 1 Deliver a needs analysis and statement of service documentation 100% July 2015 2 Scope change proposal approval by PRC Council 100% 27/08/15 3 Scope change proposal discussed with NVC 100% 31/08/15 4 NVC go/no-go decision for implementation 0% 06/11/15 5 Switch to an online accounting system to reduce manual data entry and the risk of losing the

financial data stored in a hardware-based accounting system 0% Conditional on

milestone 4 6 Switch to a cloud-based storage system to reduce the risk of losing corporate data and to be

able to access the files anytime/anywhere using multiple devices 0% Conditional on

milestone 4 7 Switch to a new email system that allow the users to conveniently access their emails from

multiple devices and stay connected as required. 0% Conditional on

milestone 4 8 Enhance service efficiency by having a computer dedicated to accommodation and tour

bookings at the counter (to be purchased by SoEP) 0% Conditional on

milestone 4 9 Replace the out-dated office equipment to reduce future repairs and maintenance costs. 0% Conditional on

milestone 4 10 Switch to a modern phone system that has a call-forwarding feature that will improve customer

service. 0% Conditional on

milestone 4 11 Enhance current website to ensure compatibility with mobile devices. 0% Conditional on

milestone 4 12 Develop an online booking system that allows the customers to reserve the services

(accommodation or mine tours) and receive the confirmation in a convenient way. 0% Conditional on

milestone 4


26

TRAINING FOR STAFF & COUNCILLORS Background:

x Councillor and staff training and development are essential to the effective operation of local governments in the Pilbara.

x High quality training supports better decision-making, underpins compliance with strategic and operational intent, and assists with staff retention.

x Pilbara local governments currently undertake training for their councillors and staff on an ad-hoc basis with little or no reference to a common set of broader regional requirements

x Bringing high quality and timely training resources to the Pilbara is an inherently expensive activity. x As a result of the lack of availability and higher cost, some Pilbara based Councillors and staff do not have

the same access to quality training opportunities as their city counterparts. Project Performance:


completion Actual

completion

$36,000

60% 12 m 01 July 15 30 June 16 TBA

# Deliverables Status Target date 1 Delivery of no less than 5 structured training workshops for Councillors of the Pilbara Regional

Council 100% 23/11/15 100% 04/02/16 90% Mar 2016 0% Jun 2016

2 Provide access to no less than 5 training workshops (delivered in Perth) for all member Councillors at no cost, excluding travel and accommodation.

100% 23/11/15

100% Feb 2016 90% Mar 2016 0% Jun 2016

2.1 Internal Control and Audit – postponed, rescheduled to March 2016 80% 18/03/2016 2.2 LG Insurance Insights 100% 23/11/2015 2.3 Media Management – PRC Council Meeting cancelled; session re-scheduled for June. - - 2.4 Cultural Intelligence Training (China) 100% 05/02/2016 2.5 Media Management 20% 16/06/2016 3.1 Provide access to no less than 4 training workshops (delivered in the Pilbara) for other member

Councillors or staff, on a cost recovery basis; 100%

3.2 Performance Management workshop 1 – Tom Price 100% 19/10/2015 3.3 Performance Management workshop 2 – Tom Price 100% 20/10/2015 3.4 Basic Worksite and Traffic Management & Traffic Control – Port Hedland 20% - 3.5 Basic Worksite and Traffic Management & Traffic Control – Tom Price 20% - 3.6 Business Continuity Management Workshop – Karratha 100% 23/11/2015 3.7 Business Continuity Management Workshop – Newman 100% 26/10/2015 3.8 Welcome Wi-Fi usage and reporting Training 100% 3.9 Conflict Resolution & Assertive Communication – Port Hedland x8 sessions 60% 11 -

15/04/16 3.10 Conflict Resolution & Assertive Communication – Tom Price x2 sessions 60% 2 - 3/04/16 3.11 Conflict Resolution & Assertive Communication – Newman x1 session 60% 29/04/16 4 Managed procurement and training delivery process; 5 Tourism Workshop ‘Destination Pilbara’ 2016 100% 08/02/16 6 Administration of training satisfaction surveys and results. 66.66% 30/06/16 Activity Update / Key Achievements: Cultural Intelligence Training (Perth) held on the 4 Feb 2016 delivered a highly engaging and relevant session to 35 participants and as a result received a high 92% satisfaction rating. ‘Destination Pilbara’ Tourism Workshop 2016 held on 8 Feb in South Hedland was also well attended. The workshop had total of 32 attendees, with the satisfaction rating of 89%. Around 90% of the respondents said they will attend a session like this again. The Conflict Resolution and Assertive Communication Training held during 29 February - Allan Adams, Managing Director of Beyond IQ, facilitated the March sessions in Newman and Tom Price. “Fifty Shades of Grey”, Internal Control and Audit Workshop crafted and facilitated by the Australian Institute of Management Consultant, Clive Seager, will be held on the 18 March in Perth.


27

REGIONAL SIGNAGE STRATEGY Background: In 2014, the PRC in partnership with the PDC and Tourism WA developed a regional tourism plan, titled “Pilbara Tourism Product Development Plan” which identify the need for consistent regional signage and branding. T Signage: General signage in terms of tourism in the Pilbara (e.g. information, caravan parks, etc.) is appropriate. However, very little signage exists in regards to the specific tourism products and major attractions in the region. The existing Warlu Way signs provide significant coverage across the Pilbara, however, without explanation they are often confusing to visitors. There is no evidence of the significant coastal and water based experiences, which combined with the dominate perception of the Pilbara as a mining and resource areas provides no basis on which to understand or be aware of the potential tourism offer. Karijini National Park is arguably the most recognisable tourism attraction in the Pilbara and signage for the park only exists in proximity to it (e.g. there is no signage along the coast for Karijini National Park). Given the fact that most of the coastal destinations (and indeed the islands) are located off of the main coastal highway, greater signage would promote an increase of awareness and knowledge about the tourism offer. Equally, signage regarding the tourism offer inland (positioned on the coast) would promote greater awareness of the tourism offer inland. Both of these initiatives would encourage greater length of stay (instead of many visitors currently trying to simply drive through the Pilbara). Increased signage in the Pilbara: The existing investment in the Warlu Way signage should be leveraged further by replacing the existing signs with larger, more modern signs that provide an explanation of the Warlu Way as well as descriptions of the three tourism trails. The signs should also point out local experiences and attractions to visitors as well as provide for a digital interface (e.g. QR codes, internet web address, etc.) which can provide the visitor with further information. It is recognised that many of these signs are located in areas with poor mobile reception, but visitors could access the information once a signal is regained, if they had the web address. Moving forward in the future, investigations should be made into ensuring that each sign can connect to a satellite to provide internet accessibility on site. Project Performance:


completion Actual

completion

$30,000

58% 12 m 01 July 15 30 June 16 TBA

# Key Milestones & Deliverables Status Target

date 0 Desktop Audit (Current Infrastructure and current expenditures) 100% 30/10/2015 1 Appraisal of Physical Infrastructure Required to Support Drive Market 100% 01/02/2016 2 Prioritised Regional Signage Roll Out Program 100% 15/02/2016 3 Publish Endorsed Strategy 80% 29/02/2016 4 Design WW, Info Bays and Info Centres Signs - Develop a ‘Pilbara signage brand kit’ for Warlu Way,

Tourism Information bay and Information Centres signs (dependent on member endorsement and funding)

50% 25/03/16

5 Costed business case that guides and informs decisions for the initiation of a trial implementation at Karijini and Millstream Visitor Information Centres (grant dependent)

0% 28/03/2016

6 Cost model for regionalisation of the trial (dependent on member endorsement) 0% 28/03/2016 7 Undertaken and managed procurement processes for signage related services (dependent on member

endorsement) 0% 28/03/2016

8 Managed contract and services performance (dependent on member endorsement) 0% 28/03/2016 Activity Update / Key Achievements: The initial draft Signage Strategy has been delivered to project reference group for comment. Outcome of the discussion resulted in a scope change request treated elsewhere in this agenda. Until formally approved by Council, the project scope was conservatively rated as ‘at risk” to reflect the impact of the scope a change and time delays. All above activities are consistent with the PRC’s area of responsibilities under the PTPDP.


28

Key Focus Area: REGIONAL SERVICE DELIVERY

WELCOME WI-FI (ROADSIDE REST STOPS & PUBLIC CENTRES) (REPORTING) Background: In December 2013 the PRC completed the installation of 6 Welcome Wi-Fi spots, as part of the Welcome Roadside Rest Stops upgrade project. There was immediate uptake of the service. By 2015, additional 20 more Welcome Wi-Fi spots have been installed across 8 public centres across the Pilbara. Project Performance:


completion Actual

completion

$0

66.66% 12 m 01 July 15 30 June 16 TBA


date 1 Welcome Wi-Fi usage and visitor movement reporting training to be delivered to the PRC 100% 23/07/2015 2 Welcome Wi-Fi usage and visitor movement reporting training to be delivered to the members in the

Pilbara 100% 30/07/2015

3/08/2015 3 Welcome Wi-Fi usage and visitor movement report 6 out of

6 04/08/15

25/09/15 26/10/15 26/11/15 7/01/16 12/02/16

0 out of 4

03/16 04/16 05/16 06/16

4 Centralised management and oversight of the KPIs, SLAs and reporting requirements under current contracts

66.6% On-going

5 6 and 12 monthly ‘health-check’ to ensure compliance with the terms of contracts and SLAs 100% 15/12/15

0% 17/05/16 6 Penalties and rewards applied under current SLA structures 100% 15/12/15

0% 18/05/16 7 On-going reporting on project health and activities as part of the standard Council project reports 66.6% Bi-monthly 8 Members input into the continuous improvement of the services under contract 66.6% On-going Activity Update / Key Achievements: The latest Welcome Wi-Fi Usage Report (Dec/Jan) was released on 12/02/2016. Provide continuous support for members to create and upload the pop-up campaigns to advertise regional and community events. Series of posts relating to the ‘Volunteer Now’ project has been scheduled. The posts will be released every Friday afternoon until July 2016. The next Welcome Wi-Fi Usage Report (Jan/Feb) will be released on 13/03/12 DLGC Grant Acquittal Report preparation for their contribution to building Volunteering capacity in the Pilbara. The PRC has been working with Volunteering WA to create technology linkages between using VWA’s VIKTOR search portal and the Welcome Wi-Fi landing pages. The free Wi-Fi services have been successful in attracting thousands of users since go live creating a great opportunity to utilise this platform and rise the awareness amongst the travelling public as to what the Pilbara can offer in terms of volunteering activities. This initiative was detailed in the November Council agenda. In 2016, the PRC and VWA will be reporting on the following metrics:

1. Number of Volunteer Involving Organisations (VIOs) registered to have their vacant positions advertised on VWA’s website

2. Number of volunteer positions added to VWA’s database 3. Number of volunteers registered for the positions 4. Also monitoring and reporting the percentage of the following demographics identified as volunteers in the

Pilbara region where applicable: o Seniors or elderly volunteers o Young people aged 12-25 o Women o People from culturally or linguistically diverse backgrounds o People who identified as Aboriginal or Torres Straight Islanders o Number of volunteers engaged using the Wi-Fi access point


29

REGIONAL TENDERING AND CONTRACTS Background: Pilbara local governments currently procure goods and services and manage contractual arrangements with little or no reference to a common set of broader regional requirements. Procurement and ongoing contract management is an expensive and resource consuming activity. Ineffective procurement management practices significantly increase the overheads associated contract extension, change requests, or renewal. Project Performance:


completion Actual

completion

$10,000

60% 12 m 01 July 15 30 June 16 TBA


date OVERALL PROJECT 1 Agreed list of services / works that are common to a majority of all members and able to be

consolidated into regional contracts 3 out of

3 15/09/15

2 Undertaken and managed procurement processes of no less than 3 regional contracts 3 out of 3

03/01/16

3 Undertake and manage contract negotiation processes for those regional contracts 3 out of 3

01/02/16

4 Assist to define and effect change requests, variations, arbitrate through the contract management phase, and review contract performance

66.66% 30/06/16

TOPIC 1: Regional Green Waste processing 1 Expression of Interest 100% 22/06/15 2 Procurement cycle (RFT) 100% 29/10/15 3 Evaluation 100% 06/11/15 4 Contract negotiations 98% 15/02/16 5 Operations 0% 04/04/16 6 Contract Management 0% 30/06/15 TOPIC 2: Regional Rating Strategy 1 Identify changes to legislation since previous LGA rate reviews 100% 29/02/16 2 Identify current rights to rate under legislation 100% 29/02/16 3 Examine where conflict or inconsistencies may exist in government policy, legislation, legal

precedents or application by State or other local authorities 100% 29/02/16

4 Review current rating strategy and revenue quantum from the resource sector across member LGAs 100% 29/02/16

5 Examine the impact of the recent State rating decisions regarding resource sector and accommodation villages

100% 29/02/16

6 Highlight inconsistencies in approach to resource sector rating approaches 100% 29/02/16 7 Identify ‘best practice’ approaches that may offer the greatest yield to regional LGAs 100% 29/02/16 8 Identify elements that introduce risk into current and future LGA revenue streams from these rating

practices 100% 29/02/16

9 Make specific recommendations for each LGA to consider in determining their own rating strategies 100% 29/02/16 10 Draft report 100% 15/12/15 11 Final report endorsed by members 90% 29/02/16 TOPIC 3: Regional Solar Energy Audit of Selected Public Buildings 1 Regional Solar Energy Audit procurement documents drafted 100% 15/11/2016 2 Regional Solar Energy Audit – Final report 50% 31/01/2016 Activity Update / Key Achievements: Project Milestone 1 has been completed to-date with 3 service/work topics agreed by the Member LGAs. All topics have the potential to be consolidated into regional contracts and currently under active investigation / feasibility assessment. The topics are as follows:

1. Regional Green Waste Processing Contract 2. Regional Rating Strategy 3. Regional Solar Energy Audit of Selected Public Buildings

Topic 1: Regional Green Waste processing: The Request for Tender (RFT) is closed. Preferred respondent nominated and engaged in contract negotiations. A very collaborative process has taken place with the members to determine the most appropriate grades of the end product to use and service levels. The CofK and SoEP Councils have now formally resolved to endorse the PRC entering into the proposed regional green waste contract and committed to financially support the contract through reimbursing the PRC for works that occur at the relevant member Councils sites.


30

The PRC has received similar support from the ToPH officers. SoA have informed the PRC that they will not be allocating any green waste quota towards the regional contract. The regional contract will be with the PRC and offered to all members; the pricing structure will allow for the SoA to participate in the future. The vendor has been provided with the draft contract for consideration and the operation of the contact is proposed to commence by 04/04/16. Topic 2: Regional Rating Strategy A draft of the Regional Rating Strategy prepared by AEC Group has been reviewed by the PRG and the requested amendments have been undertaken. The PRC has undertaken meeting with DLGC in relation to the draft Regional Rating Strategy. Topic 3: Regional Solar Energy Audit of Selected Public Buildings Infinite Energy has commenced the regional solar audit for selected LGA member buildings at the Town of Port Hedland and Shire of Ashburton. A peer review of the previously commissioned City of Karratha - Energy Audit Reports is currently underway by Infinite Energy The PRC is currently investigating alternative options for the Shire of East Pilbara following confirmation that there are no available buildings suitable for the installation of a Solar PV system.


31

GIS SYSTEM & DATA Background: Geographic Information System (GIS) software captures, manages and displays geographically based data. In FY14 the Pilbara Regional Council (PRC) was engaged to align the GIS data sets between Local Governments. The project revealed that there was a need to upgrade the current GIS platform and investigate ‘enterprise integration’ software. This would facilitate a move towards an integrated business model across the Local Government Authorities (LGAs), as suggested in the WA Government’s Location Information Strategy (2010). It will also allow the creation of a single, publicly accessible web portal, improving community service while also increasing council efficiency. Project Performance:


completion Actual

completion

$95,000

80% 12 m 01 July 15

30 October 15 (Implementation)

30 June 16 (Contract mgt)

TBA


date 1 Centralised management and oversight of the KPIs, SLAs and reporting requirements under current

contracts 66.6% On-going

2 6 and 12 monthly ‘health-check’ to ensure compliance with the terms of contracts and SLAs 100% 15/12/15 03/06/16 0%

3 Penalties and rewards applied under current SLA structures 66.6% 4 On-going reporting on project health and activities as part of the standard Council project reports 66.6% On-going 5 Members input into the continuous improvement of the services under contract 66.6% On-going 6 System implementation at SoEP, ToPH and renewals for SoA 6.1 Licences renewed for SoA 100% 30/10/15 6.2 System implementation at ToPH – Testing environment 90% End of Jan 6.3 System training and final configuration at ToPH 50% End of Jan 6.4 System implementation ToPH – Production environment 10% End of Jan 6.5 System implementation at SoEP – Testing environment 100% 27/11/15 6.6 System training and final configuration at SoEP 100% 30/11/15 6.7 System implementation at SoEP – Production environment 100% 30/11/15 Activity Update / Key Achievements: Implementation of the GIS system has been completed SoEP. The Shire has elected to conduct GIS training on site. Following a request from the ToPH the configuration and training proposed for the end of February has been re-scheduled for the month of May. The PRC is currently liaising with the Town and the vendor to establish suitable dates for the 2-day configuration and on-site training.


32

REGIONAL PROJECT MANAGEMENT Background:

x Members find it challenging to acquire and retain skilled project managers within the region. x Projects are episodic by nature, and do not necessarily warrant FTE. x Projects are not routinely audited or governed according to stringent project governance framework. x Individual member projects occasionally offer opportunities for regional value that are lost due to lack of

communication between members Project Performance:


completion Actual

completion $0 - TBA per project TBA per project 01 July 15 30 June 16 TBA

Activity Update / Key Achievements: Council supported this project on a cost recovery, fee-for-service basis. No project management requests from the members have been received to date.


33

REGIONAL CCTV Background: CCTV is being deployed across all four Pilbara local governments under a variety of policy and implementation regimes. The cost of installing and maintaining CCTV systems is significant, and this project seeks to identify opportunities for regional procurement, monitoring and/or maintenance of these facilities. Whilst CCTV often acts as a visual deterrent, its effectiveness is enhanced when there is community awareness that the system is monitored 24X7 with potential criminal or inappropriate activities reported to local authorities in real time. The intent of the monitoring aspect is to engender greater feelings of public security, whilst safeguarding public amenities. Regional CCTV project will also investigate the potential for a cloud-based monitoring service with interfaces to the police, other emergency services and insurer as appropriate. Where identified, cost savings may be realized in reduced incidences of property damage and/or reduced government premiums as a result of more active asset protection. Project Performance:


completion Actual

completion

$10,000

6% 12 m 01 July 15 30 June 16 TBA

# Key Milestones & Deliverables Status Target date 1 Stage 1 1.1 Full Audit of Newman Pilot 100% 31/07/2015 1.2 Development of technical model 100% 31/07/2015 1.3 Process flow diagrams 100% 31/07/2015 1.4 Draft commercial training structure with Aboriginal corporation 100% 31/08/2015 1.5 Draft commercial agreement with monitoring facility 100% 31/08/2015 1.6 Full Feasibility Study, FY16 Stage 2/3 Plan 100% 31/07/2015 2 Stage 2 2.1 Connection of 16 cameras in Newman to monitoring facility 0% 01/09/2015 2.2 Refinement of process flow diagrams 0% 31/12/2015 2.3 Training of at least 2 Aboriginal installation and maintenance technicians 0% 31/12/2015 2.4 Testing of system for 3 month period 0% 01/09/2015 2.5 Community Survey at beginning and end of pilot 0% 31/12/2015 2.6 Police Report by Newman OiC about the project success 0% 31/12/2015 2.7 Independent audit and integrity check 0% 3 Stage 3 3.1 Connection of all nominated Pilbara local government cameras to monitoring facility 0% 31/12/2015 3.2 Refinement of process flow diagrams 0% 31/12/2015 3.3 On-going training and certification of Aboriginal technicians 0% 31/12/2016 3.4 Testing for 12-month period 0% 31/12/2016 3.5 Independent audit and integrity check 0% 31/12/2016 Activity Update / Key Achievements: The PRC project team has worked with the Shire of East Pilbara to confirm the ability to implement a preferred option for CCTV live monitoring pilot. All outstanding activities are subject to approvals from the SoEP.


34

Key Focus Area: A VOICE FOR THE PILBARA

REGIONAL EVENT ATTRACTION Background: Tourism promotion has atrophied across the Pilbara as a result of the recent peak in mineral and resources activity. The region is currently undertaking a renewed focus on tourism investment as a component of supporting economic diversification throughout the Pilbara. Regional events are an instrumental vehicle for promoting the natural landscapes and cultural richness that are the primary draw cards for developing tourism in the region. Attracting and managing events to the Pilbara is complicated by the tyranny of distance, with increased costs and smaller than metropolitan audiences. Project Performance:


completion Actual

completion

$30,000

30% 12 m 01 July 15 30 June 16 TBA

# Deliverables Status Target date 1 Agreed list of regional events to pursue 2 out of 3 Aug 15 2 Manage attraction, procurement and delivery of each event 1 out of 3 Jun 16 Event 1 – Chinese Consulate General visit to Karratha 100% Sep 15 Event 2 – Collaborative Celebration of Heritage Week in the Pilbara 20% Jun 16 Event 3 - TBA 3 Ensure each event is actively promoted and advertised - Jun 15 Event 1 – Chinese Consulate General visit to Karratha 100% Sep 15 Event 2 – Collaborative Celebration of Heritage Week in the Pilbara 0% Jun 16 Event 3 - TBA 4 Promote each LGAs individual events On-going Jun 16 Activity Update / Key Achievements:

x Discussion with Heritage Perth to explore the concept of a Pilbara Heritage series with a pilot event proposed in Port Hedland. This was discussed at the February PRC OCM where Council suggested and endorsed the collaborative celebration of Heritage Week in the Pilbara under the Regional Events Attraction Project at the OCM on 05/02/16.

x Continued engagement with Heritage Perth has taken place to explore the concept of this Pilbara Heritage series and ideas to celebrate Heritage Week.

x Engagement with Fervor to explore expanding the current events connected with the Karijini Experience, around the Pilbara.

x Continued social media updates around LGAs existing events. x Investigation and engagement with external stakeholders to explore complementary events to the

EastxWest Forum, to take place in the Pilbara. x The project team is in discussion with the Shire of Ashburton and Karijini Experience organisers to actively

participate in the marketing and promotion of this event. Last year’s campaign efforts reached a total of ~3000 people. A request for sponsorship for this event is treated elsewhere in this agenda.

Next steps: x Planning for the celebration of Heritage Week in the Pilbara will begin off the back of the PRC Council resolution

on 05/02/16. Development of a detailed Business Case, with suggestions from the Reference Group and Heritage Perth will follow to ensure the collaborative celebration of Heritage Week in the Pilbara.

x Discuss feasibility of ‘regional outdoors dining experience’ as a Regional Event and how the Regional Event Attraction Project could contribute to those events currently underway.

x Continue to investigate viable events through reference group members and external stakeholders. x Continue to investigate events funding to fit suitable events.


35

EAST X WEST FORUM 2016 Background: In 2016, the PRC will take its biannual turn to host the event. Last year’s PRC-hosted forum in Jakarta Indonesia attracted a large audience and a broad spectrum of speakers from the Federal, State and Local Governments of both countries; along with significant community leaders and members of the investment community. The EASTxWEST Forum is scheduled to be held in Shenzhen China from 11-13 April 2016, and will offer an avenue to stimulate understanding, collaboration and fresh thinking for the future of the pivotal relationship between China and Australia’s north west. We are very excited that this year’s event will be held in collaboration with the Australia China Business Council and the Pilbara Development Commission. Both of these organisations make a strong contribution to the development of regional Australia, and will bring enormous value to the programme. The Forum is centred around five streams; cultural exchange, education, investment, tourism, and migration. It will also include a site visit to the successful Shenzhen Special Economic Zone, arranged by event partners AustCham Beijing and their South China branch. The Forum will also offer specific investment matching opportunities for project proponents seeking to attract Chinese investment into projects that contribute to the development of northern Australia. Project Performance:


completion Actual

completion

$70,000

73% (planning) 6 m 01 July 15 30 June 16 TBA

# Key Milestones & Deliverables Status Target date 1 Forum location to be endorsed by Council 100% 07/08/2015 2 Airline provider determined 100% 7/10/2015 3 Accommodation provider determined (currently in final contract negotiations) 100% 9/10/2015 4 Speakers list finalised 100% 31/12/2015 5 Program & agenda finalised 100% 31/12/2015 6 Registration page goes live 100% 01/10/2015

04/01/2016 7 Invitation distributed 100% 1/01/2016 – 1/03/2016 8 Sponsorship target reached 100% 31/12/2015 9 Attendance list finalised 70% 1/03/2016 10 Flights booked 100% 29/02/2016 11 Accommodation, venue & catering confirmed and booked in 100% 29/02/2016 12 Social function venue & menu confirmed and booked in 100% 29/02/2016 13 Delivery of the forum 0% 11/04/2016 - 13/04/2016 Activity Update / Key Achievements: Updates for the EastxWest project are treated elsewhere in this agenda. Forum information, speakers, sponsors and up-to-date schedule is available from the official website: http://www.eastxwest.com.au

http://www.eastxwest.com.au/


36

VISITOR CENTRES WEBSITE MANAGEMENT Background: Visitors Centres are the primary source of information once travellers enter the Pilbara region. Road based tourists use these facilities as a valued source of local information about attractions, tours and other nearby points of interest. The visitors centres actively market local tourism operators, and attract tourism dollars that have a strong multiplier effect within the local economy. Visitor Centres vary in their website needs, from the simple information pages through to sophisticated eCommerce portals. During 2014, the Pilbara Regional Council constructed websites for five regional visitors centres, and continues to maintain these sites as a service to the visitor centre network. The website form part of a broader visitor centre support program that also delivers in-store content via a dedicated iPad app, along with other marketing collateral as it becomes available. Project Performance:


completion Actual

completion

$0

50% 12 m 01 July 15 30 June 16 TBA

# Key Milestones & Deliverables Status Target date 1 Meet hosting costs (Newman, Tom Price, Marble Bar, Roebourne) 4 out of 4 On-going 2 Provide on request web development and site update services. 66.66% On-going Activity Update / Key Achievements:

x The PRC will continue to meet the hosting costs for a number of the regional VC’s and to provide web development and site update services as requested.

x In FY16, we are working with one of the VCs to implement online bookings for some of their attractions. This IP will also be available to the other VCs as a plug-in, whether for PRC or otherwise managed sites.

x The second quarterly regional Visitor Centres websites (Tom Price, Newman, Roebourne) traffic report has been released on 22 January. The report provides useful insights on web traffic sources, points of interests and opportunities for website development.

x Karratha VC's responsive / mobile friendly been has been live since late 2015. x The PRC is currently investigating the feasibility for establishing a Pilbara ‘regional’ booking portal. A

business case has been drafted and is waiting for internal review before being socialised with the VIC managers.

x Development on the Marble Bar Visitor Centre website is now complete based on the approved design and content. The website is now in User Acceptance Testing (UAT).

Note: All activities under this project are delivered on a cost recovery basis and discussions are underway directly with the Visitor Centres.


37

OLD ONSLOW CONSERVATION PLAN Background: Old Onslow is a unique and special place of historical and heritage significance to the Pilbara and particularly, the Onslow community. The Old Onslow town site has suffered the effects of erosion and unmanaged tourism, leading to a significant deterioration in the site and its remaining structures. As part of initial heritage approval works in 2012, the Chevron-operated Wheatstone Project contracted archaeologist Gaye Nayton to prepare an Old Onslow Town site Conservation Plan. As part of a $250 million social and critical infrastructure package, Chevron will also contribute $1 million towards the development and execution of initial safety and stabilisation work at Old Onslow, such as installation of educational signage and barriers. Detailed plans will also be developed for the ongoing conservation management of the site and tourism opportunities. The management of Old Onslow is the responsibility of the SoA, which has vested the delivery of the project for conservation works in the PRC. Project Performance:


completion Actual

completion

$700,000

45% 2.3 y 01 July 14 30 June 17 TBA

# Key Milestones & Deliverables Status Target date 1 Letter of Intent approval 100% FY15 2 Structural Engineering Survey Assessment complete and accepted by the Steering Committee 100% June 2015 3 Stabilisation Works Plans submitted to and approved by the Steering Committee 100% Nov 2015 4 Communications Plan submitted to the Steering Committee 100% Aug 2015 5 Safety and Stabilisation Works Complete 100% 26/01/16 6 Heritage Conservation Strategy (3 plans) 6.1 Conservation Management Strategy final draft delivered 100% Feb 16 6.2 Conservation Management Strategy final draft approved by Steering Committee 70% Mar 16 6.3 Conservation Management Strategy final version approved by Steering Committee and Shire of

Ashburton 0% April 16

6.4 Heritage Plan final draft delivered 10% April 16 6.5 Heritage Plan final draft approved by Steering Committee and Shire of Ashburton 0% May 16 6.6 Archaeological plan (provided by Chevron) 100% Feb 16 7 Interpretation Planning final draft delivered 100% Feb 16 7.1 Interpretation Plan approved by Steering Committee, and State Heritage Office 89% Mar 16 8 Onslow Tourism Plan Approved by Steering Committee and Shire of Ashburton 25% June 16 9 Design of Conservation Works Completed and reviewed by Steering Committee 0% TBC 10 Conservation Works Contract Award 0% TBC 11 Scope of Interpretation Works Approved by the Steering Committee 0% TBC 12 Interpretation Works Contract Award 0% TBC Activity Update / Key Achievements: Safety and Stabilisation The Safety and Stabilisation Works have been completed on-site. The Shire of Ashburton has inspected the installation and approved the works. The works completed comprise of the following: x Installation of temporary mesh screening to the window and door openings, and the installation of an internal

arch support to ‘Cell 6’ of the Old Gaol Building, x Fitting of a temporary steel frame over the opening of the external water tank, adjacent to the Old Gaol Building

and, x Erection of a signage frame with associated sign, in close proximity to the existing road rest stop structure on-

site. A Safety and Stabilisation Works media release has been drafted and sent to the Project Steering Committee (PSC) for review and comment. Conservation Management Strategy Hocking Heritage Studio has completed a draft of the Old Onslow Townsite - Conservation Management Strategy (CMS). This draft document has been provided to the PRG for review and comment. Given the potential maintenance costs associated with conservation works on site, DSD requested that the CMS document be approved by the Shire. It is expected that this will be completed by May 2016. Interpretation Plan The final draft of the Old Onslow Interpretation Plan has been provided to the PSC for approval. The State Heritage Office has reviewed and endorsed this final document.


38

DESIGNATED AREA MIGRATION AGREEMENT Background: The Pilbara is one of the most important economic regions in Australia thanks to its resource and energy sectors. Pilbara towns and communities experience rapid growth during mining ‘booms’ as migrants from across Australia and overseas move to the area to take up employment opportunities. In addition, the region sustains a large population of fly-in-fly-out workers who generate demand for local services. Despite the population growth, government, non-government and private organisations have been unable to attract enough workers to deliver services during the economic peaks. Local employers are unable to compete with the attractive salaries offered by resources companies, and many small operators struggle to survive. As one of a range of strategies to address workforce shortages during peak periods, the Pilbara Regional Council is proposing a Designated Area Migration Agreement (DAMA). This is an agreement between the Federal Government and a regional authority. It establishes the process for the sponsorship of workers from outside Australia into that regional area. The PRC’s draft DAMA covers labour categories including community and personal service workers clerical and administrative workers, sales workers and labourers. Once by the Federal Government, the Pilbara Designated Area Migration Agreement will be the first to be established in Western Australia. Project Performance:


completion Actual

completion

$50,000

1% (FY16 activities) 12 m 01 July 15 30 June 16 TBA

# Key Milestones & Deliverables Status Target date 1 Signed agreement, endorsed by State and Federal Governments 50% FY16 2 Systems and processes defined to enable Pilbara employers to access DAMA labour 100% FY16 3 Systems and processes defined to enable DAMA migrants to access support services 100% FY16 Activity Update / Key Achievements: The PRC has reached agreement with Federal Government on the content of a Deed that underpins the DAMA. The PRC has met with the Department of Immigration and Border Protection and KPMG’s head of national services. Series of meetings planned over the next two months noting that responsibility for the administration of the agreement has moved into a new policy unit within the Department and some adjustments will be required to the draft Deed between the PRC and the Department.


39

Project Reference Group Membership PROJECT PROJECT REFERENCE GROUP MEMBERS PRC CONTACT

Old Onslow Conservation Plan (SoA only) Anika Serer (SoA) Chevron Department of State Development

Carroll Melia Amelia Waters Alexis Guillot

Pilbara Enterprise Zone Terry Hill (PDC) / A/CEO AECgroup

Alexis Guillot Tony Friday

Designated Area Migration Agreement KPMG DIBP DTWD

Tony Friday

Payroll Processing

Phillip Trestrail (CofK) Frank Ludovico (SoA) Peter Kocian (ToPH) TBA in FY16 (SoEP) ITVision

Scott Stirling Alexis Guillot

Land De-constraint (CLGF 2012-13)

Simon Kot (Cofk) Janelle Fell (SoA) Sian Appleton (SoEP) David Westbury (ToPH)

Carroll Melia

Training for Staff & Councillors

Kristen Potter (ToPH) & Nerine Williams (ToPH) Helen Melville (SoA) & Kim Parks (SoA) Alana Dow (SoEP) & David Kular (SoEP) Kayla Sevelj (CofK) & Phil Trestrail (CofK)

Brenda Lai

GIS System & Data Al Lind (SoA) Rick Miller (SoEP) Seb Maciuba (ToPH)

Carroll Melia

Online Development Services System

Charmaine Gorman (CofK) Madleine Wirth (SoA) David Evrett (SoEP) Bev Johnson (ToPH)

Carroll Melia

Regional Tendering and Contracts

Martin Waddington (CofK) Mike Sully (SoA) Ben Lewis (SoEP) John Holland (ToPH)

Carroll Melia

Regional Event Attraction

Nancy Milligan (CofK) Simmone Van Buerle (SoEP) Amber Stevenson (SoEP) Paul Howrie (ToPH)

Amelia Waters

Public Centres Wi-Fi Access

Brad Pezzali (CofK) Pip Parsonson (SoEP) Kylie Hartley (SoA) Sebastian Maciuba (ToPH)

Scott Stirling

Contribution to the PPTDP

John Verbeek (CofK) Kylie Hartley (SoA) Pip Parsonson (SoEP) Brie Holland (ToPH)

Amelia Waters

Roadside Rest Stops + Wi-Fi (reporting)

Visitor Centres Managers Brad Pezzali (CofK) & John Verbeek (CofK) Sue Michoff (SoEP) & Pip Parsonson (SoEP) Kylie Hartley (SoA) Brie Holland (ToPH) & Sebastian Maciuba (ToPH)

Brenda Lai

Regional Signage

John Verbeek (CofK) Kylie Hartley (SoA) Pip Parsonson (SoEP) Brie Holland (ToPH)

Scott Stirling

Regional CCTV Lee Reddell (SoA) Newman Police Station (SoEP)

Scott Stirling

East x West Forum 2016

Neil Hartley (SoA) Rob Leeds (CofK) ACBC

Scott Stirling Brenda Lai Tony Friday Alexis Guillot

Visitor Centres Website management

Barry Harris (KVC) Barbara O’Driscoll (NVC) Ruth Ellis (RVC) Narelle Steele (SoA – TPVC) & Kylie Hartley (SoA) Natasha Fry (PHVC) Michelle Macdonald (OVC)

Brenda Lai

Visitor Centres Back office federation (SoEP only) Barbara O’Driscoll – Newman Visitor Centre Manager Kylie Hartley (SoA) – to be kept informed

Melody Pia

Regional Project Management Determined by individual projects Scott Stirling Tourism Capacity Building (PDC) PDC, TWA, ANWT Amelia Waters


40

Glossary ANWT Australia’s North West Tourism BOMP Business Operations and Management Plan CBD Central Business District CCIWA Chamber of Commerce and Industry of Western Australia CLGF Country Local Government Funding CMCA Campervan and Motorhome Club of Australia CofK City of Karratha CUA Common Use Arrangement DAMA Designated Area Migration Agreement DIBP Department of Immigration and Border Protection DoL Department of Lands DOT Department of Transport DPAW Department of Parks and Wildlife EIA Events Industry Association FAA Financial Acquittal Agreement FOI Freedom of Information GIS Government Information System GST Goods and Services Tax LGA Local Government Authority NVC Newman Visitor Centre OAS Online Application System OCM Ordinary Council Meeting PAR Public Access Road PDC Pilbara Development Commission PRC Pilbara Regional Council PRG Project Reference Group PTPDP Pilbara Tourism Product Development Plan RBFS Recreational Boating Facilities Scheme RFQ Request for Quotation RFT Request for Tender SEZ Special Economic Zone SoA Shire of Ashburton SoEP Shire of East Pilbara ToPH Town of Port Hedland TWA Tourism Western Australia VIC Visitors Information Centre VWA Volunteering WA WAITOC Western Australian Indigenous Tourism Operators Council WALGA Western Australian Local Government Association Legend

On target

At risk

Critical

Voting Requirement: Simple majority Council Resolution FY16-069: That Council receive the project report as presented. Moved: Cr Howlett Seconded: Cr Arif Result: 7/0

Colour Description Complete In progress Overdue


41

13. ITEMS FOR INFORMATION ONLY Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Ms Melody Pia, Administrator Officer Disclosure of Interest: Nil Purpose: To advise Council of various statutory and information items. Voting Requirement: For noting only. Officer Recommendation: That Council receive and note the following information items:

x 13.1 Staff and Councillors Training Calendar x 13.2 PRC Web Traffic Report x 13.3 Welcome Wi-Fi Usage Report x 13.4 Social Media Report – Facebook x 13.5 Social Media Report – Twitter x 13.6 Project update Pre EastXWest Event x 13.7 Project Acquittal – Coastal Access Management (Ashburton River Mouth Boat Ramp) x 13.8 Letter of Support for Police Livestock Squad


42

13.1 Staff and Councillors Training Calendar Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Ms Brenda Lai, Project Manager Officer Disclosure of Interest: Nil Purpose: To advise Council of the training calendar dates for staff and Councillors within the current financial year.


43

13.2 PRC Web Traffic Report Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Alexis Guillot, Deputy CEO Officer Disclosure of Interest: Nil

Pilbara Regional Council WEBSITE TRAFFIC REPORT 6 January 2016 – 6 Feb 2016

Audience Understanding the audience composition in terms of gender, age, interests and geographical locations lets the PRC to understand the kinds of content that are useful and relevant to our web visitors. Overview

Sessions Users Avg. Session Duration Bounce Rate

3,492 2,334 01:06 85% Last month: 3,287 Last month: 2,421 Last month: 00:50 Last month: 90%

Demographics

What does (not set) mean? (not set) is a placeholder name that Analytics uses when it hasn't received any information for the dimension you have selected. The reasons for (not set) appearing as a dimension value vary according to the report.

1,839

960

126 87 81 59 21 20 14 13

837719

117 61 43 42 16 16 11 10

Perth Brisbane (not set) Sydney Bunbury Melbourne Cairns PortHedland

Canberra Adelaide

Sessions New Users


44

NEW vs. Returning visitors this month

This month

Previous month

Gender & age group

Male 50%

Female 50%

60%

40% New

Returning66%

34% New

Returning

020406080

100120140160

18-24 25-34 35-44 45-54 55-64 65+

Users


45

Acquisition ‘Acquisition’ displays where users come from, what they do on the site once they arrive and if they provide a conversion, such as filling out a form. For the PRC, the valuable information from this section lies in the Average Pageviews received from users from different traffic source. Overview

BOUNCE RATE & ave. page views

2,823

462204

2,823

462204

Referral Organic Search Direct

Sessions New Users

46%

24%

30%

Bounce Rate

Referral

Organic Search

Direct

1.11

2.57

2.13

Ave. Pageview

Referral

Organic Search

Direct


46

Behaviours The ‘Behaviour’ section of the metrics indicate how visitors move through the website and interact with the contents. It helps the PRC to discover what content keeps the users engaged and help to identify potential content issues. Popular pages

Page Ave. Time on page

Projects 01:42 Meeting Dates & Documents 04:26 Councillors & Executives 01:39 Corporate Publications 00:57 Contact Us 01:39 Media 01:31 Procurement 01:10

Popular projects

32

44

46

53

104

120

161

Procurement

Media

Contact Us

Corporate Publications

Councillors & Executives

Meeting Dates & Documents

Projects

Pageviews

6 8 9 9 912 12

19 2025

61


47

Terminology & marketing considerations Metrics Definition Marketing consideration Sessions The number of times your website is accessed

(this is different from number of Visitors - one visitor can visit your site multiple times.) and the period of time users are actively engaged on your website.

Watching the trends in your sessions allows you to analyse which aspects of your online marketing are most effective.

Users The number of individual (non-duplicate) visitors to a site over the course of a specific time period.

New visitors vs. Returning visitor

Number of individual new users and retuning users.

If you hope to be a consistent source of relevant information, you would want to see visitors returning.

Page Views Page views refer to the number of times a page is viewed.

Page views allow you to see which pages on your site are the most popular.

Pages/session This is the average number of pages viewed during a session.

This data allows you to understand how engaging your audience. Is your website content interesting enough to keep them browsing?

Bounce Rate Bounce rate refers to the percentage of people that leave your site from the page they landed on. In other words, they don’t dig deeper into any of your content. They arrive, and then they leave.

A high Bounce Rate often indicates that your pages are not relevant to what your visitors are looking for. If you have a high Bounce Rate you may need to develop better targeted ads, Landing Pages, and perhaps create better content to engage visitors to explore your website.

Average Time on Site

The average length of time a visitor spends on your website within a specified time period.

Visitor Centre websites usually contain a lot of tourist information and contents. You can use this data to measure the effectiveness of your website. The longer visitors spend on your site, the more informative and/or interactive it is.

Search Traffic (Organic/Paid)

Search Traffic refers to the amount of traffic that you get from search engines.

This helps you understand the extent to which your Centre depends on search engine traffic.

Referral Traffic

Other websites that refer or send visitors to your website are called referring sites (i.e., Facebook, Twitter, blog, advertisements and etc.).

Knowing where your traffic is coming from allows you to focus more resources on sites that are referring more traffic. In detail, you will be able to know:

� Which social media channel drives the most traffic?

� Whether the purchased online ad actually sent you any traffic?

What keywords people are using to search for your website so you can adjust your content to reflect that?

Direct Traffic

This refers to visitors coming directly to your site. Either by: � Typing in your URL � Via auto completion in your address bar

(i.e. type in ‘Newman’ and newman.org.au comes up as a suggestion)

Via bookmark (when your site is saved for future reference)

Direct traffic tells you what percentage of your visitors know your brand and website URL versus finding your website through a search engine or another website.

More terms: http://www.vicimediainc.com/google-analytics-cheat-sheet-2/

http://www.vicimediainc.com/google-analytics-cheat-sheet-2/


48

13.3 Welcome Wi-Fi Usage Report Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Alexis Guillot, Deputy CEO Officer Disclosure of Interest: Nil

Pilbara Regional Council WI-FI USAGE REPORT Reporting period: 22 Dec – 22 Jan 2015 Overview

Users / Sessions

Session time

Top sites by users

2,020 / 4,415 ~25M － ToPH Intl. Airport 654 users

－ Newman Aquatic Centre 417 users

－ Karratha Leisureplex 277 users

Last month: 2,251 / 5,158 Last month: ~24M

Session By Time Of Day

This data can be useful in the future to identify the most suitable time to advertise the campaigns or surveys to achieve maximum outcomes.

0

100

200

300

400

500

600

700

800

january December


49

Number of Unique Users vs. sessions By Site

1

4

10

29

14

16

21

34

77

40

60

146

334

112

246

151

588

503

1185

844

1

2

10

11

13

14

15

24

28

34

56

68

89

91

98

115

147

277

417

654

0 200 400 600 800 1000 1200 1400

FMG RailLookout

Old Onslow

Cape Keraudren

Nullagine

6 Mile

Port HedlandInformation Bay

De Grey RestStop

Halfway Bridge

South HedlandLibrary

Robe River RestStop

Hamersley Gorge

Onslow Turnoff

Tom Price Library

Cape Keraudren

ParaburdooTown Centre

Karijini Drive

Port HedlandCivic Centre

KarrathaLeisureplex

Newman AquaticCentre

Port HedlandInternational

Airport

Number of Unique Users Number of sessions


50

New vs. Return visitors across all sites

Dec 2015 – Jan 2016

Nov – Dec 2015

Users and Sessions across all sites

73%

27%New Visitors

Return Visitors

75%

25%New Visitors

Return Visitors

0

2,000

4,000

6,000

8,000

10,000

Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16

Unique Users Sessions


51

13.4 Social Media Report - Facebook Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Alexis Guillot, Deputy CEO Officer Disclosure of Interest: Nil

Pilbara Regional Council SOCIAL MEDIA REPORT 9 Jan 2015 – 9 Feb 2016 Overview

Number of Page Likes Number of New Fans Post Reach

683 77 28,679 Previous: 617 Previous: 11 Previous: 8,243

*The previous reporting period was 6/12/15 – 6/01/16. Demographics of Our Fans

City Your fans

Perth WA 239 Karratha WA 91 Port Hedland WA 79 Tom Price WA 27 Newman WA 25 Mandurah WA 12 Onslow WA 11 South Hedland 9 Bunbury WA 8 Paraburdoo WA 6

Interactions

3%

8% 8% 8%

3%5%

22%18%

9%5%

0%

5%

10%

15%

20%

25%

13 - 24 25 - 34 35 - 44 45 - 54 55+

Male Female

0

100

200

300

October November December January

Likes Comments Shares


52

13.5 Social Media Report - Twitter Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Alexis Guillot, Deputy CEO Officer Disclosure of Interest: Nil

Pilbara Regional Council SOCIAL MEDIA REPORT 9 Jan 2016 – 9 Feb 2016 Overview

Number of Tweets Number of Followers Profile Visits

48 2,630 1,450 Previous: 17 Previous: 2,571 Previous: 1,008

*The previous reporting period was 6/12/15 – 6/01/16. Followers & Tweets

Profile visits

33 3519 13 17

125130

54

31 34

7

71

August September October November December January

Tweets New followers

1,002787

396599

1008

1,726

August September October November December January

Profile visits


53

13.6 Project update Pre EastXWest Event Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Scott Stirling, Project Officer Officer Disclosure of Interest: Nil Purpose:

To advise Council of the preparations, benefits, attendees, deliverables and travel logistics planned for the EASTxWEST Forum 2016. Background:

Since the August OCM, the PRC EASTxWEST project team has been working on preparations for the EASTxWEST Forum 2016 to be held in Shenzhen, China. Whilst previously arranged to be held between the 7-9 April, Austrade led activities for the “Australia Week in China” led to the decision to move the event to between the 11-13 April. This was done so as to align as much as is possible to our Federal counterparts, and take advantage of speakers already attending China to speak at other events. The PRC has been successful in securing 5 additional organisations to join the ‘Partner Group’, which acts as the project reference group and organising committee for the Forum. The Forum’s WA state government counterpart - the Pilbara Development Commission - is the only other financial contributor within this group. The Partner Group consists of:

� The Pilbara Regional Council, � The Pilbara Development Commission, � The Kimberley Regional Group, � The Australia China Business Council (WA), � The China-Australia Chamber of Commerce in Beijing (AustCham Beijing), and most recently, � The China Public Diplomacy Association in Beijing.

Together with this support, the PRC has also been able to achieve the endorsement - through a letter of support - of the Deputy Premier and Minister for Tourism, the Hon Dr Kim D Hames MLA. In a letter to the Australian Consul in Guangzhou, the Deputy Premier on behalf of the WA Government encourages the participation of the Shenzhen Government, which will be sent as an official communiqué by our Consulate. The PRC has been successful in obtaining further sponsorship funds of $85,750.00, made up of:

� Major Sponsorship: Commonwealth Bank of Australia ($20,000), � Major Sponsorship: RSM Australia ($20,000), � Major Sponsorship: Curtin University ($10,000 - package modified), � Sponsor: Finbar Property Group ($10,000), � Event Partner Funds: Pilbara Development Commission ($13,750), � Airline Sponsorship: Singapore Airlines ($5,000 in contra discount), � Venue Sponsorship: Grand Mercure, Accor Group (~$5,000 in contra discount), and � Stream Sponsorship: Shire of Halls Creek ($2,000).

Further funds are currently being sought in the form of a grant application to the Australia China Council, part of the Department of Foreign Affairs and Trade, as well as several confidential negotiations with further potential sponsors. Pardoo Beef Corporation, sponsor of the Forum, has also agreed to host and fund an opening dinner at the Four Seasons, called the “WA Food Experiences Gala Evening Premiere”. The PRC has also been successful in securing a full 2-day program of high profile speakers for the 11th and the 12th of April. Day 3 - Wednesday the 13th - will be dedicated to a Qianhai Free Trade Zone site visit, arranged by Event Partner AustCham Beijing in conjunction with their South China branch. Registrations for the EASTxWEST Forum closed on February 19th, and a current attendee list has been attached as a separate document to this agenda item. Current attendees from Australia will total just under 100, and are expected to be joined by between 30-50 Chinese delegates and investors, invited through our China partners and government contacts. Comments/Discussions:


54

In order to deliver staffing resources sufficient to manage the travel of delegates as a group through multiple nations, international airports, border crossings and venues, the PRC sought approval for staff travel through the new Council approvals process. This process has now concluded successfully and will involve 4 separate waves of travel:

� Pre-Event Recon Mission o Staff: Scott Stirling and Brenda Lai o Purpose: To walk through every aspect of the project plan, meet key stakeholders, and finalise

venue arrangements, site visit details and cultural program logistics o Travel Dates:

� To China: 28th February � Return: 2nd March

o Cost per person � Flights: ~$600 � Accommodation: ~$200 � Other: ~$50

� Early Arrival (2 days prior)

o Staff: Alexis Guillot, Melody Pia, Brenda Lai o Purpose: To prepare for the delegation, satchel packing, artwork canvas collection, venue set up o Travel Dates:

� To China: 8th April � Return: 13th April

o Cost per person: � Flights: $730 � Accommodation: $450

x 8-9th April: ~$25 per night x 10-12th April: ($132 per night, Grand Mercure sponsorship discount included)

� Other: $50

� Staff Escort: Wave 1 Delegation o Staff: Amelia Waters and Carroll Melia o Purpose: to escort Wave 1 delegates (flying 10th of April, 1:10AM) through Singapore to Hong

Kong, link up with later Wave 2 delegates for coach and border crossing o Travel Dates:


o Cost per person: � Flights: $900 (SIA group fare, sponsorship discount included) � Accommodation: $400 ($132 per night, Grand Mercure sponsorship discount included) � Other: $50

� Staff Escort: Wave 2 Delegation

o Staff: Tony Friday and Scott Stirling o Purpose: to escort Wave 2 delegates (flying 10th of April, 6:25AM) through Singapore to Hong

Kong, link up with earlier Wave 1 delegates for coach and border crossing o Travel Dates:


o Cost per person: � Flights: $900 (SIA group fare, sponsorship discount included) � Accommodation: $400 ($132 per night, Grand Mercure sponsorship discount included) � Other: $50

Policy Implications:

Nil. Consultation: The PRC has consulted extensively throughout the preparations, chiefly through the Partner Group. This group of key stakeholders and partners have exercised oversight on the overall project plan. In addition, a wide group of government departments and consulate officials have been consulted throughout the process to ensure the


55

EASTxWEST Forum meets all its diplomatic obligations, follows all appropriate protocols and forms future-focused connections with interested parties and partners in China.

� Department of State Development � Department of Foreign Affairs and Trade � Office of the Trade and Investment Minister, Hon Andrew Robb AO MP � Australian Trade Commission � Office of the Deputy Premier � Australian Consulate in Guangzhou � Australian Consulate in Hong Kong � Department of Immigration and Border Protection (WA)

Legislative Implications:

Nil. Financial Implications:

The PRC will successfully leverage all sponsorship funds as well as the expected $166,650.00 of revenue from ticket sales, which will combine with PRC approved budget of $20,000.00. All activities are consistent with the endorsed PRC project budget. The current overall budget deficit / shortfall of circa $15,000.00 is being addressed through the aforementioned grant applications and sponsorship discussions. Strategic Implications:

This item is relevant to the Pilbara Regional Council’s Key Focus Area: ‘A VOICE FOR THE PILBARA’. In particular, to the following objectives: ‘We will work with other organisations and agencies to promote the Pilbara Region’. This item is relevant to the ‘Diverse and Robust Small to Medium Sized Businesses’ regional pillar which forms part of the ‘VALUE-ADDING’ approach to growth and development of the Pilbara Regional Development Blueprint. In particular, to the following objectives:

� The Pilbara is recognised internationally as an attractive, safe and stable place to do business This item is also relevant to the ‘Tourism and Agriculture & Aquaculture’ regional pillars which form part of the ‘DIVERSIFYING’ approach to growth and development of the Pilbara Regional Development Blueprint. In particular, to the following objectives:

� High-Value Agriculture and Cropping, � Aquaculture, Algae Biofuels and Co-products, � Nature-Based Tourism, and � Heritage and Aboriginal Tourism Development.

Risk Management considerations:

The PRC has developed - and attached to this agenda item - a Risk Management Plan (RMP) for the EASTxWEST Forum, addressing the variety of challenges associated with moving such a large number of people through several countries and in holding a 3-day event in China. The PRC is also in the process of developing a ‘time and motion’ Contingency and Operational Plan, including staff resource allocation to manage the logistics involved, especially when it comes to moving the delegation between Australia, Singapore, Hong Kong and Shenzhen. Impact on capacity:

Given the extensive requirements and staff resources required to hold the EASTxWEST Forum, it is expected that PRC general project management capacity across other projects will be stretched for a period of 2 weeks. The PRC project managers and officers will put in place individual plans per project to account for the loss of time whilst resourcing the EASTxWEST Forum. Relevant precedents:

2014 - Pilbara Kimberley Forum, Jakarta.


56

Options:

Nil. Conclusion:

The EASTxWEST Forum is well on track to being the most successful event the PRC has run, with high engagement from a large number of external stakeholders. The PRC would also like to pass on sincere thanks to each of the member CEOs and their officers for assistance in arranging Councillor attendance to the Forum. Voting Requirement: For information purposes only.


57

13.7 Project Acquittal – Coastal Access Management (Ashburton River Mouth Boat Ramp) Responsible Officer: Mr Alexis Guillot, Deputy CEO Action Officer: Mr Scott Stirling, Project Officer Officer Disclosure of Interest: Nil Purpose: To advise Council of the completion of all activities against the Regional Boating Facilities Scheme (RBFS); concluding activities against the Pilbara Regional Council’s Coastal Access Management Strategy (CAMS) Project. Background: In FY14 under the CAMS Council endorsed project, the PRC assembled the majority of coastal access policies, guidelines and procedures across all Federal State and Local authorities and have made substantial progress towards the completion of the first pilot study route (Onslow PAR), including completing the track survey. By FY15, the project delivered a set of tools that allowed members to make informed decisions on the most efficient and effective means of operating and managing existing and proposed facilities. Key deliverables of the project included:

x A business operations and management plan (BOMP) template, x A predictive cost model x Recommended regulatory changes x A prioritisation matrix for the management of Public Access Routes (PARs) x A tailored BOMP applied to the Secret Creek area (SoA) and Cape Keraudren (SoEP), x Interpretative sign / marker designs x Training sessions for each of the members on how to leverage the BOMP and predictive cost model x Leverage funds towards the opening of high priority PAR sites (Secret Creek and Cape Keraudren)

In FY15, the PRC also successfully received funding from the Department of Transport under the Regional Boating Facilities Scheme to resource:

x An Environmental Impact Assessment (EIA) x A geotechnical and survey profile, x Engineering technical survey, x Coastal engineer assessment, x Technical engineer assessment, x Aboriginal heritage survey, x Feasibility study, x Boat ramp design, x Tailoring / modification facility to structural plans (shaded shelter, toilets, fish cleaning station, etc.), x Tailoring / modification of conceptual design for interpretive signage.

All deliverables have now been complete and pending the approvals of DoT for the final design drawings of the boat ramp by the Department of Transport, the PRC will move to acquit all funds within the end of this financial year. This has been reflected in the recent mid-year budget review. Comments/Discussions: The broader objective of this project is to allow access to and facilities on the Pilbara coast in order to creating liveable communities with the social capital that workers and their families require. This project resulted in the feasibility and design of infrastructure at the end of the Ashburton River Mouth PAR, which could become part of the Shire’s assets. Funding is available under the RBFS scheme (Round 21) to the tune of a $750,000 total DoT contribution (75/25 contribution sharing arrangement). In consultation with the Shire of Ashburton, it was decided that since no Shire funding was available for implementation in this financial year, an application to RBFS was not to be considered. Policy Implications:


58

Nil. Consultation: Both Shire of Ashburton and the Department of Transport have been involved in regular reviews and approvals of the deliverables under the grant. Buurabalayji Thalanyji Aboriginal Corporation (BTAC) was engaged during the delivery of Aboriginal Heritage Survey, Ethnographic Survey, and Archaeological Survey. Legislative Implications: Nil. Financial Implications: All activities are consistent with the endorsed PRC project budget. The PRC successfully leverage previous years’ budget against this project (totalling $46,250.00) to secure $138,750.00 worth of grant funding from DoT. Strategic Implications: The project aligned with the key objectives contained within the Living Life Community Strategy Plan 2012-2022 published by the Shire of Ashburton. Risk Management considerations: All project risks and deliverables will be packaged and handed over to the Shire of Ashburton. Impact on capacity: There is no impact on capacity or resourcing as work to acquit the grant is accounted for in the current resource modelling. Relevant precedents: Nil. Options: Nil. Conclusion: This project is now in a ‘shovel ready’ state and has the potential to provide environment benefits, by limiting the potential impact of uncontrolled boat launches and the use of uncontrolled access routes at the Ashburton River Mouth. The Shire of Ashburton will be able to apply for subsequent funding rounds through the RBFS and other mechanism to put the work accomplished into effect. This is acknowledging that a budget commitment from the Shire (approximately $200-250k) would be required as a component of any grant application, and thus would have to work within Shire of Ashburton budget cycles for FY18. Voting Requirement: For noting purposes only.


59

13.8 Letter of Support for Police Livestock Squad Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Tony Friday, Chief Executive Officer Officer Disclosure of Interest: Nil


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14. PRC MOTOR VEHICLE Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Tony Friday, Chief Executive Officer Officer Disclosure of Interest: Nil Purpose: To seek consideration of the purchase of a motor vehicle for the use of executive and project managers to attend meetings as required. Background: The Pilbara Regional Council previously had a motor vehicle assigned exclusively to the CEO when the PRC only had two full-time employees. At the time of the new CEO commencing, it was determined that this was an unnecessary expense, and the vehicle was disposed by public advertisement. The business of the PRC has changed considerably over the past four years, and now employs eight full-time employees, with a commensurate level of activity. The CEO, Deputy CEO and project managers travel to and from meetings on a daily basis, with locations spread across the metropolitan area (eg: IT Vision in Applecross, Horizon Power in Bentley, Ministerial offices in West Perth, AAC in Malaga, etc). At present, travel to and from these meetings is conducted using the CEO’s personal motor vehicle, or (if this is not available) the Deputy CEO’s personal motor vehicle. Neither the CEO nor the Deputy CEO have minded this arrangement to date, and no claim for expenses relating to the prior use of the CEO’s (or Deputy CEO’s) vehicle has been made during the past four years, nor is any claim anticipated. Comments/Options/Discussions: A recent insurance review conducted by the CEO has indicated that there are some risks associated with continuing this approach. Both the CEO and Deputy CEO’s personal vehicles are licensed and insured for private use as opposed to business or commercial use. In the event of an accident involving another vehicle, the relevant insurers covering these vehicles could potentially decline coverage on the basis that their use was not consistent with the terms and conditions of the policies. In this circumstance, the risk would crystallise for the individual driver of the vehicle at the time (CEO, Deputy CEO or project manager). Clearly this is not a tenable level of risk to impose on PRC staff, and until this matter is resolved the CEO has instructed that all meetings requiring travel are to be attended either with the CEO driving (who will assume the interim risk) or via taxi or other public transport. The PRC proposes the purchase of a modest motor vehicle suitable for attending business meetings and occasional regional travel as required. Policy Implications: The PRC would need to revisit internal policies and procedures around use of a Council motor vehicle, ensuring that the use is well-governed, safety-focused, and maximizes benefit for the Pilbara Regional Council. Legislative Implications: Nil


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Financial, Risk, Efficiency and Governance Implications: Option 1 Continue to use staff vehicles Cost Risk Efficiency Governance Nil to the PRC, as all licensing, insurance, and operating costs are borne by the PRC staff members whom own the vehicles. The PRC reimburses parking costs upon presentation of a valid receipt. The PRC will reimburse circa $500 in parking costs for this financial year. This is the ‘current state and has been in effect for the previous three and a half years. Annual $500

PRC staff are operating in an ambiguous insurance position with respect to the use of their personal vehicles for PRC business purposes. In the event of an incident that caused damage to persons or property, an insurer ‘may’ decline to accept liability for the incident on the grounds that the vehicle was not being used for a proper purpose. This would leave a PRC staff member exposed to direct liability as a result, and potentially the PRC to vicarious liability an an employer who had sanctioned the use of the personal motor vehicle for business purposes.

Two motor vehicles (CEO and Deputy CEO) are parked at the premises and available for staff to use for attending meetings and other business commitments. Subject to availability, staff members are not required to wait for a taxi or other hire vehicle. This is the most efficient model of provisioning transport for staff attendance at external meetings.

This is the least desirable option from a governance perspective, calling into question the ‘appropriateness’ of using personal staff assets towards the achievement of PRC corporate business objectives, particularly without appropriate recompense. The current model fails to meet the ‘reasonable man’ test.


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Option 2 Use taxi vouchers Cost Risk Efficiency Governance Each PRC project manager conducts circa three external meetings each week, usually within the greater CBD (East Perth to West Perth). The CEO and Deputy CEO conduct circa six external meetings each week, usually within the greater CBD (East Perth to West Perth). This equates to circa 24 staff movements each week. This figure is ameliorated by staff walking to approximately 25% of these meetings, and the PRC encourages this where proximity and weather permit. 18 staff movements each week at an average of $14 per one-way taxi fare will equate to $26,208 per annum for this option. An additional $6,201 should be provisioned to account for comments in ‘Efficiency’. Annual cost $32,409

Taxi drivers are trained and professional drivers, and the PRC staff travel policy prohibits the use of untrained driver options such as Uber or other ride sharing services. Staff using taxis are able to be collected from point of origin and delivered directly to their destination.

Utilising taxis during peak period can often engender significant delays, as taxi availability is challenging and attendance often unreliable. Staff attending meetings would need to allow at least an additional 15 minutes per journey to account for taxi no-shows and making alternate arrangements.

No identified governance issues with this option, other than a waste of member funds that is difficult to justify.


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Option 3 Lease vehicle Cost Risk Efficiency Governance Lease payments $7,177 Fuel and on-costs $4,000 Parking $500 Administrative overhead $312 Note: unlike a corporate environment there is no tax incentive to lease a vehicle as the PRC is tax exempt. There is significantly less incentive to shift CapEx to OpEx. Annual cost $11,989

The PRC would carry a risk of staff being involved in an accident whilst using the vehicle. The current suite of insurances carried by the PRC accommodates this risk, subject to normal exclusions and excess payments. The PRC’s insurance history is strong with LGIS. Any driver operating the vehicle would need to be employed by the PRC, holding a current unrestricted license, be at least 25 years of age, and have driving skill independently assessed by the RAC or other qualified assessor.

Subject to vehicle availability (50% less than the current model), staff members are not required to wait for a taxi or other hire vehicle. Managing lease payments, maintenance and attendant reporting requirements will require circa 12 hours of staff time per annum. This is the next most efficient model of provisioning transport for staff attendance at external meetings.

No identified governance issues with this option.

Option 4 Purchase vehicle Cost Risk Efficiency Governance Foregone interest $500 Depreciation $2,000 Fuel and on-costs $4,000 Parking $500 Administrative overhead $390 Note: this model reports a standard ‘new car’ depreciation rate for the purposes of comparison. The PRC proposes to purchase a 12-month old vehicle that has already incurred the largest component of new car depreciation. Annual cost $7,390

The PRC would carry a risk of staff being involved in an accident whilst using the vehicle. The current suite of insurances carried by the PRC accommodates this risk, subject to normal exclusions and excess payments. The PRC’s insurance history is strong with LGIS. Any driver operating the vehicle would need to be employed by the PRC, holding a current unrestricted license, be at least 25 years of age, and have driving skill independently assessed by the RAC or other qualified assessor.

Subject to vehicle availability (50% less than the current model), staff members are not required to wait for a taxi or other hire vehicle. Managing licensing, insurance and maintenance requirements will require circa 14 hours of staff time per annum. This is the next most efficient model of provisioning transport for staff attendance at external meetings.

No identified governance issues with this option.

Modelling Assumptions: Lease of $20,000 @ 5% for 3 years with 50% residual Foregone interest at 2.5%, based on funds held in operating account. Derived from Strattons Leasing:


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Strategic Implications: Nil Impact on capacity: As articulated in Financial, Risk, Efficiency and Governance Implications section Voting Requirement: Simple majority Council Resolution FY16-070:

� OPTION 3 That Council endorse the lease of a motor vehicle for the Pilbara Regional Council for a sum not exceeding $20,000, on the most advantageous terms that can be negotiated by the CEO.

� That Council allows the CEO reasonable personal use of the motor vehicle. Moved: Cr Howlett Seconded: Cr Grace Result: 7/0


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15. FINANCIAL 15.1 Monthly Financial Reports and Warrants of Payments Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Tony Friday, Chief Executive Officer Officer Disclosure of Interest: Nil Purpose: The purpose of this report is to seek Council’s consideration and adoption of the Statements of Financial Activity. Background: The PRC Council is required to review and approve the PRC expenditure and financial position on a regular basis. The PRC’s financial system is Xero, which generates Monthly Financial Reconciliations that show the PRC’s expenditure and financial position on a monthly basis. Excel spreadsheets are used to provide statutory compliant reporting based on the Xero output. To enable the reporting of material variances to be consistent and compliant with the Local Government Financial Management Regulations (FMR 34) the Council adopted the material variance threshold of plus/minus 10% at sub-program and /or individual project level as per FM 34(1)(d), for the financial year in accordance with Australian Accounting Standards (AAS 5). The Local Government Act Financial Regulations require that a statement of financial activity, including reporting on revenue and expenditure, an explanation of the composition of net current assets and an explanation of any material variances between actual and (now) revised budget allocations be presented to Council to consider for inclusion in the minutes of the meeting. The following financial statements for the periods ending 31 January 2016 is attached:

1. Comprehensive Income Statement by Program; 2. Comprehensive Income Statement by Nature/Type; 3. Statement of Financial Position; 4. Statement of Changes in Equity; 5. Statement of Cash Flows; 6. Statement of Financial Activity; 7. Statement of Current Assets and Current Liabilities; 8. Supporting Schedules detailing income and expenditure.

Comments/Options/Discussions:

x Option 1: As per Officer’s recommendation. x Option 2: That Council by Simple Majority pursuant to Section 6.4 of the Local Government Act 1995 and

Regulation 34 of the Local Government (Financial Administration) Regulations 1996 resolves to RECEIVE the Financial Report for the financial period ending 31 January 2016 and Warrants of Payments from 1 January to 12 February 2016.

x Option 3: That Council by Simple Majority pursuant to Section 6.4 of the Local Government Act 1995 and Regulation 34 of the Local Government (Financial Administration) Regulations 1996 resolves to NOT RECEIVE the Financial Report for the financial periods ending 31 January 2016 and Warrants of Payments from 1 January to 12 February 2016.

Policy Implications: Nil Legislative Implications: Local Government (Financial Management) Regulations 1996, reg. 13 & 34 Financial Implications: Nil Strategic Implications:


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Nil Conclusion: Nil Voting Requirement: Simple Majority Council Resolution FY16-071: That Council by Simple Majority pursuant to Section 6.4 of the Local Government Act 1995 and Regulation 34 of the Local Government (Financial Administration) Regulations 1996 resolve to RECEIVE the Financial Reports for the financial periods ending 31 January 2016 and Warrants of Payments from 1 January to 12 February 2016. Moved: Cr Howlett Seconded: Cr Grace Result: 7/0


16. SPONSORSHIP REQUEST: WI-FI AT THE KARIJINI EXPERIENCE Responsible Officer: Mr Alexis Guillot, Deputy CEO Action Officer: Ms Amelia Waters, Project Officer Disclosure of Interest: Nil Purpose: To seek Council’s consideration on a proposal to sponsor the provision Wi-Fi facilities at the Karijini Experience, under the Regional Events Attraction Project. Background: The Karijini Experience, occurring between 15th-22nd of April this year is one of the Pilbara premier events showcasing the huge tourism potential the Pilbara has to offer. This year, the event has expanded to incorporate an entire week of activities aimed at delivering ‘intimate, authentic and once in a life time experiences, to attract people to the region and maximum their experience of the spectacular inland Pilbara.’ Increasingly events, such as the Karijini Experience, are being recognised as drivers of regional tourism (Tourism Research Australia 2014). While the Karijini Experience is already a hugely successful event, the remote location and associated cost make it difficult for the event to remain ‘connected’. Comments/Discussions: Providing Wi-Fi at such an event would offer a fantastic opportunity to expand the Karijini Experience to a higher level in terms of event delivery. Enabling Wi-Fi coverage would facilitate a number of common event components such as:

x Enabling live social media coverage: according to Tourism Research Australia’s Social Media Toolkit, social media is hugely popular in Australian audiences, with nearly 80% of people attending a regional event using social media. Consequently it is an effective and low cost marketing tool for events promotion. Providing technology that enables this tool would be a huge boost to our regions premium event.

x Enabling customer facilities: The provision of Wi-Fi facilities will provide assistance with a number of other supporting technologies, that are standard procedures for events in non-remote locations including:

o Support for online ticket sales. o Facilitating EFTPOS and ATM machines through network provision. o Communication and merchant facilities through the Karijini Experience Committee.

On top of enabling the services described above, this technology will allow an opportunity to monitor and assess the benefits such a services provide to the event. Page visits can be monitored, promotional opportunities can be made available on landing pages and the entire data usage of the event would be highly valuable data to analysis from a tourism monitoring perspective. Similarly, facilitating EFTPOS and ATM provision will provide a great metric for indicating the economic contribution such an event has on the region. Policy Implications: Nil Consultation: Mr Kamie Ang, TSG (service provider nominated by the Karijini Experience for the provision of Wi-Fi infrastructure). Ms Belinda Main, The Karijini Experience. Legislative Implications: Nil Financial Implications: All activities to date have been consistent with the endorsed PRC project budget. A cost of $24,000 (ex. GST) has been quoted to the Karijini Experience in order to provide the following facilities:


x Complete Wi-Fi coverage for the event site x Assistance with EFTPOS configuration x Media Network x Operational Network x EFTPOS Network x 2 x bump in/staff x 1 x technician x Hire of Satellite Trailer x Unlimited internet data (5/1mb) at 4:1 connection

PRC’s Regional Events Attraction endorsed project budget is $30,000, with an unallocated portion of the project budget totalling to $10,000. It is therefore possible for a proportion of the Regional Event Attraction budget, between $0 and $10,000 to be allocated to support the delivery of this service at the Karijini Experience. Strategic Implications: This item is relevant to the PRC’s approved Strategic Community Plan and Corporate Business Plan. In particular the Operational Plan provided for this activity: Key Focus Area: A Voice for the Pilbara Strategic Outcome: We are a relevant, innovative organisation responsive to stakeholders. Strategy: x We will identify critical issues and provide comment to our member councils to facilitate

a regional discussion and response. x We will work with other organisations and agencies to promote the Pilbara Region. x We will ensure our brand is positively recognised by our stakeholders, local, state and

federal government. This item is relevant to the ‘Innovation and Technology’ regional pillar, which forms part of the ‘Value Adding’ approach to growth and development of the Pilbara Regional Development Blueprint. In particular, to the following objectives:

x Providing automation technology and services x Business digital connectivity

This item is relevant to several items under the Pilbara Tourism Product Development Plan (PTPDP). In particular, the following activities:

x Attractions: a wide variety of tourism attraction including cultural and heritage events x Amenities: providing basic amenities for visitors

Risk Management considerations: The level of risk to the PRC is considered to be low. Impact on capacity: There is no impact on capacity or resourcing to carry out the Officer’s recommendation. Relevant precedents: In FY15, the Pilbara Regional Council organised and coordinated the delivery of the Adventure Film Festival at the Karijini Experience 2015 ($12,995). Activities were consistent with the scope and endorsed budget of the FY15 Regional Events Attraction project. Options:

x Option 1: That Council resolves to endorse the proposal to sponsor the implementation of Wi-Fi at the Karijini Experience, authorises the allocation of $_____ of the Regional Events Attraction budget to contribute to this initiative, and requests that the economic and marketing value the sponsorship provided to the Karijini Experience forms part of the project acquittal report.


x Option 2: That Council resolve to reject consideration of providing sponsorship to the Karijini Experience to support the provision of Wi-Fi services.

x Option 3: Any other option that Council deems appropriate. Conclusion: It is the recommendation of the Project Officer, that Council discusses the value of providing Wi-Fi to the Karijini Experience and considers a sponsorship amount (between $0 and $10,000) in order to support the provision of Wi-Fi services. Voting Requirement: Simple majority Council Resolution FY16-072: That Council resolve to endorse Option 2 as their preferred option: to reject consideration of providing sponsorship to the Karijini Experience to support the provision of Wi-Fi services. That Council instruct the CEO to liaise with Karijini National Park authorities to examine the feasibility and cost of implementing permanent remote area wifi solution for this location. Moved: Cr Howlett Seconded: Cr Arif Result: 7/0 Cr Peter Long excused himself at 1:14pm


17. SCOPE CHANGE REQUEST – REGIONAL SIGNAGE STRATEGY Responsible Officer: Mr Alexis Guillot, Deputy CEO Action Officer: Mr Scott Stirling, Project Officer Officer Disclosure of Interest: Nil Purpose: For Council to endorse a change in scope and timeline, which will allow for the development of a Regional Implementation Agreement as a new deliverable in the Regional Signage Strategy project. Background: Following a successful consultation process - including meetings with key stakeholders in the region and a regional consultation workshop - the Regional Signage Strategy (RSS) is in final draft form. The next steps for the project were to release the strategy for public consultation before presenting the final version to Council for endorsement. As part of their February project status meeting, the Project Reference Group (PRG) considered a different approach to the current scope and project delivery schedule. Comments/Discussions: The Project Reference Group discussed and unanimously recommended that before the regional signage strategy is released to external stakeholders and the public for consultation, a Regional Implementation Agreement be developed to support the Strategy document, and define clear, prioritised and regionally aligned next steps towards implementation. Of specific interest to the Project Reference Group members was an ability to demonstrate a regional alignment cascading from strategy, to implementation. To enact this change, the PRC and Project Reference Group members recommend working through each recommendation in the final draft strategy to establish a schedule of agreed, prioritised and costed FY17 (and beyond) activities. The key results of this activity will be:

- Clear decision made on which recommendations are accepted and rejected; - Determine whether accepted recommendation forms part of a regional set of activities to be undertaken by

the PRC, or should reside at a local member level instead; - Allocate clear areas of responsibilities for implantation; - Consider complexity and schedule of any implementation activity; - Consider budgetary implication.

The PRC would collate all of these decisions, and form one ‘Regional Implementation Plan. It is anticipated that the agreed implementation activities would extend across multiple years. This approach will support and encourage a cohesive approach amongst the member LGAs. The PRC originally indented to have those activities finalised by March/April 2016; in consultation with the PRG, it is felt that the above activities and revised timeline will benefit the overall project and increase success of future implementation. Proposed new activities and timeline: Activity Current

timeline Proposed new timeline

Responsible Comment

Draft of the Regional Signage Strategy delivered February March PRC Completed Draft of the Regional Signage designs delivered February March PRC Completed Draft of the Regional Implementation plan - March Project Reference

Group

Final draft of the Strategy, Implementation plan and designs endorsed by PRG, and individual members Tourism Groups as appropriate

- March-April PRC and Project Reference Group


Public consultation March April-May PRC Formulation of final version of the Strategy, Implementation plan and designs

March May PRG & PRC

Final Strategy, Implementation plan and designs endorsed by members

April-May May-June Individual member Councils

Endorsement of subsequent FY17 PRC activities June PRC OCM

June PRC OCM

PRC Council

* Changes and new items have been marked with red and italic text. Policy Implications: Nil. Consultation: This agenda item was circulated to the group for their input. The revised timeline and activities comes with a unanimous PRG. Legislative Implications: Nil. Financial Implications: All activities are consistent with the endorsed PRC project budget. The final deliverable will be completed by the project team in consultation with each member of the PRG. Strategic Implications: This item is relevant to the PRC’s approved Strategic Community Plan and Corporate Business Plan. In particular, the Operational Plan provided for this activity: Key Focus Area: Efficiency & Effectiveness Strategic Outcome: Through best practice management we optimise value for money, and increase capacity

and capability for our member councils Strategy: We will collaborate with other councils and/or organisations if this benefits our member

councils This item is relevant to the ‘Tourism’ regional pillar which forms part of the ‘Diversifying’ approach to growth and development of the Pilbara Regional Development Blueprint. This item is relevant to several items under the Pilbara Tourism Product Development Plan (PTPDP). In particular, the following activities:

x Increased signage in the Pilbara. Risk Management considerations: The level of risk to the PRC is considered to be low. Impact on capacity: The proposal will require each PRG member to work with their respective executives to produce a list of accepted recommendations, recommended parties responsible and timelines to achieve. This will need to be collated by the PRC project team, and an agenda item for each Council will need to be developed for the endorsement of the RIA. Relevant precedents: Nil. Options:

x Option 1: As per Officer’s recommendation.


x Option 2: That Council resolve to reject consideration of a regional implementation agreement. x Option 4: Any other option that Council deems appropriate.

Conclusion: Nil. Voting Requirement: Simple majority Council Resolution FY16-073: That Council by simple majority resolves to endorse the recommended changes to the project scope, deliverables and timelines. Moved: Cr Lally Seconded: Cr Grace Result: 6/0


18. RV FRIENDLY REGIONS FEASIBILITY STUDY Responsible Officer: Mr Alexis Guillot, Deputy CEO Action Officer: Ms Amelia Waters, Project Officer Officer Disclosure of Interest: Nil Purpose: For Council to endorse the final Pilbara RV Friendly Feasibility Study and come to a decision on the way forward for this initiative. Background: As a component of the Contribution to the Pilbara Tourism Product Development Plan Project, the PRC Council endorsed the development of a Pilbara RV Friendly Feasibility Study. The draft study was constructed including an introduction to the CMCA RV Friendly Towns scheme, detailed recommendations, an indication of costs and recourses required and predicted benefits. At the November OCM, Council endorsed to have the draft document released for public comment. Comments/Discussions: A summary of the feedback provided at each LGA is included below. Details on specific feedback from each respondent have been collected and are available upon request. All feedback formally received to date had been supportive of implementing RV Friendly Towns in the Pilbara. Those comments that provided an update of available facilities in the region have been incorporated into the final version of the feasibility study. In order to ensure a maximum economic benefit is felt for the Pilbara, the PRC are hoping to work with each LGA to implement the recommendations outlined in the document by June 2016, in line with the ‘tourist season’ in the region. Policy Implications: Nil Consultation:

x City of Karratha o Discussed at Karratha Tourism Advisory Group on 12/02/2016. The study was sent directly to all

members for comment. Detailed feedback was provided by members listed below, however the general consensus was that the TAG supported such an initiative, with locations identified in Karratha, Point Samson, Dampier and Cossack. - Bart Parsons, Councillor, City of Karratha - Brad Beaumont, Discovery Cruising - John Lally, CEO, Karratha and Districts Chamber of Commerce and Industry - Daniel Scott, Councillor, City of Karratha - Paul Jagger, CEO, Pilbara Business Centre - Diane Pentz, CEO, Regional Development Australia Pilbara - Grant Cucel, Councillor, City of Karratha - Robin Vandenberg, Councillor, City of Karratha - Peter Long, Mayor, City of Karratha - Barry Harrison, General Manger, The Ranges

o Discussion with John Verbeek to provide the feedback from the TAG to the City of Karratha Council regarding the desire to implement RV Friendly schemes in the City.

x Town of Port Hedland o Discussed with Brie Holland and David Westbury: Town of Port Hedland has endorsed providing

RV Facilities for part of the year at December 2015 OCM. Public consolation has already been sought through their existing channels regarding this site.

o Discussed at Port Hedland Tourism Action Group. x Shire of Ashburton

o Publically released via Shire of Ashburton’s social media pages (Facebook)


o Doughlas Dias, Councillor Shire of Ashburton: Inclusion of Paraburdoo Caravan Park in the Appendix section listing Caravan Parks in the Pilbara.

x Shire of East Pilbara o Publically released via Shire of East Pilbara’s social media pages (Facebook)

Legislative Implications: Nil Financial Implications: All activities are consistent with the endorsed PRC project budget. This component was taken on under the existing project budget of $30,000 with no additional funding allocated for this component. Strategic Implications: This item is relevant to the PRC’s approved Strategic Community Plan and Corporate Business Plan. In particular the Operational Plan provided for this activity: Key Focus Area: Economic Value Strategic Outcome: Through best practice management we optimise value for money, and increase capacity

and capability for our member councils Strategy: We will collaborate with other councils and/or organisations if this benefits our member

councils.

This item is relevant to the ‘Tourism’ regional pillar, which forms part of the ‘Diversifying’ approach to growth and development of the Pilbara Regional Development Blueprint. In particular, to the following objectives:

x A larger and more diverse range of accommodation options (2020)\ This item is relevant to several items under the Pilbara Tourism Product Development Plan (PTPDP). In particular, the following activities:

x Short term Tourism Priorities: Diverse Range of Accommodation x Marketing and Promotions: to target specific market segments

Risk Management considerations: The level of risk to the PRC is considered to be [evaluate using the risk matrix]. Impact on capacity: There is no impact on capacity or resourcing to carry out the Officer’s recommendation. Relevant precedents: Council has previously endorsed the PRC to undertake the development of an RV Friendly Feasibility Study and release the draft version for public consultation. As recommended by Council in October 2015, the final version is now being made available for consideration and endorsement. Options:

x Option 1: As per Officer’s recommendation. x Option 2: That Council resolve to defer consideration of endorsing the final feasibility study until June 2016. x Option 3: That Council resolve to reject the final study and release for a further public consolation period of

30 days. Conclusion: Nil


Voting Requirement: Simple majority Council Resolution FY16-074: That Council by simple majority resolves to: x Endorse the RV Friendly Feasibility Study as the final document. x Instruct the CEO to work with each LGA to achieve each detailed recommendation as described in the final

study, working towards a deadline of June 2016. Moved: Cr Lally Seconded: Cr Howlett Result: 6/0


19. ATTENDANCE AT MEETINGS BY MEANS OF INSTANTANEOUS COMMUNICATION Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Alexis Guillot, Deputy CEO Officer Disclosure of Interest: Nil Purpose: For Council to consider allowing attendance at meetings by means of instantaneous communication. Background: The Pilbara Regional Council does not have an on-going approved arrangement to hold Council meetings by telephone, video conference or other electronic means. The Local Government (Administration) Regulations make provision for the holding of meetings using electronic means. Those provision allow councils in regional areas to give approval to a person to participate in a meeting by simultaneous audio contact, such as a telephone, if the person is in a suitable place. Comments/Discussions: It is important to note that:

x The regulation defines “suitable place” as a place approved by council by absolute majority, located in a townsite or other residential area 150km or further from the place at which the meeting is to be held, measured along the shortest road route ordinarily used for travelling.

x The “suitable place” must be clearly and specifically identified as such in the noticed convening the meeting, the agenda and the minutes.

x The regulation has been worded to only allow up to half (50%) of the meetings each financial year to be held by this method.

x A person is no longer taken to be present at a meeting if the person ceases to be in instantaneous communication with each other person present at the meeting.

Other important governance considerations are summarised below. Council protocol The Council decision on this proposal should be mindful of the restriction of no more than 50% of meetings being held with attendance at a suitable approved place, and the overall benefit of decision-making from the Council meetings being attended in person by all participating. Audio contact The official meeting venue and the suitable approved place must both be equipped with the means to ensure suitable and reliable instantaneous audio contact with each person present at all locations. This requirement is essential to allow every person present to participate in the meeting by listening to the person speaking and to be able to verbally respond or to speak when eligible. In particular, this requires each elected member and officer to have the capability of hearing and speaking with all persons present at both locations. Members of the public will need to be able to hear all speakers and have the facility available to speak when permitted, such as for public question time. This may require the person(s) to move to a suitable speaker position. Control A Council meeting is a statutory legal process at which important decisions are made on behalf of the local government or individuals in the community and these decisions can have major legal implications arising from them. The integrity of the decision-making process must be ensured and maintained during the full course of the meeting and this will require careful attention to the management of the meeting, particularly at the remote approved suitable place. Therefore, it will be necessary for a designated responsible officer to be present at the suitable places to manage, control and verify compliance with normal meeting processes and that this protocol is observed. Responsible Officer It is suggested that there is a need for a nominated responsible officer to be present at each meeting venue to manage the process at their particular location and to act as the eyes and ears for the other meeting.


This will require the responsible officer to publicly announce each specific event during the meeting in a manner that informs the attendees at the other meeting and the official minute taker. It will also require the presiding person to acknowledge and allow the responsible person to make discrete announcements during the course of the meeting where appropriate. Information It will be necessary that any information that will be considered by the Council is made available to both locations at the same time. Confidential Business The issue of confidential business should not be affected by holding a meeting at a suitable place as it generally involves the meeting being closed to the public with officers remaining. The responsible officers would need to inform the participants at the other location that the public had departed from the meeting and for the official record. Voting The decision-making process depends upon the democratic vote of each elected member in attendance at the meeting. The number of valid votes becomes crucial for the various motions being passed or lost, and issues such as the number of votes for and against a proposition for simple majority’s and absolute majority’s becomes critical for the outcome of each decision. Under this proposal, it will not be possible for the Presiding Person to personally see and count the votes of Councillors voting at a suitable place location that is using solely audio communication. The Act and regulation is based upon the principle of elected members being in instantaneous communication at all times during the meeting. The voting process provides an opportunity to periodically check and record for accountability purposes that at the various times of each decision which members were present, and also in instantaneous communication at the time of the vote. To achieve that level of accountability it is suggested that each vote taken at a suitable place must be announced and recorded by each individual member in attendance at the meeting at the time the vote is taken. This can be achieved by the Presiding Person requesting each member at the meeting (in a defined order such as clockwise from the chair) to verbally declare their vote by calling out “For” or “Against” as the case may be, followed by the Presiding Person requesting each member present at the suitable location to verbally declare their vote. A further check could be made by the responsible officer’s tallying the vote at each venue and verbally confirming the outcome with the Presiding Person who should then declare the result. The procedure above achieves two key accountability requirements:

x It records the actual individual vote outcome. x It records and reaffirms that each member was in instantaneous audio communication at the time the vote

was taken. Summary A proposed Council procedure that encapsulates all of the governance requirements is proposed below and forms part of the consideration under this proposal:

1. Prior to the meeting being opened, the two responsible officers are to cause a physical check of the communication link between the two locations and internally at each place to be conducted. This may include a physical roll call of each participant.

2. The two responsible officers are to inform the Presiding Person that the meeting link and each place is properly established for the purpose of conducting the meeting and complying with regulation 14A (1) (a).

3. The Presiding Person is to open the meeting and to state for the minute record that a suitable place was approved by the Council and that the audio link complies.

4. The Presiding Person is to proceed with the preliminaries of the meeting including facilitating the recording of the attendance details at each location.

5. Public question time needs to allow for questions from each place with the official meeting place first, followed by the suitable place. The member of the public may need to move to an appropriate point to allow access to audio voice transmission.

6. The Presiding Person to conduct the meeting as normal and in accordance with Standing Orders but this will require additional and specific audio comment to manage the speakers at each location and to ensure that each person is provided adequate opportunity to speak and be identified before speaking.

7. The Presiding Person will need to ensure that the vote for each decision is clearly announced verbally by each member present at the meeting and at the suitable place.


8. The responsible officers will be required to remain alert and to prompt the Presiding Person or to announce for the official record the identity of an unidentified speaker or other happening such as a person leaving the meeting or new information.

9. At the resumption of the meeting after any break in proceedings it will be necessary to again check and record for the minutes that the audio facility is in place and working, and that all persons previously present are again present.

10. At the conclusion of the meeting the Presiding Person to reaffirm that the audio link was in place and then officially close the meeting.

Policy Implications: Nil. No impact on the draft Standing Orders. Consultation: PRC Council endorsement must be obtained before proceeding. Legislative Implications: Section 5.25(ba) of the Local Government Act 1995 allows a regulation for the holding of council or committee meetings by telephone, video conference or other electronic means. Local Government (Administration) Regulations 2005 r.14A is relevant to this proposal. Regulation 14A provides that: (1) A person who is not physically present at a meeting of a council or committee is to be taken to be present at the meeting if — (a) the person is simultaneously in audio contact, by telephone or other means of instantaneous communication, with each other person present at the meeting; and (b) the person is in a suitable place; and (c) the council has approved* of the arrangement. (2) A council cannot give approval under subregulation (1)(c) if to do so would mean that at more than half of the meetings of the council, or committee, as the case may be, in that financial year, a person who was not physically present was taken to be present in accordance with this regulation. (3) A person referred to in this regulation is no longer to be taken to be present at a meeting if the person ceases to be in instantaneous communication with each other person present at the meeting. (4) In this regulation — suitable place means a place that the council has approved* as a suitable place for the purpose of this regulation and that is located — (a) in a townsite or other residential area; and (b) 150 km or further from the place at which the meeting is to be held under regulation 12, measured along the shortest road route ordinarily used for travelling; “townsite” has the same meaning given to that term in the Land Administration Act 1997 section 3(1). * Absolute majority required. Financial Implications: All activities would form part of the endorsed PRC budget. Strategic Implications: This item is relevant to the PRC’s approved Strategic Community Plan and Corporate Business Plan. In particular the Operational Plan provided for this activity: Key Focus Area: Efficiency and Effectiveness Strategic Outcome: We promote good governance and meet all compliance requirements.


Strategy: We will continually review internal systems and processes to improve operational ef ciency and effectiveness.

Risk Management considerations: The decision to approve a suitable place imposes an obligation on the Council to ensure that the meeting is carried out in accordance with all the statutory and best practice requirements for the conduct and recording of meetings. Whilst the residual risk rating is considered to be low, the main impact of this will be capacity related; this is discussed in the “Impact on capacity” section of this agenda item. The Council decision on this proposal should be mindful of the overall benefit of decision-making from the Council meetings being attended in person by all participating. The residual risk rating is considered low, however, would need to be reviewed regularly in order to ensure the integrity and governance of the process. Impact on capacity: The conduct of a meeting involving a suitable place imposes greater procedural requirements and record keeping than normal to ensure that the integrity of the decision-making process is accountable. For example, there is a need to inform all present at both locations and record:

x The names and status of each person present at the commencement of the meeting and for each location. x A confirmation that the suitable place has been approved by the Council. x Both venues are suitably equipped for the meeting. x A system checks to verify audio capability for all present. x The time any person departs or returns to the meeting. x Details of a person leaving and returning to the meeting following a disclosure of a financial interest.

Although some of these and other matters are normally required to be recorded, the key issue to be addressed appropriately is that the people at each separate location need to be aware and informed of events at the other location. For example, a Councillor may depart the actual meeting for a five-minute period and this is normally visually recognised by the others present and also recorded in the minutes by the minute taker who physically observes the member departing and returning, however a person departing the suitable place will not be obvious to the minute taker or the others attending the normal meeting place. Relevant precedents: Council approved an ad-hoc arrangement for the purpose of its Special OCM held on the 30/11/2015. Options:

x Option 1: That Council resolve to endorse the proposal, and suggested procedure; with the following location(s) defined as suitable place(s) and responsible officer(s) for each location: ___________________, with the responsible officer nominated as: __________________________; ___________________, with the responsible officer nominated as: __________________________; ___________________, with the responsible officer nominated as: __________________________; ___________________, with the responsible officer nominated as: __________________________.

x Option 2: That Council resolve to not support attendance at meetings by means of instantaneous communication.

x Option 3: Any other option that Council deems appropriate. Conclusion: Nil. Resolution: That Council by absolute majority selects Option _____ as their preferred option. • Option 2: That Council resolve to don’t support attendance at meetings by means of instantaneous communication. Voting Requirement: Absolute majority


Council Resolution FY16-075: That Council by absolute majority select Option 2 as their preferred option, and do not support attendance at meetings by means of instantaneous communication. Moved: Cr Grace Seconded: Cr Lally Result: 7/0


20. REVIEW OF POLICIES Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Alexis Guillot, Deputy CEO Officer Disclosure of Interest: Nil Purpose: The PRC review policies and procedures periodically throughout the year, and bring policies to the Council for endorsement on an established review cycle. All policies are reviewed and presented to Council at least annually. Policy Implications: If endorsed, the proposed policy will become binding on the organisation with immediate effect. Legislative Implications: Policies will be compliant with all relevant legislation and supporting regulations. Financial Implications: Nil Voting Requirement: Simple majority Council Resolution FY16-076: That the following policies be received and endorsed as presented:

x Risk Management Policy x Business Continuity Management Policy x Credit Card Policy

Moved: Cr Howlett Seconded: Cr Lally Result: 6/0


21. LAND DE-CONSTRAINT – SOLE SUPPLIER POLICY WAIVER Responsible Officer: Mr Alexis Guillot, Deputy CEO Action Officer: Mr Carroll Melia, Project Manager Officer Disclosure of Interest: Nil Purpose: For Council to approve sole supplier status to Rio Tinto (Utilities Division) in relation to the provision of electrical power to Lot 314, South Road, Tom Price, as part of the PRC’s Land De-constraint Project. Background: The PRC issued four (4) RFT’s to the market (via Tenderlink) for proposed civil works as part of the PRC’s Land De-constraint Project in January 2016. The scope of works outlined in Tender 3: Construction of Civil Works, Lot 314, South Road, Tom Price comprised of earthworks and drainage works. Following the completion of the RFT process, the Shire of Ashburton conducted an internal review of the proposed scope of works, taking account of the Shire’s medium/long term objectives and the likely additional development costs associated with the site. Following discussions with the PRC, the Shire CEO – Neil Hartley requested that the PRC utilize the project funding available for the provision power to the site, and not undertake the proposed earthworks as outlined in the RFT. The PRC in conjunction with the Shire are currently liaising with Rio Tinto to progress the provision of power to the site. Comments/Discussions: Rio Tinto operate and manage the electricity infrastructure in Tom Price and therefore in order to provide electrical power to the site, a power application is required to be lodged with Rio Tinto for review, design and approval. On foot of a successful application process, it is requested that Council approve sole supplier status to Rio Tinto (Utilities Division) in relation to the provision of electrical power to Lot 314, South Road, Tom Price. This will allow the provision of power to the South Road site in a timely manner (within project timelines) and ensure that the design, specifications and installation are completed to the requirements of Rio Tinto, and thereby reduce the risks/delays associated with the completion and sign-off, of the electrical infrastructure on-site. Policy Implications: Council Purchasing Policy P-012 applies to this report. Staffs are required to ensure that they comply with P-012 – Purchasing policy and that budget provision is available for any expenditure commitments. Consultation: The change to the proposed scope of works and the process for the provision of electrical power to Lot 314, South Road, Tom Price, has been discussed with the Shire of Ashburton executive staff including:

x Neil Hartley - Shire of Ashburton CEO, x Anika Serer - Executive Manager Strategic & Economic Development x Janelle Fell - Economic and Land Development Manager

Legislative Implications: The Local Government Act Regulations Reg 11(2) (f) provides for the award of sole supplier status; ‘if the local government has good reason to believe that, because of the unique nature of the goods or services required or for any other reason, it is unlikely that there is more than one potential supplier’. Financial Implications: All activities are consistent with the endorsed PRC project budget. Strategic Implications:


This item is relevant to the PRC’s approved Strategic Community Plan and Corporate Business Plan. In particular the Operational Plan provided for this activity: Key Focus Area: Economic Value - We deliver economic value by identifying opportunities for economies of

scale and targeted funding to enhance member councils’ compliance, capacity and capability.

Strategic Outcome: Through best practice management we optimise value for money, and increase capacity and capability for our member councils.

Strategy: x We will apply a robust, consistent approach to evaluating the benefits of projects x We will identify and confirm funding streams for approved projects x We will manage our projects within a project management framework, delivered on

time and within budget x We will collaborate with other councils and/or organisations if this benefits our

member councils. This item is relevant to the ‘Land Access and Economic Infrastructure’ regional pillar, which forms part of the ‘Enabling Initiatives’ approach to growth and development of the Pilbara Regional Development Blueprint. In particular, to the following objectives:

x Land access has been de-constrained and sufficient areas identified to accommodate any land use demands in the short, medium and long term

x Land has been substantially de-constrained and the Lazy Lands program is reviewed and refocussed on providing land for uses for diversification and liveable communities

Risk Management considerations: The level of risk to the PRC is considered to be low. The risk to the project would be the introduction of delays should Council resolve to not approve sole supplier status to Rio Tinto. Impact on capacity: There is no impact on capacity or resourcing to carry out the Officer’s recommendation. Relevant precedents: Council has previously approved sole supplier status to Australian Adventure Travel Film Festival at the PRC OCM in February 2015. Options:

x Option 1: As per Officer’s recommendation. x Option 2: That Council resolve to reject the approval of sole supplier status to Rio Tinto, in relation to the

provision of electrical power to Lot 314, South Road, Tom Price x Option 3: Any other option that Council deems appropriate.

Conclusion: Nil Voting Requirement: Simple majority Council Resolution FY16-077: That Council by simple majority resolves to:

x Approve sole supplier status to Rio Tinto (Utilities Division) in relation to the provision of electrical power to Lot 314, South Road, Tom Price.

Moved: Cr Lally Seconded: Cr Grace Result: 7/0


22. REVIEW OF 2016 MEETING DATES Responsible Officer: Mr Tony Friday, Chief Executive Officer Action Officer: Mr Tony Friday, Chief Executive Officer Officer Disclosure of Interest: Nil Purpose: To revisit dates, times and locations for Ordinary Meetings of the Pilbara Regional Council for 2016 to better align with WALGA State Council. Background: Council wish to revisit 2016 meeting dates to better align with WALGA State Council. Comment: Nil Policy Implications: Nil Legislative Implications: Local Government (Administration) Regulations 1996 r12 . Meetings, public notice of (Act s. 5.25(1)(g)) (1) At least once each year a local government is to give local public notice of the dates on which and the time and place at which — (a) the ordinary council meetings; and (b) the committee meetings that are required under the Act to be open to members of the public or that are proposed to be open to members of the public, are to be held in the next 12 months. (2) A local government is to give local public notice of any change to the date, time or place of a meeting referred to in subregulation (1). Financial Implications: Nil Comment: This schedule aligns with WALGA State Council meetings, however other elements to consider include:

x Proposed WALGA 2016 meeting dates x Member LGA’s meeting dates x PDC, RDCo, RDA and AGRC meeting dates x Sittings of State and Federal Parliament x East X West Forum 2016 x Compliance dates for Annual Report x Compliance dates for Budget endorsement x Other significant regional events for members


Voting Requirement: Simple Majority Council Resolution FY16-078: That Council resolve to hold its Ordinary Meetings of Council according to the schedule presented within the Agenda. Moved: Cr Arif Seconded: Cr Howlett Result: 6/0

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

PDC Board 10-11th Karratha

30-31st

4-5th

8-9th Tom Price

10-11th Port

Hedland 12-13th

Newman 7-8th Perth

AGRC 21st 24th 19th 22nd 23rd 18th

Business After Hours (hosted by

PDC)

8th

Tom Price

10th Port

Hedland 12th

Newman

East x West Forum - China

11-13th China

LGA’s

CoK, 27th SoA, 20th

SoEP, 29th

ToPH, 27th

CoK , 15th SoA, 17th SoEP - ToPH,

24th

CoK, 21st

SoA, 16th

SoEP, 11th

ToPH, 23rd

CoK, 18th SoA, 20th

SoEP, 29th

ToPH, 27th

CoK, 16th SoA, 18th

SoEP, 27th

ToPH, 25th

CoK, 20th SoA, 15th

SoEP, 24th

ToPH, 22nd

CoK, 18th SoA, 19th

SoEP, 22nd

ToPH, 27th

CoK, 27th SoA, 20th

SoEP, 29th

ToPH, 27th

CoK, 19th SoA, 27th

SoEP, 23rd

ToPH, 28th

CoK, 17th

SoA, 25th SoEP,

28th ToPH,

26th

CoK, 21st

SoA, 22nd

SoEP - ToPH,

23rd

CoK, 12th SoA, 16th

SoEP -

ToPH, 14th

PRC 5th 18th 16th 2nd 21st 25th

RDCo 4th Wheatbelt

7th Peel 16th

Perth

4th South West

13th Pilbara 8th

Perth

RDA 23rd Teleconf 12th

Perth 16th Roebourne

9th Perth 25th

Perth 6th Perth

Public Holidays

1st 26th

7th 25th 28th

25th 6th 3rd **

(PHE & KTA only)

28th ** 25th 26th 28th


23. MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN Nil

24. QUESTIONS BY MEMBERS ON WHICH DUE NOTICE HAS BEEN GIVEN Nil

25. NEW BUSINESS OF AN URGENT NATURE APPROVED BY THE PERSON PRESIDING Nil


26. Land De-constraint Civil Works Tender Assessment and Review Responsible Officer: Mr Tony Friday, Chief Executive Officer Author Name: Mr Carroll Melia, Project Manager Disclosure of Interest: Nil Purpose: For Council to endorse the assessment report, contract negotiations and approve the award of contracts for civil works, following the completion of a Request for Tender (RFT) process, as part of the PRC’s Land De-constraint Project. Council Resolution FY16-079: That in accordance with Section 5.23 (2) of the Local Government Act 1995 the meeting is closed to the members of the public at 1:37 PM with the following aspect(s) of the Act being applicable to this matter:

(a) a matter affecting an employee or employees; and (b) the personal affairs of any person; and (c) a contract entered into, or which may be entered into, by the local government and which relates to a

matter to be discussed at the meeting; These matters if disclosed would reveal information about the business, professional, commercial or financial affairs of a person. Voting Requirement: Simple Majority Moved: Cr Howlett Seconded: Cr Lally Result: 6/0 Carried Council Resolution FY16-080: Cr Grace moved that the CEOs remain present for discussion. Voting Requirement: Simple Majority Moved: Cr Grace Seconded: Cr Howlett Result: 6/0 Carried Council Resolution FY16-081: 1. That Council by simple majority resolves to nominate:

a) Karratha Earthmoving as the preferred tenderer for Tender 1 - Civil Works based on the assessment of the compliance criteria, and qualitative criteria presented; and

b) Roadline Civil Contracting as the preferred tenderer for Tender 2 - Civil Works based on the assessment of

the compliance criteria, and qualitative criteria presented; and Moved: Cr Howlett Seconded: Cr Lally Result: 6/0 Carried Council Resolution FY16-082: 2. That Council by absolute majority resolves to:

a) Authorise the Chief Executive Officer to enter into negotiations with Karratha Earthmoving as the preferred

tenderer for Tender 1 and Roadline Civil Contracting as the preferred tenderer for Tender 2;


b) Subject to the outcome of the negotiations being within Council’s endorsed project budget, delegate the

authority to the Chief Executive Officer to execute a contract with Karratha Earthmoving as the preferred tenderer for Tender 1 and Roadline Civil Contracting as the preferred tenderer for Tender 2.

Moved: Cr Lally Seconded: Cr Dellar Result: 4/2 Not Carried Council Resolution FY16-083: 3. That Council by absolute majority resolves to:

a) Authorise the Chief Executive Officer to enter into negotiations with Rio Tinto (Utilities Division) in relation to the provision of electrical power to Lot 314, South Road, Tom Price; and

b) Subject to the outcome of the negotiations being within Council’s budget allocation, delegate the authority

to the Chief Executive Officer to execute a contract with Rio Tinto (Utilities Division) for the provision of c) electrical power to Lot 314, South Road, Tom Price.

Moved: Cr Lally Seconded: Cr Dellar Result: 6/0 Carried Council Resolution FY16-084: 4. That Council by simple majority resolves to note actions relating to Tender 4 - Construction of Civil Works, Lot

500, Stojic Road, Newman. Moved: Cr Lally Seconded: Cr Dellar Result: 6/0 Carried Council Resolution FY16-085: 5. That Council by absolute majority resolves to:

a) Authorise the Chief Executive Officer to nominate a preferred tenderer for Tender 5 based on the assessment of the compliance criteria, and qualitative criteria;

b) Authorise the Chief Executive Officer to enter into negotiations with the nominated preferred tenderer; and

c) Subject to the outcome of the negotiations being within Council’s endorsed project budget, delegate the authority to the Chief Executive Officer to execute a contract with the nominated preferred tenderer.

Council Resolution FY16-086: That in accordance with Section 5.23 (1) of the Local Government Act 1995 the meeting is opened to members of the public at 2:03 PM. Voting Requirement: Simple Majority Moved: Cr Lally Seconded: Cr Grace Result: 6/0 Carried Mr Adams excused himself at 1:44pm


27. CLOSURE 27.1 Date of the next meeting The Chairperson confirmed the date, time and location of the next ordinary meeting of the Pilbara Regional Council to be held on Thursday, 16th June 2016 at 10:30 am in Newman WA 27.2 Closure

The Chairperson declared the meeting closed at 2:05 PM.