strategic and general services committee minutes - 19... · facilities (showers, toilets,...

MINUTES

Strategic and General Services Committee

Wednesday, 19 August 2015, 6.00pm

TABLE OF CONTENTS

ITEM NO SUBJECT PAGE

DECLARATION OF OPENING / ANNOUNCEMENT OF VISITORS 1

NYOONGAR ACKNOWLEDGEMENT STATEMENT 1

IN ATTENDANCE 1

APOLOGIES 2

LEAVE OF ABSENCE 2

RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE 2

PUBLIC QUESTION TIME 2

DEPUTATIONS / PRESENTATIONS 2

DISCLOSURES OF INTEREST BY MEMBERS 2

LATE ITEMS NOTED 2

CONFIRMATION OF MINUTES 3

TABLED DOCUMENTS 3

REPORTS BY OFFICERS (COMMITTEE DELEGATION) 4

SGS1508-3 UPDATE ON ELECTIONS PROCESS 4

REPORTS BY OFFICERS (COUNCIL DECISION) 5

SGS1508-6 CORONA'S SUNSETS MUSIC FESTIVAL 5


SGS1508-1 LEISURE CENTRE QUARANTINED BUDGET 13


SGS1508-7 MONTHLY FINANCIAL REPORT - JULY 2015 16


SGS1508-2 SOUTH TERRACE (SOUTH ST TO DOURO RD) SHARED SPACE, TRAFFIC CALMING AND VITALISATION PROJECT 23


SGS1508-4 QUARANTINE OF PLAYGROUNDS 2015 32

SGS1508-5 2015 -2020 ECONOMIC DEVELOPMENT STRATEGY 38

CONFIDENTIAL MATTERS 47

CLOSURE OF MEETING 47

MINUTES ATTACHMENTS 1

Minutes - Strategic and General Services Committee 19 August 2015

Page 1

STRATEGIC AND GENERAL SERVICES COMMITTEE

Minutes of the Strategic and General Services Committee

held in the Council Chambers, Fremantle City Council on 19 August 2015 at 6.00 pm.

DECLARATION OF OPENING / ANNOUNCEMENT OF VISITORS

The Presiding Member declared the meeting open at 6.02 pm.

NYOONGAR ACKNOWLEDGEMENT STATEMENT

"We acknowledge this land that we meet on today is part of the traditional lands of the Nyoongar people and that we respect their spiritual relationship with their country. We also acknowledge the Nyoongar people as the custodians of the greater Fremantle/Walyalup area and that their cultural and heritage beliefs are still important to the living Nyoongar people today."

IN ATTENDANCE

Cr Andrew Sullivan Presiding member / South Ward Cr David Hume Deputy Presiding member / Beaconsfield Ward Dr Brad Pettitt Mayor (arrived 6.08pm) Cr Doug Thompson North Ward (arrived 6.32pm) Cr Simon Naber City Ward Cr Dave Coggin East Ward Cr Sam Wainwright Hilton Ward Cr Rachel Pemberton Observing Cr Jon Strachan Observing Mr Graeme Mackenzie Chief Executive Officer Mr Glen Dougall Director City Business Ms Marisa Spaziani Director Community Development Mr Lionel Nicholson A/Director Infrastructure & Project Delivery Mr Phillip Adams Manager Infrastructure Projects Ms Joanne Smith Parks Manager Mr Samuel Bryce Manager City Assets Mr Pete Stone Manager Arts & Culture Mr Tom Griffiths Manager Economic Development & Marketing Mrs Kayla Beall Minute Secretary There were approximately 6 members of the public in attendance.


Page 2

APOLOGIES

Nil

LEAVE OF ABSENCE

Nil

RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE

Nil

PUBLIC QUESTION TIME

The following member/s of the public spoke in relation to item SGS1508-6. Dave Chitty

DEPUTATIONS / PRESENTATIONS

Nil

DISCLOSURES OF INTEREST BY MEMBERS

Nil

LATE ITEMS NOTED

Nil


Page 3

CONFIRMATION OF MINUTES

MOVED: Cr A Sullivan That the minutes of the Strategic and General Services Committee dated 22 July 2015 as listed in the Council agenda dated 29 July 2015 be confirmed as a true and accurate record. CARRIED: 5/0

For Against

Cr Andrew Sullivan Cr David Hume Cr Simon Naber Cr Sam Wainwright Cr Dave Coggin

TABLED DOCUMENTS

Nil


Page 4

REPORTS BY OFFICERS (COMMITTEE DELEGATION)

The following items are subject to clause 1.1 and 2.1 of the City of Fremantle Delegated Authority Register Mayor, Brad Pettitt arrived at 6.08 pm prior to consideration of the following item.

SGS1508-3 UPDATE ON ELECTIONS PROCESS

ECM Reference: 099/011 Author: Tanya Toon-Poynton, Governance coordinator Agenda Attachments: Attachment 1 Western Australian Electoral Commission

Elections Timetable The local government elections are scheduled to be held on 17 October 2015. On 25 March 2015 the Council resolved that the Western Australian Electoral Commissioner conduct a postal vote on behalf of the City of Fremantle in accordance with section 4.20(4) and section 4.61(2) of the Local Government Act 1995. City officers have now met with the Western Australian Electoral Commission (WAEC) representative to discuss the elections time table (attachment 1) and process. The WAEC have confirmed that Jeff Clark is appointed as the returning officer for the City. Jeff has worked as the returning officer for the City in previous years. The City will hold an information session in conjunction with the Town of East Fremantle, to provide information to potential candidates on the responsibilities, challenges and rewards of being an elected member. This session is scheduled for early September. The WAEC aim to increase the awareness and participation in local government elections through promotional material, and the City is supportive of this initiative. More information on local government elections can be found on the websites of the WAEC, www.elections.wa.gov.au and the Department of Local Government.

OFFICER'S RECOMMENDATION/COMMITTEE DECISION

MOVED: Cr A Sullivan The update on elections process be received. CARRIED: 6/0

For Against

Mayor, Brad Pettitt Cr Andrew Sullivan Cr Simon Naber Cr David Hume Cr Sam Wainwright Cr Dave Coggin

http://www.elections.wa.gov.au/


Page 5

REPORTS BY OFFICERS (COUNCIL DECISION)

Mayor, Brad Pettitt vacated the chamber at 6.14 pm Mayor, Brad Pettitt returned to the meeting at 6.16 pm. Cr D Thompson arrived at 6.32 pm prior to consideration of the following item.

SGS1508-6 CORONA'S SUNSETS MUSIC FESTIVAL

ECM Reference: 219/020 Disclosure of Interest: Nil Meeting Date: 19 August 2015 Previous Item: Nil Responsible Officer: Marisa Spaziani, Director Community Development Actioning Officer: Pete Stone, Manager Arts and Culture Decision Making Authority: Council Agenda Attachments: 1. Corona Site Plan

2. Corona Site Plan Public Access 3. Corona's Sunsets Music Festival Proposal

EXECUTIVE SUMMARY

Sunset Events have been engaged by Corona to hold a festival event at an iconic ocean side location in Western Australia as part of Corona’s Sunsets Music Festival 2016 series. Sunsets Music Festivals have been/will be held around the world on iconic beaches in Mexico, Spain, Italy, Brazil, UK and China. Corona has identified a section of South Beach as their preferred location within the Asian Pacific Region for the event (see site plans 1 and 2, and the proposal. The identified area includes grass and beach areas and some of the car park space. Public access to the beach (a minimum of 3 meters from the water line), majority of the car park and majority of the parks green space, will be maintained. All public facilities (showers, toilets, playground, BBQ’s and café) will not be impacted.

Video footage from previous Sunsets Music Festivals demonstrates a high level of production quality and site design (video to be presented at SGSC Committee Meeting on 19 July 2015).

This will be an 18+, licensed, fenced, ticketed event for up to 5,000 people. The ticket price will not exceed $90.

The event will have two stages with performances from local and international DJ’s and musicians.

The proposed date of the event is Saturday 16 January, 2016. The event will run from 2.00 pm to 11.00 pm.

Bump in for the event will be staggered, beginning 12 January 2016. The entire event area will be fenced off from 14 January 2016. Bump out will conclude 18 January 2016.

This is a one off event. The City is recommending a hire fee of $50,000 and a bond of $20,000 to cover any cleaning or returfing issues.


Page 6

BACKGROUND

With the Esplanade Park under increasing environmental pressure from regular events, the City is looking to trial alternative venues for large events. This will enable the City to expand its festival program without further use of the Esplanade Park. This is an opportunity to trial a new event area without committing to an annual event.

COMMENT

The benefits to Fremantle from hosting the Corona Music Festival are:

maintains Fremantle’s reputation as a Festival City.

trialling a new venue for festival concerts which may potentially relieve pressure on the Esplanade Park.

the opportunity for a number of small Fremantle businesses to participate directly in the event as vendors and artisans.

significant economic benefit to local accommodation and hospitality businesses providing goods and services for 300 to 400 interstate/international guests/employees of Corona.

direct economic benefit for local production companies and technical suppliers engaged to build the event.

local performers will be engaged as part of the entertainment line-up.

as Fremantle has been selected as “the destination” in the Asian Pacific region for this event, we can expect positive international publicity pre and post this event which may impact positively on tourism.

The $50,000 hire fee can be put towards additional community facilities or upgrade of existing facilities at South Beach. Officer’s comments Manager Economic Development and Marketing: Corona is an iconic worldwide brand and many of its brand values are aligned with Fremantle's values. The positive exposure for Fremantle by the international Corona marketing campaign following the event is likely to have a beneficial impact. This is expected to be due to the positive portrayal of Fremantle as a fun place to recreate with a high quality natural environment with a unique backdrop. In time, that will serve to keep Fremantle top-of-mind for prospective visitors and should result in increased visitation. There will also be direct financial benefit for local businesses with 300 to 400 interstate/international guests/employees of Corona attending the event, many of whom are expected to stay in Fremantle hotels and spend time exploring Fremantle outside of the event. Parks Manager’s comments: clean up after the event, will need to include the surrounding park and coastal areas. Of particular concern, is the use of polystyrene products such as bean bags which spill into the sand and water and are difficult to remove from a beach environment. City Ranger support would also be required to monitor those outside of the event and keep people out of the rehabilitating dunes. Over flow parking may be provided at Wilson Parking in keeping with the current operational plan.


Page 7

Sand trapping fences are installed each summer from October, along the length of

South Beach and including the area about the proposed stage. The promoters will need to supply a detailed site map before these fences are installed to avoid a relocation cost.

The site plan shows the beach at maximum accretion. Should there be a season that returns less beach, the shore could be much shorter and possibly steeper. Under the sand, close to the walls, is a rock coastal armour. It needs to be well covered with sand to avoid injury and may prevent the installation of temporary structures that require securing down with stakes or footings. The eastern side of the event needs to allow bikes to pass through the car park onto the bike path at the northern end of the park.

RISK AND OTHER IMPLICATIONS

Financial

No waiving of hire fees. Proposed hire fee of $50,000 plus a $20,000 bond for any required cleaning or returfing. Hire fee comparable to use of the Esplanade Reserve for a major festival. Any costs associated with health and compliance permits including traffic management and Regulation 18 (noise), are charges to be imposed upon the promoter. Legal

The existing legal document to be amended with relevant event details to create a contract. Operational

Sunset Events will provide the City with a safety and risk management plan, traffic management plan, site plan with clear indication of the first aid areas, clear indication of emergency exit for the sites, the event’s security company agent licence and the event’s public liability insurance. Organisational

Environmental Health will require the following permits and certificates a month prior to the event:

Public building certificate, structural engineer’s certificate (stage/structures), certificate of electrical compliance.

Trading in Public Places approval for food/non-food stalls.

Confirmation of additional toilet facilities.

Confirmation of additional rubbish bins.

Reg 18 (noise).

Liquor license.

Various business units will need to undertake monitoring and facilitation activities prior to, during and following the event.


Page 8

CONCLUSION

This is an opportunity for the city to:

Present an international event with high quality production and crowd experience values.

Raise a $50,000 hire fee which can be used to improve facilities in the south beach area.

Trial a new event area which can potentially lessen demand on the Esplanade Park.

STRATEGIC AND POLICY IMPLICATIONS

The agreement reflects the desire for Fremantle to be recognised as a unique city of cultural and economic significance.

COMMUNITY ENGAGEMENT

Nil.

VOTING AND OTHER SPECIAL REQUIREMENTS

Simple Majority Required

OFFICER'S RECOMMENDATION

MOVED: Cr A Sullivan That Council approves the Corona Sunsets Music Festival, Saturday 16 January, 2016 at South Beach with the following condition:

1. A $50,000 hire fee and $20,000 bond. 2. Consultation is undertaken with South Beach Café and WA Police in relation to

site access and other logistical issues as needed, including the management of the public attracted to the event but not as paying patrons. This includes management of anti-social behaviour, damage to public property and littering by liaising with appropriate authorities as required.

3. The promoter is to communicate with all residents who will be affected by noise from the concert to inform them of event date and time, access to South Beach during the event build and a complaints telephone number.

4. The organiser is to ensure that litter does not flow from the site and all litter is

manually removed after the event both within the boundaries of the event and surrounding areas including adjacent grass and beach areas and Wilson Park. Beach raking will be required. Corona/Sunset commit to supply a clean-up crew to attend the site once bump out is complete to deal with any remaining rubbish issues as identified by the City.


Page 9

5. All required plans are to be submitted to City administration at least 60 days prior

to the event. A detailed site map will need to be submitted to Parks and Landscapes by 15 September 2015 to allow for coordination of sand trapping fences. Site plan must include details of management of bike access through the car park onto the cycle way at the northern end of the park.

6. The $50,000 hire fee must be put towards additional community facilities or

upgrade of existing facilities at South Beach.

7. The organiser agrees to work collaboratively with the City to cross promote the event and the Fremantle Story place marketing theme to a reasonable extent on marketing collateral, to the satisfaction of the Manager of Economic Development and Marketing including (but not limited to): 1. press and radio advertisements; 2. media releases; 3. public address announcements; 4. promotional material; 5. publicity material; 6. signage at the Festival; and 7. the organiser’s website.

Cr A Sullivan MOVED an amendment to the Officer's Recommendation to change the wording of part 6 to state the following:

6. The $50,000 hire fee must be put towards additional community events or facilities-upgrade of existing facilities at South Beach.

CARRIED: 5/1

For Against

Mayor, Brad Pettitt Cr Andrew Sullivan Cr Simon Naber Cr Sam Wainwright Cr Dave Coggin

Cr David Hume

REASON/S FOR CHANGE TO OFFICER'S RECOMMENDATION To allow for the funds to be used for a community event as well as upgrades to facilities. Cr D Thompson arrived at 6.32 pm prior to consideration of the following item. Cr D Hume MOVED an amendment to the amended part 6 to replace the words "at South Beach" with "within Fremantle".


Page 10

Lost: 1/6

For Against

Cr David Hume

Mayor, Brad Pettitt Cr Andrew Sullivan Cr Simon Naber Cr Sam Wainwright Cr Dave Coggin Cr Doug Thompson

COMMITTEE RECOMMEDATION

MOVED: Cr A Sullivan That Council approves the Corona Sunsets Music Festival, Saturday 16 January, 2016 at South Beach with the following condition:

1. A $50,000 hire fee and $20,000 bond. 2. Consultation is undertaken with South Beach Café and WA Police in relation

to site access and other logistical issues as needed, including the management of the public attracted to the event but not as paying patrons. This includes management of anti-social behaviour, damage to public property and littering by liaising with appropriate authorities as required.

3. The promoter is to communicate with all residents who will be affected by

noise from the concert to inform them of event date and time, access to South Beach during the event build and a complaints telephone number.

4. The organiser is to ensure that litter does not flow from the site and all litter

is manually removed after the event both within the boundaries of the event and surrounding areas including adjacent grass and beach areas and Wilson Park. Beach raking will be required. Corona/Sunset commit to supply a clean-up crew to attend the site once bump out is complete to deal with any remaining rubbish issues as identified by the City.

5. All required plans are to be submitted to City administration at least 60 days

prior to the event. A detailed site map will need to be submitted to Parks and Landscapes by 15 September 2015 to allow for coordination of sand trapping fences. Site plan must include details of management of bike access through the car park onto the cycle way at the northern end of the park.

6. The $50,000 hire fee must be put towards additional community events or

facilities-upgrade of existing facilities at South Beach. 7. The organiser agrees to work collaboratively with the City to cross promote

the event and the Fremantle Story place marketing theme to a reasonable extent on marketing collateral, to the satisfaction of the Manager of Economic Development and Marketing including (but not limited to):


Page 11

1. press and radio advertisements; 2. media releases; 3. public address announcements; 4. promotional material; 5. publicity material; 6. signage at the Festival; and 7. the organiser’s website.

CARRIED: 7/0

For Against

Mayor, Brad Pettitt Cr Andrew Sullivan Cr Simon Naber Cr David Hume Cr Sam Wainwright Cr Dave Coggin Cr Doug Thompson


Page 12

Cr A Sullivan MOVED en bloc recommendations numbered SGS1508-1 and SGS1508-7. CARRIED: 7/0

For Against

Mayor, Brad Pettitt Cr Doug Thompson Cr Andrew Sullivan Cr Simon Naber Cr David Hume Cr Dave Coggin Cr Sam Wainwright


Page 13


The following items are subject to clause 1.1 and 2.1 of the City of Fremantle Delegated Authority Register The following item number SGS1508-1 was MOVED and carried en bloc.

SGS1508-1 LEISURE CENTRE QUARANTINED BUDGET

ECM Reference: 135/001 Disclosure of Interest: Nil Meeting Date: 19 August, 2015 Previous Item: Nil Responsible Officer: Lionel Nicholson, (Acting) Director Infrastructure and

Project Delivery Actioning Officer: Samuel Bryce, Manager City Assets Decision Making Authority: Committee Agenda Attachments: 2015/16 New Initiative Project Proposal

Code of Practice Appendix 6 – Slip Resistance Testing and Performance

EXECUTIVE SUMMARY

As part of the Council budget process, the budget for re-tiling of the whirlpool area at the leisure centre playground swimming pool was accorded quarantine status. This report seeks to remove the quarantine status allowing the works to be completed and improve safety functionality.

BACKGROUND

As part of the leisure centre refurbishment works in 2013/14 the playground pool was tiled with “C” classification anti-slip tiles in compliance to Australian Standards and the West Australian Health Department Code of Practice for design, construction, operation, management and maintenance of aquatic facilities. The whirlpool pool area is designed for users to go around in a circular water flow direction created by pump jets. Due to the circular design the swimmer is constantly pushing off the bottom with their toes and with the combination of soft feet from the warm water and the coarseness of the tile this is causing abrasions to swimmers feet. Since the re-opening in April 2014 minor injuries have increased and the table below illustrates the increase with 95% coming from this area alone.

2011/12 2012/13 2013/14 2014/15

52 injuries 44 injuries (10 month

period due to closure for re-development )

29 injuries (3 month

period due to closure for re-development )

138 injuries

Leisure centre management has received many feedback comments from parents about the injuries.


Page 14

COMMENT

City of Fremantle officers engaged industry experts to provide advice and recommendations on how to address the risk. The industry experts include the Royal Life Saving Society of Western Australia risk management department, Commercial Aquatics Australia (principle contractor of re-development) and Donovan and Payne Architects (principle architect of re-development). There is significant difference between the coarseness of the “C” and “B” classification tiles with a mean angle inclination is “C” 24 degrees and “B” 18 degrees a 6 degree variation. The “B” classification tile is compliant to the Australian Standards and WA Health Dept.


Financial

There are no specific budget implications as funding has already been approved through Council and this item only seeks to remove the quarantine status. Legal

The city is required to maintain amenities that are safe for use by the community. Operational

A specialist contractor will be employed to replace the tiles. Organisational

The remedial works will be supervised by the City Assets business unit and the whirlpool is currently closed until works are completed.

CONCLUSION

Re-tiling the whirlpool with a less abrasive anti-slip tile will resolve the issue and the works be completed prior to the warmer months before the increase of patron utilisation for the summer months starts in October.


Nil


Nil


Simple Majority


Page 15

OFFICER'S RECOMMENDATION/COMMITTEE DECISION

MOVED: Cr A Sullivan The Strategic and General Services Committee acting under delegated authority remove the quarantine status on project BCU000527 Leisure Centre, Tiling budget for the supply and installation of remedial tiling to the whirlpool to progress as a matter priority. CARRIED: 7/0

For Against



Page 16


The following item number SGS1508-7 was MOVED and carried en bloc.

SGS1508-7 MONTHLY FINANCIAL REPORT - JULY 2015

ECM Reference: 087/002 Disclosure of Interest: Nil Meeting Date: SGS19 August 2015 Previous Item: SGS1507-10 of 29 July 2015 Responsible Officer: Glen Dougall, Director City Business Actioning Officer: Alan Carmichael, Finance Manager Decision Making Authority: Council Agenda Attachments: Statement of Financial Activity by Nature to 31 July 2015

Statement of Financial Position as at 31 July 2015 Determination of Closing Funds (Net Current Assets) as at 31 July 2015 Schedule of Accounts Paid July 2015 Investment Report to 31 July 2015 Debtors Outstanding as at 31 July 2015 Payment Report (EFT & Cheque) for July 2015 (viewed electronically) Payment Report (Purchasing Cards) for June 2015 (viewed electronically)

EXECUTIVE SUMMARY

The City adopted its annual budget for 2015/2016 on 24 June 2015 with an estimated municipal surplus brought forward from 30 June 2015 of $3 563 186 and estimated municipal surplus at 30 June 2016 of $100 000. At the 24 June 2015 ordinary council meeting $125,395 of budget funding was approved for the continuation of the Financial Counselling Service (C1506-2 refers). As a consequence the estimated municipal surplus to 30 June 2016 was amended to a deficit of $25,395.

BACKGROUND

The 2015/16 budget was adopted on 24 June 2015 with an estimated municipal surplus brought forward from 30 June 2015 of $3 563 186 and estimated municipal surplus at 30 June 2016 of $100 000. At its meeting on 29 July 2015 (Item SGS1507-9 refers), Council adopted nature and type as the preferred reporting format with 2.5% and a threshold of $300 000 as the level for explanation of variances.


Page 17

At the 24 June 2015 ordinary council meeting $125,395 of budget funding was approved for the continuation of the Financial Counselling Service (C1506-2 refers). As a consequence the estimated municipal surplus to 30 June 2016 was amended to a deficit of $25,395.

COMMENT

In finalising the 2015/16 budget, it was estimated that we would have a closing municipal surplus at 30 June 2015 of $3 563 186 which in turn became the opening municipal surplus in the 2015/16 budget. However after the 2015-16 budget was adopted the Department of Local Government and Communities advised on 29 June 2015 that on 30 June 2015 $526,024 would be deposited in the city’s bank account as an advance on the 2015-16 Grants Commission grant. The amount of the advance payment will need to be adjusted in the budget review to be held in the first quarter of the 2016 calendar year and effectively means a closing surplus at 30 June 2015 of $4,089,210 is needed to meet our budget target. With some end of financial year entries still to be posted including the commercial tenancy variable outgoings and the associated costs for vacant premises plus city occupied commercial space the closing position surplus of $4,138,914 at 31 July 2015 in the attached Statement of Financial Activity is anticipated to reduce towards the revised target of $4,089,210. Organisational Revenue Below is a graph for actual operating revenue by month versus their adopted budget. Rates have been excluded as $40 million is brought to account in one month and distorts the picture as does profit on sale of assets which is non cash and has also been excluded.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Operating Revenue Budget versus Actual (excluding rates and profit on sale of assets)

Operating Revenue - Revised Budget Operating Revenue - Actual


Page 18

Organisational Expenses Below is a graph for actual operating expenditure by month versus their adopted budget. The non-cash entries of depreciation and loss on sale of assets have been excluded from the graph as they can distort the picture.

Nature and/or Type Comments Being the first month of the new financial year it is too early for any trends to have emerged. Depreciation. Until asset revaluations at 30 June 2015 have been finalised and the asset ledger rolled over to 2015/2016 we cannot run the depreciation expense. We are currently awaiting fair valuations for some assets and anticipate it will be the September report that will be submitted to the October meeting cycle before the depreciation expense will be available. Materials and Contracts Though the budget was adopted on 24 June 2015 activity in this nature or type has not yet materialised to the extent predicted. Capital Program Capital expenditure on infrastructure land and building was $312,531 under the revised budget. The credit balance of YTD actual is due to the amount difference between goods receipted at the end of June 2015 and the actual invoice amount.

-

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000


Operating Expenditure Budget versus Actual (excluding depreciation and loss on sale of assets)

Operating Expenditure - Revised Budget Operating Expenditure - Actual


Page 19

Total capital expenditure was $432,068 under the year to date budget which can be seen from the following graph:-

Cash investments Below is a graph of the maturity profile of our investments with the green coloured bars representing investments with financial institutions listed as not supporting unlocking of carbon. The graph shows longer term investments including those made to lock in interest rates before the 0.25% interest rate reduction announced by the Reserve Bank on 5 May 2015 are all with financial institutions listed as not supporting unlocking of carbon.

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000


Capital Expenditure Budget versus Actual

Budgeted Capital Expenditure - Prior to Budget Review

Budgeted Capital Expenditure - Post Budget Review

Actual Capital Expenditure

0.00

1,000,000.00

2,000,000.00

3,000,000.00

4,000,000.00

5,000,000.00

6,000,000.00

7,000,000.00

31

/07

/15

21

/08

/15

11

/09

/15

02

/10

/15

23

/10

/15

13

/11

/15

04

/12

/15

25

/12

/15

15

/01

/16

05

/02

/16

26

/02

/16

18

/03

/16

08

/04

/16

29

/04

/16

20

/05

/16

10

/06

/16

01

/07

/16

$6,030,590

$5,062,315

$2,500,000

$5,000,000

$2,000,000 $2,000,000

$4,000,000

$2,000,000

$4,034,521

$2,000,000

$990,000

$2,077,000

$2,500,000

Maturity Profile of Investment Portfolio


Page 20

Below is a graph showing the cash investment situation at 31 July 2015 and the carbon support/non-support position by financial institution.

Purchase Card Expenditure Reports Officers had not finalised the detail for their July 2015 purchases at the time this agenda closed so the July 2015 purchase card report will be tabled at the August 2015 meeting.


Financial

This report is provided to enable Council to keep track of how the allocation of costs and receipt of revenues is tracking against the budget. It is also provided to identify any issues against budget which Council should be informed of. Legal

Local Government (Financial Management) Regulation 34 requires a monthly financial activity statement along with explanation of any material variances to be prepared and presented to an ordinary meeting of council. Under section 6.10 of the Local Government Act 1995 and Local Government (Financial Management) Regulation 12(1);

a) Council has delegated authority to the CEO under item 3.2, Accounts for Payment - Authorisation Of, to make payments from the municipal fund and trust fund.

AMP, $5,062,315 , 13%

ANZ, $4,250,416 , 11%

BOQ, $7,000,000 ,

17%

ME Bank, $2,077,000 , 5% NAB, $1,780,174 , 4%

Rural Bank, $6,034,521 , 15%

Wide Bay Bank, $2,000,000 , 5%

Beyond Bank,

$990,000 , 3%

Suncorp, $6,500,000 ,

16%

Bendigo & Adelaide , $4,500,000 , 11%

Institutions that don't Support Unlocking of

Carbon, , $29,101,521 , 72%

Counterparty Exposure


Page 21

The lists of accounts paid are presented in accordance with Local Government (Financial Management) Regulations 13(1) and (3) Operational

This report is provided to Council to keep track of the operational issues affecting the implementation of projects and activities provided for under the 2015/16 adopted budget by reporting actual revenue and expenditure against budget. Organisational

No direct impact but results year to date may highlight matters that have arisen or may need to be addressed in the future.

CONCLUSION

The financial statements as attached for further review of payments made during July 2015, purchase card transactions during June 2015 and cash deposits at the end of July 2015. Also attached is the year to date statement of financial activity and statement of financial position for information. The attached Statement of Financial Activity is showing a surplus closing position of $4,138,914 at 30 June 2015 against our advance payment adjusted target of $4,089,210. Closing entries still be brought to account will see the current figure move closer to the target.


Nil


Nil



COMMITTEE AND OFFICER'S RECOMMENDATION

MOVED: Cr A Sullivan

1. The City of Fremantle Financial Report including the Statement of Financial Activity, Statement of Financial Position and Statement of Closing position for the period ended 31 July 2015 is received,

2. Council receives the payments authorised under delegated authority and

detailed in the list of invoices for July 2015 plus purchase cards for June 2015, presented as per the summaries set out in the attached schedules and include creditors that have been paid in accordance with the Local Government (Financial Management) Regulations 1996.


Page 22

CARRIED: 7/0

For Against



Page 23


The following items are subject to clause 1.1 and 2.1 of the City of Fremantle Delegated Authority Register

SGS1508-2 SOUTH TERRACE (SOUTH ST TO DOURO RD) SHARED SPACE, TRAFFIC CALMING AND VITALISATION PROJECT

ECM Reference: 165/022 Disclosure of Interest: Nil Meeting Date: 19 August 2015 Previous Item: Nil Responsible Officer: Lionel Nicholson, Acting Director Infrastructure and

Project Delivery Actioning Officer: Phillip Adams, Manager Infrastructure Services Decision Making Authority: Committee Agenda Attachments: Design concept option 1

Design concept option 2

EXECUTIVE SUMMARY

The purpose of this report is to inform and update Council on the progress of the design concepts and the underlying methodology considered on the South Terrace, shared space, traffic calming and vitalisation project. Endorsement to progress with formal community consultation is sought and consideration of preliminary inclusion of budget allocations over future financial years. The engagement process will facilitate further development of the detail designs including community input and providing a safer environment for all users. South Terrace from South Street to Douro Road serves as an important transport corridor and an emerging precinct for business. The past decade has seen an increase in commercial activity in the area and increased community demand for urban renewal. Consequently the design team has in consultation with community representatives prepared two concept design options to improve; traffic and pedestrian safety, and more appealing road, footpath and verge infrastructure. The concept designs improve functionality through traffic calming including; lower vehicle speeds and traffic volumes, and improving pedestrian amenity. The preliminary concepts were presented to sections of the community, and progressed internally with input from urban design, economic development, infrastructure and traffic officers. Currently, the project has two distinct design options with option 1 incorporating cycle lanes and the second excluding them. Option 1 was developed initially on the premise that it was important to recognise the need for cycle lane connectivity throughout the City. However, in developing the concept along these lines it became apparent that there were practical space limitations on; pedestrian facilities, landscaping verges, and cost implications with road widening. As a result, option 2 was developed as a shared space environment, which excludes dedicated cycle lanes and provides a better balance for all road users in terms of safety, amenity and project cost.


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BACKGROUND

Catalyst for action The area of South Terrace from South Street to Douro Road has seen significant development over the last decade. Officers have progressed conceptual design development over the past 2 years in consultation with the strategic urban design, economic development teams and local business groups. Concept designs were presented at a community open day held on 2 November 2013 attended by local councillors and design office staff. The designs were displayed and feedback collected from the day. Design Concept Parameters The area is traditionally a thoroughfare with extensive on-street parking either side of the road. From a traffic management point of view, the primary focus concentrated on concepts such as vehicle lane augmentation and realignment aimed to reduce heavy through traffic and limit speeds. The intent is to remove the straight ‘gun barrel’ scenario, requiring an added level of attention from drivers:

Physical devices such as chicanes, roundabouts and speed platforms were explored and are proposed to physically calm traffic.

The raised sections of South Terrace were initially presented at busy intersections to act as both traffic calming for the immediate area and also provide pedestrian crossing between the multiple businesses. Little Lefroy Road and Silver Street intersections were prime candidates because of their high crash rates.

Cycle lanes were explored, however because of the limited space available, bike lanes would take away pedestrian footpath width to accommodate them. The other issue with demarcated cycle lanes relates to the vehicle carriage which would unintentionally be opened up, creating an emphasis on through vehicle movements by providing a wide open corridor. For these reasons the cycle lanes were scrutinised as to their necessity and the design philosophy shifted to one of creating a co-habitable environment for all road users rather than segregated sections for each. However, recognising the importance of dedicated cycle facilities throughout the City, as well as providing a continuation of the cycle lanes north of South Street on South Terrace, a design was retained with their inclusion as an option. Although option 1 provides dedicated cycle lanes, option 2 provides an improved shared space environment where the cycle amenity is more like the Cappuccino strip style if we can achieve reduced vehicular speeds. As the design evolved, the focus to increase the pedestrian amenity as well as the aesthetic qualities became of increasing importance. Raised sections were extended to create entire precincts around commercial areas and footpaths were extended out into the roadway. Bold pavement patterns are being proposed to disassociate the traditional through road concept at these locations.


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Community engagement The community informally consulted to date includes South Fremantle residents and commercial business tenants. The feedback received at the South Fremantle precinct open day held on 2 November 2013 is summarized to the most prevailing points as follows:

A desire for bike amenity

Lowered speed limit

More trees

Poor sight lines at intersections (turning onto South Terrace)

Pedestrian crossing points

Residential parking The community engagement feedback did align with the original design focus and highlighted the strengths of the concepts. Some of the initial concepts did not explore how the treatment would enhance the aesthetics of the space and generate a level of equality between road user groups. A meeting was held at the Bella Roasting House on 1 July 2014 to specifically engage with the local business. The reception was positive with an interest in the rejuvenation of the area however a primary concern for this section of the community was access to parking for customers. Further comments regarding alfresco opportunities and improving the potential growth for the area were discussed with enthusiasm for the project and the feedback was utilised in the design to retain parking and access to businesses. Internal Development Team Following on from the initial design concept, internal urban design comments were integrated into the project. The intention was to create an underlying design shift that combined the physical traffic calming elements of raised street sections and contrasting pavement treatments at pedestrian crossing points with additional verge plantings, pedestrian priority and an expanded scope to improve the overall appearance and function of South Terrace whilst maintaining the bike amenity. The inclusion of the Economic Development and Urban Design teams adds value to the project to create a space that is good for the local businesses, residents as well as achieving a desired level of aesthetic resonance with the community and good engineering practice.

COMMENT

Traffic Data and Justification Traffic data obtained in 2005 shows approximately 11 395 vehicles on an average weekday and weekend traffic are similar with a slight drop on Sundays. Peak hours are consistent with a local distributor model bookending the start and end of a normal working day at 8.00 am and 4.00 pm, and weekend peaks are at the middle of the day. A fresh data set is programmed to be collected within the coming months for consideration and application to further design progression.


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The most prevalent crash types on South Terrace, between South Street and Douro Road over the past five years were rear end incidents. It was reported that 52 out of 124 crash incidents were of this type. The crash locations requiring treatment within the precinct are:

Silver Street

Little Lefroy Lane

Jenkin Street

Scott Street The area between King William Street and Sheedy Street has the highest concentration of mid-block and intersection crash incidents. These locations also have four of the six severe crash incidents. Specific turning movement restrictions can be applied at intersections to mitigate some crash incidents however given the prevalence of rear end incidents, high parking turnover, high daily traffic and commercial mix, the effect of isolated treatments and detours would not help the underlying issues within the area. Reduction of speed would allow greater reaction times for drivers. A reduction in through traffic compounded by the reduced vehicle speeds would allow side street entry and exit in practical terms easier. These two key traffic issues are therefore the concentration of the design. The design team will be seeking a reduction in the posted limit for South Terrace that will complement the finalised road environment. At present the the proposal is to apply a 30kmh limit for the length of the project, however this will need to be negotiated with Main Roads WA who will approve the most appropriate speed zoning for this location. The result will be a reduction in vehicular speed, changes to the interactions between pedestrians, cyclists and vehicles, improving both safety and access for all. The symbiotic relationship with the high crash rates and high commercial concentration simplifies the selection process of areas to emphasise creating ‘nodes’ around these activity areas generating an increased safety aspect and also raises the economic potential for businesses. Public space requirements South Terrace performs many functions for both the local community and wider transport network. The roadway is a corridor for personal and public transport into and out of the city centre, a community centre for the local residents and a destination for visitors. Having a roadway with lower speeds and increased emphasis on pedestrian amenity can generate a de facto community arena by restructuring the hierarchy of users through the area. The benefits of placing pedestrians and cycling above that of vehicles will have positive economic, safety and environmental impacts. Measures such as increased pedestrian space, designated crossings, self-explaining street design philosophy and creating ‘nodes’ throughout the area all contribute to creating a functional active public space.


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Parking Issues The demand for on street parking is high and is seen as premium space for generating economic development as well as residential use. There is also concern from adjoining residential street occupants that ingress from business trade occupies finite parking spaces on narrow streets. This is compounded by some dwellings not having access to onsite parking. The on street parking for South Terrace is currently time restricted however does not require any fee. It includes some sections designated as loading zones, reduced time envelopes and some unrestricted areas. The current configuration regulates the high demand times during normal trading hours with relaxed conditions outside these periods. During the last few years, complainants concerned about vehicle parking, who are usually nearby residents, have attributed the cause of their complaints to the expansion of businesses both in South Terrace and in intersecting streets. This has been demonstrated by a need for short-term parking for pick-up of food items where insufficient lawful parking exists during the day and evening, compounded by licensed premises whose patrons extend parking their vehicles during the night more deeply into areas which are traditionally residential. This has led to requests for additional areas featuring parking time limits and the expansion of time-limited areas increases demand upon current enforcement resources. Restricting access to side streets could have a deterring effect for the above concerns however it also creates a disconnect in terms of access for residents and business owners. The status quo regarding current parking controls will remain in place , however it is envisioned that this aspect of the project will attract considerable attention from the community. Consequently no change to the current regime and physical number of parking bays available is proposed and future efforts to balance the community needs with that of rational, economic and environmental sustainability will need to be made in consultation with the community. A parking scheme will need to balance the finite space available, not only on the South Terrace roadway but also adjacent streets such as Marine Terrace to provide an intuitive regime that is equitable to visitors and local residents. Creating an environment that both encourages business growth and also serves the immediate community can be achieved with involvement from these stakeholders. The balance will come from how the public space is divided amongst the needs of users and visitors to the area. Economic Development In the last 2 years, this section of South Terrace has seen a number of new establishments opening its doors to the public. In particular, a number of new food and beverage businesses which are now complementing the retail offering and residential component of the area with an additional range of beauty, health, wellness and other professional services. This can be attributed to Fremantle’s recent revitalisation process which has seen over 50 new population driven businesses opening around the central city during the 2014/2015 financial year. These are a mix of retail stores, cafes, restaurants and bars that represent a new wave of investment coming into Fremantle.


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An audit of the business mix undertaken by the City in July 2014 of South Terrace, from South Street and Douro Road, identified an emerging population driven precinct along this area. The mix between retail (21%) and food and beverage (15%) offering is balanced by the residential use of this area (37%) with a component of office, semi-industrial and warehouses (17%). In terms of its physical location, this South Fremantle ‘main street’ can be categorised as a commercial precinct of its own which is conveniently nested between South Beach which is a highly popular destination, Wray Avenue and its emerging local boutique offering, and the central city Cappuccino Strip. This area is becoming an active commercial strip of its own which caters mostly to local residents and visitors from nearby areas. It is active during the day and night as its mix of shops, cafes, eateries and bars are open throughout the day with a number of highly visible alfresco dinning settings at street level. Some of the key attributes of the area, as highlighted by its own business community, are access to free parking, which is perceived as rare in Fremantle, combined with a varied offering of quality stores, cafes, restaurants, bars and services that locals seem to be attracted to. This area is also seen as ‘outside’ the mainstream Cappuccino Strip which offers the local residents and some of the regular visitors to Fremantle an alternative destination. A place making approach is important to this area by enhancing the pedestrian experience and walkability of the streets, while improving public safety through a reduction of traffic volumes and speed. It is important to highlight improvements in the public realm have a direct positive impact on the local business community as well as local residents, visitors and customers. Urban Design Option 1 incorporates cycle lanes in each direction, which will be a positive improvement for cyclists, however it will be to the detriment of other street users, particularly pedestrians. The widening of the road to accommodate cycle lanes will result in narrower verges and pedestrians will be competing with parked cars for space. This is particularly significant adjacent to commercial uses where footpath and al fresco dining space may be restricted. The road widening required in option 1 will also have a significant impact on street trees and will require around 18 existing trees to be removed, with only 15 new trees able to be provided in the narrower verge space. Many of the existing trees were planted 15 years ago and are now starting to have a positive impact on the streetscape. The project is approximately 1100 metres long and considering the City’s Green Plan objectives a significant amount of additional planting should be a high priority. From an urban design point of view, option 2 provides a better balance between meeting the safety and amenity needs of all street users, pedestrians, cyclists and drivers, within the limited street width. The design retains existing verge and footpath widths and enables a significant number of new street trees while retaining all existing trees.


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The proposed paving colours and patterns (shown as indicative designs in the draft plans) are intended to make a safer traffic environment but will also provide the opportunity to reflect local character and make this section of South Terrace a distinctive place for residents and visitors.


Financial

High level estimates indicate a cost of $2.5M for option 1 and $1.2M for option 2. These estimates will be developed as the project is further defined through the engagement and detailed design stages. Option 2 currently has a higher cost to benefit ratio by providing increased pedestrian amenity, space for business and residential landscaping as well as the intended increase in safety for road users. The cost for the bike lanes, option 1, is currently estimated as much higher while not providing as many benefits in terms of safety and urban design. This analysis is ongoing and is a key component in determining the most appropriate design. Legal

The design will be in accordance with the Road Traffic Act WA and approvals will need to be obtained from the Commissioner Main Roads WA the responsible delegated authority. All signage and line marking will need to be within current Main Roads WA and delegated authority of the local municipality (Fremantle) standards under both State and Local law.. Operational

The detailed design and community engagement process will be conducted in house by the design team and the construction predominantly undertaken by contractors supervised by City Works. No significant ongoing operational issues are identified in consideration of this project. Organisational

The continued development of the project will require a high level of effort from the design team incorporating assistance at times from the economic development, strategic projects and parks and landscapes teams.

The strategic organisational documents that will be applied to inform the design are:

Paving Policy

Parklet and Alfresco area policies

Parking Policy

Integrated Transport Strategy

Bike Plan

Working with the City’s Public Art Co-ordinator, the specific artwork themes and designs will be developed. The design concepts currently have placeholder artwork to emphasise the areas but do not reflect any preferable theme.


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CONCLUSION

Exploring the South Terrace design from a multidisciplinary perspective reveals the competing needs of a finite space. While envisioning the vitalisation of this section of South Terrace for benefits to asset renewal, traffic management and urban renewal the very fabric of the space could be obscured with detrimental effects to the established community. Conversely, maintaining the current scenario without any compromise will not rectify safety issues and potential growth will not be realised. Greater input from the community will need to be sought with the intention of using the current designs as a starting point for further discussion.


The South Terrace project covers a wide range of strategic imperatives including:

Economic development

Urban renewal and integration

Transport

Character

Community and safety


While some input from the community and businesses was obtained regarding the project and incorporated during the design development, a further formal broader consultation is required. This will include an invitation to the surrounding community including; business owners and visitors of the area to comment on the proposed concept design. The process to collect this feedback is outlined as follows: 1. Advertising the project on the City’s website and inviting comments on the design

options. 2. Formal letter to residents and businesses in the area with an electronic survey

collection (Survey Monkey) for feedback. 3. A workshop will be conducted as part of the engagement process. 4. Compilation of all feedback presented to Council prior to finalising designs. The City’s community engagement officer will assist in guiding this process and officers will be available for individual engagement as the need arises. It is envisioned this engagement process will be over a six week period however if required a longer period is allowed for to ensure the engagement is successful.




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OFFICER'S RECOMMENDATION

MOVED: Cr A Sullivan 1. Committee endorse the proposed design concepts for South Terrace (South St to

Duoro Rd) shared space, traffic calming and vitalisation project and the formal community engagement process proceed.

Cr A Sullivan MOVED an amendment to the Officer's Recommendation to change the wording as follows: COMMITTEE DECISION

Committee receive the design concepts for South Terrace (South St to Douro Rd) shared space, traffic calming and vitalisation project and endorse the formal community engagement process to proceed.

CARRIED: 7/0

For Against

Mayor, Brad Pettitt Cr Simon Naber Cr David Hume Cr Andrew Sullivan Cr Sam Wainwright Cr Dave Coggin Cr Doug Thompson

REASON/S FOR CHANGE TO OFFICER'S RECOMMENDATION To make it clear that the design concepts are not final and can be changed.


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SGS1508-4 QUARANTINE OF PLAYGROUNDS 2015

ECM Reference: 148/001 Disclosure of Interest: Nil Meeting Date: 19 August 2015 Previous Item: Nil Responsible Officer: Lionel Nicholson, Acting Director Infrastructure and

Project Delivery Actioning Officer: Joanne Smith, Parks Manager Decision Making Authority: Council Agenda Attachments: Fremantle Primary School Park concept and design

plans. Play space program sites 2015-2016 Fitness equipment

EXECUTIVE SUMMARY

As part of the Council 2015-2016 budget process, capital works items for play spaces at Fremantle Primary School Park, Bruce Lee Oval, Alfred Park and Stevens Reserve have been placed in quarantine status. This item seeks to remove the quarantine status for these projects by approving considered concept proposals for expenditure of the allocated funds.

BACKGROUND

Fremantle Primary School Park was subject to a detailed site investigation in 2013-2014 and at the request of the adjacent primary school, included in the 2014-2015 budget for playground upgrades to the value of $130,000. Consultation with the Fremantle Primary School and finalisation of the concept and costs to integrate the playground and site management risks, was completed in the first half of 2015. In the 2015-2016 capital works program Council allocated $143,000 for detailed design and construction of the playground with play equipment, retaining walls, landscaping and park furniture. Bruce Lee Oval playground upgrade was identified in the City’s Play Spaces Plan (2013-2016) for development as a local play space in 2013-2014 and allocated $230,000 in the capital works program. The project was quarantined in 2014-2015 in consideration of discussions regarding the future Bruce Lee Oval and surrounding land development implications. An amount of $187,500 is allocated from cash-in lieu funds (WAPC advice 18 December 2014) for the 2015-2016 year for the play space equipment and facilities upgrade. In the Play Spaces Plan Alfred Park play equipment is listed for asset renewal in 2015-2016 and $50,000 is allocated for that purpose; as is the equipment at Stevens Reserve for $75,000. See Attachment 2.


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COMMENT Officers have assessed each location and investigated demographic information and existing facilities at each site and within a 400 metre walking catchment. This information is considered against the Play Spaces Plan program for asset renewal and priorities for upgrading playgrounds and addressing areas of greatest disadvantage and demand from young families. This assisted with identifying the best use of available funds and the most appropriate development for each location in the current year’s program of works. Fremantle Primary School Park, Fremantle The concept and design plan (Attachment 1) has progressed to detailed design documentation for construction and may begin works on site following an 8 – 10 week tender and manufacturing period. No further public consultation is required other than advisory notification, and works will be undertaken to compliment the timing of the school’s adjacent assembly, kiosk and sports facilities. Bruce Lee Reserve, Beaconsfield This was identified in the Play Spaces Plan for redevelopment in 2013/14 as a local play space. Currently the park has a swing only. The Plan also recommended that this proposal be rationalised in consideration of facilities at Davis Park. Davis Park is a short walk from Bruce Lee and central to an area of housing where the park has been the focus of a collaborative multi agency project to address social issues. In 2014 and 2015 extensive works at Davis Park were undertaken to upgrade the playground with nature play and standard play equipment, lighting, a scooter path, basketball facilities, landscaping and mature tree plantings. This has been a very successful project for improving local community ownership and pride in the space. Although it is more appealing to local users, residents around Bruce Lee Park may not cross Caesar Street to use Davis Park. Valley Park on the northern side of South Street has been extensively upgraded with play equipment, a barbeque and other park furniture. The park has bespoke built items and the local community were instrumental in constructing and determining the development of the park. Valley Park is unique and attractive to residents within and outside of its walkable catchment. Within walking distance of Bruce Lee Reserve are also a number of child care and education centres:

Challenger TAFE

White Gum Valley Primary School

Lefroy Childcare Centre

International Early learning centre

South Fremantle High School Similarly a greater proportion of local resident children are in the teen age group as reflected in the ABS social economic indexes for areas for Beaconsfield, and in particular those with disabilities. For White Gum Valley the teenage proportion is slightly higher (by nearly 2%), as for those with disabilities (more than 2% greater than any other in the 0-20 age groups). This demonstrates a need to address facilities for the greater proportion of teenagers who live locally and attend Challenger TAFE and the High School. Particular consideration should be given to facilities that address the needs of those with disabilities.


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Bruce Lee Reserve is largely used for Australian Rules football, with some cricket and soccer use. Challenger TAFE and other private and public organisations book the park for occasional uses related to fitness, sports programs and small events. Given the size of the reserve and the existing facilities that occupy the reserve, including a large carpark on the southern end, a drainage swale on northern end, a grassed bank on the western side and a full sized football oval over the balance of the park, there is limited opportunity for developing a large play space on this park to the value of $187,500. Much of the reserve perimeter is occupied by drainage facilities and subject to overland flow resulting in seasonally inundated or damp areas. In light of the demographic and spatial information, it is recommended that fitness equipment be provided along the eastern edge of the oval to meet the needs of teenagers and adults, with an emphasis of addressing users with physical disabilities. There are no other fitness facilities within the walking catchment. The equipment should be installed with rubber under surfacing to negate turf wear and to provide a stable surface for using the equipment and moving between it in a circuit program fashion. Photographs of the type of facilities proposed (Attachment 3) show the surfacing and would be included in a project to the value of $55,000. An additional $55,000 is recommended for replacing the park swing, upgrading the fall surface and surrounds, installing equipment such a spring seesaw for young children with seating under shade trees. The arrangement of two or three small play nodes would be around the perimeter of the park, to avoid drainage soak areas and to advantage pathways and best aspects of the park. Alfred Park, North Fremantle This local park has fitness equipment and playground items arranged in separate mulched areas. It is more than half a hectare in size and is used occasionally by local residents for parties where a plastic sheet laid over the grassed banks forms a water slide. The park has the potential for further development for local use and public consultation may bring some of these ideas forward for consideration in future budget years. The budget has been checked against preliminary quotes for replacing playground items at the end of their life and some minor upgrades to the fall surrounds. The final design will be dependent on the community consultation and a budget fit for $50,000. Stevens Reserve, Fremantle The playground is enclosed with a fence and retaining wall between the clubrooms and the car park. Use of the playground is largely by those attending the sports events. Given the limited size of the play space footprint, replacement of the existing equipment with something similar would cost around $30,000. Officers recommend that shade sails over the playground be installed at a cost of $10,000, because of the lack of opportunity to install shade trees in the surrounding paved surfaces. The balance of the $35,000 for Stevens Reserve could be allocated to Hollis Park in South beach.


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Hollis Park, South Beach Replacement of the play equipment was listed as a draft new initiative for the 2015-2016 capital works program. Given the $35,000 available from the Stevens Reserve upgrade, expenditure on the next priority location listed in the Play Spaces Plan is considered feasible. Subsequent to the adjacent South Beach development and ongoing planting works to the vacant land to the east, this location is used more often and could benefit from playground improvements.


Financial

The quarantine status of the remaining programs is proposed to be removed by allocating the budgets as follows:

1. PC0000407 Fremantle Primary School Park $143,000 2. PC0000405 Bruce Lee Oval $110,000 3. PC0000445 Alfred Park $50,000 4. PC0000446 Stevens Reserve $40,000 5. TBA Hollis Park $35,000

The balance of cash in lieu of POS funds from the Bruce Lee Play Space project of $77,500 may be retained and allocated for another project in the area applicable to its contribution source. When a worthwhile project is identified, a revised proposal can be submitted to the West Australian Planning Commission under 154 of the Planning and Development Act. Legal

Nil Operational

Additional operational costs for Fremantle Primary School Park and Bruce Lee Oval playgrounds will be adjusted for in the draft 2016-2017 operational budget for Council consideration. Alfred Park, Stevens Reserve and Hollis Park play space upgrades are largely like for like asset replacements and any increase to maintenance budgets will be minor and included in the new operational budget allocations. Organisational

Design, consultation, implementation and ongoing maintenance of the proposed play space upgrades are to be managed by Parks and Landscapes business unit.

CONCLUSION

The quarantine status of the remaining programs is to be removed and projects progressed at Fremantle Primary School Park, Bruce Lee Oval, Alfred Park, Stevens Reserve and Hollis Park.


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This report reflects the intentions, criteria and program for the City’s Play Spaces Plan 2013-2016. In keeping with the playground asset management program audit required every five years and the review period for the Play Spaces Plan, it is intended that the program of play space replacements and upgrades will be reconsidered and revised in 2016. This revised document will inform the next five years capital program and alignment with other works in parks.


Community consultation is complete for Fremantle School Park and the project is ready for quotation and installation works. It is intended to engage local residents and the schools surrounding Bruce Lee Oval, Alfred Park, Stevens Reserve and Hollis Park, to ensure that they are involved in final designs, ask questions and present their ideas about proposals for their play spaces.


Absolute Majority Required


MOVED: Cr A Sullivan 1. Council approve the removal of quarantine status from the following 2015-

2016 capital budget items:

Fremantle Primary School Park $143,000 Bruce Lee Oval $187,500 Alfred Park $50,000 Stevens Reserve $75,000

2. Council approve that the Bruce Lee Oval project budget be reduced to $110,000 to accommodate the revised scope of play space equipment proposed to be installed.

3. Council approve that the Stevens St Reserve project budget be reduced to

$40,000 to cater for the proposed replacement items, and an amount of $35,000 for the Hollis Park play space renewal be allocated from the remaining existing budget allocation of $75,000.

4. Under delegated authority, the Director Infrastructure and Project Delivery

(acting) proceed with community consultation and implementation of the projects as part of the 2015-2016 capital works program.


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CARRIED: 7/0

For Against



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SGS1508-5 2015 -2020 ECONOMIC DEVELOPMENT STRATEGY

ECM Reference: 069/003 Disclosure of Interest: Nil Meeting Date: 19 September 2015 Previous Item: SGS1506-14 Responsible Officer: Glen Dougall, Director City Business Actioning Officer: Tom Griffiths, Manager Economic Development &

Marketing Decision Making Authority: Council Agenda Attachments: Fremantle Economic Development Strategy 2015-2020

Economic Development Strategy 2015-2020 Implementation Plan Community engagement report

EXECUTIVE SUMMARY

The purpose of this report is to recommend that Council adopt the Fremantle Economic Development Strategy 2015-2020 (Appendix 1) and implementation plan (Appendix 2) that outlines the major projects associated with achieving the strategy’s vision and desired outcomes. On Wednesday 24 June 2015 Council endorsed the distribution of a draft Economic Development Strategy 2015-2020 for public comment for a four and a half week period. That endorsement followed a period of significant consultation with the business community from November 2014 to May 2015 that included a comprehensive survey of businesses as well as focused workshops with business precinct groups and the Fremantle Chamber of Commerce. The open public consultation period has now come to a close and appropriate suggestions from respondents have been incorporated into an updated version of the strategy. These latest suggestions are relatively minor in nature and do not result in any major strategic shift from the draft document. Both stages of consultation indicated support for the direction of the draft strategy, its desired outcomes and program areas. There is particularly strong support for any action that is expected to result in an increase in the number of people living, working and visiting Fremantle and/or the value of inward investment in Fremantle. During the open public consultation period, detailed written submissions were received from the Committee for Perth and Fremantle Chamber of Commerce that indicated broad support for the direction of the strategy. Additional comments from the Chamber focused on more detailed reporting of the strategy’s implementation, as well as comments relating to a range of projects outlined in the implementation plan. The attached strategy incorporates extensive input from the local business community as well as Elected Members. It builds on the success of the previous strategy and continues the momentum already gathered towards Fremantle’s revitalisation.


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Annual progress reports will be prepared for Council and the business community in July or August of each year of the strategy’s life.

BACKGROUND

The draft Economic Development Strategy 2015-2020 was developed over a period of several months involving comprehensive research and analysis, as well an extensive community survey and targeted stakeholder engagement. After Council endorsed the distribution of the draft strategy on 24 June 2015, the strategy was released for general public comment for a period of four and a half weeks. Local businesses, industry stakeholders and the broader community were invited to comment on the draft strategy via an online feedback form or a formal submission. Feedback was sought on the strategy's six desired outcomes, four program areas and major projects. Due to the detailed consultation process that had already occurred to that point, it was expected that the City would receive only a small amount of responses throughout the public comment period. The City received three online survey responses and two written submissions; from Fremantle Chamber of Commerce and Committee for Perth. Full survey results and written submissions can be found in the community engagement report in Appendix 3. Appropriate suggestions for improving the strategy have been incorporated into the final draft strategy and/or implementation plan.

COMMENT

This strategy has been developed specifically for the period 2015-2020 and considers the unique context and operating environment of this timeframe for Fremantle. With an eye on the longer term, this strategy aims to accelerate the availability of large parcels of publicly owned land that is suitable for redevelopment. Fremantle is primed for a residential led recovery and there is a window of opportunity to leverage the State Government’s asset sales program to encourage the sale of under-utilised State Government land in Fremantle and to make the land available to the market for a use that meets Fremantle’s strategic needs and economic development vision for 2020. From an industry development perspective, this strategy places greater recognition on the importance of creativity, innovation and knowledge-generation for the local and sub-regional economy. This includes a focus on building creativity and innovation within Fremantle in order to gain a competitive advantage as a city over the coming years. Fremantle already has a strong creative and cultural environment, and the existing creative milieu provides Fremantle with a significant opportunity to arm its knowledge intensive industries with the creativity and innovation they require to thrive. Projects for the Old Boys School (creative and innovation centre) and the Naval Stores (ENKEL creative maker space) are intended to support this theme in a tangible way in the next five years.


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Research and analysis Along with consultation with Elected Members and the local business community, extensive research and technical analysis was conducted to guide the development of the draft strategy and to ensure the strategy is formed in a manner relevant to the local context. This level of research and technical analysis was received by the Council upon endorsement of the draft strategy’s release for public comment. Stakeholder engagement There were two stages of the engagement process involved in the preparation of the Economic Development Strategy 2015-2020. Firstly, the local business community were asked to comment on the effectiveness of the previous economic development strategy, report on the current economic climate and communicate their priority areas for the new strategy. This was done through an online survey in early 2015 that helped to shape the focus of the early draft strategy. Furthermore, numerous workshops were held with various business precinct groups, with particular focus on the program areas and prioritisation of projects. Feedback from the survey and workshops indicated the business community’s priority was to see an increase in the number of people living in Fremantle, particularly the city centre, an increase in the number of workers in Fremantle and also an increase in visitors to Fremantle. This was seen as the best way to develop Fremantle’s economy in the long term. Urban realm improvement, improved way-finding for visitors, and destination marketing were seen as other important areas of focus.

This sentiment was captured in the draft strategy through the inclusion of “More People” as a desired outcome of the strategy which aims to increase the number of people living, working and visiting Fremantle. Urban realm improvement, destination marketing, customer experience and other key areas are directly integrated into the strategy through the desired outcomes and four program areas. The Manager Economic Development and Marketing also held meetings with Elected Members to allow for their input into the formulation of the strategy.

This initial engagement with the business community and Elected Members allowed for the development of the draft strategy – additional feedback was then sought through the second stage of engagement which was a period where the strategy was made available for general public comment. This provided an opportunity for the community and key stakeholders to express their views on whether the draft has addressed their areas of concern and highlighted the opportunities that exist. The draft was released on Thursday 25 June and was open for public comment until Monday 27 July with local businesses, industry stakeholders and the broader community invited to comment on the draft strategy via an online feedback form or formal submission. The three survey responses were from interested residents who also owned commercial property in Fremantle and one from a Fremantle business owner. Strong support was indicated for the majority of the desired outcomes and four program areas of the strategy, in particular those centred on more people, more investment, place activation and customer experience and marketing. There were various comments on the proposed projects, for a full report of the survey see Appendix 3.


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The Manager Economic Development and Marketing met with the Committee for Perth CEO to discuss the draft strategy and encourage the organisation to submit a written response. Committee for Perth has been in the process of researching Fremantle’s perceived strengths and weaknesses as part of the “Future Freo” project. Given the level of research involved in the “Future Freo” project and the relevant nature of the content and direction, it was important that its preliminary findings aligned with the direction of the draft Economic Development Strategy. Committee for Perth have confirmed that this is the case. Key points in its response include the importance of residential activity in the city centre, increasing visitor nights/stays, developing the creative and knowledge based sectors and leveraging Fremantle’s unique heritage and urban form to attract investment. The Fremantle Chamber of Commerce were also encouraged to prepare a written submission. Their response to the draft strategy supported for the overall direction of the strategy and included commentary of many of the projects proposed in the implementation plan. The Chamber stated that it would like to see comprehensive performance reporting of the strategy. The Chamber also expressed its concern that the significant amount of construction due to take place within the next five years, while very beneficial in the long term, will create several logistical challenges that need to be well managed so that businesses are still supported to operate and visitors are still well catered for and able to move comfortably throughout Fremantle. The importance of this point has been articulated in the second paragraph of Strategy’s Executive Summary. A full report of the community engagement process can be found in Appendix 3. Intended outcomes and expected benefits Implementation of the strategy will focus on achieving six outcomes and their associated benefits. These are:

1. Primary centre. By 2020 Fremantle achieves the status of a ‘Primary Centre’ (or equivalent) as defined by Directions 2031. Expected benefit: as a result of achieving ‘Primary Centre’ status, Fremantle attracts more State and Federal Government investment.

2. More people. A greater number of people to live in, work in and visit

Fremantle. Expected benefit: There are greater opportunities for population-driven businesses to attract customers due to increased population, visitation and length of stay. Visitation is spread in a more balanced way throughout the day, week and year.

This results in a more resilient and vibrant economy with improved business performance. There are a greater number of employment opportunities available for local residents, meaning Fremantle has greater employment self-sufficiency.

3. More investment. Fremantle is welcoming to investment and is an

attractive destination for high-quality property development.


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Expected benefit: Investment confidence and private sector investment in Fremantle continues to grow and supports more sustainable, intensive and higher value land uses. Fremantle is well recognised as a city with an emphasis on strong heritage interpretation, environmental sustainability and design excellence.

4. Certainty. The Fremantle business and investment community has

certainty around the use and purpose of the City’s major property assets, and on the scope and timing of Council’s major activities that are intended to improve the quality of the urban environment and/or support an economic development outcome. Expected benefit: Investment in Fremantle continues to grow as investors and businesses are better informed of Council activities and more capable of longer term planning.

5. Differentiated. A shared vision that clearly differentiates Fremantle’s offer. Expected benefit: greater number of desirable population driven businesses, lower retail vacancy rates, increased innovation and creativity among a growing knowledge –based workforce.

6. Informed. Key stakeholders are more informed, with access to collaboratively act on major issues affecting business performance and industry development. Expected benefit: The root causes of major issues for Fremantle’s economy can be proactively identified, managed and removed (or mitigated) by the business community, in collaboration with the City. Due to a greater collaboration, there is more effective collective problem solving and collective stakeholder strengths are better leveraged.

Program areas To achieve the above outcomes and expected benefits, the Strategy 2015-2020 includes four Program Areas. These are areas in which the City will take a concerted effort to focus its resources on over the timeframe of this strategy. These are:

1. Place management, activation and urban realm This program area aims to increase vibrancy in the city streets (commercially and socially) and rejuvenate inactive areas of the city. It involves: linking user attractors to core activity hubs; facilitating economic development by concentrating activity to encourage density and vibrancy; maximising linkages to transport infrastructure for easy access, and channelling pedestrian traffic past social and commercial offerings at street level. It aims to produce a more pedestrian friendly city to capitalise on the outdoor experience Fremantle has to offer, providing pedestrian scale intimacy and adventure. The Fremantle of the future should provide opportunities for people to assemble and socialise, with a range of activities for enjoyment. It should constantly surprise its people with new adventures and its cultural milieu.

2. Customer experience, marketing and business improvement


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A city’s brand is the promise of its value. City branding is about deliberately creating, developing and demonstrating Fremantle’s value through appropriate ‘on brand’ actions. This may consist of investments, physical improvements to the city, attraction of major events and festivals, and small activities by the public and private sectors that improve the customer’s experience of Fremantle. City branding is not something that is the sole preserve of local government, it is a shared responsibility and practice of Fremantle’s stakeholders. What is more powerful than having the stakeholders jointly define and realise the brand of their city, using their own particular strengths to ensure the world receives a compelling, joined-up and consistent message about the city? This program area includes supporting retail and hospitality businesses that add to Fremantle’s unique brand. It also involves a range of marketing activities designed to attract greater visitation to Fremantle, increase length of stay per visit and add layers of authenticity to that experience. That includes delivering an integrated place marketing strategy (“Fremantle Story”) that includes hosting a diverse range of events and festivals throughout the year that generate immediate and long-

3. Development and management of Council properties

This program area is aimed at leveraging the City’s use of significant property portfolio to enable achievement of strategic imperatives across a variety of areas, including for the purpose of this strategy. As City-owned properties become available for lease or sale the City will conduct a strategic review of each asset in order to determine the scope for its best possible use. This may be in response to changes in the local economy or community and commercial opportunity that arises, or both.

4. Attraction of business, industry and investment

This program area aims to accelerate the development of Fremantle’s economy by proactively identifying and attracting key businesses, industry and investment to Fremantle. It involves lobbying and advocating for change that has a positive effect on the Fremantle region, reducing regulatory barriers (the City’s and others’), showing leadership on key issues that affect Fremantle and developing partners with major stakeholders that can positively influence Fremantle’s revitalisation.

A full description of the program areas is provided in the strategy attached in Appendix 1. Key projects Some of the key projects for 2015-16 financial year are:

Visitor way-finding and signage: Fremantle’s way finding signage is currently inconsistent and cluttered resulting in obsolete low-quality elements that compromise the value of Fremantle’s brand and the ability for visitors to move to key attractors throughout the city. The implementation of an effective way finding system will enhance visitors’ ability to identify and utilise both high profile and lesser known destinations, precincts and attractions, which will in turn increase opportunity for retail spend, and economic development within the Fremantle


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CBD. The way finding strategy is currently being developed and implementation of the strategy will take place in 2016.

High St Mall revitalisation: In January Council committed $275,000 to upgrading the public realm and infrastructure of High Street Mall to attract shoppers and retailers back to the area. Implementation of the upgrade will include new furniture, lighting, enhancement of tree-scape and better quality infrastructure such as rubbish bins and bicycle racks. This project is scheduled for completion in quarter 2 or 3 of this financial year.

Old Boys School: Creative centre: With restoration works currently taking place on the Old Boys School an opportunity exists to utilise the future purpose of the building for developing the creative industries sector. Council have endorsed selection criteria and a process for identifying a high value use for the building should the Film and Television Institute elect not to exercise their first right of refusal on a lease for the building.

Evan Davies building / Market Street Piazza – Ground level activation: The restoration of the Evan Davies building provides a unique opportunity to not only beautify an area that currently presents poorly but to also redesign how this part of the building integrates with its urban environment, particularly the Market St Piazza. The current purpose of the building’s rear is mainly servicing, staff parking and bin enclosure. The objective is to change the current ‘back-of-house’ environment into a cleaner and functional space.

Investment marketing and information sharing: Continue to market the investment potential of Fremantle through the Invest Fremantle document and other channels. This also involves working closely with the State Department of Health on the State Governments asset sales program, in order to encourage the sale of under-utilised State Government land in Fremantle and to make the land available to the market for a use that meets Fremantle’s strategic needs, particularly residential developments.

A full list of projects associated with the strategy can be found in the implementation plan attached in Appendix 2.


Financial

The implementation of the Fremantle Economic Development Strategy 2015-2020 will require budget allocations in the 2016/17, 2017/18, 2018/19 and 2019/20 financial years. Major projects planned for 2015/16 have been incorporated into the Council’s adopted budget for 2015/16. Legal

Nil


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Operational

It is intended that under the direction of the strategy, City projects involving economic development, marketing and capital works can be most effectively applied in combination to compound their positive effect. Leading up to the start of each financial year, the City will engage with Elected Members and the business community to update this implementation plan and to set its priorities and budget for the coming year. Key performance indicators have been developed and articulated in this strategy that will help measure the success of the strategy’s implementation. The City will report back to the community on an annual basis to provide an update of this strategy’s implementation and progress towards these KPIs. Organisational

The Manager Economic Development and Marketing will lead the delivery of the strategy with support required from other business units responsible for delivery of certain parts of the strategy.

CONCLUSION

After Council endorsed the distribution of the draft Economic Development Strategy 2015-2020 for public comment, the City received minimal response from the broader community. It is believed that this reflects the high level of consultation involved in developing the draft strategy which has captured the community’s key priority areas for the development of the Fremantle economy. The City received two written submissions from the Fremantle Chamber of Commerce and Committee for Perth. Where possible, the views expressed in the responses received from this period of community engagement have been incorporated into the revised Economic Development Strategy 2015-2020 and is now before Council for endorsement.


The intended outcomes of the draft Economic Development Strategy 2015-2020 have been incorporated into the process for developing the City’s Strategic Community Plan.


In summary, community engagement has included:

A comprehensive survey of Fremantle businesses (60 detailed responses)

Two workshops with the Fremantle Chamber of Commerce

Two informal Elected Member meetings

Workshops with the following business precinct groups: South Terrace / Cappuccino strip traders Wray Avenue traders South Fremantle traders Fishing Boat Harbour traders

Online survey open to the public for a four and a half week period

Opportunity for written submissions for a four and a half week period


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Please refer to stakeholder engagement comments earlier in this report and Appendix 3 for more community engagement information.


Simple majority required.


MOVED: Cr A Sullivan 1. Council adopt the Fremantle Economic Development Strategy 2015-2020

(Appendix 1). 2. Council adopt the implementation plan 2015-2020 which outlines the major

projects associated with executing the strategy (Appendix 2). 3. Council notes that annual progress updates will be prepared for Council in July

or August of each year of the strategy’s five year period, commencing 2016. 4. Council endorses development of a major investment attraction policy that

aims to support implementation of the Economic Development Strategy, particularly program area 4: attraction of business, industry and investment.

CARRIED: 7/0

For Against



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CONFIDENTIAL MATTERS

Nil.

CLOSURE OF MEETING

THE PRESIDING MEMBER DECLARED THE MEETING CLOSED AT 7.25 PM.


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SUMMARY GUIDE TO CITIZEN PARTICIPATION & CONSULTATION

The Council adopted a Community Engagement Policy in December 2010 to give effect to its commitment to involving citizens in its decision-making processes. The City values community engagement and recognises the benefits that can flow to the quality of decision-making and the level of community satisfaction. Effective community engagement requires total clarity so that Elected Members, Council officers and citizens fully understand their respective rights and responsibilities as well as the limits of their involvement in relation to any decision to be made by the City.

How consultative processes work at the City of Fremantle

The City’s decision makers 1. The Council, comprised of Elected Members, makes policy, budgetary and key strategic decisions while the CEO, sometimes via on-delegation to other City officers, makes operational decisions.

Various participation opportunities 2. The City provides opportunities for participation in the decision-making process by citizens via itscouncil appointed working groups, its community precinct system, and targeted community engagement processes in relation to specific issues or decisions.

Objective processes also used 3. The City also seeks to understand the needs and views of the community via scientific and objective processes such as its bi-ennial community survey.

All decisions are made by Council or the CEO 4. These opportunities afforded to citizens to participate in the decision-making process do not include the capacity to make the decision. Decisions are ultimately always made by Council or the CEO (or his/her delegated nominee).

Precinct focus is primarily local, but also city-wide

5. The community precinct system establishes units of geographic community of interest, but provides for input in relation to individual geographic areas as well as on city-wide issues.

All input is of equal value 6. No source of advice or input is more valuable or given more weight by the decision-makers than any other. The relevance and rationality of the advice counts in influencing the views of decision-makers.

Decisions will not necessarily reflect the majority view received

7. Local Government in WA is a representative democracy. Elected Members and the CEO are charged under the Local Government Act with the responsibility to make decisions based on fact and the merits of the issue without fear or favour and are accountable for their actions and decisions under law. Elected Members are accountable to the people via periodic elections. As it is a representative democracy, decisions may not be made in favour of the majority view expressed via consultative processes. Decisions must also be made in accordance with any statute that applies or within the parameters of budgetary considerations. All consultations will clearly outline from the outset any constraints or


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limitations associated with the issue.

Decisions made for the overall good of Fremantle

8. The Local Government Act requires decision-makers to make decisions in the interests of “the good government of the district”. This means that decision-makers must exercise their judgment about the best interests of Fremantle as a whole as well as about the interests of the immediately affected neighbourhood. This responsibility from time to time puts decision-makers at odds with the expressed views of citizens from the local neighbourhood who may understandably take a narrower view of considerations at hand.

Diversity of view on most issues 9. The City is wary of claiming to speak for the ‘community’ and wary of those who claim to do so. The City recognises how difficult it is to understand what such a diverse community with such a variety of stakeholders thinks about an issue. The City recognises that, on most significant issues, diverse views exist that need to be respected and taken into account by the decision-makers.

City officers must be impartial 10. City officers are charged with the responsibility of being objective, non-political and unbiased. It is the responsibility of the management of the City to ensure that this is the case. It is also recognised that City officers can find themselves unfairly accused of bias or incompetence by protagonists on certain issues and in these cases it is the responsibility of the City’s management to defend those City officers.

City officers must follow policy and procedures

11. The City’s community engagement policy identifies nine principles that apply to all community engagement processes, including a commitment to be clear, transparent, responsive , inclusive, accountable andtimely. City officers are responsible for ensuring that the policy and any other relevant procedure is fully complied with so that citizens are not deprived of their rights to be heard.


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Community engagement processes have cut-off dates that will be adhered to.

12. As City officers have the responsibility to provide objective, professional advice to decision-makers, they are entitled to an appropriate period of time and resource base to undertake the analysis required and to prepare reports. As a consequence, community engagement processes need to have defined and rigorously observed cut-off dates, after which date officers will not include ‘late’ input in their analysis. In such circumstances, the existence of ‘late’ input will be made known to decision-makers. In most cases where community input is involved, the Council is the decision-maker and this affords community members the opportunity to make input after the cut-off date via personal representations to individual Elected Members and via presentations to Committee and Council Meetings.

Citizens need to check for any changes to decision making arrangements made

13. The City will take initial responsibility for making citizens aware of expected time-frames and decision making processes, including dates of Standing Committee and Council Meetings if relevant. However, as these details can change, it is the citizens responsibility to check for any changes by visiting the City’s website, checking the Fremantle News in the Fremantle Gazette or inquiring at the Customer Service Centre by phone, email or in-person.

Citizens are entitled to know how their input has been assessed

14. In reporting to decision-makers, City officers will in all cases produce a community engagement outcomes report that summarises comment and recommends whether it should be taken on board, with reasons.

Reasons for decisions must be transparent 15. Decision-makers must provide the reasons for their decisions.

Decisions posted on the City’s website 16. Decisions of the City need to be transparent and easily accessed. For reasons of cost, citizens making input on an issue will not be individually notified of the outcome, but can access the decision at the City’s website under ‘community engagement’ or at the City Library or Service and Information Centre.


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Issues that Council May Treat as Confidential Section 5.23 of the new Local Government Act 1995, Meetings generally open to the public, states: 1. Subject to subsection (2), the following are to be open to members of the public -

a) all council meetings; and b) all meetings of any committee to which a local government power or duty has

been delegated.

2. If a meeting is being held by a council or by a committee referred to in subsection (1) (b), the council or committee may close to members of the public the meeting, or part of the meeting, if the meeting or the part of the meeting deals with any of the following:

a) a matter affecting an employee or employees; b) the personal affairs of any person; 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; d) legal advice obtained, or which may be obtained, by the local government and

which relates to a matter to be discussed at the meeting; e) a matter that if disclosed, would reveal –

i) a trade secret; ii) information that has a commercial value to a person; or iii) information about the business, professional, commercial or financial

affairs of a person. Where the trade secret or information is held by, or is about, a person other than the local government.

f) a matter that if disclosed, could be reasonably expected to - i) impair the effectiveness of any lawful method or procedure for preventing,

detecting, investigating or dealing with any contravention or possible contravention of the law;

ii) endanger the security of the local government’s property; or iii) prejudice the maintenance or enforcement of a lawful measure for

protecting public safety.

g) information which is the subject of a direction given under section 23 (Ia) of the Parliamentary Commissioner Act 1971; and

h) such other matters as may be prescribed.

3. A decision to close a meeting or part of a meeting and the reason for the decision are to be recorded in the minutes of the meeting.

MINUTES ATTACHMENTS

Strategic and General Services Committee

Wednesday, 19 August 2015, 6.00 pm

Minutes Attachments - Strategic and General Services Committee

19 August 2015

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