agenda · 2020. 12. 13. · 1 agenda . council meeting . 15 december 2020 . dear council member ....

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Agenda

Council Meeting 15 December 2020 Dear Council member

The next Ordinary Meeting of the City of Nedlands will be held on Tuesday 24 November 2020 at the Adam Armstrong Pavilion, Beatrice Road, Dalkeith, commencing at 7 pm. This meeting will also be livestreamed.

Due to COVID Restrictions the 2m², with 1.5 metre social distancing rule applies. Once the venue is at capacity no further admission into the room will be permitted.

The public can continue to participate by submitting questions and addresses via the required online submission forms at:

http://www.nedlands.wa.gov.au/intention-address-council-or-council-committee-form

http://www.nedlands.wa.gov.au/public-question-time

Mark Goodlet Chief Executive Officer 12 December 2020



http://www.nedlands.wa.gov.au/public-question-time

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Table of Contents

Declaration of Opening ................................................................................... 4 Present and Apologies and Leave of Absence (Previously Approved) ........... 4 1. Public Question Time ..................................................................... 5 2. Addresses by Members of the Public ............................................. 5 3. Requests for Leave of Absence ..................................................... 5 4. Petitions ......................................................................................... 5 5. Disclosures of Financial Interest .................................................... 5 6. Disclosures of Interests Affecting Impartiality ................................. 6 7. Declarations by Members That They Have Not Given Due

Consideration to Papers ................................................................. 6 8. Confirmation of Minutes ................................................................. 6 8.1 Ordinary Council Meeting 24 November 2020 ............................... 6 9. Announcements of the Presiding Member without

discussion ...................................................................................... 6 10. Members announcements without discussion ................................ 6 11. Matters for Which the Meeting May Be Closed .............................. 7 12. Divisional reports and minutes of Council committees and

administrative liaison working groups ............................................. 7 12.1 Minutes of Council Committees ..................................................... 7 12.2 Planning & Development Report No’s PD55.20 to PD57.20

(copy attached) .............................................................................. 8 PD55.20 Local Planning Scheme 3 – Local Planning Policy Waste

Management and Guidelines - Proposed Amendments to Policy ............................................................................................. 8

PD56.20 Amendments to the Parking Local Planning Policy (Residential Aged Care) Consideration of Submissions ............... 10

PD57.20 Built Form Modelling and Traffic Modelling Project, Nedlands Town Centre, Broadway and Waratah Village – Budget Allocation ......................................................................... 12

12.3 Technical Services Report No’s TS20.20 (copy attached) ........... 13 TS20.20 Capital Works Program Mid-Year Update .................................... 13 12.4 Community & Organisational Development Report No’s

CM11.20 (copy attached) ............................................................. 14 CM11.20 Hollywood Subiaco Bowling Club – Request for Financial

Support ........................................................................................ 14 12.5 Corporate & Strategy Report No’s CPS30.20 (copy

attached) ...................................................................................... 16 CPS30.20 List of Accounts Paid – October 2020 .......................................... 16 13. Reports by the Chief Executive Officer ........................................ 17 13.1 Common Seal Register Report – November 2020 ....................... 17 13.2 List of Delegated Authorities – November 2020 ........................... 18 13.3 Monthly Financial Report – November 2020 ................................ 33 13.4 Monthly Investment Report – November 2020 ............................. 40 13.5 Policy Reviews ............................................................................. 43 13.6 Chief Executive Officer Recruitment & Selection ......................... 49 13.7 Review of Wards and Councillor Numbers ................................... 53

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13.8 Site Assessment Working Group – Reappointment of Council Members ......................................................................... 57

13.9 Establishment of a Design Review Panel, Final Adoption of the Design Review Panel Local Planning Policy and Appointment of Panel Members ................................................... 61

13.10 Strategic Planning Framework – Gaps Analysis .......................... 74 13.11 Special Electors Meeting – 3 December 2020 ............................. 79 13.12 State Development Assessment Unit Referral – Aged Care

Facilities, Medical Centre, Shop and Recreation – Private – 16-18 Betty Street & 73-75 Doonan Road, Nedlands................... 84

13.13 Scheme Amendment No. 10 – Amendment to Additional Use 9 .......................................................................................... 105

13.14 Mt Claremont Masterplan – Additional Budget Request ............. 121 13.15 Affixing the Common Seal to Notification under Section

70A – Lot 7961 (No. 10) Selby Street, Shenton Park ................. 125 13.16 No. 2A (Lot 601) Korel Gardens, Swanbourne – Discharge

of Easement ............................................................................... 129 13.17 Local Planning Scheme 3 – Draft Local Planning Policy –

Melvista East Transition Zone .................................................... 133 13.18 No. 57 Bruce Street, Nedlands – Residential – Single

House – Garage Addition ........................................................... 141 13.19 Responsible Authority Report – 18-20 Webster Street,

Nedlands – 10 Grouped Dwellings (Three Storey) ..................... 150 13.20 Tender Award for Brockway Road: Rehabilitation and Dual

Use Path Construction ............................................................... 162 14. Elected Members Notices of Motions of Which Previous

Notice Has Been Given .............................................................. 165 14.1 Mayor de Lacy – Temporary Suspension of Public Art

Committee .................................................................................. 165 14.2 Mayor de Lacy – Establishment of a Council Planning

Committee .................................................................................. 169 14.3 Councillor Wetherall – Revocation of Laneways Policy for

Hollywood Ward ......................................................................... 172 14.4 Councillor Bennett – Local Planning Policy Primary

Controls ...................................................................................... 175 14.5 Councillor Mangano – Councillor In Person Attendance for

Committee & Council Meetings .................................................. 186 14.6 Councillor Mangano - Form 2 JDAP DA's to require

community consultation .............................................................. 187 14.7 Councillor Senathirajah – Leaked Confidential Documents ....... 189 15. Elected members notices of motion given at the meeting for

consideration at the following ordinary meeting on 23 February 2021 ............................................................................ 190

15.1 Mayor de Lacy – Street Trees Council Policy ............................ 190 16. Urgent Business Approved by the Presiding Member or by

Decision ..................................................................................... 194 17. Confidential Items ...................................................................... 194 Declaration of Closure ................................................................................ 194

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City of Nedlands

Notice of an Ordinary Meeting of Council to be held in the Adam Armstrong Pavilion, Beatrice Road, Dalkeith on Tuesday 15 December 2020 at 7 pm.

Council Agenda Declaration of Opening The Presiding Member will declare the meeting open at 7 pm and will draw attention to the disclaimer below. Present and Apologies and Leave of Absence (Previously Approved) Leave of Absence Councillor N R Youngman Dalkeith Ward (Previously Approved) Apologies None as at distribution of this agenda. Disclaimer Members of the public who attend Council meetings should not act immediately on anything they hear at the meetings, without first seeking clarification of Council’s position. For example, by reference to the confirmed Minutes of Council meeting. Members of the public are also advised to wait for written advice from the Council prior to taking action on any matter that they may have before Council. Any plans or documents in agendas and minutes may be subject to copyright. The express permission of the copyright owner must be obtained before copying any copyright material.

Council Agenda 15 December 2020

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1. Public Question Time A member of the public wishing to ask a question should register that interest by notification in writing to the CEO in advance, setting out the text or substance of the question. The order in which the CEO receives registrations of interest shall determine the order of questions unless the Mayor determines otherwise. Questions must relate to a matter affecting the City of Nedlands.

2. Addresses by Members of the Public

Addresses by members of the public who have completed Public Address Session Forms to be made at this point.

3. Requests for Leave of Absence Any requests from Councillors for leave of absence to be made at this point.

4. Petitions

Petitions to be tabled at this point.

5. Disclosures of Financial Interest

The Presiding Member to remind Councillors and Staff of the requirements of Section 5.65 of the Local Government Act to disclose any interest during the meeting when the matter is discussed. A declaration under this section requires that the nature of the interest must be disclosed. Consequently, a member who has made a declaration must not preside, participate in, or be present during any discussion or decision-making procedure relating to the matter the subject of the declaration. However, other members may allow participation of the declarant if the member further discloses the extent of the interest. Any such declarant who wishes to participate in the meeting on the matter, shall leave the meeting, after making their declaration and request to participate, while other members consider and decide upon whether the interest is trivial or insignificant or is common to a significant number of electors or ratepayers.


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6. Disclosures of Interests Affecting Impartiality

The Presiding Member to remind Councillors and Staff of the requirements of Council’s Code of Conduct in accordance with Section 5.103 of the Local Government Act. Councillors and staff are required, in addition to declaring any financial interests to declare any interest that may affect their impartiality in considering a matter. This declaration does not restrict any right to participate in or be present during the decision-making procedure. The following pro forma declaration is provided to assist in making the disclosure. "With regard to the matter in item x ….. I disclose that I have an association with the applicant (or person seeking a decision). This association is ….. (nature of the interest). As a consequence, there may be a perception that my impartiality on the matter may be affected. I declare that I will consider this matter on its merits and vote accordingly." The member or employee is encouraged to disclose the nature of the association.

7. Declarations by Members That They Have Not Given Due Consideration to Papers

Members who have not read the business papers to make declarations at this point.

8. Confirmation of Minutes

8.1 Ordinary Council Meeting 24 November 2020

The Minutes of the Ordinary Council Meeting held 24 November 2020 are to be confirmed.

9. Announcements of the Presiding Member without discussion

Any written or verbal announcements by the Presiding Member to be tabled at this point.

10. Members announcements without discussion

Written announcements by Councillors to be tabled at this point. Councillors may wish to make verbal announcements at their discretion.


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11. Matters for Which the Meeting May Be Closed

Council, in accordance with Standing Orders and for the convenience of the public, is to identify any matter which is to be discussed behind closed doors at this meeting, and that matter is to be deferred for consideration as the last item of this meeting.

12. Divisional reports and minutes of Council committees and administrative liaison working groups

12.1 Minutes of Council Committees This is an information item only to receive the minutes of the various meetings held by the Council appointed Committees (N.B. This should not be confused with Council resolving to accept the recommendations of a particular Committee. Committee recommendations that require Council’s approval should be presented to Council for resolution via the relevant departmental reports). The Minutes of the following Committee Meetings (in date order) are to be received: Council Committee 1 December 2020 Unconfirmed, Circulated to Councillors on 8 December 2020

Note: As far as possible all the following reports under items 12.2, 12.3, 12.4 and 12.5 will be moved en-bloc and only the exceptions (items which Councillors wish to amend) will be discussed.


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12.2 Planning & Development Report No’s PD55.20 to PD57.20 (copy attached)

Note: Regulation 11(da) of the Local Government (Administration) Regulations 1996 requires written reasons for each decision made at the meeting that is significantly different from the relevant written recommendation of a committee or an employee as defined in section 5.70, but not a decision to only note the matter or to return the recommendation for further consideration. PD55.20 Local Planning Scheme 3 – Local Planning

Policy Waste Management and Guidelines - Proposed Amendments to Policy

Committee 1 December 2020 Council 15 December 2020 Applicant City of Nedlands Employee Disclosure under section 5.70 Local Government Act 1995

Nil

Director Peter Mickleson – Director Planning & Development CEO Mark Goodlet Reference Nil Previous Item PD38.19 – OCM 24 September 2019

PD53.19 – OCM 17 December 2019 PD06.20 – OCM 31 March 2020 CEO Item 13.8 – OCM 28 July 2020

Attachments

1. Tracked Changes Draft Waste Management Local Planning Policy (LPP)

2. Tracked Change Draft Waste Management Guidelines

3. Draft Waste Management Local Planning Policy (LPP) and Guidelines

4. Summary of Submissions – Waste Management LPP Confidential Attachments 1. Full Submissions – Waste Management LPP

Committee Recommendation That Council: 1. does not proceed to adopt the Waste Management Local Planning

Policy and Guidelines with proposed modifications as set out in Attachment 3.

2. instructs the CEO to undertake further review of the Policy and

Guidelines for consideration by Council.


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3. requires that the further review includes examination of the following:

a. The appropriateness of on-site versus verge collection for a

variety of development scenarios, with a presumption that multiple dwellings to provide on-site collection.

b. Clear provisions and guidance to ensure good design

outcomes for on-site or verge waste collection as applicable, with a focus on the functionality and amenity of the public realm.

c. A concise method to assess the capacity of verges to

accommodate waste collection where permitted, and any special measures to be applied whereby a finding of insufficient capacity requires on-site collection.

Recommendation to Committee 1. Proceeds to adopt Local Planning Policy Waste Management and the

Waste Management Guidelines, with modifications as set out in Attachment 3, in accordance with the Planning and Development (Local Planning Schemes) Regulations 2015 Schedule 2, Part 2, Clause 4(3)(b)(ii); and

2. Refers the Local Planning Policy Waste Management and the Waste

Management Guidelines to the Western Australian Planning Commission for final approval in accordance with State Planning Policy SPP7.3 and Residential Design Codes Volume 2 – Apartments 2019 Clause 1.2.3.


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PD56.20 Amendments to the Parking Local Planning Policy (Residential Aged Care) Consideration of Submissions


Nil

Director Peter Mickleson – Director Planning & Development CEO Mark Goodlet Reference Nil Previous Item Item 13.9 OCM 25 August 2020

Attachments 1. Schedule of Submissions 2. Parking Local Planning Policy as amended. 3. Submission No.4

Committee Recommendation Council: 1. endorses the Schedule of Submissions relating to the amendments

to the Parking Local Planning Policy as contained at Attachment (1); and

2. In accordance with clause 4(3)(b)(i) of Schedule 2 of the Planning

and Development (Local Planning Schemes) Regulations 2015 proceeds without modification with the following amendments to Table 1 of the City of Nedlands Parking Local Planning Policy: a) Removing the existing minimum number of car parking bays

required for a residential aged care facility of 12 or 1 per every 4 beds (whichever is greater); and

b) Inserting a new minimum number of car parking bays required

for a residential aged care facility of 12 or 1 per every 2 beds (whichever is greater).


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Recommendation to Committee Council: 1. endorses the Schedule of Submissions relating to the amendments to the

Parking Local Planning Policy as contained at Attachment (1); and 2. In accordance with clause 4(3)(b)(i) of Schedule 2 of the Planning and

Development (Local Planning Schemes) Regulations 2015 proceeds without modification with the following amendments to Table 1 of the City of Nedlands Parking Local Planning Policy:

a) Removing the existing minimum number of car parking bays required

for a residential aged care facility of 12 or 1 per every 4 beds (whichever is greater); and

b) Inserting a new minimum number of car parking bays required for a

residential aged care facility of 12 or 1 per every 3 beds (whichever is greater).


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PD57.20 Built Form Modelling and Traffic Modelling Project, Nedlands Town Centre, Broadway and Waratah Village – Budget Allocation


Nil

Director Peter Mickleson – Director Planning & Development CEO Mark Goodlet Reference Nil Previous Item Nil

Attachments

1. Built Form Modelling RFT – Hassell 2. Traffic Modelling RFT – ARUP 3. Nedlands Town Centre & Waratah Avenue Built Form

Modelling RFQ Committee Recommendation / Recommendation to Committee Council: 1. approves a budget allocation of $280,459 to the 2020/21 Planning

Budget to be funded from the 2019/20-year budget surplus; 2. notes a budget increase of $45,458 (from $235,000 to $280,459) from

the amount previously approved which accounts for the additional traffic and built form modelling for Waratah Village Precinct; and

3. approves the reallocation of $146,508.99 for built form modelling to

the 2020/2021 Annual Budget and $133,950.00 for traffic modelling to the 2020/2021 Annual Budget.


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12.3 Technical Services Report No’s TS20.20 (copy attached)

Note: Regulation 11(da) of the Local Government (Administration) Regulations 1996 requires written reasons for each decision made at the meeting that is significantly different from the relevant written recommendation of a committee or an employee as defined in section 5.70, but not a decision to only note the matter or to return the recommendation for further consideration. TS20.20 Capital Works Program Mid-Year Update Committee 1 December 2020 Council 15 December 2020 Applicant City of Nedlands Employee Disclosure under section 5.70 Local Government Act 1995

Nil.

Director Jim Duff – Director Technical Services Attachments Nil. Confidential Attachments

Nil.

Committee Recommendation / Recommendation to Committee Council: 1. endorses the proposed changes to the Capital Works Program; and

2. approves the allocation of budget for initiation activities for future

Financial Year’s projects.


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12.4 Community & Organisational Development Report No’s CM11.20 (copy attached)

Note: Regulation 11(da) of the Local Government (Administration) Regulations 1996 requires written reasons for each decision made at the meeting that is significantly different from the relevant written recommendation of a committee or an employee as defined in section 5.70, but not a decision to only note the matter or to return the recommendation for further consideration. CM11.20 Hollywood Subiaco Bowling Club –

Request for Financial Support Committee 1 December 2020 Council 15 December 2020 Applicant Hollywood Subiaco Bowling Club Employee Disclosure under section 5.70 Local Government Act 1995

Nil

Director Lorraine Driscoll – Director Corporate & Strategy Attachments 1. Letter from Hollywood Subiaco Bowling Club

2. Profit and Loss Statement. Confidential Attachments

Nil.

Committee Recommendation Council: 1. acknowledges the financial difficulties being experienced by the

Hollywood-Subiaco Bowling Club and its efforts to better position itself to generate revenue;

2. authorises Administration to continue allowing the Hollywood

Subiaco Bowls Club to retain 100% of sublease income from Sand Sports Australia until the declared State of Emergency ends; and

3. requests the Club to advise the City if their financial position

declines further.


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Recommendation to Committee Council: 1. acknowledges the financial difficulties being experienced by the

Hollywood-Subiaco Bowling Club;

2. authorises Administration to recommence collecting 30% of sub lease income, as of 1 July 2020; and

3. requests the Club to advise the City if their financial position declines

further.


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12.5 Corporate & Strategy Report No’s CPS30.20 (copy attached) Note: Regulation 11(da) of the Local Government (Administration) Regulations 1996 requires written reasons for each decision made at the meeting that is significantly different from the relevant written recommendation of a committee or an employee as defined in section 5.70, but not a decision to only note the matter or to return the recommendation for further consideration. CPS30.20 List of Accounts Paid – October 2020


Nil.

Director Lorraine Driscoll – Director Corporate & Strategy Attachments 1. Creditor Payment Listing – October 2020

2. Credit Card and Purchasing Card Payments – October 2020 (28 September – 27 October 2020)

Confidential Attachments

Nil.

Committee Recommendation / Recommendation to Committee Council receives the List of Accounts Paid for the month of October 2020 as per attachments.


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13. Reports by the Chief Executive Officer

13.1 Common Seal Register Report – November 2020

The attached Common Seal Register Report for the month of November 2020 is to be received.

November 2020

SEAL NUMBER

DATE SEALED DEPARTMENT MEETING DATE / ITEM NO. REASON FOR USE

952 2 November 2020 Planning & Development

Delegated Authority Indemnification Agreement: Lot 37 (No. 1) Seymour Avenue, Shenton Park between City of Nedlands and Iris - PW No. 1 2018 Pty Ltd

953 9 November 2020 Planning & Development

Council Meeting 27 October 2020 PD48.20

Scheme Amendment No. 9 to Local Planning Scheme No. 3 - Deep Soil Planting Requirements for Single and Group Dwellings


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13.2 List of Delegated Authorities – November 2020

The attached List of Delegated Authorities for the month of November 2020 is to be received. November 2020 Date of use of delegation of authority

Title Property Position exercising delegated authority

Act Section of Act

Applicant / CoN / Property Owner / Other

November 2020 2/11/2020 (APP) - DA20-45199 - 10

Bedford Street, Nedlands - Residential - 2x Grouped Dwellings

Principal Planner

Planning and Development (Local Planning Schemes) Regulations 2015

Regulation 82

Residential Building WA

2/11/2020 (APP) - DA20-56092 - 22 Jubaea Gardens, Mount Claremont - Residential - Single House - Patio

Principal Planner


Regulation 82

M J Warr

2/11/2020 3047871 - Withdrawn Parking Infringement Notice - Compassionate Grounds

Manager Health and Compliance

Local Government Act 1995

9.20/6.21(1) Susan McCreery


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2/11/2020 BA128376 Certified building permit - Addition

13 Broome Street, NEDLANDS, Lot 336, 32328, 131078

Manager Building Services

Building Act 2011

s20.1 Tangent Nominees Pty Ltd

2/11/2020 BA127301 Certified building permit - Alterations

33 Brockman Avenue, DALKEITH, Lot 149, 16601, 115923


Building Act 2011

s20.1 Gemini Building & Construction Pty Ltd

2/11/2020 BA127486 Certified building permit - Retaining walls

32 Mayfair Street, MT CLAREMONT, Lot 1, 8105, 107714


Building Act 2011

s20.1 Timberscapes Pty Ltd

2/11/2020 BA126857 Building approval certificate - Patio

143 Waratah Avenue, DALKEITH, Lot 332, 29385, 128330


Building Act 2011

s58.1 Mr A J Griffiths

2/11/2020 (APP) DA20-48761 - 20 Loch Street, Nedlands - Residential - Two Storey Single House and Retaining walls

principal planner


Regulation 82

Webb & Brown Neaves

2/11/2020 BA127996 Demolition permit - Granny Flat

135 Rochdale Road, MT CLAREMONT, Lot 134, 10273, 109777


Building Act 2011

s21.1 Mr D Q Foley

2/11/2020 BA128097 Uncertified building permit - Carport

45 Meriwa Street, NEDLANDS, Lot 467, 39320, 137877


Building Act 2011

s20.1 Australian Outdoor Living


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2/11/2020 BA128151 Certified building permit - Patio

6 Boronia Avenue, NEDLANDS, Lot 4444, 31657, 130435


Building Act 2011

s20.1 Andantino Pty Ltd

2/11/2020 BA121548 Certified building permit - Additions

75 Dalkeith Road, NEDLANDS, Lot 313, 50550, 148726


Building Act 2011

s20.1 West to West Carpentry Services Pty Ltd

3/11/2020 (APP) DA20-53530 - 22 Mayfair Street, Mount Claremont - Residential - Single House

principal planner


Regulation 82

Coast Homes WA Pty Ltd

3/11/2020 (APP) - DA20-54136 - 19 Grainger Drive, Mt Claremont - Residential - Single House - Extension of Existing Boundary Fence

Principal Planner


Regulation 82

Square One Landscapes Pty Ltd

3/11/2020 BA127075 Demolition permit - Full site

62 Beatrice Road, DALKEITH, Lot 22, 15671, 115014


Building Act 2011

s21.1 Brajkovich Demolition & Salvage Pty Ltd

3/11/2020 BA126019 Building approval certificate - Screen wall

47 Alderbury Street, FLOREAT, Lot 157, 1014, 101261


Building Act 2011

s58.1 Modus Compliance Pty Ltd

3/11/2020 BA124869 Certified building permit - Retaining wall



Building Act 2011

s20.1 Projex Management & Construction


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3/11/2020 (APP) - DA20-51963 - 1-31 Cooper Street, Nedlands - Residential - Additions (Laundry) to Duplex

1/31 Cooper Street, NEDLANDS, Lot 1, 50233, 148403

Principal Planner


Regulation 82

Foslyn Consulting

3/11/2020 BA128018 Certified building permit - Sale office

1 Seymour Avenue, SHENTON PARK, Lot 37, 82548, 199539


Building Act 2011

s20.1 BGC Construction Pty Ltd

3/11/2020 (APP) - DA20-51577 - 68 Archdeacon Street, Nedlands - Residential - Single House

68 Archdeacon Street, NEDLANDS, Lot 532, 46684, 145037

Principal Planner


Regulation 82

BJ Building Design


29 Lovegrove Close, MT CLAREMONT, Lot 53, 69638, 166769


Building Act 2011


5/11/2020 (APP) - DA20-56101 - 95 Broadway, Nedlands - Advertising Signage

95 Broadway., NEDLANDS, Lot 539, 47614, 145888

Principal Planner


Regulation 82

Element Advisory Pty Ltd

6/11/2020 (APP) - DA20-52328 - 22 Mayfair Street, Mt

22 Mayfair Street, MT CLAREMONT,

Principal Planner

Planning and Development (Local Planning

Regulation 82

Residential Building WA


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Claremont - Residential Single House

Lot 217, 7989, 107599

Schemes) Regulations 2015

9/11/2020 (APP) DA20-50628 - 67-69 Hobbs Avenue, Dalkeith - Residential - Grouped Dwelling & Primary Street Fencing

67 Hobbs Avenue, DALKEITH, Lot 91, 21191, 120485

Principal Planner


Regulation 82

Coastview Australia Pty Ltd

9/11/2020 (APP) - DA20-55714 - 59 Strickland Street, Mt Claremont - Residential Single House - Outbuilding

59 Strickland Street, MT CLAREMONT, Lot 107, 12348, 111799

Principal Planner


Regulation 82

K E & A J Meyer

9/11/2020 (APP) - DA20-52642 - 131 Circe Circle South, Dalkeith - Amendment to Existing DA

131 Circe Circle South, DALKEITH, Lot 743, 18247, 117549

Principal Planner


Regulation 82

J Young

9/11/2020 BA128578 Certified building permit - Stage1 forward works

48 Alexander Road, DALKEITH, Lot 505, 14976, 114314


Building Act 2011

s20.1 Mr T Tomizzi

9/11/2020 BA128034 Certified building permit - Dwelling, Pool and Retaining walls



Building Act 2011

s20.1 Mercedes Group Pty Ltd


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10/11/2020 (APP) - DA20-51272 - 9 Colin Street, Nedlands - Residential - Single House

9 Colin Street, DALKEITH, Lot 14, 18352, 117655

Principal Planner


Regulation 82

Building Corporation WA Pty Ltd

10/11/2020 BA62875 Uncertified building permit - 2nd Storey Addition

54 Taylor Road, NEDLANDS, Lot 1, 61143, 158865


Building Act 2011

s20.1 Hanna Construction Co Pty Ltd

10/11/2020 3040802 & 3044098 - Withdrawn Parking Infringement Notice - Compassionate Grounds

1 Robinson Street, NEDLANDS, Lot 36, 41919, 140442

Manager Health & Compliance


9.20/6.12(1) Zac Vinten

10/11/2020 (APP) - DA20-56300 - Amendment to DA18-33229 (Removal of Privacy Screen)

34 Stanley Street, NEDLANDS, Lot 294, 58841, 156851

Principal Planner


Regulation 82

Atrium Homes (WA) Pty Ltd

11/11/2020 3048108 - Withdrawn Parking Infringement Notice - Officer Error

Gordon Street, NEDLANDS, Lot 65, 82395,



9.20/6.12(1) Daniel Gonzales


19 Grainger Drive, MT CLAREMONT, Lot 76, 68690, 165852


Building Act 2011

s21.1 Square One Landscapes Pty Ltd

12/11/2020 (APP) - DA20-56311 - 37 Strickland Street, Mt Claremont - Change of

37 Strickland Street, MT

Principal Planner

Planning and Development (Local Planning

Regulation 82

D K Joseph


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Use (From Games Room to Ancillary Dwelling)

CLAREMONT, Lot 96, 12097, 111542

Schemes) Regulations 2015

12/11/2020 BA128559 Uncertified building permit - Patio

63 Doonan Road, NEDLANDS, Lot 24, 51962, 150060


Building Act 2011

s20.1 Great Aussie Patios


7 Broadway, NEDLANDS, Lot 370, 47313, 145656


9.20/612(1) Chris Wright


80 Birkdale Street, FLOREAT, Lot 212, 2442, 102228


Building Act 2011


12/11/2020 BA121809 Certified building permit - Dwelling and Pool

8 Bishop Road, DALKEITH, Lot 101, 16407, 115733


Building Act 2011

s20.1 D M Fraser

13/11/2020 (APP) - DA20-45498 - 104 Circe Circle South, Dalkeith - Residential - Single House


Principal Planner


Regulation 82

Summit Homes Group

13/11/2020 BA129184 Certified building permit - Pool and Barrier

16A Zamia Street, MT CLAREMONT, Lot 88, 82135, 113522


Building Act 2011

s20.1 Malibu Pools and Spa

13/11/2020 BA127194 Certified building permit - Kennels

37 Lemnos Street, SHENTON PARK, Lot 15368, 80482, 185678


Building Act 2011

s20.1 Insideout Innovative Building


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14/11/2020 (APP) - DA20-49147 - 1 Kirwan Street, Floreat - Residential - Single House

1 Kirwan Street, FLOREAT, Lot 1, 5393, 105064

Principal Planner


Regulation 82

KTR Creations

16/11/2020 (APP) - DA20-53509 - 28 Waroonga Road, Nedlands - Ancillary Dwelling

28 Waroonga Road, NEDLANDS, Lot 158, 65553, 163238

Principal Planner


Regulation 82

Davley Building Pty Ltd

16/11/2020 BA127164 Certified building permit - Dwelling

28 Kennedia Lane, MT CLAREMONT, Lot 1, 82650, 200253


Building Act 2011

s20.1 101 Residential Pty Ltd

17/11/2020 (APP) - DA20-54900 - 46 Achdeacon Street, Nedlands - Upper Floor Additions to Single House


Principal Planner


Regulation 82

Addstyle Constructions Pty Ltd

17/11/2020 (APP) - DA20-55929 - 18 Colin Street, Dalkeith - Residential - Single House - Additions

18 Colin Street, DALKEITH, Lot 26, 18441, 117747

Principal Planner


Regulation 82

WA Building Group


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17/11/2020 3047948 - Withdrawn Parking Infringement Notice - Compassionate Grounds

Monash Avenue, NEDLANDS, Lot 8699, 39833, 138396



9.20/6.12(1) Angela O'Brien

17/11/2020 (APP) - DA20-51642 - 10 Walba Way, Swanbourne - Additional Grouped Dwelling

10 Walba Way, SWANBOURNE, Lot 1, 12869, 112300

Principal Planner


Regulation 82

Paul Hofman Architect

17/11/2020 (APP) - DA20-52854 -53 Mengler Avenue, Mt Claremont

53 Mengler Avenue, MT CLAREMONT, Lot 2, 80794, 178160

Principal Planner


Regulation 82

T A Hayes

17/11/2020 BA129412 Occupancy permit - Offices

101 Monash Avenue, NEDLANDS, Lot 565, 82619, 181206


Building Act 2011

s58.1 IDS Consultants Pty Ltd

18/11/2020 BA129263 Certified building pemit - Dwelling

16 Adderley Street, MT CLAREMONT, Lot 304, 270, 100545


Building Act 2011

s20.1 Webb and Brown Neaves

18/11/2020 BA11777 2 Cameron Green, FLOREAT, Lot 7, 67880, 165068


Building Act 2011

s20.1 All Fencing Perth


27


17 Muecke Way, SHENTON PARK, Lot 30, 82595, 199935


Building Act 2011

s20.1 T T Wong

18/11/2020 BA127025 Certified building permit - 6 x townhouses

64 Gallop Road, DALKEITH, Lot 680, 19811, 119115


Building Act 2011

s20.1 Unearthed Homes Pty Ltd

18/11/2020 BA129731 Demolition permit - full site



Building Act 2011

s21.1 BJF Holdings


81 Webster Street, NEDLANDS, Lot 667, 66525, 164202


Building Act 2011

s20.1 Springate Constructions Pty Ltd

19/11/2020 (APP) - DA20-56112 - 141 Broadway, Nedlands - Advertising signage

1/141 Broadway, NEDLANDS, Lot 1, 48115, 146365

Principal Planner


Regulation 82






9.21/6.20/(1) Franklin Lou

20/11/2020 BA129621 Occupancy Permit - Internal fitout



Building Act 2011

s58.1 BuildingLines Approvals Ltd


28

20/11/2020 BA62291 Certified building permit - 2 x Dwelling

19 Adderley Street, MT CLAREMONT, Lot 288, 301, 100578


Building Act 2011

s20.1 CKB Homes Pty Ltd




Building Act 2011

s21.1 AAA Demolition & Tree Service

20/11/2020 BA129606 Certified building permit - Alterations

22 Jubaea Garden(s), MT CLAREMONT, Lot 206, 74021, 171090


Building Act 2011

s20.1 Hawkins Building Co Pty Ltd

20/11/2020 BA127547 Uncertified building permit - Carports

221 Stubbs Terrace, SHENTON PARK, Lot 11672, 12495, 111930


Building Act 2011

s20.1 Andantino Pty Ltd

20/11/2020 BA128627 Uncertified building permit - Spa and barrier

8 Robert Street, DALKEITH, Lot 5, 26094, 125229


Building Act 2011

s20.1 Mrs S A Wilkins

20/11/2020 BA127097 uncertified buidlign permit - Boundary fence

16 Viking Road, DALKEITH, Lot 560, 27545, 126557


s20.1 Mercedes Group Pty Ltd

23/11/2020 BA128720 Demolition permit - carpark and sheds

101 Monash Avenue, NEDLANDS, Lot 565, 82619, 181206


Building Act 2011

s21.1 Focus Demolition and Asbestos Removal Pty Ltd

23/11/2020 3047982 - Withdrawn Parking Infringement

9 Clifton Street, NEDLANDS, Lot 397, 33633, 132340



9.20/6.12(1) Michael Reeves


29

Notice - Compassionate Grounds




Building Act 2011

s20.1 Azure Construction WA Pty Ltd




Building Act 2011

s21.1 AAA Demolition & Tree Service

23/11/2020 BA129206 Certified building permit - Dwelling and pool



Building Act 2011

s20.1 Distinctive Homes WA

23/11/2020 BA129879 Demolition permit - Partial site



Building Act 2011



43 Mountjoy Road, NEDLANDS, Lot 216, 57358, 155382


Building Act 2011

s20.1 Coast Homes WA Pty Ltd

23/11/2020 BA130170 Certified building permit - Internal alterations

2E Thomas Street, NEDLANDS, Lot 51, 78900, 177642


Building Act 2011

s20.1 Mayor Building Group Pty Ltd

24/11/2020 (APP) - DA20-51549 - 27 Baird Avenue, Nedlands - 4 Grouped Dwellings

27 Baird Avenue, NEDLANDS, Lot 408, 31233, 130047

Manager Urban Planning

Planning and Development (Local Planning Schemes)

Regulation 82

Ennis Advisory


30

Regulations 2015

24/11/2020 (APP) - DA20-51562 - 25 Baird Avenue, Nedlands - Four Grouped Dwellings

25 Baird Avenue, NEDLANDS, Lot 407, 31217, 130021

Manager Urban Planning


Regulation 82

Ennis Advisory




Building Act 2011





Building Act 2011





Building Act 2011

s21.1 Bellaluca Construction & Stone Pty Ltd




Building Act 2011

s21.1 Bellaluca Construction & Stone Pty Ltd


53 Edward Street, NEDLANDS, Lot 702, 82639, 200170


Building Act 2011

s20.1 Webb & Brown Neaves

24/11/2020 BA130149 Certified building permit - Renovations

69 St Johns Wood Boulevard, MT CLAREMONT, Lot 371, 79280, 178400


Building Act 2011

s20.1 Salt Residential Pty Ltd


31


16 Sutcliffe Street, DALKEITH, Lot 190, 26345, 125468


Building Act 2011

s21.1 Maxbay Pty Ltd


6 Birrigon Loop, SWANBOURNE, Lot 1, 82131, 190447


Building Act 2011

s21.1 Red Ink Homes Pty Ltd


40 Gallop Road, DALKEITH, Lot 1, 19609, 118901


Building Act 2011

s20.1 Willstruct Pty Ltd




Building Act 2011

s20.1 Coast Homes WA Pty Ltd

27/11/2020 (APP) - DA20-48528 - 68 Jutland Parade, Dalkeith - New Single House

68 Jutland Parade, DALKEITH, Lot 6, 22579, 121798

Director Planning & Development


Regulation 82


30/11/2020 (APP) - DA20-48939 - 2 Bruce Street, Nedlands - Retrospective Additions to Single House (Deck)

2 Bruce Street, NEDLANDS, Lot 1, 50283, 148452

Principal Planner


Regulation 82

D Salim

30/11/2020 BA122359 Uncertified building permit - Front Fence

127 Rochdale Road, MT


Building Act 2011

s20.1 Daniel Kaitapu


32

CLAREMONT, Lot 223, 10192, 109702

30/11/2020 BA130408 Certified building permit - Pool

5 Grove Hill, MT CLAREMONT, Lot 504, 76625, 173658


Building Act 2011

s20.1 Select Pools

30/11/2020 BA130252 Certified building permit - Office fitout

1/141 Broadway., NEDLANDS, Lot 1, 48115, 146365


Building Act 2011

s20.1 Building Corporation WA Pty Ltd

30/11/2020 BA128673 Certified building permit - Addition

34 Leura Street, NEDLANDS, Lot 304, 37360, 135970


Building Act 2011

s20.1 Bruanne Pty Ltd

30/11/2020 BA125146 Building approval certificate - balustrade and other work

16 Iris Avenue, DALKEITH, Lot 302, 81696, 193227


Building Act 2011

s58.1 Axis Building Approvals




Building Act 2011

s20.1 Projex Management & Construction

30/11/2020 BA131145 Certified building permit - patio



Building Act 2011

s20.1 SOFTWOODS TIMBERYARDS PTY LTD

30/11/2020 BA122314 Uncertified building permit - Alfresco

5 James Road, SWANBOURNE, Lot 21, 5181, 104851


Building Act 2011

s20.1 Mr A Richens

30/11/2020 BA131112 Certified building permit - Pool fence

59 Kirwan Street, FLOREAT, Lot 120, 5987, 105635


Building Act 2011

s20.1 D J Mullins


33

13.3 Monthly Financial Report – November 2020

Council 15 December 2020 Applicant City of Nedlands Employee Disclosure under section 5.70 Local Government Act 1995 and section 10 of the city of Nedlands Code of Conduct for Impartiality.

Nil

Director Lorraine Driscoll – Director Corporate & Strategy CEO Mark Goodlet Attachments 1. Financial Summary (Operating) by Business Units

– 30 November 2020 2. Capital Works & Acquisitions – 30 November 2020 3. Statement of Net Current Assets – 30 November

2020 4. Statement of Financial Activity –30 November

2020 5. Borrowings – 30 November 2020 6. Statement of Financial Position – 30 November

2020 7. Operating Income & Expenditure by Reporting

Activity – 30 November 2020 8. Operating Income by Reporting Nature & Type –

30 November 2020 Executive Summary Administration is required to provide Council with a monthly financial report in accordance with Regulation 34(1) of the Local Government (Financial Management) Regulations 1996. The monthly financial variance from the budget of each business unit is reviewed with the respective manager and the Executive to identify the need for any remedial action. Significant variances are highlighted to Council in the attached Monthly Financial Report. Recommendation to Council Council receives the Monthly Financial Report for 30 November 2020.


34

Discussion/Overview The financial impact of COVID-19 is reflected with effect from April, the Hardship policy endorsed at the Special Council Meeting of 14 April 2020 introduced measures to support the City’s many stakeholders these are also reflected in the financials. The monthly financial management report meets the requirements of Regulation 34(1) and 34(5) of the Local Government (Financial Management) Regulations 1996. The monthly financial variance from the budget of each business unit is reviewed with the respective Manager and the Executive to identify the need for any remedial action. Significant variances are highlighted to Council in the Monthly Financial Report. This report gives an overview of the revenue and expenses of the City for the year to date 30 November 2020 together with a Statement of Net Current Assets as at 30 November 2020. The operating revenue at the end of November 2020 was $31.3 M which represents $1.1 M favourable variance compared to the year-to-date budget. The operating expense at the end of November 2020 was $12.8 M, which represents $1.0 M favourable variance compared to the year-to-date budget. The attached Operating Statement compares “Actual” with “Budget” by Business Units. The budget figures include subsequent Council approval to budget changes. Variations from the budget of revenue and expenses by Directorates are highlighted in the following paragraphs. Governance Expenditure: Favourable variance of $ 90,072 Revenue: Unfavourable variance of $ (31,852) The favourable expenditure variance is mainly due to: • WESROC expenses of $147k not spent, • Office expenses of $29k not spent yet, • Other employee costs of $41k not spent yet, • Invoice for insurance not received yet, showing an under-spend of $70k, • Professional fee overspend by $30k arising from additional legal advise

on planning matters, • The salary reduction of $442k as resolved by Council at the adoption of

the budget has been shown as a reduction in salaries of approximately $36k per month in Governance as a temproray budget item until the actual savings across the business units are identified and actioned. Thereafter


35

the budget savings will be moved to the respective business units. The above list of savings of $271k is off-set against the $180k salary savings yet to be realised, though underway.

The unfavourable revenue variance is due to the relocating of all WESROC services to another local government and subsequently there will be no income receivable. For the past 5 years the City of Nedlands has hosted the WESROC Enviromental Officer’s position and managed expenses and invoicing of WESROC local governments. This position has now moved to the Town of Claremont, along with the associated management of the WESROC financials. The budget for WESROC expense and revenue will be adjusted at mid-year budget review to reflect the move of the WESROC services to the Town of Claremont. Corporate and Strategy Expenditure: Favourable variance of $ 90,094 Revenue: Favourable variance of $ 628,011 The favourable expenditure variance is mainly due to: • ICT expenses of $42k not expensed, • Professional fees of $52k not spent yet, • Guarantee fee of $15k not expensed due to profiling, • Corporate services ICT expenses over expensed by $17k due to

additional works on smart office system completed. YTD spend is still below annual budget by $12k.

The favourable revenue variances is mainly due to: • Interim rates over budget by $595k and general rates over budget by 35k • Instalment and penalty interest over budget by $74k • Offset by lower term deposit interest income of $73k.

Community Development and Services Expenditure: Favourable variance of $ 76,862 Revenue: Favourable variance of $ 234,891 The favourable expenditure variance is mainly due to: • Special projects of $30k not expensed yet, • Nedlands library office and other expenses of $24k not yet expensed, • Overall other employee cost and other expenses not spent of $45k, • Offset by Tresillian course tutor fees and exhibition cost over budget by

$29k due to increased activities and increase in fees and charges income by $72k.


36

The favourable income variance is mainly due to: • Increase fees and charges from Tresillian, Positive Ageing and PRCC of

$196k – at the time of setting the budget revenue estimates were based on the COVID 19 environment at that time (i.e. restrictions relating to public attendances at events),with restrictions easing these services have benefited from higher attendances

• Increase on NCC grants income by $26k

Planning and Development Expenditure: Unfavourable variance of $(213,114) Revenue: Favourable variance of $ 226,891 The unfavourable expenditure variance is mainly due to: • Urban planning, Ranger services and Building services salaries over

spent by $204k. Urban planning salaries are higher by $149k due to increased applications, SAT appeals and unplanned policy work and re-work. Ranger services salaries are higher by $30k mainly due to redundancy payments for one of the Rangers. Building services salaries is higher by $25k due to additional works, increasing revenue by $124k. This is offset by Environmental salaries of $34k due to delay in back-filling vacancies.

• Professional fees of $138k have expensed as a result of a Council approved un-budgeted expenditure on professional services related to the Woolworths DA appeal including traffic advice, public realm modelling and professional advice.

• Offset by lower expenses of $82k in projects due to profiling issue. The favourable revenue variance is mainly due to: • Increase fees & Charges income in Urban Planning, Environmental Health

and Building services of $206k.

Technical Services Expenditure: Favourable variance of $ 970,172 Revenue: Favourable variance of $ 30,946 The favourable expenditure variance is mainly due to: • Plant expenses and waste minimisation expenses of $537k not expensed

yet, • Insurance expenses of $202k not expensed yet,


37

• Savings in salaries in Technical department of $40k due to delay in back-filling staff who have resigned and other employee costs of $46k not spent yet,

• Underground power project expenses of $245k not expensed yet, though now underway,

• Utilities invoices of $44k not received yet, • Building and road maintenance expense of $166k not expensed yet, • Off-set against lower charge out of on-cost to projects by $336k

The favourable revenue variance is mainly due to: • Timing difference of receiving direct grant payment from Main Roads of

$53k. • Off-set by lower waste management fees & charges of $27k. Borrowings As at 30 November 2020, we have a balance of borrowings of $5.2 M. Net Current Assets Statement At 30 November 2020, net current assets was $21.2 M compared to $20.7 M as at 30 November 2019. Current assets are higher by $3.7 M offset by higher current liabilities $3.5 M. Outstanding rates debtors are $7.9 M as at 30 November 2020 compared to $7.3 M as at 30 November 2019. Breakdown as follows: 30 Nov 2020 30 Nov 2019 Variance $’000 $’000 $’000 Rates 6,867 6,485 382 Rubbish & Pool 151 138 13 Pensioner Rebates 475 548 -73 ESL 354 190 164

Higher rates balance is due to higher interim rates of $578k as of November 2020 compared to November 2019. Capital Works Programme As at 30 November, expenditure on capital works was $1.9 M with additional capital commitments of $1.2 M which is 40% of a total budget of $8.3 M.


38

Employee Data Description Number Number of employees (total of full-time, part-time and casual employees) as of the last day of the previous month

179

Number of contract staff (temporary/agency staff) as of the last day of the previous month

4

*FTE (Full Time Equivalent) count as of the last day of the previous month

159.51

Number of unfilled staff positions at the end of each month 11

Total active employees for the November month (full-time, part-time and casual) compared to October month increased by 1 employee to 179; FTE increased from 157.05 to 159.51 (an increase of 2.46); vacant positions decreased by 1 from 12 to 11; number of contractors engaged through agencies increased by 1 to 4. Conclusion The statement of financial activity for the period ended 30 November 2020 indicates that operating expenses are under the year-to-date budget by 7.36% or $1.0 M, while revenue is above the Budget by 3.60% or $1.1 M. Key Relevant Previous Council Decisions: Nil. Consultation N/A Strategic Implications The 2020/21 approved budget is in line with the City’s strategic direction. Our operations and capital spend, and income is undertaken in line with and measured against the budget. The 2020/21 approved budget ensures that there is an equitable distribution of benefits in the community The 2020/21 budget was prepared in line with the City’s level of tolerance of risk and it is managed through budgetary review and control. The approved budget was based on zero based budgeting concept which requires all income and expenses to be thoroughly reviewed against data and information available to perform the City’s services at a sustainable level.


39

Budget/Financial Implications As outlined in the Monthly Financial Report. The approved budget is prepared taking into consideration the Long Term Financial Plan, current economic situation and special consideration to the effect from COVID-19. The approved budget was in surplus of $976,898. Subsequent Council approval on budget changes has reduced the surplus to a deficit of $139,282. The adopted 2020/21 budget included a 0% rate increase.

Row Labels Master Account (desc)November Actual YTD

November Budget YTD Variance

Committed Balance Annual Budget

GovernanceCEO`s Office

GovernanceExpense

20420 Salaries - Governance 344,291 152,459 (191,832) 0 404,95920421 Other Employee Costs - Governance 3,236 10,360 7,124 2,229 13,70020423 Office - Governance 16,195 25,825 9,630 2,511 32,86020425 Depreciation - Governance 42,000 42,000 0 0 100,80020427 Finance - Governance 66,000 66,000 0 0 158,40020428 Insurance - Governance 0 0 0 0 020430 Other Expense - Governance 2,762 5,081 2,319 1,679 15,00020434 Professional Fees - Governance 160,780 131,255 (29,525) 70,850 315,00020450 Special Projects - Governance / PC93 10,442 157,980 147,538 0 289,393

Expense Total 645,705 590,960 (54,745) 77,269 1,330,112Income

50410 Sundry Income - Governance/PC 93 (10,752) (40,070) (29,318) 0 (160,281)50416 Contributions & Reimbursements (2,466) 0 2,466 0 0

Income Total (13,218) (40,070) (26,852) 0 (160,281)Governance Total 632,487 550,890 (81,597) 77,269 1,169,831Communications

Expense28320 Salaries - Communications 125,228 116,117 (9,111) 0 292,78628321 Other Employee Costs - Communications 824 14,245 13,421 864 14,24528322 Staff Recruitment - Communications 0 1,500 1,500 0 1,50028323 Office - Communications 16,909 36,975 20,066 7,076 90,96028327 Finance - Communications 36,500 36,500 0 0 87,60028330 Other Expense - Communications 2,452 1,190 (1,262) 0 2,80028335 ICT Expenses - Communications 14,940 17,350 2,410 2,190 41,64028350 Special Projects - Communications / PC 90 22,023 19,500 (2,523) (3,775) 33,000

Expense Total 218,876 243,377 24,501 6,355 564,531Communications Total 218,876 243,377 24,501 6,355 564,531Human Resources

Expense20520 Salaries - HR 162,851 168,255 5,404 0 424,18320521 Other Employee Costs - HR 50,536 71,205 20,669 24,102 174,10020522 Staff Recruitment - HR 4,868 5,415 547 0 13,00020523 Office - HR 441 893 452 0 8,90020527 Finance - HR (299,125) (299,125) 0 0 (717,900)20528 Insurance - HR 23,318 107,740 84,422 69,209 107,74020534 Professional Fees - HR 8,984 5,000 (3,984) 6,500 10,000

Expense Total (48,126) 59,383 107,509 99,811 20,023Income

50510 Contributions & Reimbursements - HR 0 (5,000) (5,000) 0 (20,000)Income Total 0 (5,000) (5,000) 0 (20,000)

Human Resources Total (48,126) 54,383 102,509 99,811 23Members Of Council

Expense20323 Office - MOC 5,192 7,710 2,518 4,389 18,50020325 Depreciation - MOC 375 375 0 0 90020329 Members of Council - MOC 197,961 209,501 11,540 0 477,60120330 Other Expense - MOC 1,256 0 (1,256) 0 020327 Finance - MOC 9,330 9,335 5 0 22,400

Expense Total 214,114 226,921 12,807 4,389 519,401Members Of Council Total 214,114 226,921 12,807 4,389 519,401

CEO`s Office Total 1,017,351 1,075,571 58,220 187,823 2,253,786Governance Total 1,017,351 1,075,571 58,220 187,823 2,253,786Corporate & Strategy

Corporate Strategy & SystemsCorporate Services

CITY OF NEDLANDSFINANCIAL SUMMARY - OPERATING - BY BUSINESS UNIT

AS AT 30 NOVEMBER 2020

Item 13.3 - Attachment 1




Expense21220 Salaries - Corporate Services 264,721 253,593 (11,128) 32,995 639,28821221 Other Employee Costs - Corporate Services 4,846 13,710 8,864 2,231 27,11021224 Motor Vehicles - Corporate Services 8,113 8,335 222 0 20,00021227 Finance - Corporate Services (100,375) (100,375) 0 0 (240,900)21230 Other Expense - Corporate Services 4,169 5,000 831 5,657 12,00021234 Professional Fees - Corporate Services 0 25,000 25,000 0 50,00021235 ICT Expenses - Corporate Services 38,291 20,835 (17,456) 0 50,00021250 Special Projects - Corporate Services / PC68 11,300 3,750 (7,550) 3,700 15,000

Expense Total 231,065 229,848 (1,217) 44,583 572,498Corporate Services Total 231,065 229,848 (1,217) 44,583 572,498Customer Services

Expense21320 Salaries - Customer Service 116,989 134,771 17,782 0 337,36521321 Other Employee Costs - Customer Service 1,105 6,120 5,015 1,161 6,12021323 Office - Customer Service 1,403 2,500 1,097 4,427 6,20021327 Finance - Customer Service (145,540) (145,541) (1) 0 (349,300)21330 Other Expense - Customer Service 0 85 85 812 20021350 Special Projects - Customer Service 0 0 0 0 0

Expense Total (26,043) (2,065) 23,978 6,400 585Income

51310 Sundry Income - Customer Service 0 (250) (250) 0 (600)51301 Fees & Charges - Customer Services (200) 0 200 0 0

Income Total (200) (250) (50) 0 (600)Customer Services Total (26,243) (2,315) 23,928 6,400 (15)ICT

Expense21720 Salaries - ICT 171,956 145,454 (26,502) 0 365,95821721 Other Employee Costs - ICT 768 3,420 2,652 805 3,42021723 Office - ICT 25,666 14,310 (11,356) 17,514 33,36521724 Motor Vehicles - ICT 0 0 0 0 021725 Depreciation - ICT 69,083 85,915 16,832 0 206,20021727 Finance - ICT (505,875) (505,876) (1) 0 (1,214,100)21728 Insurance - ICT 1,481 6,370 4,889 5,171 6,37021730 Other Expense - ICT 126 4,165 4,039 0 10,00021734 Professional Fees - ICT 12,523 16,665 4,142 8,945 40,00021735 ICT Expenses - ICT 367,877 410,665 42,788 172,725 755,000

Expense Total 143,604 181,088 37,484 205,159 206,213ICT Total 143,604 181,088 37,484 205,159 206,213

Corporate Strategy & Systems Total 348,426 408,621 60,195 256,143 778,696Finance

RatesExpense

21920 Salaries - Rates 52,039 48,271 (3,768) 0 121,69821921 Other Employee Costs - Rates 341 1,520 1,179 357 1,52021923 Office - Rates 11,599 10,800 (799) 0 15,20021927 Finance - Rates 64,134 70,040 5,906 5,967 144,70021930 Other Expense - Rates 8,819 7,500 (1,319) 641 11,50021934 Professional Fees - Rates 59,925 65,000 5,075 12,960 65,000

Expense Total 196,856 203,131 6,275 19,924 359,618Income

51908 Rates - Rates (25,035,967) (24,343,988) 691,979 0 (24,533,233)Income Total (25,035,967) (24,343,988) 691,979 0 (24,533,233)

Rates Total (24,839,110) (24,140,857) 698,253 19,924 (24,173,615)General Finance

Expense21420 Salaries - Finance 297,140 274,292 (22,848) 3,317 690,74121421 Other Employee Costs - Finance 1,893 8,430 6,537 2,643 10,03021423 Office - Finance 564 290 (274) 1,364 70021424 Motor Vehicles - Finance 0 0 0 0 021425 Depreciation - Finance 375 375 0 0 90021427 Finance - Finance (289,787) (285,416) 4,371 493 (685,000)21430 Other Expense - Finance 0 500 500 0 50021434 Professional Fees - Finance 380 10,085 9,705 36,166 58,000





Expense Total 10,564 8,556 (2,008) 43,983 75,871Income

51401 Fees & Charges - Finance (34,303) (22,500) 11,803 0 (54,000)51410 Sundry Income - Finance (21,590) (21,000) 590 0 (21,000)

Income Total (55,893) (43,500) 12,393 0 (75,000)General Finance Total (45,329) (34,944) 10,385 43,983 871General Purpose

Expense21623 Office - General Purpose 154 0 (154) 0 021627 Finance - General Purpose 0 15,415 15,415 0 37,00021631 Interest - General Purpose 78,901 71,715 (7,186) 0 172,115

Expense Total 79,054 87,130 8,076 0 209,115Income

51604 Grants Operating - General Purpose (178,816) (181,500) (2,684) 0 (363,000)51607 Interest - General Purpose (55,373) (129,000) (73,627) 0 (275,000)

Income Total (234,189) (310,500) (76,311) 0 (638,000)General Purpose Total (155,135) (223,370) (68,235) 0 (428,885)Shared Services

Expense21523 Office - Shared Services 42,810 44,585 1,775 17,410 107,00021527 Finance - Shared Services (98,540) (98,540) 0 0 (236,500)21528 Insurance - Shared Services 5,625 0 (5,625) 0 021534 Professional Fees - Shared Services 9,017 30,375 21,358 3,918 129,500

Expense Total (41,087) (23,580) 17,507 21,328 0Shared Services Total (41,087) (23,580) 17,507 21,328 0

Finance Total (25,080,661) (24,422,751) 657,910 85,235 (24,601,629)Corporate & Strategy Total (24,732,235) (24,014,130) 718,105 341,378 (23,822,933)Community Development

Community DevelopmentCommunity Development

Expense28120 Salaries - Community Development 195,844 191,607 (4,237) 0 482,58628121 Other Employee Costs - Community Development 1,992 6,735 4,743 1,394 9,21028123 Office - Community Development 467 415 (52) 0 1,00028124 Motor Vehicles - Community Development 3,547 3,750 203 0 9,00028125 Depreciation - Community Development 458 460 2 0 1,10028127 Finance - Community Development 56,625 56,625 0 0 135,90028128 Insurance - Community Development 0 0 0 0 028130 Other Expense - Community Development 4,538 3,130 (1,408) 0 7,50028134 Professional Fees - Community Development 0 210 210 0 50028137 Donations - Community Development 21,700 17,000 (4,700) 0 186,00028150 Special Projects - Community Development 8,982 38,500 29,518 5,328 77,00028151 OPRL Activities - Community Development / PC82-87 22,786 20,490 (2,296) 6,890 86,100


58101 Fees & Charges - Community Development (4,660) (5,830) (1,170) 0 (14,000)58104 Grants Operating - Community Development 0 (415) (415) 0 (1,000)58106 Contributions & Reimbursem - Community Development 0 (2,085) (2,085) 0 (5,000)

Income Total (4,660) (8,330) (3,670) 0 (20,000)Community Development Total 312,281 330,592 18,311 13,612 975,896Community Facilities

Expense28252 Finance - Community Facilities 3,750 3,750 0 0 9,00028220 Salaries - Community Facilities 17,446 17,432 (14) 0 44,00028253 Communiy Insurance- Community Facilities 1,563 6,367 4,805 0 6,367


58201 Fees & Charges - Community Facilities (557) (210) 347 0 (500)58209 Council Property - Community Facilities (91,407) (81,830) 9,577 0 (209,900)

Income Total (91,963) (82,040) 9,923 0 (210,400)Community Facilities Total (69,205) (54,491) 14,714 0 (151,033)Volunteer Services VRC

Expense29320 Salaries - Volunteer Services VRC 37,521 36,588 (933) 0 92,243





29321 Other Employee Cost - Volunteer Services VRC 261 1,160 900 549 1,16029323 Office - Volunteer Services VRC 267 1,200 933 0 2,70029327 Finance - Volunteer Services VRC 17,335 17,335 0 0 41,60029328 Insurance - Volunteer Services VRC 0 0 0 0 029330 Other Expense - Volunteer Services VRC (623) 1,575 2,198 190 4,150


59304 Grants Operating - Volunteer Services VRC (15,635) (15,500) 135 1,015 (31,000)Income Total (15,635) (15,500) 135 1,015 (31,000)

Volunteer Services VRC Total 39,126 42,358 3,232 1,754 110,853Volunteer Services NVS

Expense29220 Salaries - Volunteer Services NVS 12,561 11,939 (622) 0 30,07729221 Other Employee Costs - Volunteer Services NVS 85 380 295 91 38029223 Office - Volunteer Services NVS 0 250 250 0 50029227 Finance - Volunteer Services NVS 15,750 15,750 0 0 37,80029230 Other Expense - Volunteer Services NVS 136 623 487 479 2,10029250 Special Projects - Volunteer Services NVS 2,312 3,000 688 0 3,000

Expense Total 30,844 31,942 1,098 570 73,857Volunteer Services NVS Total 30,844 31,942 1,098 570 73,857Tresillian Community Centre

Expense29120 Salaries - Tresillian CC 100,159 97,476 (2,683) 0 244,05629121 Other Employee Costs - Tresillan CC 591 2,630 2,039 622 2,63029123 Office - Tresillian CC 8,842 7,499 (1,343) 1,022 25,00029125 Depreciation - Tresillan CC 1,042 1,040 (2) 0 2,50029127 Finance - Tresillan CC 25,790 25,790 0 0 61,90029130 Other Expense - Tresillan CC 1,852 3,749 1,897 240 7,50029136 Courses - Tresillan CC 76,338 61,450 (14,888) 44,681 245,80029150 Exhibition - Tresillan CC 16,918 2,650 (14,268) 0 10,600


59101 Fees & Charges - Tresillan CC (259,090) (186,710) 72,380 0 (381,500)59109 Council Property - Tresillan CC (15,571) (15,000) 571 0 (36,000)51906 Contributions & Reimbursement - Tresillian CC (500) 0 500 0 0

Income Total (275,161) (201,710) 73,451 0 (417,500)Tresillian Community Centre Total (43,630) 574 44,204 46,564 182,486

Community Development Total 269,415 350,975 81,560 62,501 1,192,059Community Services Centres

Nedlands Community CareExpense

28620 Salaries - NCC 313,927 298,430 (15,497) 0 752,42728621 Other Employee Costs - NCC 2,284 10,920 8,636 2,400 13,17028623 Office - NCC 2,254 3,751 1,497 1,069 9,00028624 Motor Vehicles - NCC 44,241 39,581 (4,660) 0 95,00028625 Depreciation - NCC 0 1,915 1,915 0 4,60028626 Utility - NCC 2,947 6,750 3,803 0 13,50028627 Finance - NCC 70,500 70,500 0 0 169,20028628 Insurance - NCC 1,687 5,280 3,593 344 5,28028630 Other Expense - NCC 21,108 17,585 (3,523) 6,871 41,60028635 ICT Expenses - NCC 5,414 0 (5,414) 0 6,00028664 Hacc Unit Cost - NCC / PC66 2,705 0 (2,705) 0 0

Expense Total 467,068 454,712 (12,356) 10,685 1,109,777Income

58601 Fees & Charges - NCC/PC 66 (50,775) (50,000) 775 0 (120,000)58604 Grants Operating - NCC/PC 66 (528,635) (502,400) 26,235 0 (1,004,800)58610 Sundry Income - NCC 0 0 0 0 (2,000)

Income Total (579,409) (552,400) 27,009 0 (1,126,800)Nedlands Community Care Total (112,341) (97,688) 14,653 10,685 (17,023)Positive Ageing

Expense27420 Salaries - Positive Ageing 64,537 63,250 (1,287) 0 159,19327421 Other Employee Costs - Positive Ageing 431 0 (431) 453 027427 Finance - Positive Ageing 14,290 14,290 0 0 34,300





28437 Donations - Positive Ageing 995 2,085 1,090 791 5,00028450 Other Expense - Positive Ageing 13,707 20,165 6,458 1,310 54,00028451 Insurance 214 2,160 1,946 0 2,160


58420 Fees & Charges - Positive Ageing (18,746) (13,400) 5,346 0 (52,500)58423 Grants Operating - Positive Ageing 0 (500) (500) 0 (2,000)

Income Total (18,746) (13,900) 4,846 0 (54,500)Positive Ageing Total 75,428 88,050 12,622 2,553 200,153Point Resolution Child Care

Expense28820 Salaries - PRCC 203,492 227,206 23,714 0 571,06228821 Other Employee Costs - PRCC 1,789 7,545 5,756 1,655 8,87028823 Office - PRCC 845 3,549 2,704 256 9,20028824 Motor Vehicles - PRCC 3,443 3,125 (318) 0 7,50028825 Depreciation - PRCC 375 375 0 0 90028826 Utility - PRCC 1,714 3,775 2,062 0 9,30028827 Finance - PRCC 39,290 39,290 0 0 94,30028828 Insurance - PRCC 138 1,080 942 0 1,08028830 Other Expense - PRCC 5,024 10,330 5,306 813 24,00028835 ICT Expenses - PRCC 447 0 (447) 1,734 1,600


58801 Fees & Charges - PRCC (329,352) (211,000) 118,352 0 (586,000)Income Total (329,352) (211,000) 118,352 0 (586,000)

Point Resolution Child Care Total (72,795) 85,275 158,070 4,458 141,812Mt Claremont Library

Expense28523 Office - Mt Claremont Library 2,794 4,375 1,581 727 10,50028527 Finance - Mt Claremont Library 31,085 31,085 0 0 74,60028530 Other Expense - Mt Claremont Library 10,602 14,170 3,568 9,371 37,20028535 ICT Expenses - Mt Claremont Library 9,778 250 (9,528) 0 12,000


58501 Fees & Charges - Mt Claremont Library (227) (375) (148) 0 (900)58510 Sundry Income - Mt Claremont Library (341) (210) 131 0 (500)58511 Fines & Penalties - Mt Claremont Library (125) (230) (105) 0 (550)

Income Total (692) (815) (123) 0 (1,950)Mt Claremont Library Total 53,568 49,065 (4,503) 10,098 132,350Nedlands Library

Expense28720 Salaries - Library Services 382,091 388,362 6,271 0 971,45628721 Other Employee Costs - Library Services 5,164 14,538 9,374 2,546 25,24028723 Office - Nedlands Library 9,908 21,629 11,721 1,268 45,50028724 Motor Vehicles - Nedlands Library 7,574 7,730 157 0 18,55028725 Depreciation - Nedlands Library 5,625 5,625 0 0 13,50028727 Finance - Nedlands Library 158,210 158,210 0 0 379,70028728 Insurance - Nedlands Library 1,171 4,680 3,509 516 4,68028730 Other Expense - Nedlands Library 30,730 43,215 12,485 15,726 103,70028731 Grants Expenditure - Nedlands Library 1,100 1,300 200 0 1,30028734 Professional Fees - Nedlands Library 0 0 0 0 1,00028735 ICT Expenses - Nedlands Library 25,756 25,650 (106) 0 32,60028750 Special Projects - Nedlands Library 0 775 775 0 3,100

Expense Total 627,330 671,714 44,384 20,056 1,600,326Income

58701 Fees & Charges - Nedland Library (2,771) (210) 2,561 0 (500)58704 Grants Operating - Nedlands Library (1,000) (1,300) (300) 0 (1,300)58710 Sundry Income - Nedlands Library (3,634) (2,085) 1,549 0 (5,000)58711 Fines & Penalties - Nedlands Library (1,823) (665) 1,158 0 (1,600)

Income Total (9,228) (4,260) 4,968 0 (8,400)Nedlands Library Total 618,102 667,454 49,352 20,056 1,591,926

Community Services Centres Total 561,962 792,156 230,194 47,850 2,049,218Community Development Total 831,377 1,143,131 311,754 110,351 3,241,277Planning & Development Services





Planning ServicesStatutory Planning

Expense24320 Salaries - Statutory Planning 0 0 0 0 024334 Professional Fees - Statutory Planning 59,399 0 (59,399) 29,419 0

Expense Total 59,399 0 (59,399) 29,419 0Statutory Planning Total 59,399 0 (59,399) 29,419 0Strategic Planning

Expense24857 Strategic Projects - Strategic Planning/PC 61 16,650 0 (16,650) 1,832 024920 Salaries - Strategic Planning 0 0 0 6,619 024934 Professional Fees - Strategic Planning 13,300 0 (13,300) 4,201 0

Expense Total 29,950 0 (29,950) 12,651 0Strategic Planning Total 29,950 0 (29,950) 12,651 0Urban Planning

Expense24820 Salaries - Town Planning Admin 710,372 561,362 (149,010) 0 1,414,75824821 Other Employee Costs - Town Planning Admin 7,677 23,830 16,153 6,652 39,58024823 Office - Town Planning Admin 13,664 5,211 (8,453) 2,721 15,50024824 Motor Vehicles - Town Planning Admin 14,654 13,330 (1,324) 0 32,00024825 Depreciation - Town Planning Admin 83 85 2 0 20024827 Finance - Town Planning Admin 152,000 152,000 0 0 364,80024830 Other Expense - Town Planning Admin 239 1,350 1,111 0 2,70024834 Professional Fees - Town Planning Admin 138,713 0 (138,713) 85,568 024858 Projects 100,148 272,083 171,935 109,039 565,000

Expense Total 1,137,549 1,029,251 (108,298) 203,980 2,434,538Income

54801 Fees & Charges - Town Planning Admin (351,237) (292,500) 58,737 0 (702,000)54810 Sundry Income - Town Planning Admin (146) 0 146 0 054811 Fines & Penalties - Town Planning 0 0 0 0 (1,500)

Income Total (351,383) (292,500) 58,883 0 (703,500)Urban Planning Total 786,166 736,751 (49,415) 203,980 1,731,038

Planning Services Total 875,515 736,751 (138,764) 246,051 1,731,038Health & Compliance

SustainabilityExpense

24620 Salaries - Sustainability 15,658 12,712 (2,946) 0 32,04424621 Other Employee Costs - Sustainability 90 400 310 96 40024624 Motor Vehicles - Sustainablility 7,964 7,915 (49) 0 19,00024625 Depreciation - Sustainablility 667 665 (2) 0 1,60024627 Finance - Sustainablility 1,750 1,750 0 0 4,20024638 Operational Activities - Sustainability / PC79 8,900 8,328 (572) 8,848 24,000

Expense Total 35,029 31,770 (3,259) 8,944 81,244Sustainability Total 35,029 31,770 (3,259) 8,944 81,244Environmental Health

Expense24720 Salaries - Environmental Health 201,872 235,556 33,684 0 593,50324721 Other Employee Costs - Environmental Health 4,157 10,120 5,963 1,394 19,72024723 Office - Environmental Health 411 747 336 0 1,80024725 Depreciation - Environmental Health 2,708 2,710 2 0 6,50024727 Finance - Environmental Health 51,585 41,585 (10,000) 0 99,80024730 Other Expense - Environmental Health 3,173 5,625 2,452 0 13,50024751 OPRL Activities - Environmental Health PC76,77,78 5,637 9,040 3,403 2,631 21,700


54701 Fees & Charges - Environmental Health (42,311) (18,750) 23,561 0 (45,000)54710 Sundry Income - Environmental Health 0 (835) (835) 0 (2,000)54711 Fines & Penalties - Environmental Health (845) (17,080) (16,235) 0 (41,000)

Income Total (43,156) (36,665) 6,491 0 (88,000)Environmental Health Total 226,388 268,718 42,330 4,026 668,523Environmental Conservation

Expense24220 Salaries - Environmental Conservation 7,912 0 (7,912) 0 024221 Other Employee Costs - Environmental Conservation 528 2,350 1,822 553 3,350





24223 Office - Environmental Conservation 69 492 423 0 90024227 Finance - Environmental Conservation 26,375 26,375 0 0 63,30024230 Other Expense - Environmental Conservation 0 0 0 443 1,35024237 Donations - Environmental Conservation 0 0 0 0 2,25024251 OPRL Activities - Environ Conservation / PC80 315,893 298,902 (16,991) 219,885 827,400


54204 Grants Operating - Environmental Conservation 0 (12,468) (12,468) 0 (30,000)54210 Sundry Income - Environmental Conservation 0 (3,694) (3,694) 0 (8,800)

Income Total 0 (16,162) (16,162) 0 (38,800)Environmental Conservation Total 350,777 311,957 (38,820) 220,881 859,750Ranger Services

Expense21120 Salaries - Ranger Services 280,558 250,485 (30,073) 0 629,27421121 Other Employee Costs - Ranger Services 3,026 10,326 7,300 1,741 16,87521123 Office - Ranger Services 4,181 2,630 (1,551) 1,453 6,20021124 Motor Vehicles - Ranger Services 19,812 26,250 6,438 0 63,00021125 Depreciation - Ranger Services 2,500 2,500 0 0 6,00021127 Finance - Ranger Services 72,223 70,670 (1,553) 0 178,10021130 Other Expense - Ranger Services 3,900 6,834 2,934 9,967 82,95021137 Donations - Ranger Services 0 1,000 1,000 0 1,000


51101 Fees & Charges - Ranger Services (32,487) (40,001) (7,514) 0 (70,000)51106 Contributions & Reimbursements- Rangers Services (31,844) 0 31,844 0 051111 Fines & Penalties - Rangers Services (138,245) (95,751) 42,494 0 (212,500)

Income Total (202,576) (135,752) 66,824 0 (282,500)Ranger Services Total 183,623 234,943 51,320 13,160 700,899

Health & Compliance Total 795,818 847,388 51,570 247,011 2,310,416Building Services

Building ServicesExpense

24420 Salaries - Building Services 316,415 290,939 (25,476) 0 733,57624421 Other Employee Costs - Building Services 6,391 15,895 9,504 2,185 33,52024423 Office - Building Services 366 3,237 2,871 0 3,78024424 Motor Vehicles - Building Services 11,326 12,082 756 0 29,00024425 Depreciation - Building Services 125 125 0 0 30024427 Finance - Building Services 77,540 77,540 0 0 186,10024430 Other Expense - Building Services 92 676 584 0 1,35024434 Professional Fees - Building Services 0 1,875 1,875 0 4,500


54401 Fees & Charges - Building Services (451,995) (327,836) 124,159 0 (554,000)54410 Sundry Income - Building Services (1,768) (10,415) (8,647) 0 (25,000)54411 Fines & Penalties - Building Services (968) (5,625) (4,657) 0 (13,500)

Income Total (454,731) (343,876) 110,855 0 (592,500)Building Services Total (42,477) 58,493 100,970 2,185 399,626

Building Services Total (42,477) 58,493 100,970 2,185 399,626Planning & Development Services Total 1,628,855 1,642,632 13,777 495,246 4,441,080Technical Services

EngineeringInfrastructure Services

Expense26220 Salaries - Infrastructure Svs 874,645 915,369 40,724 78,359 2,295,79626221 Other Employee Costs - Infrastructure Svs 27,873 73,891 46,018 16,624 119,85026223 Office - Infrastructure Svs 5,959 14,795 8,836 1,977 31,50026224 Motor Vehicles - Infrastructure Svs 11,567 22,081 10,514 0 53,00026225 Depreciation - Infrastructure Svs 4,875 4,875 0 0 11,70026227 Finance - Infrastructure Svs (734,422) (1,070,833) (336,411) 0 (2,570,000)26228 Insurance - Infrastructure Svs 38,576 169,490 130,914 94,920 169,49026230 Other Expense - Infrastructure Svs 15,711 32,500 16,789 2,078 65,00026234 Professional Fees - Infrastructure Svs 62,855 20,750 (42,105) 28,122 83,00036101 Project Contribution - Infrastructure 0 245,816 245,816 885,000 983,260

Expense Total 307,638 428,734 121,096 1,107,079 1,242,596





Income50202 Service Charges - Infrastructure Svs (5,715) 0 5,715 0 056201 Fees & Charges - Infrastructure Svs 0 (1,250) (1,250) 0 (5,000)

Income Total (5,715) (1,250) 4,465 0 (5,000)Infrastructure Services Total 301,923 427,484 125,561 1,107,079 1,237,596Plant Operating

Expense26521 Other Employee Costs - Plant Operating 806 3,590 2,784 846 3,59026525 Depreciation - Plant Operating 136,667 136,666 (1) 0 328,00026527 Finance - Plant Operating (428,303) (498,961) (70,658) 0 (1,197,500)26532 Plant - Plant Operating 167,108 314,650 147,542 26,558 677,90026533 Minor Parts & Workshop Tools - Plant Operating 10,191 33,348 23,157 4,360 66,70026549 Loss Sale of Assets - Plant Operating 0 15,159 15,159 0 30,316

Expense Total (113,532) 4,452 117,984 31,764 (90,994)Income

56501 Fees & Charges - Plant Operating 0 0 0 0 056515 Profit Sale of Assets - Plant Operating 0 (90) (90) 0 (182)56506 Contributions & Reimbursements - Plant Operating (22,752) (21,915) 837 0 (52,600)

Income Total (22,752) (22,005) 747 0 (52,782)Plant Operating Total (136,284) (17,553) 118,731 31,764 (143,776)Streets Roads and Depots

Expense26625 Depreciation - Streets Roads & Depots 945,583 945,581 (2) 0 2,269,40026626 Utility - Streets Roads & Depots 203,401 242,916 39,515 0 583,00026630 Other Expense - Streets Roads & Depots 10,767 13,750 2,983 81 55,00026640 Reinstatement - Streets Roads & Depot 0 1,750 1,750 0 7,00026667 Maintenance - Road Maintenance / PC51 242,788 340,250 97,462 107,344 680,50026668 Maintenance - Drainage Maintenance / PC52 222,474 249,999 27,525 29,830 500,00026669 Maintenance - Footpath Maintenance / PC53 106,638 97,500 (9,138) 34,585 195,00026670 Maintenance - Parking Signs / PC54 45,471 43,749 (1,722) 2,010 87,50026671 Maintenance - Right of Way Maintenance / PC55 44,495 39,999 (4,496) 450 80,00026672 Maintenance - Bus Shelter Maintenance / PC56 3,499 5,799 2,300 0 11,60026673 Maintenance - Graffiti Control / PC57 2,574 6,250 3,676 2,105 15,00026674 Maintenance - Streets Roads & Depot / PC89 31,220 47,915 16,695 18,364 115,000

Expense Total 1,858,911 2,035,458 176,547 194,770 4,599,000Income

56601 Fees & Charges - Streets Roads & Depots (29,611) (20,000) 9,611 0 (80,000)56604 Grants Operating - Streets Roads & Depots (71,250) (17,500) 53,750 0 (70,000)56606 Contributions & Reimburse - Streets Roads & Depots (24,726) (2,500) 22,226 0 (10,000)56610 Sundry Income - Streets Roads & Depots (403) 0 403 0 0

Income Total (125,990) (40,000) 85,990 0 (160,000)Streets Roads and Depots Total 1,732,921 1,995,458 262,537 194,770 4,439,000Waste Minimisation

Expense24520 Salaries - Waste Minimisation 102,227 98,336 (3,891) 0 247,90824521 Other Employee Costs - Waste Minimisation 1,198 4,008 2,810 731 6,73024524 Motor Vehicles - Waste Minimisation 3,856 4,165 309 0 10,00024527 Finance - Waste Minimisation 75,660 75,290 (370) 0 180,70024538 Purchase of Product - Waste Minimisation 225 0 (225) 0 024552 Residental Kerbside - Waste Minimisation / PC71 718,375 870,292 151,917 552,494 2,088,70024553 Residental Bulk - Waste Minimisation / PC72 1,641 190,586 188,945 199,661 457,40024554 Commercial - Waste Minimisation / PC73 36,104 45,915 9,811 117,984 110,20024555 Public Waste - Waste Minimisation / PC74 23,261 38,335 15,074 37,441 92,00024556 Waste Strategy - Waste Minimisation / PC75 3,060 26,790 23,730 8,630 64,300

Expense Total 965,606 1,353,717 388,111 916,942 3,257,938Income

54501 Fees & Charges - Waste Minimisation (3,272,165) (3,299,454) (27,289) 0 (3,299,454)Income Total (3,272,165) (3,299,454) (27,289) 0 (3,299,454)

Waste Minimisation Total (2,306,559) (1,945,737) 360,822 916,942 (41,516)Building Maintenance

Expense24120 Salaries - Building Maintenance 155,972 158,044 2,072 0 397,20224121 Other Employee Costs - Building Maintenance 1,618 6,540 4,922 1,166 8,14024123 Office - Building Maintenance 85 255 170 0 613





24124 Motor Vehicles - Building Maintenance 14,849 15,000 151 0 36,00024125 Depreciation - Building Maintenance 311,375 311,375 0 0 747,30024126 Utility - Building Maintenance PC41,42,43 76,407 120,416 44,009 0 289,00024127 Finance - Building Maintenance 70,960 (4,040) (75,000) 0 (129,700)24128 Insurance - Building Maintenance PC40 18,977 90,700 71,723 0 90,70024130 Other Expense - Building Maintenance 888 12,500 11,612 474 25,00024133 Building - Building Maintenance PC58 519,280 588,545 69,265 309,641 1,412,50024135 ICT Expenses - Building Maintenance 0 1,000 1,000 0 2,000


54106 Contributions & Reimbursement - Building Maintenan (31,745) (45,835) (14,090) 0 (110,000)54109 Council Property - Building Maintenance (99,225) (119,110) (19,885) 0 (285,884)

Income Total (130,970) (164,945) (33,975) 0 (395,884)Building Maintenance Total 1,039,441 1,135,390 95,949 311,281 2,482,871

Engineering Total 631,443 1,595,042 963,599 2,561,835 7,974,175Parks Services

Parks ServicesExpense

26360 Depreciation - Parks Services 309,958 309,956 (2) 0 743,90026365 Maintenance - Parks Services / PC59 1,800,245 1,836,758 36,513 368,801 4,087,240


56301 Fees & Charges - Parks & Ovals (112) 0 112 0 056306 Contributions & Reimbursements - Parks Services (10,366) (10,000) 366 0 (20,000)56309 Council Property - Parks Services (17,741) (17,550) 191 0 (35,100)56310 Sundry Income - Parks Services (10,899) (10,500) 399 0 (21,000)56312 Fines & Penalties - Parks & Ovals (440) (500) (60) 0 (1,000)

Income Total (39,558) (38,550) 1,008 0 (77,100)Parks Services Total 2,070,646 2,108,164 37,518 368,801 4,754,040

Parks Services Total 2,070,646 2,108,164 37,518 368,801 4,754,040Technical Services Total 2,702,088 3,703,206 1,001,118 2,930,636 12,728,215City of Nedlands Total (18,552,564) (16,449,590) 2,102,974 4,065,435 (1,158,575)


L1 L1 Desc / NuL2 - DescNovember Actual YTD

Committed Balance

Annual Budget YTD

Budget Available

2 Footpath Rehabilitation2006 Stubbs Terrace 13,666 0 50,332 36,6662011 Victoria Avenue 0 23,746 35,900 12,1542012 Waratah Avenue 3,857 43,500 286,000 238,6432023 Bruce Street 69,037 6,463 34,051 -41,4492048 Kirwan St 0 0 25,885 25,8852097 Whitfeld St 0 0 38,828 38,8282452 School Sports Facility 0 0 30,211 30,211200 Monash Avn-Paving of Verge(infrn of Sch) 113,713 3,241 68,202 -48,751609 Stirling Highway-Kinninmont to smyth 9,104 0 16,813 7,709643 Bruce st Hillway to The Avenue 0 946 41,267 40,321644 Bruce street 26 Stirling Highway 26,839 1,811 27,484 -1,165645 Victoria Avenue Riverview crt to Waratah 0 10,057 15,716 5,659646 Victoria Ave Waratah place to Bishop Rd 0 20,246 31,740 11,494

Footpath Rehabilitation Total 236,216 110,010 702,429 356,2033 Road Rehabilitation

612 Campsie St-Verdun Street to cul-de-sac 0 0 0 0616 Ringneck Ln drainage-Brick Paving and in 0 0 0 02319 Laneways 0 0 25,377 25,377647 Karella Street(East) 0 164,404 273,240 108,836648 Lissadel st - Kirwan to Alderbury st 143 104,911 173,000 67,946649 Melvista Avevue - Bay Rd to Stone St 0 286 96,774 96,488667 Nameless Lane ( Nth of Haldane ) 0 0 146,961 146,961

Road Rehabilitation Total 143 269,601 715,352 445,6084 Drainage Rehabilitation

638 Drainage Risk Review Dalkeith & Nedlands 0 0 28,197 28,1972002 Government road and Loch Street 0 0 20,141 20,141642 56 Dalkeith Rd Drainage & Laneway Design 0 1,500 14,300 12,800668 Government Road & Loch Street Sumps 0 0 57,200 57,200

Drainage Rehabilitation Total 0 1,500 119,838 118,3385 Street Furniture / Bus Shelter

501 City Wide Street Lights - INSTL LED 0 55 0 -55Street Furniture / Bus Shelter Total 0 55 0 -55

6 Grant Funded Projects2001 Railway Road 37,635 8,944 42,910 -3,6692003 Alfred Road 4,234 24,727 342,475 313,5142012 Waratah Avenue 4,304 0 0 -4,3042015 Birdwood Parade 1,440 5,393 30,000 23,1672017 Loch Street 0 0 0 02037 Elizabeth Street 504,011 273,745 1,108,550 330,7942198 Hampden Road 454,007 6,897 114,377 -346,5272410 INTXN - Smyth RD/Monash Av 0 2,273 0 -2,2732041 Elizabeth St-Broadwy to Bay Rd(Drainage) 86,166 241,202 250,000 -77,368657 North street (Boundary Road) 0 0 22,570 22,570658 School Sports Circuit Mt Claremont 0 0 120,100 120,100659 Quintilian Road Shared Path - Stage 3 0 0 24,300 24,300660 Quintilian Road - Additional Traffic 0 0 71,500 71,500661 Asquith Street Medium Treatment 2,675 16,786 81,390 61,929683 Brockway Rd - Alfred to Lemnos St 4,277 1,048 657,325 652,001684 Brockway Rd - Lemnos to Underwood 19,889 57,250 422,331 345,192685 Alfred Road - Narla to West coast Hwy 0 0 0 0

Grant Funded Projects Total 1,118,638 638,265 3,287,828 1,530,92611 Building Construction

4003 Broome St - Council Depot 7,047 1,314 0 -8,3614004 Webster St - Drabble House 0 2,625 0 -2,6254007 140 Melvista Ave - JC Smith Pavilion 0 659 0 -659

CITY OF NEDLANDS

CAPITAL WORKS & ACQUISITIONSAS AT 30 NOVEMBER 2020



Committed Balance

Annual Budget YTD

Budget Available

CITY OF NEDLANDS


4008 60 Stirling Hwy - Nedlands Library 0 1,440 0 -1,4404009 53 Jutland Pde - PRCC 0 4,473 0 -4,4734012 19 Haldane St - MTC Community Centre 21,534 472 0 -22,0064020 71 Stirling Hwy - Administration Bldg 2,393 2,895 0 -5,2884021 110 Smyth Road - Cottage Bldg 0 643 0 -6434159 8 Draper St - Hackett Hall 7,886 0 10,010 2,1254164 100A Princess Rd - College Park Family Centre 0 1,901 0 -1,901619 Charles Court Reserve Toilets-Renovation 140 286 0 -426620 Mt Claremont Library-Re roof 29,527 46 0 -29,573650 Hearing Loop 56,872 74 85,800 28,854651 Dalketh Hall - Floor 1,740 164 64,350 62,446652 Allen Park Cottage - Alternate Facility 0 10,500 150,000 139,500653 Nedlands Golf Club Greenkeepers Shed 0 0 50,000 50,000682 71 Stirling Hwy - Renovate roof, Air con 5,264 0 214,500 209,237

Building Construction Total 132,401 27,492 574,660 414,76713 Major Projects - Roads

662 Foreshore Workshop 0 0 25,000 25,000663 Riverwall-170 Waratah Place Asset SRDal0 0 0 36,450 36,450664 Riverwall - PFSYC Boat Slipway Temporary 0 0 24,300 24,300

Major Projects - Roads Total 0 0 85,750 85,75014 Parks & Reserves Construction

4052 Allen Park 16,849 8,373 12,890 -12,3324061 Bishop Road Reserve 163 0 41,685 41,5224062 Blain Park 0 0 23,738 23,7384072 College Park 0 8,373 12,890 4,5174079 David Cruickshank Reserve 0 15,380 21,450 6,0704089 Hamilton Park 325 0 72,748 72,4234096 Lawler Park 302 0 60,000 59,6984115 New Court Gardens 782 46,000 21,148 -25,6344131 Street Gardens and Verges 26,960 0 25,740 -1,2204137 Swanbourne Beach Reserve 9,354 0 5,035 -4,3194141 WA Bridge Club Surrounds 3,120 193 0 -3,3134192 College Green Mt Claremont 0 0 22,357 22,3574173 Cottesloe Golf Club 0 0 120,141 120,141732 Allen Park (LO) - INST floodlight 21,359 5,106 0 -26,464734 Asquith Reserve - Redevelopment 6,544 0 0 -6,544737 Bishop Rd Rsv - Enviro-scape manster pln 59,450 27,637 19,033 -68,053752 Hamilton Park - UG irrigation system 0 4,580 24,395 19,815771 Jones Park - Bushfence Bollards Gate&Eco 4,265 0 0 -4,265631 Peace Memo Gardens-Renew Bore(38m) 46,517 17,688 12,689 -51,516632 Point Resolution Reserve-Upgrade of fina 0 0 28,600 28,600633 Swanbourne Greenway Project 0 9,691 15,614 5,923636 Bains Harris and Jones Parks 31,960 0 8,449 -23,511637 Daran Park 40,027 0 12,843 -27,184641 Montario Quarter 0 0 30,211 30,211654 River Foreshore Protection and Acess Man 0 0 4,300 4,300655 Mt Claremont Oval Bushland Fencing 0 0 5,000 5,000656 Lawler Park seats and Exercise Equipment 0 0 11,683 11,683687 Charles Court R - Replace Weldmesh Fenci 6,519 0 7,955 1,436690 Charles Court R - Replace Flat Bench 0 4,680 17,120 12,440691 Charles Court R - Replace Park Bench 0 0 25,579 25,579692 Charles Court R- Upgrade Irrigation Syst 0 0 21,450 21,450694 Cruickshank Verge repair,Passive Recreat 13,267 7,865 25,000 3,868695 Allen Park - Upgrade Bore and Pump 12,021 0 13,365 1,345696 College Green Walkway - Upgrade Irrigati 0 0 12,688 12,688699 Hamilton Park - Renew Garden Beds 0 0 29,754 29,754



Committed Balance

Annual Budget YTD

Budget Available

CITY OF NEDLANDS


772 Daran Park - Construct Noise Attention 0 0 45,820 45,820Parks & Reserves Construction Total 299,783 155,565 811,370 356,022

15 Plant & Equipment7500 Technical Svs - Engineering 0 0 33,000 33,0007502 Development Svs - Building Svs 0 0 34,000 34,0007505 Planning & Development Svs - Ranger Svs 0 0 102,000 102,0007508 Corporate & Strategy - Finance 0 14 0 -147509 Technical Svs - Parks Svs 110,048 8,134 120,000 1,818

Plant & Equipment Total 110,048 8,148 289,000 170,80516 ICT Capital Projects

6063 Replace SSD on VDI nodes 9,944 0 0 -9,9446065 Administration Booking Softwate 0 0 40,000 40,0006066 Administration Comms Rack Cleanup Aups R 24,999 0 0 -24,999670 Adobe Acrobat 0 0 25,000 25,000671 Azure Migration 0 0 50,000 50,000672 IP Phone System Collaboration 0 0 40,000 40,000673 Visitor Management System 0 0 10,000 10,000674 Cyber Security Review 0 0 15,000 15,000675 Video Collaboration 0 0 15,000 15,000676 CCTV Management System 0 0 15,000 15,000677 Meeting Minutes & Agenda 0 0 40,000 40,000678 Website Review 0 0 60,000 60,000679 Printers 0 0 130,000 130,000680 Finance System 0 0 1,250,000 1,250,000

ICT Capital Projects Total 34,943 0 1,690,000 1,655,05718 Furniture & Fixture

669 71 Stirling Hwy Admin - Desks & Shelving 0 0 10,000 10,000Furniture & Fixture Total 0 0 10,000 10,000

19 Public Art9000 City Wide 353 0 0 -3539001 Public Arts Work 0 0 50,000 50,000

Public Art Total 353 0 50,000 49,64720 Major Projects - Parks

904 Swanbourne Beach Oval - rehabilitation 16,187 6,599 0 -22,786Major Projects - Parks Total 16,187 6,599 0 -22,786

City of Nedlands Total 1,948,712 1,217,233 8,336,227 5,170,282


2020/21 2019/20 2019/20YTD 30

NOVEMBER 2020YTD 30

NOVEMBER 2019YEAR END 30 June

2020

Current AssetsCash & Cash Equivalents 28,354,879 25,274,255 16,493,227Receivable - Rates Outstanding (inc Rebates) 7,851,958 7,363,774 1,004,314Receivable - Sundry Debtors 872,242 765,205 845,430Receivable - Self Supporting Loan 3,447 6,867 3,447Receivable - UGP 42,881 81,739 105,251GST Receivable 210,974 129,344 220,871Prepayments 95,060 103,850 290,591Less: Provision for Doubtful Debts (9,282) (9,282) (9,282)Inventories 28,557 10,223 22,816

37,450,716 33,725,975 18,976,664

Current LiabilitiesPayable - Sundry Creditors (4,532,900) (1,450,993) (6,716,486)Payable - ESL (2,969,956) (3,054,853) (7,622)Payable Lease Liability (38,987) (66,835) (38,987)Accrued Salaries and Wages (94,107) (88,128) (411,724)Employee Provisions (2,741,933) (2,227,335) (2,652,371)Borrowings (1,073,239) (1,033,657) (1,750,166)Deferred Income 0 0 (72,952)

(11,451,121) (7,921,801) (11,650,308)

Unadjusted Net Current Assets 25,999,596 25,804,174 7,326,356

Less: Restricted Reserves (5,908,372) (6,140,720) (5,895,847)Less: Current Self Supporting Loan Liability (3,447) (6,867) (3,447)Add Back: Borrowings 1,073,239 1,033,657 1,750,166

Net Current Assets 21,161,015 20,690,244 3,177,229

CITY OF NEDLANDSSTATEMENT OF NET CURRENT ASSETS

CLOSING FUNDS AS AT 30 NOVEMBER 2020


Note 2020-21 November 20 November 20 November 20Annual Budget YTD Budget YTD Actual YTD Variance Variance

$ $ $ $ %Operating IncomeGovernance 180,281 45,070 13,218 (31,852) -70.67%Corporate & Strategy 25,246,833 24,698,238 25,326,249 628,011 2.54%Community Development & Services 2,456,550 1,089,955 1,324,846 234,891 21.55%Planning & Development Services 1,705,300 824,955 1,051,846 226,891 27.50%Technical Services 3,990,220 3,566,204 3,597,150 30,946 0.87%

33,579,184 30,224,422 31,313,309 1,088,887 3.60%

Operating ExpenseGovernance (2,434,067) (1,120,641) (1,030,569) 90,072 8.04%Corporate & Strategy (1,423,900) (684,108) (594,014) 90,094 13.17%Community Development & Services (5,697,823) (2,233,086) (2,156,224) 76,862 3.44%Planning & Development Services (6,146,380) (2,467,587) (2,680,701) (213,114) -8.64%Technical Services (16,718,435) (7,269,410) (6,299,238) 970,172 13.35%

(32,420,605) (13,774,832) (12,760,746) 1,014,086 7.36%

Capital IncomeGrants Capital 2,180,879 0Capital Contribution 0 199,607Proceeds from Disposal of Assets 3,411,163 34,504New Borrowings 0 0Self Supporting Loan Principal Repayments 17,500 0Transfer from Reserve 2,299,388 0

7,908,930 234,111

Capital ExpenditureLand & Buildings (574,660) (132,401)Infrastructure - Road (4,856,796) (1,354,996)Infrastructure - Parks (947,122) (315,970)Plant & Equipment (289,000) (110,048)Furniture & Equipment (1,700,000) (35,296)Principal elements of finance lease payments (38,987) 0Repayment of Debentures (1,750,166) (676,928)Transfer to Reserves (4,524,113) (12,525)

(14,680,844) (2,638,165)

Total Operating and Non-Operating (5,613,335) 16,148,510

Adjustment - Non Cash ItemsDepreciation 4,446,300 1,835,792Receivables/Provisions/Other Accruals 0 (516)Change in accounting policy 0 0(Profit) on Sale of Assets (182) 0Loss on Sale of Assets 30,316 0ADD - Surplus/(Deficit) 1 July b/f 997,619 3,177,229LESS - Surplus/(Deficit) 30 June c/f (139,282) 21,161,015

5,613,335 (16,148,510)

CITY OF NEDLANDSSTATEMENT OF FINANCIAL ACTIVITY

BY DIRECTORATESFOR THE PERIOD ENDED 30 NOVEMBER 2020

8/12/2020 4:20 PM


Interest Principal New Principal Principal New PrincipalRate 01-Jul-20 loans Repayment 30-Nov-20 Interest(YTD) loans 30-Jun-21 Interest

Purpose Per Annum $ $ $ $ $ $ $ $Loan 179 - Road Infrastructures 6.04% 539,212 0 (60,546) 478,666 13,116 0 416,277 29,200Loan 181 - Building and Road Infrastructures 5.91% 256,766 0 (126,500) 130,266 5,395 0 0 7,320Loan 182 - Building 4.67% 398,479 0 (64,501) 333,978 7,252 0 135,922 14,055Loan 183 - Building 2.78% 871,357 0 (81,805) 789,551 9,810 0 706,606 22,134Loan 184 - Building 3.12% 791,285 0 (66,477) 724,808 9,856 0 657,290 22,434Loan 185 - Building 3.12% 374,498 0 (31,462) 343,035 4,624 0 311,081 10,577Loan 187 - Underground Power (CON) 2.64% 1,831,084 0 (161,041) 1,670,043 19,433 0 1,180,514 41,935Loan 188 - Underground Power (W.Hollywood Res) 3.07% 578,626 0 (64,909) 513,717 6,740 0 513,717 17,764Loan 189 - Underground Power (Alfred & MTC Res) 3.07% 84,512 0 (9,480) 75,031 984 0 75,032 2,595Loan 190 - Underground Power (Alderbury Res) 3.07% 60,019 0 (6,733) 53,287 699 0 53,286 1,842

5,785,837 0 (673,454) 5,112,383 77,910 0 4,049,725 169,856Self Supporting LoansLoan 186 - Dalkeith Bowling Club 3.07% 78,815 0 (3,473) 75,342 990 0 64,762 2,259

0Total 5,864,652 0 (676,928) 5,187,725 78,901 0 4,114,487 172,115

Actual YTD 30 NOVEMBER 2020 Adopted Budget 2020/21

SUMMARY STATEMENT OF BORROWING ACTIVITY

FOR THE PERIOD ENDING 30 NOVEMBER 2020


2020/2021 2019/2020 2019/2020YTD 30

NOVEMBER YTD 30

NOVEMBER YEAR END 30

June 2020$ $ $

Current AssetsCash & Cash Equivalents 28,354,879 25,274,255 16,493,227Trade & Other Receivables 8,972,220 8,337,647 2,170,031Inventories 28,557 10,223 22,816Other - Prepayments & Accruals 95,060 103,850 290,591Total Current Assets 37,450,716 33,725,975 18,976,664

Non Current AssetsOther Receivables 1,295,496 1,386,505 1,295,496Other Financial Assets 142,442 140,137 142,442Property, Plant & Equipment 171,036,517 345,705,078 172,594,563Infrastructure 91,973,345 87,218,091 90,302,379Total Non Current Assets 264,447,800 434,449,810 264,334,880

Total Assets 301,898,517 468,175,785 283,311,546

Current LiabilitiesTrade & Other Payables 7,635,949 4,660,809 7,247,771Current Borrowings 1,073,239 1,033,657 1,750,166Employee Provisions 2,741,933 2,227,335 2,652,371Total Current Liabilities 11,451,121 7,921,801 11,650,308

Non Current LiabilitiesLong Term Borrowings 4,114,484 5,861,752 4,114,485Deferred Liability 47,251 92,988 47,251Employee Provisions 264,987 474,196 264,987Total Non Current Liabilities 4,426,722 6,428,936 4,426,723

Total Liabilities 15,877,843 14,350,737 16,077,031

Net Assets 286,020,674 453,825,048 267,234,514

EquityRetained Surplus 99,827,652 94,137,678 81,054,017Reserves - Cash Backed 5,908,372 6,140,720 5,895,847Revaluation Surplus 180,284,650 353,546,650 180,284,650Total Equity 286,020,674 453,825,048 267,234,514

CITY OF NEDLANDS STATEMENT OF FINANCIAL POSITION

AS AT 30 NOVEMBER 2020


Reporting Activity November 20 November 20 2020-21 Var. CommentYTD Budget YTD Actual $ % Flag F/U Annual Budget Scale Ref

Income:Community Leadership 40,070 13,218 (26,852) (67%) U 160,281 Lower income from Wesroc projectCorporate Administration 359,250 290,282 (68,968) (19%) U 733,600 Lower interest incomeCommunity Capacity Building 307,580 387,420 79,840 26% F 678,900 Community Care 777,300 927,507 150,207 19% F 1,767,300 Libraries 5,075 9,920 4,845 95% F 10,350 Building & Development Control 636,376 806,114 169,738 27% F 1,296,000 Environmental Health Services 36,665 43,156 6,491 18% F 88,000 Rangers & Public Safety 135,752 202,576 66,824 49% F 282,500 Engineering & Asset Management 1,250 5,715 4,465 357% F 5,000 Parks & Natural Areas 54,712 39,558 (15,154) (28%) U 115,900 Lower income from oval and reserveRoads, Paths & Drains 62,005 148,742 86,737 140% F 212,782 Community Building Management 164,945 130,970 (33,975) (21%) U 395,884 Lower income from council propertyWaste Management 3,299,454 3,272,165 (27,289) (1%) U 3,299,454 Rates & Property Services 24,343,988 25,035,967 691,979 3% F 24,533,233

Total Income 30,224,422 31,313,309 4% F 33,579,184

* Note: Total Income includes Operating Income & Capital Grants but not Asset Sale Proceeds

Legend LegendFavourable Variance to Budget F Favourable Variance > 10% Unfavourable Variance to Budget U Variance between -10% (U) and +10% (F)

Unfavourable Variance > 10%

SUMMARY STATEMENT OF FINANCIAL ACTIVITY - OPERATING

FOR THE PERIOD ENDING 30 NOVEMBER 2020BY REPORTING ACTIVITY

Variance Indicators


Reporting Activity November 20 November 20 2020-21 Var. CommentYTD Budget YTD Actual $ % Flag F/U Annual Budget Scale Ref

SUMMARY STATEMENT OF FINANCIAL ACTIVITY - OPERATING

FOR THE PERIOD ENDING 30 NOVEMBER 2020BY REPORTING ACTIVITY

Variance Indicators

Expenditure:Community Leadership 817,881 859,819 (41,938) 5% U 1,849,513 Corporate Administration 783,737 567,907 215,830 28% F 1,648,836 Community Capacity Building 658,555 656,835 1,720 0% F 1,870,959 Community Care 852,937 817,799 35,138 4% F 2,092,242 Libraries 721,594 681,589 40,005 6% F 1,734,626 Building & Development Control 1,458,854 1,652,545 (193,691) 13% U 3,507,908 Higher salary cost and professional fees in planningEnvironmental Health Services 305,383 269,544 35,839 12% F 756,523 Rangers & Public Safety 370,695 386,199 (15,504) 4% U 983,399 Engineering & Asset Management 428,734 307,638 121,096 28% F 1,242,596Parks & Natural Areas 2,474,833 2,460,981 13,852 1% F 5,729,690 Roads, Paths & Drains 2,039,910 1,745,379 294,531 14% F 4,508,006 Community Building Management 1,300,335 1,170,411 129,924 10% F 2,878,755 Waste Management 1,353,717 965,606 388,111 29% F 3,257,938 Rates & Property Services 203,131 196,856 6,275 3% F 359,618

Total Operating Expenditure 13,774,832 12,760,746 7% F 32,420,609

Net Operating Result 16,449,590 18,552,564 1,158,575




GRAPHICAL SUMMARY OF FINANCIAL ACTIVITY - OPERATING

BY REPORTING ACTIVITYFOR THE PERIOD ENDING 30 NOVEMBER 2020

- 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000

Community Leadership

Corporate Administration

Community Capacity Building

Community Care

Libraries

Building & Development Control

Environmental Health Services

Rangers & Public Safety

Engineering & Asset Management

Parks & Natural Areas

Roads, Paths & Drains

Community Building Management

Waste Management

Income - YTD by Reporting Activity (Excluding Rates)

$ Actual - YTD $ Budget YTD


GRAPHICAL SUMMARY OF FINANCIAL ACTIVITY - OPERATING

BY REPORTING ACTIVITYFOR THE PERIOD ENDING 30 NOVEMBER 2020

- 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000

Community Leadership

Corporate Administration

Community Capacity Building

Community Care

Libraries

Building & Development Control

Environmental Health Services

Rangers & Public Safety

Engineering & Asset Management

Parks & Natural Areas

Roads, Paths & Drains

Community Building Management

Waste Management

Rates & Property Services

Operating Expenditure - YTD by Reporting Activity

$ l $ d


Reporting Activity November 20 November 20 2020-21 Var.YTD Budget YTD Actual $ % Flag F/U Annual Budget Scale

Income:Operating IncomeRates 24,343,988 25,035,967 691,979 3% F 24,533,233 Service Charges (UGP) - 5,715 5,715 0 F - Fees & Charges 4,490,026 4,880,598 390,572 9% F 5,965,354 Fines & Penalties 119,851 142,446 22,595 19% F 271,650 Interest Revenue 129,000 55,373 (73,627) (57%) U 275,000 Lower interest rateOperating Grants 731,583 795,336 63,753 9% F 1,503,100 Contributions 320,825 348,342 27,517 9% F 784,484 Other Revenue 89,119 49,533 (39,586) (44%) U 246,363 Wesroc and Park services lower incomeOperating Income 30,224,392 31,313,309 33,579,184

Capital Income

Capital Grants and Contribution 908,700 199,607 (709,093) (78%) U 2,180,879 Difference due to profiling and refund of grants received due to projects not under-taken

Asset Sale Proceeds 1,421,318 34,504 (1,386,814) (98%) U 3,411,163 Difference due to profiling and sale of property not undertaken yet

Sub Total - Capital Income 2,330,018 234,111 5,592,042

Total Income 32,554,410 31,547,420 (1,006,989) (3%) U 39,171,226



CITY OF NEDLANDSSUMMARY STATEMENT OF FINANCIAL ACTIVITY - INCOME

BY REPORTING NATURE & TYPEFOR THE PERIOD ENDING 30 NOVEMBER 2020

Variance Indicators


CITY OF NEDLANDSSUMMARY STATEMENT OF FINANCIAL ACTIVITY - INCOME

BY REPORTING NATURE & TYPEFOR THE PERIOD ENDING 30 NOVEMBER 2020

- 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000

Service Charges (UGP)

Fees & Charges

Fines & Penalties

Interest Revenue

Operating Grants

Contributions

Other Revenue

Capital Grants and Contribution

Asset Sale Proceeds

Income - YTD by Nature & Type (Excluding Rates)

$ Actual - YTD $ Budget - YTD

- 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000

Rates

Rates Income - YTD

$ Actual YTD $ Budgetl YTD



40

13.4 Monthly Investment Report – November 2020

Council 15 December 2020 Applicant City of Nedlands Employee Disclosure under section 5.70 Local Government Act 1995 and section 10 of the city of Nedlands Code of Conduct for Impartiality

Nil.

Director Lorraine Driscoll – Director Corporate & Strategy CEO Mark Goodlet Attachments 1. Investment Report for the period ended 30

November 2020 Executive Summary In accordance with the Council’s Investment Policy, Administration is required to present a summary of investments to Council on a monthly basis. Recommendation to Council Council receives the Investment Report for the period ended 30 November 2020. Discussion/Overview Council’s Investment of Funds report meets the requirements of Section 6.14 of the Local Government Act 1995. The Investment Policy is structured to minimise any risks associated with the City’s cash investments. The officers adhere to this Policy, and continuously monitor market conditions to ensure that the City obtains attractive and optimum yields without compromising on risk management. The Investment Summary shows that as at 30 November 2020 and 30 November 2019 the City held the following funds in investments: 30 November 2020 30 November 2019 Municipal Funds $ 11,912,489 $ 15,094,727 Reserve Funds $ 5,915,895 $ 6,794,125 Total investments $ 17,828,384 $ 21,888,852


41

The City has $8.8 M is Westpac online saver account which returns an interest rate of 0.40% per annum. As this rate is higher than the rates quoted for the term deposits as of end November, the surplus cash is maintained in the Westpac online saver account. The total interest earned from investments as at 30 November 2020 was $44,185. The Investment Portfolio comprises holdings in the following institutions:

Financial Institution Funds Invested Interest Rate Proportion of

Portfolio NAB $6,247,977 0.45% - 0.88% 35.05%

Westpac $5,508,234 0.69% - 1.05% 30.90%

ANZ

$2,185,724

0.65% - 0.70% 12.25%

CBA $3,886,449 0.47% - 0.76% 21.80% Total $17,828,384 100.00%

Conclusion The Investment Report is presented to Council. Key Relevant Previous Council Decisions: Nil.

35.05%

30.90%

12.26%

21.80%

Portfolio Diversity

NAB Westpac ANZ CBA


42

Consultation Required by legislation: Yes No Required by City of Redlands policy: Yes No Strategic Implications The investment of surplus funds in the 2020/21 approved budget is in line with the City’s strategic direction. The 2020/21 approved budget ensured that there is an equitable distribution of benefits in the community The 2020/21 budget was prepared in line with the City’s level of tolerance of risk and it is managed through budgetary review and control. The interest income on investment in the 2020/21 approved budget was based on economic and financial data available at the time of preparation of the budget. Budget/Financial Implications The November YTD Actual interest income from investments is $44,185 compared to the November YTD Budget of $112,500. The approved budget is prepared taking into consideration the Long Term Financial Plan and current economic situation. The adopted 2020/21 budget included a 0% rate increase.

Interest Invest. Maturity Period NAB Westpac ANZ CBA InterestParticulars Rate Date Date Days *AA-/Stable/A-1+ *AA-/Stable/A-1+ *AA-/Stable/A-1+ *AA-/Stable/A-1+ Total YTD Accumulated

RESERVE INVESTMENTS

Plant Replacement 0.47% 24-Sep-20 22-Feb-21 151 34,622.20 34,622.20 $74.99

City Development - Western Zone 0.47% 24-Sep-20 22-Feb-21 151 174,752.19 174,752.19 $378.48

City Development - Western Zone 0.70% 21-Jun-20 21-Dec-20 183 66,047.20 66,047.20 $193.20

Business system reserve 0.47% 24-Sep-20 22-Feb-21 151 142,379.84 142,379.84 $308.36

All abilities play space 0.47% 24-Sep-20 22-Feb-21 151 97,631.88 97,631.88 $211.46

North Street 0.69% 20-Sep-20 22-Dec-20 93 374,829.73 374,829.73 $1,224.08

Welfare - General 0.47% 16-Aug-20 15-Apr-21 242 319,372.81 319,372.81 $662.88

Welfare - NCC 0.50% 1-Sep-20 30-Dec-20 120 360,308.35 360,308.35 $780.00

Welfare - PRCC 0.70% 23-Jun-20 21-Dec-20 181 15,738.16 15,738.16 $46.04

Services - Tawarri 1 0.69% 20-Sep-20 22-Dec-20 93 68,704.15 68,704.15 $224.37

Services General 0.45% 26-Nov-20 26-Feb-21 92 25,851.74 25,851.74 $84.09

Services - Tawarri 2 0.70% 11-Sep-20 11-Dec-20 91 117,400.65 117,400.65 $330.85

Insurance 0.70% 11-Sep-20 11-Dec-20 91 65,332.06 65,332.06 $184.11

Undrground power 0.85% 25-Sep-20 21-Jan-21 118 772,477.33 772,477.33 $2,397.20

Waste Management 0.47% 24-Sep-20 22-Feb-21 151 512,043.31 512,043.31 $1,108.96

City Development - Swanbourne 0.47% 16-Aug-20 15-Apr-21 242 134,779.70 134,779.70 $279.86

City Building - General 0.69% 20-Sep-20 22-Dec-20 93 415,282.95 415,282.95 $1,356.18

City Building - PRCC 0.70% 23-Jun-20 21-Dec-20 181 26,157.92 26,157.92 $76.52

Business system Reserve 0.88% 24-Sep-20 18-Jan-21 116 410,251.05 410,251.05 $1,376.78

Public Art Reserves 0.88% 24-Sep-20 18-Jan-21 116 97,705.75 97,705.75 $312.98

Waste Management Reserve 0.88% 24-Sep-20 18-Jan-21 116 573,743.63 573,743.63 $1,837.86

City Development Reserve 0.88% 24-Sep-20 18-Jan-21 116 33,885.44 33,885.44 $108.54

Building Replacement Reserve 0.88% 24-Sep-20 18-Jan-21 116 306,332.53 306,332.53 $981.27

All ability play space 0.85% 25-Sep-20 20-Jan-21 117 183,819.10 183,819.10 $568.48

Major projects 0.70% 2-Sep-20 4-Jan-21 124 586,445.37 586,445.37 $1,869.97

TOTAL RESERVE INVESTMENTS $2,404,066.57 $1,445,262.20 $182,732.71 $1,883,833.56 $5,915,895.04 $16,977.48

MUNICIPAL INVESTMENTS

Muni Investment NS60 1.05% 30-Nov-20 30-Dec-20 30 1,058,336.13 1,058,336.13 $3,995.15

Muni Investment #4 - WBC 0.42% 30-Nov-20 28-Feb-21 90 1,001,720.27 1,001,720.27 $1,720.27

Muni Investment #6 - WBC 0.70% 15-Sep-20 15-Feb-21 153 2,002,915.07 2,002,915.07 $2,915.07

Muni Investment #1 - CBA 0.62% 14-Sep-20 12-Jan-21 120 2,002,615.89 2,002,615.89 $2,615.89

Muni Investment #2 - CBA 0.00 0.00 $199.36

Muni Investment #7 - NAB 0.65% 18-Sep-20 17-Dec-20 90 3,010,020.00 3,010,020.00 $10,020.00

Muni Investment #150 - ANZ 0.65% 7-Sep-20 7-Dec-20 91 2,002,991.78 2,002,991.78 $2,991.78

Muni Investment #8 - ANZ 0.00 0.00 $100.47

Muni Investment #12 - NAB 0.88% 24-Sep-20 1-Jan-21 99 353,353 353,353.24 $1,151.13

Muni Investment #13 - NAB- 0.85% 25-Sep-20 21-Jan-21 118 480,537 480,536.87 $1,499.10

TOTAL MUNICIPAL INVESTMENTS 3,843,910.11 4,062,971.47 2,002,991.78 2,002,615.89 $11,912,489.25 $27,208.24

TOTAL $6,247,976.68 $5,508,233.67 $2,185,724.49 $3,886,449.45 $17,828,384.29 $44,185.72

INVESTMENTS REPORT FOR THE PERIOD ENDED 30 NOVEMBER 2020

8/12/2020 5:00 PM



43

13.5 Policy Reviews

Council 15 December 2020 Applicant City of Nedlands Employee Disclosure under section 5.70 Local Government Act 1995 and section 10 of the City of Nedlands Code of Conduct for Impartiality

Nil.

CEO Mark Goodlet Attachments 1. Elected Member Fees, Expenses, Allowances

and Other Provisions 2. Legal Representation for Elected Members

and Employees Council Policy 3. Management of Information for Elected

Members Council Policy 4. Council Member and Employee training and

conference attendance Policy 5. Asset Management Council Policy 6. Use of Council Facilities for Community

Purposes Policy 7. Community Notice Boards in Council

Operated Facilities Council Policy 8. Application of Grant Funding Council Policy 9. Community Signage Council Policy 10. Bulk Waste Collection and Waste Receptacles

on Nature Strips Council Policy 11. Unauthorised Damage of Vegetation Council

Policy 12. Trading in Public Places Council Policy 13. Natural Area Path Network Council Policy 14. Nature Strip (Verge) Parking adjacent to

Vacant Lots Council Policy 15. Operation of Bank Accounts Council Policy 16. Professional Development Council Policy 17. Advisory & Working Groups Policy 18. Natural Areas Management Council Policy


Nil.

Executive Summary All Council policies are required to be reviewed regularly and approved by Council. This report contains policies that have been reviewed and require formal Council adoption.


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Recommendation to Council Council: 1. adopts the following updated Council Policies:

a. Elected Member Fees, Expenses, Allowances and Other

Provisions (attachment 1); b. Legal Representation for Elected Members and Employees

Council Policy (attachment 2); c. Management of Information for Elected Members Council Policy

(attachment 3); d. Council Member and Employee training and conference

attendance Policy (attachment 4); e. Asset Management Council Policy (attachment 5); f. Use of Council Facilities for Community Purposes Policy

(attachment 6); g. Community Notice Boards in Council Operated Facilities

Council Policy (attachment 7); h. Application of Grant Funding Council Policy (attachment 8); i. Community Signage Council Policy (attachment 9); j. Bulk Waste Collection and Waste Receptacles on Nature Strips

Council Policy (attachment 10); k. Unauthorised Damage of Vegetation Council Policy

(attachment 11); l. Trading in Public Places Council Policy (attachment 12); m. Natural Area Path Network Council Policy (attachment 13); n. Nature Strip (Verge) Parking adjacent to Vacant Lots Council

Policy (attachment 14); and o. Operation of Bank Accounts Council Policy (attachment

15);and 2. adopts the following new Council Policies:

a. Professional Development Council Policy (attachment 16); b. Advisory & Working Groups Policy (attachment 17); and c. Natural Areas Management Council Policy (attachment 18).

Discussion/Overview Council policies are reviewed periodically to ensure they reflect the strategic direction and responsibilities of Council and are kept up to date.


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The procedure for policy reviews is as follows: • Policies will be reviewed and updated by staff with any amendments due

to changes in any Legislation, Local Laws, Regulations etc. and recommendations made to the Executive Management Team;

• Staff recommendations are reviewed by the Executive Management

Team or CEO and amended as required and recommendations made to Council;

• Where there are major amendments to existing policies these policies are

then presented at a Councillor Briefing for discussion prior to presentation to Council;

• Where a number of policies have common themes, these policies may be

combined to establish a new policy. Redundant and old policies will be revoked where they are substantially changed, and a new replacement policy will be presented at a Councillor Briefing for discussion prior to presentation to Council; and

• Administration may at times recommend a policy be revoked with no

Council Policy to replace it. This may occur when it has been identified that the policy is operational or covered under legislation and/or the responsibility of the Chief Executive Officer.

Policy statements should provide guidance for decision-making by Council and demonstrate the transparency of the decision-making process. Elected Member Expenses and Equipment Council Policy This policy has been reviewed by the Chief Executive Officer and it is recommended the policy be renamed - Elected Member Fees, Expenses, Allowances and Other Provisions as per attachment 1. A significant change is a proposal to pay elected members in arrears, not in advance. Payment in advance of work performed is not in keeping with modern accepted business practice. Payment in arrears, while possible, creates problems after an election or resignation of an elected members, since the local government is required to seek reimbursement of unused advanced payment. This policy was reviewed with Councillors at a briefing session and is now presented to Council for adoption.


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Interstate and International Travel Council Policy renamed Council Member and Employee Training and Conference Attendance Policy This policy has been reviewed by the Chief Executive Officer and it is recommended the policy to be renamed – “Council Member and Employee Training and Conference Attendance Policy” as per attachment 4. Under the annual SAT pay determination for Councillors and CEOs, travel and accommodation reimbursements are required to be as per schedule l of the Public Service Award 1992 - The extent to which a Council member can be reimbursed for intrastate or interstate travel and accommodation costs incurred in any of the circumstances referred to in regulation 32(1) of the LG Regulations is at the same rate applicable to the reimbursement of travel and accommodation costs in the same or similar circumstances under the Public Service Award 1992 issued by the Western Australian Industrial Relations Commission as at the date of this determination. Council reviewed this policy at a Councillor Briefing and is now presented to Council for adoption. Council Policies with minor changes All of the policies listed below have been reviewed by administration, with only minor changes recommended to bring the policy up to date which are shown in track changes as per the attachments and are now presented to Council for review and adoption. • Management of Information for Elected Members Council Policy • Community Notice Boards in Council Operated Facilities Council Policy • Application of Grant Funding Council Policy • Community Signage Council Policy • Bulk Waste Collection and Waste Receptacles on Nature Strips Council

Policy • Unauthorised Damage of Vegetation Council Policy • Trading in Public Places Council Policy • Natural Area Path Network Council Policy • Assessment Management Council Policy • Legal Representation for Elected Members and Employees Council Policy • Use of Council Facilities for Community Purposes Council Policy • Nature Strip (Verge) Parking adjacent to Vacant Lots Council Policy • Operation of Bank Accounts Council Policy


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New Council Policies Professional Development Council Policy This policy is a requirement under the Local Government Act 1995. 5.128. Policy for continuing professional development (1) A local government must prepare and adopt* a policy in relation to the

continuing professional development of council members. * Absolute majority required.

(2) A local government may amend* the policy. * Absolute majority required.

(3) When preparing the policy or an amendment to the policy, the local government must comply with any prescribed requirements relating to the form or content of a policy under this section.

(4) The CEO must publish an up-to-date version of the policy on the local government’s official website.

(5) A local government — (a) must review the policy after each ordinary election; and (b) may review the policy at any other time.

This policy was drafted by the CEO and reviewed and discussed with Councillors at a briefing session and is now presented for adoption. Advisory & Working Groups Council Policy Council has established two community working groups and therefore this policy is required to provide guidance for the operation of these Working Groups and any advisory groups Council may wish to establish. This policy was drafted by the CEO and reviewed and discussed with Councillors at a briefing session and is now presented for adoption. Natural Areas Management Council Policy The City of Nedlands recognises the importance of remnant bushland areas and the value of effectively managing local bushland within a local context, based on a scientific outcome focus. The bushland reserves will be managed for the purposes of: • biodiversity, • conservation; and • recreation outcomes for the community. This policy was drafted by the CEO and reviewed and discussed with Councillors at a briefing session and is now presented for adoption.


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Key Relevant Previous Council Decisions: Nil. Consultation New Policies or those policies with major changes were presented to Councillors and discussed at Councillor Briefings as per the list below prior to presentation to Council for adoption. 1 October 2019 • Elected Member Expenses and Equipment Council Policy renamed

Elected Members Expenses, Allowances and Other Provisions • Interstate and International Travel Council Policy renamed Council

Member and Employee Training and Conference Attendance Council Policy

10 December 2019 • Natural Areas Management Council Policy 21 July 2020 • Advisory & Working Groups Policy • Professional Development Council Policy • Elected Member Expenses and Equipment Council Policy renamed

Elected Members Expenses, Allowances and Other Provisions Council Policies with only minor changes were reviewed by staff followed by the Executive Management Team and are now presented to Council for review and adoption. Budget/Financial Implications Nil. Conclusion The Council Policies listed in this report have been reviewed and are now presented to Council for review in accordance with the Review of Policies Council Policy and recommended for adoption.

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Elected Member Fees, Expenses, Allowances and Other ProvisionsEquipment

KFA Governance and Civic Leadership

Status Council

Responsible Division Office of the Chief Executive Officer

Objective To determine discretionary elements of fees, expenses, allowances and other provisionsequipment provided to Elected Members.

Context

Elected Members are entitled to received fees, expenses and allowances in performing their duties. This policy determines the extent of those fees, expenses and allowances that are subject to Council’s discretion.

Upon election Elected Members are entitled to receive the necessary other provisions, including allocated seating, salary sacrificing, a gift at the conclusion of office, training and conference attendance, in performing information and equipment to undertake their role.

All elected members will be paid annual allowances for attending meetings and as a contribution to communication costs incurred in their role as Elected Members.

Definitions

Determination – means the Western Australia Salaries and Allowances Act 1975 Determination of The Salaries and Allowances Tribunal for Local Government Chief Executive Officers and Elected Members, pursuant to Section 7A and 7B of the Local Government Act 1995,

ICT expenses – means: (a) rental charges in relation to one telephone and one facsimile machine, as prescribed by regulation 31(1)(a) of the LG Regulations; or (b) any other expenses that relate to information and communications technology (for example, telephone call charges and internet service provider fees) and that are a kind of expense prescribed by regulation 32(1) of the LG Regulations;

Commented [MG1]: More accurate description of policy content

Commented [MG2]: More accurate description of policy objective

Commented [MG3]: More accurate description of policy context

Commented [MG4]: This is removed as it is not a “context” sentence and is detailed in the “Statement”.

Commented [MG5]: Definitions added to align with legislative and SAT language and terms. Note, generally the policy language changed to aligned more closely with language of the Act, Regs and the SAT Determination.


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Statement 1. Fees.

The Mayor, Deputy Mayor and Councillors shall be paid the 100th percentile of the applicable annual fee range of the determination (6.4), to be confirmed in the annual budget each year (s5.98(1) & 5.99). This annual fee shall be paid monthly, in arrears.

2. Expenses and Allowances

The Mayor, Deputy Mayor and Councillors shall be paid expenses as annual allowances, as per the Determination (s5.98(2)(a), 5.98A, 5.99A, reg31 & reg32).

The Mayor shall be paid the annual allowance range maximum under sections 7.1 & 7.2 of the Determination (s.5.98(5)). The Deputy Mayor shall be paid the annual allowance percentage provided under section 7.3 of the Determination (s.5.98A). The Mayor, Deputy Mayor and Councillors shall be paid the annual allowance range maximum of the information and communications technology (ICT) allowance (s5.99A(1)). No IT equipment will be provided by the City. Equipment previously provided by the City to elected members may be kept by the elected member if the equipment is 3 years old or more when the elected member terminates their membership of Council. The annual allowances are to be confirmed in the annual budget each year. The annual allowances are to be paid monthly in arrears. If the allowable expenses of any Council member exceed the allowance, they are entitled to, and may make application to the CEO, for reimbursement (s5.98(2)(a), 5.99A(1) & reg.31).

3. Induction 1. Newly Elected Members will be required to undertake a comprehensive induction process conducted by Administration. This may involve evening and weekend sessions. Existing Elected Members will also have electronic access to induction materials.

4. Provision of Information

Following the electionR relevant materials and reports will be provided electronically to Elected Members. Hard copies for items over 30 pages

Commented [MG6]: Subheadings aligned to legislation and SAT terminology

Commented [MG7]: No change in amount

Commented [MG8]: Previously “in advance”.

Commented [MG9]: No change

Commented [MG10]: No change to amount

Commented [MG11]: No change to amount

Commented [MG12]: Range is $500 to $3,500 in SAT. Previously $1,500 per term.

Commented [MG13]: Previously “in advance”

Commented [MG14]: No change, but references added.


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willcan be provided upon request by the Elected Member. Existing Elected Members will also have electronic access to induction materials.

Elected members will be provided with a City of Nedlands email address which is to be used in Council related email correspondence. Elected members will be provided with access to a Councillor portal.

5. Seats in Council Chambers.

2.5.1. Elected Members will occupy the seats in the Council Chambers allocated to them based on the ward represented and alphabetical placement. In exceptional circumstances, by resolution of Council, an Elected Member may be allowed to occupy another seat.

3.6. Allowances. The Mayor and Deputy Mayor will be paid an allowance and all

Elected Members shall receive an annual fee (paid monthly in advance) for attending meetings. Effective from 1 July 2013, the Salaries and Allowances Tribunal is required to determine the amount of fees and allowances to be paid to elected members. Maximum allowances will be paid, to be confirmed in the annual budget each year.

Elected members shall also be provided with an allowance to cover the costs of having the correct capital (computer) equipment to be effective based on minimum operating requirements as provided by Administration. This can include purchase of a computer, appropriate software or printer/fax. Up to: $1 500.00 (per term, as required) Elected Members shall receive an annual ICT allowance to cover the costs of telephone, internet and other communication technology expenses. This will be paid as part of the annual fee for attending meetings.

7. Salary Sacrifice Elected members arewill be not able to salary sacrifice. the purchase of a new computer. Both the setup and annual communication allowance will be as determined each year by Council as part of its budget deliberations. If the communication expenses of any Elected Member exceed the allowance, they may make application for reimbursement. The Council will reimburse the cost of childcare, travel and any other relevant expenses incurred by an Elected Member in the performance of their duties.

Commented [MG15]: No longer required. The use of PCs or Apple tablets is no longer restricting Administration efforts to provide accessibility to Councillors.

Commented [MG16]: Relocated to section 2.

Commented [MG17]: This has been referred to the ATO, which has stated Councillors are not able to salary sacrifice.

Commented [MG18]: Moved into section 2 as an allowance.

Commented [MG19]: Moved into section 2 as an allowance.


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8. Gift at conclusion of term of office. 4. Council willmay recognise the service given by Elected Members when they retire or are unsuccessful in seeking re-election, by presenting them with a gift up to the value of $50 per year of office, up to the maximum prescribed amount. The elected member must have served at least one full 4 year term of office to be eligible for a gift (s5.100A & reg34AC).

5. Elected Member training and conference attendance. The City of Nedlands

recognises the importance of Elected Members participating in relevant training and development opportunities.

If funds have been specifically provided in the budget for an Elected Member

to attend a particular training course or conference, then the Chief Executive Officer may approve attendance and make any necessary arrangements.

If an Elected Member requests approval to attend a training course or conference for which interstate or international travel is required, the Interstate and International Travel Policy is to be complied with.

If an Elected Member requests approval to attend a training course or conference for which no interstate or international travel is required, and which no specific budget allocation has been made but there are sufficient unallocated funds available within the budget, the following can be applied:

Where the total cost is no more than $1000, Chief Executive Officer can

approve.Where the total cost is between $1001 and $2000 then the Chief Executive Officer in consultation with the Mayor may approve attendance if there are sufficient unallocated funds within the budget.Where training or conferences cost more than $2000, they must be referred to Council for its deliberation.

Any Elected Member refused permission by the Chief Executive Officer or Mayor to attend training course or conference may refer the matter to Council.

5.1. When considering any application by an Elected Member to attend a training

course or conference, the Chief Executive Officer, the Mayor or Council should take into account the training needs of the Elected Member and any issues of equity between Elected Members concerning access to training.If an Elected Member requests approval to attend a training course or conference for which interstate or international travel is required, the Interstate and International Travel Policy is to be complied with.

9. Disability Provisions The requirements of the Disability Discrimination Act 1992 ensure equal access is provided where disability of an elected member imposes limitations on their ability to perform their duties. The City will provide information and equipment, as needed, in addition to that listed in this policy to support elected members with disabilities.

Commented [MG20]: Added to align with Reg 34AC.

Commented [MG21]: Moved to another policy to deal with professional development, training and interstate and international conferences.

Commented [MG22]: Provision added to acknowledge the requirement to support equal access for elected members with disabilities.


| Council Policy

Related documentation Interstate and International Travel Policy Professional Development & Attendance Policy Related Local Law / Legislation Local Government Act 1995, sections 5.98, 5.98A, 5.99, 5.99A dLocal Government (Administration) Regulations 1996 Disability Discrimination Act 1992 (Federal) Related delegation Nil Review History 20 December 2016 (Report CPS33.16) 24 September 2013 (Report CPS26.13) 25 May 2010 (Report CM10.10) 27 August 2013 (Report CPS26.13)


| Council Policy

Legal Representation for Elected Members and Employees


Status Council

Responsible Division Corporate & Strategy

Objective To determine when it is appropriate to pay legal representation costs for elected members or employees.

Context

The This policy sets the parameters and conditions for payment of legal representation for Elected Members and Employees.

There are four major criteria for determining whether the City of Nedlands will pay the legal representation costs of an elected member or employee. These are:

• the legal representation costs must relate to a matter that arises from theperformance, by the elected member or employee, of his or her functions;

• the legal representation costs must be in respect of legal proceedings that havebeen, or may be commenced;

• in performing his or her functions, to which the legal representation relates, theelected member or employee must have acted in good faith, and must not haveacted unlawfully or in a way that constitutes improper conduct; and

• the legal representation costs do not relate to a matter that is of a personal orprivate nature.

Definition

Approved lawyer is to be:

• a ‘certified practitioner’ under the Legal Practice Act 2003;

• from a law firm on the City of Nedlands panel of legal service providers, ifrelevant, unless the Council considers that this is not appropriate – for examplewhere there is or may be a conflict of interest or insufficient expertise; and

• approved in writing by the Council or the Chief Executive Officer under delegatedauthority.

Item 13.5 - Attahment 2

| Council Policy

Elected member or employee means an elected member of the Council of the City of Nedlands or an employee of the City of Nedlands. Legal proceedings may be civil, criminal or investigative. Legal representation is the provision of legal services, to or on behalf of an elected member of employee, by an approved lawyer that are in respect of: • a matter or matters arising from the performance of the functions of the elected

member or employee; and • legal proceedings involving the elected member or employee that have been, or

may be, commenced. Legal representation costs are the costs, including fees and disbursements, properly incurred in providing legal representation. Legal services includes advice, representation or documentation that is provided by an approved lawyer. Payment by the City of Nedlands of legal representation costs may be either by: • a direct payment to the approved lawyer (or the relevant firm); or • a reimbursement to the elected member or employee, if a reimbursement is to

be paid, the amount must be agreed in advance of the costs being incurred. Statement

Examples of legal representation costs that may be approved The City of Nedlands may approve the payment of legal representation costs for the following reasons: • where proceedings are brought against an elected member or employee in

connection with his or her functions – for example, an action for defamation or negligence arising out of a decision made or action taken by the elected member or employee; or

• to enable proceedings to be commenced and/or maintained by an elected

member or employee to permit him or her to carry out his or her functions – for example where an elected member or employee seeks to take action to obtain a restraining order against a person using threatening behaviour to the elected member or employee; or


| Council Policy

• in the event of a local government enquiry or complaint lodged against an elected member or employee, to permit him or her to provide a proportionate response – for example when questioned by a member of the legal profession; and

• where exceptional circumstances are involved – for example, where a person or organisation is lessening the confidence of the community in the local government by publicly making adverse personal comments about elected members or employees.

The City of Nedlands will not approve, unless under exceptional circumstances, the payment of legal representation costs for a defamation action, or a negligence action, instituted by an elected member or employee. Application for payment An elected member or employee who seeks assistance under this policy is to make an application(s), in writing, to the Chief Executive Officer. For payment to be made, the written application for payment of legal representation costs is to give details of: • the matter for which legal representation is sought; • how that matter relates to the functions of the elected member or employee

making the application;

• the lawyer (or law firm) who is to be asked to provide the legal representation;

• the nature of legal representation to be sought (such as advice, representation in court, preparation of a document etc);

• an estimated cost of the legal representation; and • why it is in the interests of the City of Nedlands.

The application is to contain a declaration by the applicant that he or she has acted in good faith and has not acted unlawfully or in a way that constitutes improper conduct in relation to the matter to which the application relates. As far as possible the application is to be made before commencement of the legal representation to which the application relates. The application is to be accompanied by a signed written statement by the applicant that he/she: • has read, and understands, the terms of the policy;


| Council Policy

• acknowledges that any approval of legal representation costs is conditional on the repayment provisions and any other conditions to which the approval is subject; and

• undertakes to repay to the City of Nedlands any legal representation costs.

When a person is to be in receipt of such monies the person should sign a document which requires repayment of that money to the local government as may be required by the local government and the terms of the policy. An application is also to be accompanied by a report prepared by the Chief Executive Officer or where the Chief Executive Officer is the applicant by an appropriate employee. Legal representation costs – Limit The Council in approving an application in accordance with this policy shall set a limit on the costs to be paid based on the estimated costs in the application. An elected member or employee may make a further application to Council in respect of the same matter. Council’s powers The Council may: • refuse; • grant; or • grant subject to conditions; an application for payment for legal representation costs.

Conditions may include, but are not restricted to, a financial limit and/or a requirement to enter into a formal agreement, including a security agreement, relating to the payment, and repayment, of legal representation costs. In assessing an application, the council may have regard to any insurance benefits that may be available to the applicant under the City of Nedlands’ elected members or employee’s insurance policy or its equivalent. The Council may at any time revoke or vary an approval, or any conditions of approval, for the payment of legal representation costs. The Council may determine that an elected member or employee whose application for legal representation costs has been approved has, in respect of the matter for which legal representation costs were approved:


| Council Policy

• not acted in good faith, or has acted unlawfully or in a way that constitutes improper conduct; or

• given false or misleading information in respect of the application. If a determination is made by the Council it can only be on the basis of, and consistent with, the findings of a court, tribunal or inquiry. Where the Council makes a determination, the legal representation costs paid by the City of Nedlands are to be repaid by the elected member or employee.

Delegation to Chief Executive Officer In cases where a delay in the approval of an application will be detrimental to the legal rights of the applicant, the Chief Executive Officer may exercise, on behalf of the Council, approval to a maximum of $1020,000 in respect of each application. An application approved by the Chief Executive Officer is to be submitted to the next ordinary meeting of the Council. Council may exercise any of its powers under this policy. Repayment of legal representation costs An elected member or employee whose legal representation costs have been paid by the City of Nedlands is to repay the City of Nedlands: • all or part of those costs in accordance with a determination by the Council;

• as much of those costs as are available to be paid by way of set-off – where the

elected member or employee receives monies paid for costs, damages, or settlement, in respect of the matter for which the City of Nedlands paid the legal representation costs.

The City of Nedlands may take action in a court of competent jurisdiction to recover any monies due to it under this policy. Related documentation Nil. Related Local Law / Legislation Sections 3.1, 6.7(2) and 9.56 of the Local Government Act 1995


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Related delegation Nil. Review History 24 September 2013 (Report CPS28.13) 24 August 2010 (Report CM21.10)


| Council Policy

Management of Information for Elected Members


Status Council


Objective To provide for the compliance by Elected Members with the State Records Act 2000.

Context

As one of the City of Nedlands’s major stakeholders, Elected Members’ records must be created and kept which properly and adequately record the performance of member functions arising from their participation in the decision-making processes of Council and Committees of Council and arising from their role as Councillors.

This requirement should be met through the creation and retention of records of meetings of Council and Committees of Council of local government and other communications and transactions of elected members which constitute evidence affecting the accountability of the Council and the discharge of its business.

Political and personal records of Elected Members are exempt. Any correspondence produced or received by Elected Members as part of their duties should be periodically returned to The City for registration into the approved record keeping system.

Elected Members may during the course of their duties create records that are required to be retained.Elected Members records must be created and kept which properly and adequately record the performance of member functions arising from their participation in decision making processes of all meetings where they represent Council on Committees or external bodies.

This requirement should be met through the creation and retention of records of meetings of local government and other communications and transactions of Elected Members which constitute evidence affecting the accountability of Council and the discharge of its business. Political and personal records of Elected Members are exempt. Any correspondence received as part of their duties should be periodically returned to The City for registering into the appropriate record keeping system.


| Council Policy

Statement The CITY / COUNCILCity will file and archive any public records that are created or received by Elected Members in the course of their duties that are required by the State Records Act 2000 to be retained. Examples of records related to local government projects or business activities to be retained include – communications; lobbying; telephone, meetings and other verbal conversations; social media posts; work diaries; allowance, benefits and gifts records; and addresses/ speeches / presentations. Examples of records that are NOT required to be retained include – duplicate copies; draft or working documents; publications; invitations; telephone, meetings and other verbal conversations NOT related to local government projects or busines activities; electioneering; and personal records. All records created by Elected Members must be returned to the City to be captured, retained and, when authorised, legally destroyed. Council will file and archive any public record created or received by Elected Members in the course of their duties that is required by the State Records Act 2002 to be retained. All records created by Elected Members must be returned to the City for authorisation and legal destruction. Related Documentation Nil.Record Keeping Plan 2018 Related Local Law / Legislation State Records Act 20002 Related Delegation Nil. Review History 14 December 2010 (Report CM29.10) 9 July 2019 05 June 2020


https://nedlands365.sharepoint.com/sites/corporate/information_management/planning/Record%20Keeping%20Plan/Record%20Keeping%20Plan%20(RKP)%202018.docx?d=w9b703bedef344d57b5730a6abe6ce4f1

https://nedlands365.sharepoint.com/sites/corporate/information_management/reference_material/State%20Records%20Act%202000/State%20Records%20Act%202000%20-%20%5B01-f0-01%5D.docx?d=wfe17237154bf4bbda55e260fc02b6ea9

| Council Policy

Council Member and Employee training and conference attendance.

Status Council


Objective To determine requirements for training and conference support for Elected Members and City Employees.

Context

Training and conference attendance are important to Elected Members and Employees in performing the functions of their roles. This policy sets out Council’s express authority and terms of approval for attendance at training and conferences, in addition to mandatory training.

Interstate and international travel may be required by Elected Members and Employees for attending training, conferences and professional events. This policy sets out the requirements associated with such travel.

Statement

1. Professional Development and attendance at events.

Council members are required to completed mandatory training (s.5.126).

In addition to mandatory training, if funds have been specifically provided in the budget for an Elected Member to attend a particular training course or conference, then the Chief Executive Officer (CEO) may approve attendance and make any necessary arrangements.

If an Elected Member requests approval to attend a training course or conference for which no interstate or international travel is required, and which no specific budget allocation has been made but there are sufficient unallocated funds available within the budget, the following can be applied:

• Where the total cost is no more than $1,000, CEO can approve;• Where the total cost is between $1,001 and $2,000 then the CEO in

consultation with the Mayor may approve attendance if there are sufficientunallocated funds within the budget; and

• Where training or conferences cost more than $2,000, they must bereferred to Council for approval.

Any Elected Member refused permission by the CEO or Mayor to attend training course or conference may refer the matter to Council.

Commented [MG1]: Policy ties to Reg 32, which provides for a Council to approve expenses necessary for the function of the role.

Commented [MG2]: This section brought across from Elected Member Fees, Expenses Allowances and Other Provisions Policy

Commented [MG3]: Addition due to latest LG Act update.


| Council Policy

When considering any application by an Elected Member to attend a training course or conference, the CEO, the Mayor or Council should take into account the training needs of the Elected Member and any issues of equity between Elected Members concerning access to training.

DO YOU WISH TO HAVE AN ALLOCATION PER ELECTED MEMBER (suggest same proportion split as per elected members, Deputy Mayor and Mayor)?

2. International and interstate travel

All City funded international travel for Employees and Councillors requires the timely approval of Council when recommended by the CEO.In the case of CEO international travel, the proposal should be presented to Council without recommendation. All proposals for approval of travel covered by this provision should be in writing and show the reason for the request. A written report on the travel and event/s attended should be presented to Council by the person who travelled no later than the second meeting after return from the travel. Interstate travel for Employees for work related purposes is subject to approval by the CEO and a report of the approval and reason for it is to be presented to Council at the meeting following that approval. Interstate travel by Councillors for Councillor related purposes, including educational, is subject to approval by Council.

3. Reimbursement approvals

The extent to which a Council Member and Employee can be reimbursed for intrastate or interstate travel and accommodation costs incurred in any of the circumstances referred to in regulation 32(1) of the LG Administration Regulations is at the same rate applicable to the reimbursement of travel and accommodation costs in the same or similar circumstances under the Public Service Award 1992 issued by the Western Australian Industrial Relations Commission as at the date of this determination. Reimbursement requests must be provided to the CEO and are to include all receipts and a completed reimbursement form.

4. Cancellations Where cancellations occur the Council member/Employee member should endeavour to find a replacement Council member or appropriate Employee. When no replacement is found the non-refundable portion will accrue to the Council member’s or Employee’s value of conference attendance.

Commented [MG4]: Section added to provided align with Determination by SAT


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Related documentation Elected Member Fees, Expenses Allowances and Other Provisions Policy Related local law and legislation Local Government Act 1995, section 5.98(2)(b), 5.126 Local Government (Administration) Regulations 1996, reg.(32) Related delegation Nil Review History 20 December 2016 (Report CPS33.16) TBD


| Council Policy

Asset Management KFA Governance and Civic Leadership Status Council Responsible Division Office of the Chief Executive Officer Objective This policy establishes is to set the broad framework for decision

making by Council in undertaking asset management in a structured, organised and sustainable manner. coordinated and organised approach.

Context As is the custodian of the City’s assets this policy will , it shall ensure: is the custodian of the City’s assets, it shall ensure: • all legal obligations of the are met; are met; • Appropriate representation of the community as asset owners; and • assets are sustainably managed in an equitable manner. It is the responsibility of Administration to provide accurate, evidence based well founded technical and professional asset management advice to enable elected members to make informed decisions on behalf of the community they represent. Statement Asset Management in the City of Nedlands utilises a combination of contemporary best practice and is the utilisation of best practise within available resources to ensure ing that the assets under its control are maintained in a safe and functional condition and replaced according to adopted strategies and plans. Asset Management involves Council, Administration and the Community; from those that plan services, provide services and manage assets and services to those who use the assets. Council will utilise integrated decision-making processes to ensure asset provision and maintenance are properly considered throughout the asset management lifecycle. The primary goal of asset management is to provide the required level of service in the most cost-effective way through the creation, acquisition, maintenance, operation, rehabilitation and disposal of assets for the to provide for present and future generations.


| Council Policy

Asset management is a key objective in the City’s ten (10) year Strategic Community Plan and Strategic Plan and shall be incorporated into long term financial management plan. The City’s strategic financial plan will ensure that: a) Sufficient funds are allocated as a priority each year to for operateing, maintain

enance and, refurbishment or replacement of existing assets throughout their lifecycle; and

b) Ensure funds are identified and allocated where appropriate for the investment in new or upgraded assets.

Long term financial models will be prepared that which identify the whole of life costs for all City infrastructure assets. Where appropriate this should include performance modelling of assets based on different funding scenarios. Investments in new asset infrastructure creation shall consider whole of life costs of the asset assessing benefit/cost ratios, net present values and the environmental and social benefits of investment. This policy shall be read in conjunction with the ten (10) year Strategic Community Plan, Ffour (4) year Corporate Business Plan, Long Term Financial Plan and various strategic documents including but not limited to: • Asset Management Strategy; • Asset Management Plans; • Long Term Financial Forward Financial Plans; and • Disability Access and Inclusion Plan.

Related documentation Nil Related Local Law / Legislation Local Government Act 1995 Related delegation Nil Review History 28 July 2015 (Report CPS18.15) 27 November 2012 (Report CPS48.12) 22 June 2010 (Report D34.10)


| Council Policy

Asset Management KFA Governance and Civic Leadership Status Council Responsible Division Office of the Chief Executive Officer Objective This policy is to set the broad framework for decision making by

Council in undertaking asset management in a structured, coordinated and organised approach.

Context As Council is the custodian of the City’s assets, it shall ensure: • all legal obligations of the Council are met; • representation of the community as asset owners; and • assets are sustainably managed in an equitable manner. It is the responsibility of Administration to provide accurate, well founded technical and professional asset management advice to enable elected members to make informed decisions on behalf of the community they represent. Statement Asset Management in the City of Nedlands is the utilisation of best practise within available resources ensuring that the assets under its control are maintained in a safe and functional condition and replaced according to adopted strategies and plans. The purpose of this policy is to ensure the City’s assets are provided to service the needs of the communities in the most economical manner. This will be achieved by ensuring the City acquires or constructs assets that are fit for purpose and manages the assets effectively throughout their lifecycle. Asset Management involves Council, Administration and the Community; from those that plan services, provide services and manage assets and services to those who use the assets. Council will utilise integrated decision making in order that the built, social, economic and natural impacts of asset provision and maintenance are properly considered throughout the asset management lifecycle. This Policy guides the City’s asset management process to ensure planning, acquisition, operation, maintenance, renewal and disposal of assets aligns with industry best practice and organisational objectives:

Commented [JC1]: Unnecessary text and repetition, para 1 is sufficient

Commented [JC2]: Unnecessary text, repetition of para 1


| Council Policy

The organisational objectives are underpinned through the critical review of the asset acquisition, upgrade, renewal, maintenance or disposal process that considers: Demonstrated need; Takes an ‘Whole of Life’ asset management approach; Future proofing and adaptability of facilities to changing needs including multi-

purpose/shared use opportunities; Financial and environmentally sustainable outcomes; Appropriate levels of service and affordability for the management of assets.

Optimise performance of assets in delivering effective, efficient and sustainable

services at a level of service and risk the community is willing to support and meet corporate and organisational objectives.

Foster strong leadership and accountability, good governance and management systems for assets by: Developing effective management systems, resources, people, accountability,

culture for assets. Demonstrating transparent and responsible asset management processes

that embrace informed decision making. Maintaining an effective core asset management information and decision

support systems with accurate, reliable, appropriate and up to date asset information.

Ensuring asset management practices comply with all relevant legal, regulatory, safety and environmental requirements, and reflect best practice The primary goal of asset management is to provide the required level of service in the most cost-effective way through the creation, acquisition, maintenance, operation, rehabilitation and disposal of assets to provide for present and future generations. In accordance with Integrated Planning and Reporting Framework the City ahs a suite of documents that underpin and support the Asset management is a key objective in the City’s ten (10) year Strategic Community Plan and Corporate Business Plan. A key component of the Strategic Community Plan is the Long-term Financial Plan and associated Capital Works Program driven by the Asset Management Policy and Asset Management Plan Strategic Plan and is integrated shall be incorporated in to long term financial planning and Management plans. The City’s LTFP strategic financial planning will ensures: that: a) Sufficient funds are allocated as a priority each year for operating, maintenance

and refurbishment or replacement of existing assets; and b) Additional funds are identified and allocated where appropriate for the investment

in new or upgraded assets.

Commented [JC3]: Repetition of d

Commented [JC4]: Unnecessary text, repetition of 1.

Commented [JC5]: Text adds no value

Commented [JC6]: Reword concisely

Commented [JC7]: repetition

Commented [JC8]: list all the documents in order of precedence


| Council Policy

Long term financial models will be prepared which identify the whole of life costs for all City infrastructure assets. Where appropriate this should include performance modelling of assets based on different funding scenarios. Investments in new infrastructure creation shall consider whole of life costs of the asset assessing benefit/cost ratios, net present values and the environmental and social benefits of investment. This policy shall be read in conjunction with the ten (10) year Strategic Community Plan, Strategic Plan, four (4) year Corporate Business Plan and various strategic documents including but not limited to: • Asset Management Strategy; • Asset Management Plans; • Forward Financial Plans; and • Disability Access and Inclusion Plan.

Related documentation • Asset Management Strategy; • Asset Management Plans; • Forward Financial Plans; and • Disability Access and Inclusion Plan. Related Local Law / Legislation Nil Related delegation Nil Review History 28 July 2015 (Report CPS18.15) 27 November 2012 (Report CPS48.12) 22 June 2010 (Report D34.10)

Commented [JC9]: repetition of para above



Commented [JC12]: repetition again


| Council Policy

Use of Council Facilities for Community Purposes

KFA Community

Status Council

Department Community Development

Objective To provide guidance on the use of Council-owned facilities for community purposes.

Scope

• This policy applies to the use of Council-owned facilities for communitypurposes only.

• Therefore, it applies to the use of Council facilities by sporting clubs; communitygroups and organisations; government departments; and individual communitymembers, when using a Council facility for a community purpose.

• It does not apply to tenancy of Council facilities for residential or commercialpurposes. In these instances, commercial considerations will apply.

Definitions

Community purpose means a purpose that is primarily aimed at benefiting the local community. It includes use by an incorporated sporting club or community organisation or community group. It may also include use by a government department, where the City considers that usage to be of particular value to the local community. It excludes use by a privately owned, profit-based business entity.

Community facilities include halls, pavilions, change-rooms, clubrooms and other buildings used for community purposes, as well as sporting fields.


| Council Policy

Statement

• Council recognises the key contribution that sporting clubs and community organisations make to the local community.

• Therefore, the City provides a range of facilities for their use, as well as use by individual community members.

• Council will structure its fees for use of community facilities on the basis of

building community sector capacity and in a way that is financially sustainable for Council.

• Council will make its community facilities available to users on the basis of one

of the following:

• Lease • Management Licence or • Hire.

• Leases are generally for long-term, formal tenancy arrangements.

Management licences are generally for medium-term tenancy arrangements. Hire arrangements are generally for short-term or casual usage.

• Council reserves the right to decide whether a particular facility (or part of a

facility) is offered for use on the basis of a lease, management licence or hire arrangement.

• Generally, Council aims to maximise use of its facilities. Therefore, use of

community facilities by multiple users is the preferred model. However, under some circumstances Council will consider offering exclusive -use of a facility to one specific user, formalised by a lease or management licence.

Leases

• Purpose: community-purpose leases aim to provide sporting clubs and other community-based user groups with secure, long-term tenure of a Council-owned facilities that are developed and maintained by the tenant.y and the right to its exclusive use.

• Approval: all leases of Council-owned property must be approved by Council,

unless authority to approve has been formally delegated by Council to the CEO.

• Eligibility criteria: Council may consider offering use of a community facility under a lease in the following circumstances:


| Council Policy

• The user group requires exclusive use of a facility. (Example 1: greens used by a bowling clubs cannot be shared by other sport types. Example 2: a bridge club requires such constant use of a facility, and under such conditions, that the bridge club’s use would be incompatible with other uses.)

• The user group has the capacity to manage and maintain the facility,

including g maintenance and any capital development required. • The user group is incorporated as a not-for-profit sporting club or

community organisation; or a government department.

• However, meeting the eligibility criteria listed above does not confer a right to a lease. Council reserves the right to decide whether a facility is offered on the basis of a lease; and if so, to whom the lease is offered.

• Rationale: the overarching rationale for Council’s community-purpose leases

is to provide the facility to the user-group free of rental charge, and at no cost to Council. While Council does not seek to profit from community-purpose leases, nor should such leases result in a financial impost on Council and therefore rate-payers generally. The principle underlying community use leases is that all costs associated with the facility must be met by the lessee.

• Key features: the City’s community-purpose leases will be based on a

Standard Lease, with the following key features:

1. No rental fee to be paid by the tenant; 2. Tenant maintains, develops and operates the facility; 3. Term of 10 years, plus a 5 year option to renew.

• In exchange for use of a rent-free facility, the tenant is responsible for all

maintenance of the facility, including responsibility for the facility’s structure, as well as any capital development and replacement of the facility.

• The facility must be maintained to the standard required by Council and fit for the purpose of the use specified in the lease.

• The tenant is also responsible for all utility costs associated with the facility.

• Council may consider CSRFF application: Notwithstanding the tenant’s responsibility for capital development of the facility under the terms of their lease, Council may consider formal applications from sporting clubs for capital development grants under the Community Sport and Recreational Fund program, as outlined in Council policy “Capital Grants to Sporting Clubs”.

Management Licences


| Council Policy

• Purpose: community-purpose management licences aim to provide sporting

clubs and other community-based user groups with secure, medium-term tenure of a Council facility that is maintained by the City. that is shared with other users.

Approval: all Management Licences authorising the use of Council-owned facilities property must be approved by Council, unless authority to approve has been formally delegated by Council to the CEO. • Eligibility criteria: Council may consider offering use of a community facility under

a management licence in the following circumstances:

• Council The City elects to offer use of that facility through a management licence.manage that specific facility as a shared-use venue.

• The user group’s needs can be met by a mManagement lLicence at a

shared-use facility, in the City’s view.

• The user group has the capacity to meet the costs outlined in the mManagement lLicence.

• The user group is an incorporated, not-for-profit, sporting club or

community organisation.

• However, meeting the eligibility criteria listed above does not confer a right to a management licence. Council reserves the right to decide whether a facility is offered on the basis of a management licence; and if so, to whom the licence is offered.

• Rationale: the overarching rationale for Council’s management licence

agreements is to enable secure orderly, shared use medium-term use of community facilities that are provided and maintained by the City.Council. Management licence fees should be determined by taking into account the cost of maintaining the facility; the condition of the facility; and the amount of time the user group uses the facility.

• Key features: the City’s community-purpose mManagement lLicences will be

based on a Standard Management Licence, with the following key features:

1. Licence fee to be paid by the tenant 2. City maintains and develops the facility 3. Term of 3 – 5 years.


| Council Policy

• The City is responsible for all maintenance of the facility, including responsibility for the facility’s structure, as well as any capital development of the facility. The City is also responsible for all utility costs associated with the facility.

• The City will maintain the facility to the standard it determines as required for a

general, shared-use community building. The City will not fit-out or maintain a shared-use building to meet the particular requirements of any specific user.

• If a user group has specific requirements beyond those determined by the City as

appropriate for a general, shared-usage community facility, that user group may request City permission to install the additional requirements. The City may or may not support this request. Any costs associated with these additional requirements must be met by the user group.

• The user group will be responsible for payment of all utilities for the time period for

which they are licenced to use the facility. • Management licence fees: Management licence fees will be determined by taking

into account:

• the cost of maintaining the City’s community facilities portfolio as a whole; • the size of the specific facility being offered under management licence;

and • the amount of time the user group uses the facility.

• User groups will be charged a management licence fee, approved in Council’s

annual Fees & Charges, to offset the cost of maintaining the City’s community facilities.

• From time to time, Council will consider the cost of providing the City’s

community facilities portfolio as a whole; and decide on an appropriate rate of cost recovery, to be implemented through the City’s management licences.

Hire • Purpose: the primary purpose of providing halls and community centres for hire

is to provide community-based users with short-term use of public facilities that are provided and maintained by the City. Council.

• Approval: bookings of the City’s hire facilities are approved by Administrative staff. • Eligibility: community groups and organisations, sporting clubs, individuals and

businesses are all eligible to use the City’s hire facilities. However, priority will be given to the following users:


| Council Policy

• Incorporated, not-for-profit, community organisations and sporting clubs • Informal community groups.

• However, meeting the priority categories listed above does not confer a right to

hire a Council facility. Council reserves the right to decide whether a facility is offered for hire; and to whom the facility is offered.

• Maximising Use: In order to maximise use of its hire facilities, Council may allow

bookings by individuals and businesses. However, priority for bookings will be given to community groups and organisations.

• Ineligibility: private parties with alcohol are not allowed in Council owned facilities.

• However, the ban on private parties with alcohol in City facilities does not prevent

sporting clubs or community groups that are regular users of a City facility from holding events with alcohol, providing they meet all necessary requirements.

• Rooms at Mt Claremont Community Centre will not be hired out for events with

alcohol, even to sporting clubs or community organisations that are regular users of a Council facility, due to the Centre’s proximity to residences.

• Rationale: the overarching rationale for Council’s hire facilities is to enable orderly,

short-term use of Council facilities by multiple community-based users. Users will be charged a hire fee to off-set the cost of maintaining the facility, as determined in Council’s annual fees and charges.

• Key features: the City’s hire arrangements will be based on a hire agreement with

the following key features:

1. Hire fee to be paid by the hirer 2. City maintains the facility, including all capital expenditure 3. Short term hire of a minimum period of 1 hour, over a maximum term of 1 year.

• Bookings by hirers can only be made for a maximum of 1 calendar year at a time. • The City is responsible for all maintenance of the facility, including responsibility

for the facility’s structure, as well as any capital development of the facility.

• The City is also responsible for all utility costs associated with the facility.


| Council Policy

• The City will maintain the facility to the standard it determines as required for a general, shared-use community building. The City will not fit-out or maintain a shared-use building to meet the requirements of any specific hirer.

• The City will not provide signage for hirers. • Hire Fees: Users will be charged a hire fee, listed in Council’s annual Fees &

Charges, to off-set the cost of maintaining its cg ommunity facilities.the facility.

• From time to time, Council will consider the cost of providing the City’s community facilities portfolio as a whole and decide on an appropriate rate of cost recovery, to be implemented through the City’s hall hire fees.

Summary of Usage Types: The key features of the different ways that Council facilities can be accesses are summarised below.

Lease Management License Hire • No rental fee paid by

tenant •

• Tenant maintains facility

• Tenant responsible for capital development

• Tenant pays utilities

• • 10-year term + option

to renew for 5 years

• Annual licence fee paid by tenant •

• Council maintains facility

• Council responsible for capital development

• User group pays utilities

•

• 3 – 5 years terms

• Hire fee paid by user • • Council maintains facility • Council responsible for

capital development • Council responsible

for utilities • Booked period = 1 hour

– 1 day, depending on availability of facility;

• Repeat bookings taken for a maximum period of 1 year.

• Minimum 1 hour per use, bookings taken for maximum term of 1 year

Related documentation


| Council Policy

Procedure – Use of Council Facilities for Community Purposes (not yet developed) Council Policy – Capital Grants for Sporting Clubs Related Local Law/legislation Property Law Act 1969 (WA) Disability Services Act 1993 (WA) Local Government Act 1995 (WA) Land Administration Act 1997 (WA) Related delegations Nil. Review History 24 March 2015 (Report CPS07.15)


| Council Policy

Community Notice Boards in Council Operated Facilities


Status Council


Objective To define the use of community notice boards provided in council operated facilities.

Context

This policy sets the parameters and conditions for the use of community notice boards in Ccouncil operated facilities which have dedicated space to display community information.

Definitions:

• Community notice boards – dedicated spaces for the display of communitygenerated notices.

• Council operated facilities – for the purpose of this policy, the Ccouncil operatedfacilities include:

The City’s Administration buildingNedlands LibraryMt Claremont LibraryMt Claremont Community CentreTresillian Arts CentreThe City’s child care centrePoint Resolution Child Care Centre

Statement

• Subject matter of items to be displayed on community notice boards must be ofgeneral community interest and benefit. Preference will be given to promoting:

Local clubs, service clubs, schools and organisationsCommunity events and festivalsSelf-help and support groupsCultural eventsPublic education programmes


| Council Policy

• The following items will not be displayed: Items advertising commercial products and services, or personal monetary gain Petitions, or references to petitions, will not be displayed in any Ccouncil operated facility

• The City’s Chief Executive Officer will consider requests to display materials on the

community notice boards. The City reserves the right to refuse to accept materials considered unsuitable under the guidelines of this policy.

• All materials for display must be handed to a staff member either:

At the specific location the material is intended to be displayed, or iIf it is to be displayed in more than one facility, multiple copies can be given to the one centre, to be forwarded to other designated facilities.

• As a general rule, materials will be displayed for one month maximum. Materials will be clearly dated upon receipt to manage the display time frames. City staff will remove items from display according to these time frames and the items will be recycled.

• Due to limited space on community notice boards, priority will be given to local material. Items which are not considered local will be displayed when space allows.

• Items up to A4 size are preferred, A3 size will be considered if space is available.

Related documentation Nil. Related Local Law/legislation Nil. Related delegation Nil. Review History 25 August 2015 (report CPS20.15) 26 March 2013


| Council Policy

Application of Grant Funding


Status Council

Responsible Division Corporate and StrategyOffice of the Chief Executive Officer

Objective To establish guidelines for Council to agree to projects or programs in advance which are subject to planned annual funding rounds, and to allow the Chief Executive Officer to apply for and accept unplanned grant funding amounts up to $2100,000.

Context

Council from time to time will apply for grants to fund projects or services. If these grants are for projects and services already identified within the approved budget, up to $100,000, then the CEO can approve. There are occasions when grant opportunities arise which are beneficial to the City, that don’t fit within City budget development and approval cycles. This policy sets the parameters for application and acceptance of these grants.

Statement

1. General

The Chief Executive Officer may apply for and approve the acceptance of all grants that fit with the strategic priorities, in the following circumstances.

a. Where the amount of any one grant does not exceed $100,000 provided itcomplies with 1b, 1c or 3a of this policy.

b. If an opportunity exists to enhance a project that has been funded in an adoptedbudget.

c. If a project to be funded has been identified in the Strategic CommunityPlan or Corporate Business Plan.

If a grant application is successful and there is no existing budget for either the income or proposed expenditure Council will need to approve the budget amendment which it may do so after considering a report on the proposal either separately or if appropriate as part of a general budget review.

Commented [PP1]: Increase to cover larger grant amounts and quicker turn-around for applications for grants


| Council Policy

2. Road Infrastructure Grants

Each year, as part of the annual review of the forward works program, Council will be advised of the next relevant financial year’s projects which may qualify for external grant funding under the next relevant Black Spot Projects, Metropolitan Regional Road Group, Roads to Recovery Department of Transport Western Australia Bicycle Network Grants and Grants Commission” grant programs. Unless there are any amendments made to these projects as part of the adopted budget, these will be the projects that Council seeks grant funding for.

3. Service Agreement Grants(This excludes Commonwealth Home Support Programme funding

arrangements)

a. The City Council may also enter into specific service agreements withother Government Agencies for both re-current and non -recurrentfunding.

b. In circumstances where the grant exceeds $1500,000 Council is requiredto formally resolve to enter into such agreements before funding isaccepted.

4. Approval of Grant Applications Authorised by Council

Where grants have been approved by Council in accordance with items 2 or 3 the CEO is authorised to approve the submissions and if successful approve the acceptance of the grants.


Nil.

Related local law and legislation

Nil. Local Government Act 1995, section 6.8. Expenditure from municipal fund not included in annual budget

Related delegation

Nil.

Review History

10 December 2013 (Report CPS40.13) 9 May 2006 (Report CP25.06)

Commented [PP2]: Exclude CHSP grant funding as this is an on-going arrangement between the City and the Federal government and is always included in budget development as a source of revenue.

Commented [PP3]: Allows CEO to approve higher grants with a quicker turn around.


| Council Policy

Community Signage


Status Council

Responsible Division Technical Services

Objective This policy aims to stipulate what community signage the City will consider installing

when requested by organisations within the City, and how installation costs will be applied.

Context

Community and commercial organisations request signage (blue street signs) to their facilities from time to time. The types of signs requested include blue steel signs in road reserves, sporting club signage on public reserves or buildings and signs on reserves advertising community events or commercially provided community services. The purpose of such signs is to advise road users of the direction of facilities located in side streets. A proliferation of signs, together with street name signs, park name signs and public facility signs can render all of the signs insignificant. For this reason, the City will only approve community signage in the approriate rare circumstances.

Definitions

Major road means Primary Distributors and District Distributors (A and B). This includes such major roads as Railway Road, Aberdare Road, Hampden Road and Monash Avenue. This does not include Local Distributor roads such as Dalkeith Road or Princess Road.

Statement

Approval of community signage shall be in accordance with: AS1742.5 section 3; MRWA requirements for Category 3 signs; and the following:

1. The purpose of such signs is to advise road users of the direction of facilitieslocated in side streets

1.2. Community signage will not be approved for facilities located on a major road;

2.3. Community signage will not be approved for facilities located on a street directly abutting a major road unless in the opinion of the City there is uncertainty as to which direction the facility is in (Main Roads WA does not permit community signage to be placed on Stirling Highway);


| Council Policy

3.4. Community signage will only be approved for facilities which attract a significant

number of visitors from outside of the City; 4.5. Community signage will not be approved for commercial facilities. Facilities able

to apply include: • Sporting and Recreational Grounds and Facilities • Hospitals • Railway Stations and Coach Stations • Post Offices • Churches and religious institutions • Other non-profit institutions • Shopping Centres (but not individual shops)

5.6. Community signage will only be approved for primary and secondary schools

which contain within them a specific facility which attracts a significant number of visitors from outside of the City;

6.7. A written application must be submitted to the City for consideration of a community

sign. An application fee will apply;

7.8. The City is responsible for supply and installation of community signage. All costs for the supply and installation of community signs will be borne by the applicant;

8.9. A maximum of two community signs shall be erected at any one location;

9.10. Once approved, community signage will state the shortest name by which the facility is commonly known. Signs should be generic where possible, for example “Hospital” rather than “St Andrew’s Hospital”. Churches and religious institutions may have the full name displayed; and

10.11. The City reserves the right to remove community signage at its own discretion. Where this is within six months of the sign being erected, the installation costs (not including the application fee) will be refunded to the applicant.

The AS 1742.5 advises that a better way of directing people to a facility is to ensure that a clear address is provided on stationery and publicity material – this should be a recommendation where applications do not meet the eligibility criteria for a community sign. Related documentation Australian Standard 1742.5 Related local law and legislation


| Council Policy

Nil Related delegation Nil Review History 28 July 2015 (report CPS18.15)


| Council Policy

Bulk Waste Collection and Waste Receptacles on Nature Strips

KFA Natural and Built Environment

Status Council

Responsible division Technical Services

Objective

The objectives of this policy are to:

a) Communicate Council’s position that unauthorised placement of material orplacement of waste receptacles on nature strips contrary to the City’s advice orapproval is not acceptable.

b) To ensure that community members are not inconvenienced by the depositing ofunauthorised material or placement of waste receptacles on nature strips.

c) To practically minimise the amount of time that material or waste receptacles islocated on a nature strip prior to collection.

d) Ensure that the City collects bulk collection material within advertised timeframes.

Context

The City is committed to excellence in providing excellent waste management minimisation services to the community. and amenity for all community members. An orderly waste collection and recycling system will ensure that any adverse impact on amenity from waste services is minimised. Material that is deposited, separated and collected will be removed by the City or its bulk collection service contractors in an efficient and timely manner, reducing vandalism, arson and nuisance.

Statement

a) This policy will not apply to reserves or land vested in other agencies.

b) Wherever appropriate, a notice will be issued to the property owner or occupier forunauthorised placement of waste material or waste receptacles on the nature strip.

c) Residents are to ensure that all municipal refuse garbage, recycling andgreenwaste bins are not put on the nature strip for collection earlier than 24 hoursbefore collection and must be removed within 24 hours of collection.


| Council Policy

d) Residents are to ensure that all municipal refuse garbage, recycling and

greenwaste bins are stored out of sight from the street. Residents can apply to Council where they wish to store bins in a manner where they can be viewed from the street outside of their normal collection day.

e) During bulk waste collection times, bulk waste, green waste, metals, mattresses

and e-waste are to be stacked separately.

f) No rubbish is to be placed on the nature strip more than one week prior to collection date.

g) Skip style or bulk waste bins should not be placed on the nature strip where

practicable. These bins may be placed on the nature strip immediately adjacent to the property with the express written permission of the City. Repair for any damage caused to the nature strip or its infrastructure due to the placement or transportation of the bin will be the responsibility of the landowner of the adjacent land.

h) Recognising that illegal dumping on nature strips and other public land occurs from

time to time, the City will investigate reported instances prior to the material being removed.

i) All offenders of illegal dumping will be infringed or prosecuted in accordance with

relevant acts or laws. j) The City will continue to advise residents annually, via a booklet or similar, detailing

the timelines and methods in which material should be placed on the nature strip for those residents wishing to participate in the bulk collection service.

k) Material containing asbestos or material suspected of containing asbestos must

not be placed in a City waste receptacle, nor placed on the nature strip for bulk waste collection.

Related documentation Nil. Related Local Law/legislation City of Nedlands Health Local Law City of Nedlands Waste Local Law 2016 Litter Act 1979 Litter Regulations 1981 Health (Asbestos) Regulations 1992 Waste Avoidance and Resource Recovery Act 2007


| Council Policy

Related delegation Nil. Review History 28 April 2015 (CPS10.15) 13 December 2005 (Report CP36.05) 26 October 2004 (Report E111.04) 25 November 2003 (Report E108.03) 12 November 2002 (Report E154.02) 12 March 1996 (Item 12 TS)


| Council Policy

Illegal Unauthorised Clearing Damage of Vegetation


Status Council

Responsible Division Planning & Development Services

Objective To provide a clear direction as to the appropriate response by the City in the event of illegal unauthorised vegetation damage on Council Reserves., particularly in respect to riparian or coastal foreshore areas.

Context

The City is committed to the effective management and protection of vegetation. vegetation Illegal Unauthorised damage to vegetation on public land occurs from time to time particularly along foreshore and coastal areas. Vegetation is damaged for a number of reasons, ranging from random vandalism to deliberately planned acts, which may be occurring for private benefit such as the enhancement of views. This policy aims to discourage unauthorised removal damage of vegetation through the use of signage.

Vegetation within the City is of high importance and is significant in terms of:

• Conservation values such as hHabitat and biodiversity values;• Erosion prevention;• Visual amenity;• Landscape protection;• Shade provision;• Wind buffer for residents and users of foreshore and coastal reserves;• Cultural and historical significance; and• Contribution to developing and maintaining the urban forest; and• SVerge streetscape value.

Statement

General

• The City may prosecute where an offender is identified who has caused illegalunauthorised damage to vegetation on public land;

• The City will provide a mechanism to encourage community members toreport illegal unauthorised damage to vegetation on public land;; and


| Council Policy

• The City will provide a significant deterrent against future illegal unauthorised damage to vegetation on public land; and.

• The City will pursue, in conjunction with a prosecution, any replacement costs for the vegetation and in the case of trees, their value in accordance with the City’s Tree Register.

Related documentation NilCity of Nedlands Urban Forest Strategy 2018 – 2023 Natural Area Management Plans 2019-2024 Western Suburbs Greening Plan 2002 Related Local Law/legislation Local Government Act 1995 Local Government Property Local Law 2010 Regulation No.5 of Local Government (Uniform Local Provisions) Regulations (1996) Environmental Protection Act (1986) Related delegation Nil Review History 26 June 2012 (CP27.12) 23 June 2015 (CPS14.15)


| Council Policy

Trading in Public Places

KFA KFA 3 Built Environment

Status Council

Responsible division Planning & Development Services

Objective To allow for the operation of trading activities in public places in such a manner that they do not conflict with or prejudice the City’s permanent retail and service base, or other normal functions of the City.

Context

The City encourages vibrant local centres which deliver local services to community. Outdoor dining and the display of goods associated with a shop may be allowed in accordance with this policy.

Statement

General

• Council will consider applications to trade in public places, including outdoor diningand the display of goods upon the footpath.

• Applications will be assessed in a way similar to applications for the use of privateland made under the Town Planning Scheme.

• The ways in which any proposal will impact upon the following will be givenparticular attention.

• The appropriateness of any activity to the character and function of the area.

• The movement of pedestrians and vehicular traffic.

• The safety and accessibility of proposed trading locations.

Outdoor Dining

• Approval will only be given to proposals for outdoor dining that is part of an eatingestablishment in an adjacent building.


| Council Policy

• The use of any item of equipment including, tables and chairs, planters, umbrellas and railings will be subject to conditions that will facilitate the safe movement of pedestrians and protect access to facilities such as parking and bus stops.

• Any approval for outdoor dining on footpaths will require a minimum clear footpath

width of 1.5 metres. Goods on Footpaths • Approval will only be given to display goods on footpaths directly in front of the

premises from which the goods are being offered for sale and where no obstruction is caused to adjacent premises.

• Any approval for the display of goods on footpaths will require a minimum clear footpath width of 1.8 metres.

Related documentation Nil Related Local Law/legislation

Health Local Law Trading in Public Places Local Law Related delegation Nil Review History 28 July 2015 (Report CPS18.15) 28 February 2012 (Report CM12.12)


| Council Policy

Natural Area Path Network


Status Council

Responsible division Planning & Development Services

Objective To outline a strategy for improving and rehabilitating the natural area path network throughout the City.

Context

To minimise the cost of rehabilitating and maintaining natural area paths as described in the City’s Bushland Management Plans in the City to an acceptable standard in accordance with Australian Standards (where possible).

Statement

Council will develop a strategy for the improvement and rehabilitation of the natural area path network in accordance with fire protection strategies (where appropriate) and for the integration of a hierarchy of paths for pedestrians and cyclists.

A schedule of natural area path improvements and rehabilitation shall be submitted to Council as a ten-Year Capital Works Program. Priority shall be for paths that are degraded and as such pose safety risks. Priority will also be for paths that require upgrading for fire fighting vehicle access (where appropriate).

The procedures associated with this policy detail the ways in which the strategy will be developed and the standards and specifications for natural area paths.

The City shall aim to upgrade natural area paths to meet its obligations under the Disability Access and Inclusion Plan in consultation with Bushland Friends Groups (where possible).


Natural Area Paths – Construction and Maintenance Procedures Natural Area Management Plans – 2019-2024

Related Local Law/legislation

Local Government Act 1995 Disability Access and Inclusion Plan


| Council Policy

Related delegation Nil Review History 28 April 2015 (CPS10.15) 26 June 2012 (CP27.12)


| Council Policy

Nature Strip (Verge) Parking adjacent to Vacant Lots

KFA TransportManaging Parking

Status Council

Responsible Division Technical Services

Objective To manage parking on nature strip (verge) adjacent to vacant lots.

Context

Part 5, cl. 5.14 of Tthe City’s Parking and Parking Facilities Local Law 2013 (s5.14Local Law) does not permit parking on a nature strip (verge) without the authorisation of the adjacent property owner. Compliance with the Local Law is managed initiated where a property owner advises the City of any unauthorised vehicle being parked on the nature strip adjacent to their property.

Nature strips adjacent to vacant lots with no prohibitions for verge parking have a tendency to be used for informal and unauthorised parking without the knowledge of the adjacent property owner. Uninvited Nnature strip (verge) parking should be minimised and wherever possible such that there is a requirement allowing for it to be effectively managed in conjunction with a vacant lot.

Statement

Where community concerns are raised, Tthe City may erect ‘No Parking on Verge’ signage adjacent to vacant lots to allow enforcement of the local law parking laws. Signs will be removed following the issue of a building permit.

The City will provide 10 working days written notice to the adjacent vacant lot owner prior to installing any signage under this policy. The City will provide the reasoning for the signage, and the opportunity for the lot owner to provide any feedback or objection to the signage for the City’s consideration if applicable.


Nature Strip Development Policy

Related local law and legislation

• Local Government Act 1995• City of Nedlands Parking and Parking Facilities Local Law 2013


| Council Policy

Related delegation Nil. Review History 27 October 2015 (Report CPS24.15)


| Council Policy

Operation of Council Bank Accounts


Status Council


Objective To define the bank accounts that are authorised for operation, the purposes to which each can be applied, and the signatories to those respective bank accounts.

Context

The Local Government Act 1995 requires the operation of separate bank accounts for money held in the Municipal Fund, Trust Fund and in reserve accounts.

Statement

1 In order to meet its statutory obligations under Division 4 of Part 6 of the Local Government Act 1995, and to facilitate the day to day financial operations of Council, the following bank accounts are authorised to be operated:

• Municipal Fund;• Trust Fund; and• Reserve Accounts for each of Council’s Reserves.

2 The signatories to the above accounts shall be any two of:

• Chief Executive Officer• Director Corporate & Strategy• Director Planning & Development• Director Technical Services• Manager Financial Services• Manager Corporate Strategy & Systems

With any two to authorise withdrawal/payment from any of the City’s accounts.

Related Documentation

Nil.


| Council Policy

Related Local Law / Legislation Section 5.42 and Sections 6.6 – 6.11 Local Government Act 1995 Related delegation 3D Operation of Council Bank Accounts Review History 10 December 2013 (Report CPS40.13) 26 October 2010 (Report CM26.10)


Council Policy

Professional Development & Attendance at Events

Status Administration


Objective To determine requirements for professional development and attendance at events.

Context

Professional Development and attendance at events are important to Elected Members and the Chief Executive Officer (CEO) for capacity building of the individual and the organisation. This policy sets out Council’s position and terms of approval for professional development and attendance at events.

The attendance at events component of this policy is to enable Council members to attend events as a representative of Council without restricting their ability to participate in Council meetings. It is not intended to be used as a mechanism to avoid conflict of interest provisions where significant matters are likely to come before Council from the provider of the invitation.

Definitions

Event Includes concert, conference, function, seminar, webinar and sporting event.

Statement

1. General Purpose and Principle

a. The City of Nedlands (City) is committed to the development, education andimprovement, of its Councillor with a view to enhancing Councilperformance and effectiveness for the benefit of the LG and its constituents.

b. The aspiration of this policy is to equip Council Members and the CEO withthe knowledge, skills and understanding they need to discharge theirresponsibilities effectively having regard to sound local authoritygovernance standards and regulatory requirements.

c. This policy addresses attendance at any events, including concerts,conferences, functions or sporting events, whether free of charge, part of asponsorship agreement, or paid by the local government. The purpose ofthe policy is to provide transparency about the attendance at events byCouncil Members and the (CEO).


Council Policy

d. Attendance at an event in accordance with this policy will exclude the gift

holder from the requirement to disclose an interest if the ticket is above $300 and the donor has a matter before Council. Any gift received that is less than $300 (either one gift or cumulative over 12 months from the same donor) also does not need to be disclosed as an interest. Receipt of the gift will still be required under the gift register provisions.

e. In particular this Policy, and its adoption is intended to respond to the requirements of s 5.90A in regard to attendance at event, and s.5.128 in regard to professional development, of the Local Government Act 1995 as amended (“Act”).

2. Induction and Regulatory Prescribed Training

a. The City will implement induction procedures designed to allow new Council appointees to gain knowledge about the City and the principles of local government so they may participate fully and actively in Council meetings and decision making at the earliest opportunity following their appointment.

b. Such induction procedures may relate to and assist Councillors to gain a

better understanding of:

• the City’s financial, strategic, operational and risk management position;

• their rights, duties and responsibilities as Councillors; • the role of Council committees and Council advisory / working groups

and their Terms of Reference; • the City’s culture and values; • Standing Orders Local Law meeting procedures; • good practice protocols and constraints concerning interactions with

other Councillors, the CEO, officers, staff, constituents and stakeholders as per the Code of Conduct and Regulations, Rules of Conduct.

c. Without limiting the generality of 2(a) and (b) of this Policy, each Council

member must also complete training in accordance with regulations prescribed under s.5.126 of the Act.

3. Professional Development

a. Councillors should commit to undertaking continuing professional

development to update and enhance their knowledge, skills and understandings to assist them in more effectively discharging their responsibilities as Councillors for the benefit of the City and its constituents as a whole.


Council Policy

b. The professional development to be undertaken by Councillors should be

such that is most relevant to each Councillor individually having regard to their own existing level of knowledge, skills, experience, understanding and qualifications.

c. The following subject matter should as a minimum be considered by

Councillors in their professional development:

• Integrated Strategic Planning • Finance • Governance & Board Operations • Local Government Act & Regulations • Planning • Asset Management • Community Health & Wellbeing

d. Professional Development opportunities or other fields related to local

government may also be considered, including but not limited to environmental, social, technical, IT strategy and planning.

e. Nothing in paragraph (d) implies that Councillors should not undertake

relevant professional development at their own expense, or by way of co-contribution with the LG, as appropriate.

4. Attendance Approval

a. Approval Criteria

In making an application to attend professional development or an event the applicant must provide the following in writing to the CEO, or Mayor where the applicant is the CEO:

i. who is providing the invitation or ticket; ii. the location; iii. the role of the council member or CEO when attending (participant,

observer, presenter) and the value of their contribution; iv. whether it is sponsored by the local government; v. the benefit of local government representation; vi. the number of invitations / tickets received; and vii. the cost to attend / participate, including the cost of the ticket (or

estimated value of the event per invitation) and any other expenses such as travel and accommodation.

Decisions to attend events will be made by the CEO, Mayor or Council, in accordance with this policy.


Council Policy

Any Elected Member not financially supported by the CEO or Mayor to attend professional development or an event may refer the matter to Council. When considering any application by an Elected Member to attend professional development or an event, the CEO, the Mayor or Council should take into account the professional development needs of the Elected Member and any issues of equity between Elected Members concerning access to professional development.

b. Mandatory training & specific budget provision

In addition to mandatory training, if funds have been specifically provided in the budget for a Council Member to attend specific professional development or an event, then the Chief Executive Officer (CEO) will make any necessary arrangements.

c. No specific budget provision and attendance within 300 kms radius

from Nedlands If a Council Member requests approval to attend professional development or an event within 300 kms radius from Nedlands, for which no specific budget allocation has been made, but there are sufficient unallocated funds available within the budget, the following will be applied:

• Where the total cost is no more than $1,000, CEO can approve; • Where the total cost is between $1,001 and $2,000 then the CEO in

consultation with the Mayor may approve attendance if there are sufficient unallocated funds within the budget; and

• Where the total cost is more than $2,000, the request must be referred to Council for approval.

d. International and interstate travel

All City funded international travel for Employees and Councillors requires the timely approval of Council when recommended by the CEO. In the case of CEO international travel, the proposal should be presented to Council without recommendation. All proposals for approval of travel covered by this provision should be in writing and show the reason for the request. Interstate travel by Councillors for Councillor related purposes, including educational, is subject to approval by Council. A written report on the event/s attended is to be presented to Council by the attendee no later than the second Council meeting after the event.


Council Policy

5. Provision of tickets to events All invitations or offers of tickets for a council member to attend an event should be in writing and forwarded to the CEO, or to the Mayor where the CEO receives the invitation. Any invitation or offer of tickets not forwarded to the CEO, or Mayor in case of the CEO, is not captured by this policy and must be disclosed in accordance with the gift and interest provisions in the Act. A list of events and attendees authorised by the local government in advance of the event as per below: Events Approved Attendee/s • State & Federal Department • Local Governments • WALGA • LG Professionals • Local Sporting Clubs • Local Not for Profit Groups • Private Schools • Local RSL Branch • Local Charities

• Mayor • Councillors • CEO

6. Payments / Reimbursements in respect of attendance

Where an invitation or ticket to an event is provided free of charge, the local government may contribute to appropriate expenses for attendance, such as travel and accommodation, for events outside the district if the Council determines attendance to be of public value. For any events where a member of the public is required to pay, unless previously approved and listed as per 6 above, the council will determine whether it is in the best interests of the local government for a council member or the CEO or another officer to attend on behalf of the Council. If the Council determines that a Council Member or CEO should attend a paid event, the local government will pay the cost of attendance and reasonable expenses, such as travel and accommodation. Where partners of an authorised local government representative attend an event, any tickets or expenses specifically incurred for that person, if paid for by the local government, must be reimbursed by the representative unless expressly authorised by the Council.


Council Policy

Reimbursements are as determined by The Salaries and Allowances Tribunal each year. The extent to which a Council Member and Employee can be reimbursed for intrastate or interstate travel and accommodation costs incurred in any of the circumstances referred to in regulation 32(1) of the LG Administration Regulations is at the same rate applicable to the reimbursement of travel and accommodation costs in the same or similar circumstances under the Public Service Award 1992 issued by the Western Australian Industrial Relations Commission as at the date of this determination.

Reimbursement requests must be provided to the CEO and are to include all receipts and a completed reimbursement form.

7. Cancellations

Where cancellations occur the Council member/CEO should endeavour to find a replacement Council member or appropriate Employee. When no replacement is found the non-refundable portion will accrue to the Council member’s or CEO’s value of conference attendance.

8. Councillor Disclosure of Professional Development undertaken

a. The City will keep a progressive record of all professional development, education and training undertaken by Councillors as may be reported to the CEO by Councillors.

b. Councillors should promptly report in writing to the CEO any relevant

professional development education and training in the terms of this Policy undertaken by them including:

• the substance, nature and learning outcomes from the same; • when, or the period over which, the same was undertaken; • in the case of any such professional development, education and

training not fully funded by the City, a statement to that effect, and should ensure that all such reports for professional development, education and training undertaken by a Councillor during a financial year are provided to the CEO by the end of the relevant financial year.

9. Reporting by LG

Section 5.127 – Report on Training (1) A local government must prepare a report for each financial year on the

training completed by Council Members in the financial year.

(2) The CEO must publish the report on the local government’s official website within 1 month after the end of the financial year to which the report relates.


Council Policy

10. Policy Review / Amendment

This Policy is to be reviewed after each ordinary election so as to comply with section 5.128(5) of the Local Government Act 1995.

Related documentation Nil. Related local Law and Legislation Local Government Act 1995 – Section 5.128. Policy for continuing professional development Related delegation Nil. Review History Adopted by Council xxxx


Council Policy

Advisory & Working Groups Policy

Status Administration


Objective To provide guidance for the establishment and operation of the City’s Advisory or Working Groups.

Definitions

Establishment Date: is the date on which Council resolved to form an Advisory or Working Group.

Financial Interest: has the same meaning as given by Section 5.60A of the Local Government Act 1995.

Impartiality Interest: has the same meaning as “Interest”, given by Regulation 11(1) of the Local Government (Rules of Conduct) Regulations 2007.

Proximity Interest: has the same meaning as given by Section 5.60B of the Local Government Act 1995.

Termination Date: means the date the Advisory or Working Group ceases and is the earlier of: a. 2 years from the establishment date;b. The date resolved by Council; orc. Close of business on the day before ordinary elections.

Advisory or Working Group: means and includes Advisory or Working Group as referred to in this Policy and established by a resolution of the Council.

Terms of Reference: for an Advisory or Working Group includes the following: a. Purpose / Objectivesb. Membership and Chairc. Statement of adherence to the Code of Conductd. Taskse. Key performance indicators (outcomes)f. Meeting frequencyg. Termination dateh. Agenda

Statement Council may establish and operate Advisory and Working Groups.

1. Policy Principles


Council Policy

1.1 Establishment

The Council may, by resolution, establish an Advisory or Working Group to:

a. facilitate Council member, stakeholder and/or community input and

involvement opportunities; and b. provide advice and support to the City, in regard to strategic, special

interest, project and/or operational activities.

Advisory or Working Groups established pursuant to this Policy are not, and are not intended to be Committees established under Section 5.8 of the Local Government Act 1995. Advisory or Working Groups cannot be given delegated powers and duties by Council.

1.2 Operation

Where not already determined by Council, the first business of each Advisory or Working Group will be to recommend draft Terms of Reference. These will include, but are not limited to:

a. Purpose / Objectives b. Membership and Chair c. Statement of adherence to the Code of Conduct d. Tasks e. Key performance indicators f. Meeting frequency g. Termination date h. Agenda

Once the draft Terms of Reference have been produced they shall be submitted to the Council, via the CEO through a report, for approval. Advisory or Working Groups will operate in accordance with the Council approved Terms of Reference.

2. Policy Guidance

2.1 Terms of Advisory and Role

Advisory or Working Groups are to operate within the Terms of Reference approved by the Council and the following general framework: a. The role of an Advisory or Working Group is to act in an advisory and

consultative capacity, providing the City’s Administration and the Council with its views and/or proposals relevant to the Objectives for which the group was established.


Council Policy

b. The Advisory or Working Group will only consider matters referred to it by the Council.

c. An Advisory or Working Group has no decision-making powers and does not have any authority to act on behalf of the City. In operation, the group cannot direct employees, call tenders, award contracts, expend monies, direct volunteers or do anything which is the responsibility of the City.

d. Should an Advisory or Working Group wish to inform Council of its position on any matter, or to action any matter not already within the approved budget or being carried out administratively, then a formal recommendation to Council must be provided, via a majority vote of the members.

e. Advisory or Working Group meetings will be conducted in an informal manner, providing opportunities for ideas to be raised and general discussion.

f. Advisory or Working Group members (Mayor excepted) either collectively or individually are not authorised to speak on behalf of the City or provide comment to the media or other persons, in respect of any item under consideration, unless authorised by the Mayor and Chief Executive Officer.

g. Matters determined by the CEO or Chairperson to be confidential are to be dealt with by the members as such. Members are not permitted to reveal the nature or content of confidential material provided to the Advisory or Working Group outside of that Group.

2.2 Role of the Chairperson

a. The Advisory or Working Group Chairperson is to be appointed by the

Council. b. The Council appointed Chairperson will preside at all meetings. In the

absence of the Chairperson, a person elected by the quorum will assume the Chair for that meeting. Preferably, the Advisory or Working Group should be chaired by a Council member (if possible), or then by a Senior City Officer.

c. The Chairperson (in liaison with the most Senior City Officer appointed to the Advisory or Working Group) shall ensure that the Advisory or Working Group operates in accordance with this Policy at all times.

3. Meeting Procedures 3.1 Meetings

a. Unless approved by the Council or there is a need to address an urgent

issue (the latter to be agreed by the Chairperson and the Chief Executive Officer), the Advisory or Working Group shall meet as required. Additional meetings may be convened at the discretion of the Chief Executive Officer.

b. At the first meeting, the Advisory or Working Group shall determine a Schedule of Meeting dates for the remainder of the year.


Council Policy

3.2 Quorum

A quorum will be by simple majority plus one. 3.3 Agendas

a. The Chairperson will determine the Agenda for each meeting. Members

may submit items for consideration and listing on the Agenda. b. All meetings shall be confined to items listed on the Agenda, unless the

Chairperson wishes to bring up an urgent item. 3.4 Minutes/Meeting Notes

a. The relevant Senior City officer having responsibility for the Advisory or

Working Group, in liaison with the Advisory or Working Group Chairperson, shall be responsible to ensure the preparation and accuracy of the Minutes/meeting notes.

b. Items considered at the meeting do not need to be voted upon. However, the minutes/meeting notes of the Group will record a vote on all actions and advice positions. They will not reflect verbatim discussion on issues or matters discussed during debate prior to agreement being reached. At the end of each meeting, the City’s Officer in attendance will read out the agreed actions and any points of agreement to the meeting to ensure they are accurately reflected to the consensus view, prior to the meeting voting on the actions or advice positions.

c. Matters that the Advisory or Working Group wish to bring to Council formally are to be voted on as formal recommendations.

d. The view and proposals of an Advisory or Working Group are to be recorded in Minutes/meeting notes and retained in the City’s record keeping systems.

e. Minutes/meeting notes of the meeting will be prepared by the Responsible Officer and distributed to members within ten (10) working days after the date of the meeting.

f. The Minutes/meeting notes shall accurately record the details of any disclosure of interest and the extent of such interest.

g. The Minutes/meeting notes shall record the times any person who has made a disclosure, has departed and/or re-enters the meeting.

h. Minutes/meeting notes not requiring a Council decision will be circulated to the elected members and each member of the Advisory or Working Group and shall be records managed.

i. Unconfirmed Minutes/meeting notes requiring a decision of Council are to be reported through relevant Directorate reports, with any recommendations regarding the views and proposals of the Advisory or Working Group, to the next available Ordinary Council Meeting, where practicable.

j. Reports will consider each proposal to ensure it is:


Council Policy

i. Consistent with the City’s established strategic and operational planning and the objectives for which the Advisory or Working Group was established;

ii. Within the City’s capacity relevant to staffing, resources and adopted budget and also operational effectiveness and efficiencies; and

iii. Endorsed by Council resolution, where funding from external sources is proposed.

4. Administrative Action and Support

a. A City employee will be assigned to provide administrative support to the

Advisory or Working Group. This person will be responsible for the following:

i. Issuing of the Agenda; ii. Recording of Apologies prior to the meeting; iii. Preparation of the Minutes/meeting notes; iv. Room booking; and v. Bringing formal recommendations to Council through reports.

b. Advisory or Working Group meetings will not be catered aside from tea, coffee, water and biscuits.

c. Any items which have been dealt with by the Advisory or Working Group will only be implemented by the City’s Administration once approved by Council, except where an action is carried out in the normal course of the City’s budgetted activities.

5. Code of Conduct

a. The City’s Code of Conduct shall apply to members of the Advisory or

Working Groups. b. Members will be advised of the relevant provisions of the City's Code of

Conduct and must comply with the relevant requirements. A copy of the Code of Conduct will be provided to each member upon their appointment.

c. All members shall be required to declare any conflicts of interest in matters being considered by the Group.

d. The City’s Chief Executive Officer is available to provide any assistance or guidance concerning the Code of Conduct or any matters of Interest.

6. Conflict of Interest

a. Although the financial, proximity and impartiality interest provisions of the

Local Government Act 1995 do not apply to an Advisory or Working Groups (as it is not a Council appointed committee approved under section 5.8 of the Local Government Act 1995), all conflict of interest need to be recognised, to ensure that probity is maintained at all times.

b. If a matter is being discussed by the Advisory or Working Group and a member has a financial or proximity interest in the matter, then the member


Council Policy

is required to declare the interest and remove themselves from the meeting whilst discussion on that issue is taking place.

c. If a member discloses a financial or proximity interest in a matter under consideration by the Group and wishes to remain and participate in the meeting, the member may consider whether the interest is: i. trivial or insignificant; or ii. an interest in common to a significant number of electors or

ratepayers. The member shall make the request to the Chairperson to remain and participate at the meeting and not only disclose the nature of their interest, but also the extent of that interest. If the Disclosing member is the Chairperson, such disclosure shall be made to the meeting.

d. The member shall then depart the meeting, whilst the meeting considers the request. The meeting shall then determine that the member should:

i. not participate in that part of the meeting; ii. remain in the meeting and participate in discussion; or iii. remain in the meeting only, but not participate in discussion on the

matter. e. Once the meeting has made a decision concerning a request, the

Chairperson shall inform the member of the decision and the member shall comply with the Meeting’s decision.

f. The Minutes/meeting notes shall record the member’s disclosure of interest and the extent of the interest. They shall also record the times a disclosing member has departed and/or re-entered the meeting and/or is absent from the meeting during the item of interest.

g. If a member is unsure whether they have an interest in a matter, they are encouraged to raise the issue with the Senior City Officer in attendance at the meeting to assist (though not direct) them in their decision.

7. Insurances

Where available through its insurance provisions the City will arrange all insurance to cover Advisory or Working Group members whilst discharging their normal course of duty.

8. Membership

a. Membership of an Advisory or Working Group is to be determined by the

Council on a basis of relevancy to the purpose for which the group has been established.

b. Membership may include; Council delegate/s (Council members), employees and representatives of stakeholder organisations and members of the community.

c. Where Advisory or Working Group membership includes representatives of stakeholder organisations, the City shall seek written nomination/s from the organisation/s.


Council Policy

d. Where Advisory or Working Group membership includes representatives to be drawn from members of the community; the City shall publicly advertise and call for nominations to be received within a defined period. Members are to be appointed by the Council based on demonstrated knowledge, skills and/or understanding relevant to the purpose for which the Advisory or Working Group has been established, or based on any other criteria determined by Council.

e. In order to facilitate specific aspects of the operations of an Advisory or Working Group, membership with required skills or knowledge may also be co-opted on an ‘as required’ basis, by either the Chief Executive Officer or Advisory or Working Group Chairperson.

9. Tenure of Appointment

a. The Council will appoint a member to the Advisory or Working Group

including the prescribed Term and any conditions. b. Unless determined otherwise by Council the Advisory or Working Group

membership tenure is from the date of approval by Council until the termination date.

c. If a member fails to attend three (3) consecutive meetings of the Advisory or Working Group, his/her appointment shall be automatically terminated, unless Leave of Absence has been granted and approved by the Advisory or Working Group. The Chief Executive Officer shall advise any member, in writing, when their membership of a Group is terminated.

d. The Council may terminate the appointment of any member prior to the expiry of his/her term, if: i. the Chairperson and Chief Executive Officer are of the opinion that

the member is not making a positive contribution to deliberations of the group; or

ii. the member is found to be in breach of the Code of Conduct or a breach or contravention of the Local Government Act 1995, or its subsidiary legislation; or

iii. a member’s conduct, action or comments brings the City of Nedlands into disrepute.

e. The Council may by resolution terminate the Advisory or Working Group at any time and for any reason.

10. Vacancies

Vacancies shall be filled by calling for nominations of either the Council or community representatives. Members filling a vacated position will hold that position until the termination date.


Council Policy

11. Council Decision

The City’s decision-making obligations are guided by relevant legislative, strategic and operational requirements and therefore the views or proposals of an Advisory or Working Group may not always prevail.

12. Review

The operations and Terms of Reference of an Advisory or Working Group shall be reviewed when it is reconvened by Council, or at any other time as required by Council.

Related documentation City of Nedlands Code of Conduct Related local Law and Legislation Local Government Act 1995 Related delegation Nil. Review History Adopted by Council xxxx


| Council Policy

Natural Areas Management

Status Council

Responsible Division Planning and Development

Objective The City of Nedlands recognises the importance of remnant bushland areas and the value of effectively managing local bushland within a local context, based on a scientific outcomes focus. The bushland reserves will be managed for the purposes of:

• biodiversity,• conservation; and• recreation outcomes for the community.

Context

The natural areas within the City are situated on the Swan Coastal Plain contained within one of the world’s 35 global biodiversity hotspots. These areas contain unique flora and high species diversity. Key threats include environmental weeds, plant pathogens, feral animals, fire management, illegal dumping, un-managed access and climate change.

This Policy provides direction for which the City will ensure bushland under its responsibility is managed in a way that complies with federal and state environmental legislation, applicable policy and management frameworks, to enhance conservation and biodiversity outcomes.

This policy will assist the City to:

• Improve public amenity through the improvement of bushland condition andaccess;

• Conserve biodiversity through the protection and enhancement of natural areas;• Maintain and enhance genetic diversity through the improvement of ecological

corridors and habitat;• Improve the resilience of natural areas in the face of a changing climate;• Effectively manage the scope and assist the activities of bushland “Friends

Groups”;• Reduce bushfire risk through environmental weed control; and• Receive grand funding assistance through the implementation of Natural Areas

Management Plans.


| Council Policy

Statement The City has six natural areas which are all actively managed. They include coastal, riverine and inland natural areas which cover approximately 60Ha across the district. The effective management of natural areas requires scientific assessment and measured outcomes via the implementation of identified actions. These are identified via the ongoing development, implementation and review of the Natural Areas Management Plans by the City. The Plans provide guiding information, strategies and management actions necessary to protect, enhance and restore natural areas and biodiversity within the City. The plans provide for the measurement of the program’s success through the science-based monitoring of bushland condition, environmental weed and flora and fauna surveys. Where it is identified that progress is not meeting expectations, management actions and focus areas will be reviewed and modified, in order to increase the effectiveness of the Reserve’s ongoing management. The monitoring and review process will occur during the 5-year review of the management plans. Management plans have been developed with actions provided for natural area management, in the following natural areas located throughout the City: • Shenton Bushland, 24.57Ha located in Shenton Park (of which 3.46Ha is vested

in the Department of Health and 0.11Ha Department of Education), • Allen Park Bushland, 18.9Ha located in Swanbourne (of which 2.9Ha is vested

in the Department of Defence), • Point Resolution Reserve, 4Ha located in Dalkeith, • Birdwood Parade, 5.7Ha located in Dalkeith, • Hollywood Reserve, 6.41Ha located in Nedlands; and • Mt Claremont Oval Bushland, 2.21Ha located in Mt Claremont. The management plans provide a strategic and operational framework to stakeholders involved in the management of the City’s natural areas. These include the City of Nedlands, Department of Defence (for Allen Park), Department of Health (for Shenton Bushland), volunteers and bushland “Friends” groups. Related Documentation • City of Nedlands Community Friends Group Policy • City of Nedlands Greenways Policy • City of Nedlands Illegal Clearing of Vegetation Policy • City of Nedlands Natural Area Management Plans • City of Nedlands Natural Area Path Network Policy • City of Nedlands Urban Forest Strategy 2018-2023


| Council Policy

• Perth and Peel @3.5 Million and Central Metropolitan Perth sub-regional Strategy

• State Planning Policy 2.8 • Western Australian Planning Commission Bush Forever Policy 2000 • Western Suburbs Greening Plan (WESROC) Related Local Law / Legislation • Aboriginal Heritage Act 1972 • Biosecurity and Agriculture Management Act 2007 • Cat Act 2011 • Bushfires Act 1954 • City of Nedlands Local Law Relating to Reserves, Foreshores and Beaches • Environmental Protection and Biodiversity Conservation Act 1999

(Commonwealth) • Biodiversity Conservation Act 2016 • Swan and Canning Rivers Management Act 2006 Related Delegation Register of Delegations under the City of Nedlands Local Law Relating to Reserves, Foreshores and Beaches, Section 17, 18 Review History Adopted by Council xxxx



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13.6 Chief Executive Officer Recruitment & Selection

Council 15 December 2020 Applicant City of Nedlands Employee Disclosure under section 5.70 Local Government Act 1995 and section 10 of the City of Nedlands Code of Conduct for Impartiality.

Nil

CEO Mark Goodlet Attachments 1. Appointing a CEO – Local Government

Operational Guidelines 2. CEO Recruitment and Performance Review

Policy Position 3. CEO Recruitment Timeline 4. CEO Recruitment and Selection Committee

Terms of Reference Executive Summary With the resignation of Chief Executive Officer (CEO) Mark Goodlet taking effect as of 24 February 2021, the following needs to occur: 1. The sourcing and placement of an interim Chief Executive Officer (CEO)

for up to a 12-month period; and 2. The recruitment and selection of a substantive CEO. This report recommends establishment of a CEO Recruitment and Selection Committee to assist Council with this process. Recommendation to Council Council: 1. forms a CEO Recruitment & Selection Committee comprising the

Mayor, Deputy Mayor and four councillors, being one councillor from each ward;

2. appoints the following ward councillors to this Committee:

a. Councillor (insert name) b. Councillor (insert name) c. Councillor (insert name) d. Councillor (insert name)


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3. adopts the Terms of Refence in Attachment 4 of this report; and

4. requests the CEO to immediately procure the services of a recruitment agency for the purpose of recruiting an interim CEO. The recruitment agency is to support the CEO Recruitment & Selection Committee.

Discussion/Overview The CEO is a key role for the City of Nedlands, being responsible for leading the administration of the City. CEO Mr Mark Goodlet commenced with the City in March 2018. Mr Goodlet has resigned his position and having given the required 3-months’ notice, his last working day will be 24 February 2021. Both and interim CEO and a substantive CEO are required to continue to run the administration of the City. Recruitment of a CEO The Local Government Act WA 1995 (the Act) requires that when recruiting a CEO, the local government must consider the following: • Selection of a suitably qualified person (section 5.36); and who is • Selected in accordance with the principles of merit and equity (section

5.40). Council is responsible for the appointment of both an interim CEO and a substantive CEO. Given the indicative timeframe of about 9 months to recruit a substantive CEO, an interim CEO needs to be sourced and to be available for the duration of the vacancy. Recruitment and selection of a substantive CEO is a lengthy process and it is advisable to commence with ample time to move through the required steps to appoint the new CEO. The recruitment of a local government CEO needs to be compliant with the requirements of the Local Government Act 1995. A document “Local Government Operational Guidelines” contains guidance for appointing a CEO (Attachment 1). While noting the existing guidelines, it should be noted that there have been recommendations made pertaining to recruitment of CEOs under the Local Government Act review process (Attachment 2).


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At the time of writing, the guidelines for CEO recruitment are still open for comment. It has been stated by the Department of Local Government (the Department) that a number of improvements have been identified to be introduced to CEO recruitment to provide a more structured and consistent framework. Some aspects to the CEO recruitment have remained unchanged. It is noted that Councils will still be able to delegate the recruitment of a CEO to a sub-committee of Council with full Councils needing to be involved in the following stages: • Commencement of a CEO recruitment process • Review of the job description including selection criteria and

responsibilities of the CEO role • Review of the employment contract • Endorsement of the final appointment/review Timeline

A timeline similar to the CEO Recruitment process when CEO Mark Goodlet was recruited in 2018 is attached (Attachment 3). The attached recommended timeline includes the following key steps: • Council selects elected members to be members of the CEO Recruitment

and Selection Committee; • The CEO Recruitment and Selection Committee meets, together with the

City’s Human Resources Manager to confirm its terms of reference and to commence the process;

• The scope for an executive search company to assist in the process and invitations to appropriate companies to quote and submit for the work to assist in the CEO Recruitment and Selection process is prepared;

• Shortlisted executive search companies are invited to address the CEO Recruitment & Selection Committee and the preferred executive search company is selected;

• Relevant information about the CEO role is provided to the selected executive search company;

• The substantive CEO position is advertised for at least 4 weeks; • A screening and longlisting process takes place; • A shortlisting process is conducted; • Interviews (and second round interviews as applicable) are conducted; • The preferred candidate is selected and final screening to take place; • Preliminary contractual negotiations with the preferred candidate occur; • The preferred candidate is submitted to Council for its approval;


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• The employment contract between the City and the selected CEO is finalised;

• It is probable that the selected candidate would need to give notice, generally up to 3-months.

Given the tight timeframe in which to appoint an interim CEO it is recommended that a recruitment firm be procured immediately to assist with this process. Terms of reference for the previous CEO recruitment and selection to engage Mr Mark Goodlet are attached – for consideration when forming the sub-committee. (Attachment 4). These Terms of Reference should be reviewed by the sub-committee. Key Relevant Previous Council Decisions: Nil. Consultation Nil. Strategic Implications Good governance. The absence of a CEO is a key risk to the City. Budget/Financial Implications The 2021 budget has provisions for recruitment. There is likely to be a significant budget overrun in the selection of interim and substantive CEO as well as two directors. This will be reported in the monthly financial report to Council. Conclusion It is recommended that Council proceed to seek an interim and substantive CEO through the appointment of a selection committee.

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Appointing a CEO – Local Government

Operational Guidelines

Local Gover nment Oper ational Guidelines

Published 29 April 2019

Selecting and appointing a Chief Executive Officer (CEO) is one of the most

important tasks elected members may undertake during their term of office.

Choosing the right person is critical to the success of the council and the local

government.

It is essential that correct processes are followed so that every opportunity is given to

the candidates to put the appropriate information forward so the council can choose

the person most suited to the position. It is important that elected members

understand that when they appoint a CEO they are entering into a contractual

relationship with the CEO. A commitment to trust and good faith by both parties will

lead to an effective relationship between the council and the CEO. This guideline has

been developed to assist councils to conduct an effective process when selecting

their new CEO.

Legislation

There are three sections of the Local Government Act 1995 (the Act) that have direct

application to the appointment of a CEO. Section 5.36(2)(a)and(b) of the Act

provides that a local government is not to employ a person to fill the position of CEO

unless council believes that the person is suitably qualified for the position and is

satisfied with the provisions of the proposed employment contract. Section 5.39

contains provisions for the contracts of CEOs. Section 5.40 requires that all

employees are to be selected in accordance with the principles of merit and equity.


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In addition to the above provisions of the Act the Local Government (Administration)

Regulations 1996, regulations 18A, 18B, 18C, 18E, 18F and19A also deal with

advertising, contracts, and the selection and appointment process.

The principles of merit and equity refer to the process of filling vacancies whereby a

thorough assessment is made of the candidates' skills, knowledge and abilities

against the work related requirements of the vacancy. The process must be open,

competitive and free from bias, unlawful discrimination, nepotism or patronage.

"Suitably qualified" is not defined in the legislation but the intention is not limited to

academic qualifications. Through the position description and selection criteria the

council needs to ensure that processes are in place to appoint the person that best

meets the qualities required in terms of academic qualifications, experience, skills

and knowledge.

Outsourcing the recruitment process

Depending on the size of the local government and the availability and skills of staff,

outsourcing the recruitment process may be the best option.

Generally recruitment consultants provide a professional service and possess a wide

range of knowledge and skills in staff recruitment. It is recommended that rigorous

checks be conducted on any recruitment consultants before they are appointed to

ensure they have the necessary skills and experience (local government recruitment

experience would be beneficial) to effectively assist the council in its selection of a

CEO.

An early decision needs to be made by council on whether it will handle the

recruitment in-house or appoint a consultant to coordinate the appointment process.

If a recruitment consultant is chosen, council should provide the consultant with a

copy of these guidelines as part of the appointment process.


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A recruitment consultant may be involved in the following aspects of the selection

process:

• development or review of the position description;

• development of selection criteria;

• drafting of the advertisement;

• preliminary assessment of the applications;

• final shortlisting;

• drafting of the questions for interview;

• coordinating interviews; and

• finalising the contract.

If a decision is made to outsource the recruitment process it is imperative that the

council maintains a high level of involvement in the process and enters into a formal

agreement (contract) with the consultant. In order to manage the contract efficiently,

and ensure an effective outcome, regular contact with the consultant is required

during the recruitment process.

Reviewing necessary documentation

There are two very important documents that need to be reviewed and approved by

council prior to advertising the position. These are the position description form and

the Contract of Employment.

Given the importance of the position of CEO, a police clearance should also be

sought.

Position description form

The position description form, particularly the selection criteria and performance

criteria (where it is included in the position description form) should be reviewed prior


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to advertising. The council, a committee of council or the consultant (if one is used)

should undertake this task.

Council needs to determine what they want their CEO to do and whether the

selection criteria will facilitate the appointment of a person with the appropriate set of

skills.

For example, it may be very important that a CEO work with diverse elements of the

community such as developers, mine operators, Indigenous communities or other

specific interest groups. Therefore, a selection criterion might be "Proven ability to

work and negotiate with diverse groups in the community". If such criteria is not

included an assessment of the applicants' abilities in this area may be overlooked.

This is why councils must ensure when commencing the task of appointing a new

CEO that the skills and qualities required are well understood and documented.

Selection criteria are generally classified as 'essential' or 'desirable'. Applicants who

are able to satisfy all the essential criteria should be considered for interview.

If an application does not fully address the essential selection criteria the applicant

should not be considered for interview.

However, on occasions an application may be received where the applicant has the

skills and experience which indicate a capacity to satisfy the essential selection

criteria even though it is not clearly elaborated in their address of the selection

criteria in their application. In these circumstances the application may warrant

further consideration.

Desirable criteria are not an essential requirement of the position. They are normally

identified to attract applicants who may have a wider range of skills and experience

which an employer would consider desirable.

Council may decide that it would be more appropriate to attract applicants with a

wider range of knowledge, experience and management skills than just local

government. If this is the case the selection criteria should accommodate this.


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Performance criteria

Performance criteria are quantitative and/ or qualitative measures of performance.

There are two broad categories of performance criteria; those that have general

application and apply at all times and specific criteria that apply for a limited period of

time. An example of the first type would be, "Advice to council is relevant, accurate

and timely." An example of the second type of performance criteria would be,

"Calling of tenders for the new recreation centre is undertaken on time and in

compliance with the law." It is obvious that the first is always going to be required,

whereas the second is specific to the project of the new recreation centre.

Council may set ongoing permanent performance criteria that will be included in the

contract. The successful applicant needs to be informed that performance criteria

relevant to a specific project/s will also be subject to annual negotiation. These will

be assessed at least once during each year.

In setting performance criteria, council will need to determine what it is they want

their CEO to do over and above legislative requirements. Councils need to be

realistic in terms of their expectations and provide appropriate resources to facilitate

achievement of performance criteria.

The performance criteria must be consistent with the position description and the

selection criteria.

It is not essential that performance criteria relating to a specific project/s are

identified prior to the appointment but, if not, they must be identified very soon after

so that the new CEO is aware of what is required of him or her in the coming year or

years.

Contract of employment

The council should review and amend, where necessary, the existing terms and

conditions of the CEO contract before proceeding to advertise the position.


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It is also recommended that council obtains advice on the contract where alterations

or amendments are proposed and there is any (even slight) doubt as to the meaning

of those alterations or amendments.

It should be noted that section 5.39(3) of the Act provides that an employment

contract is of no effect unless it contains:

• an expiry date; and

• performance criteria for the purpose of reviewing the person's performance.

Regulation 18B of the Local Government (Administration) Regulations 1996 also

requires that the contract contains a provision that places a limit on the maximum

amount of remuneration that can be paid to a person should the contract be

terminated prior to its expiry date.

Amendments to Regulation 19A of the Local Government (Administration)

Regulations 1996 now sets that limit to a maximum of one year salary termination

payment or the value of the remuneration for the balance of the period of contract

that is left to run, whichever is the lessor of the two amounts.

To further assist local governments, model contracts have been developed by both

the Western Australian Local Government Association (WALGA) and Local

Government Managers Australia WA Division (LGMA).

CEO remuneration

Amendments to section 5.39(7) of the Act now provide for a CEO's remuneration to

be determined by the Salaries and Allowances Tribunal under the Salaries and

Allowances Act 1975.

Advertising the vacancy


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Ideally, the position should be advertised as widely as possible to attract the best

possible field of candidates. The minimum requirement for advertising under Local

Government (Administration) Regulation 18A(1) is for the position to be advertised in

a newspaper circulating generally throughout the State.

Regulation 18A(2) prescribes the minimum requirements to be included in an

advertisement for the position of CEO. Those requirements are:

• the details of the remuneration and benefits offered;

• details of the place where applications for the position are to be submitted;

• the date and time for the closing of applications for the position;

• the duration of the proposed contract; and

• contact details for a person who can provide further information about the

position.

In addition to the above, a local government is to include any other information in the

advertisement which it believes is relevant.

The content and context of advertisements should be carefully considered. An

attractive and well-constructed advertisement is more likely to attract the interest of

potential candidates.

A comprehensive application kit comprising documentation relevant to the vacant

position should be developed and provided to potential applicants on request.

Reference to, and instructions on how to access the kit should be included in the

advertisement.

Allow sufficient time within the advertisement for potential applicants to prepare and

forward applications.

It is recommended that the position be open for a minimum of two weeks with a

definite date and time after which applications will not be considered.


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Confidentiality

From the beginning to the conclusion of the process, absolute confidentiality must be

maintained by every person involved in the selection process. This cannot be

emphasised enough as any information which finds its way into the public domain

before a recommendation is made to council may well compromise the selection

process.

Council should consider the use of a confidentiality agreement which requires all

persons involved in the selection process to agree to appropriate levels of

confidentiality.

Selection and appointment process

The selection and appointment process to be applied to a CEO position must be

approved by council prior to advertising as prescribed under Local Government

(Administration) Regulation 18C.

A check list is provided at Attachment 1 in this guideline to assist local governments

with following an appropriate sequence in the selection and appointment process.

Extensive consideration should be given to the overall process, especially the

shortlisting, as to whether preliminary interviews will be conducted and whether final

interviews will be with full council.

Council must be very clear about the methods, techniques and questions used

during the selection process.

It is essential that the council manages the process professionally and that members

involved in the process have a thorough understanding of their roles and

responsibilities.


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Council may decide to establish a committee or panel to coordinate the preliminaries

of the selection process. This committee or panel should liaise with the employment

consultant if one is appointed.

If council establishes a formal committee (in accordance with the Act), then it can

delegate its powers and duties to that committee.

It should be noted that, unlike council committees established under the Act, any

selection panel that is appointed cannot be delegated any powers or duties by

council, nor can the Mayor or President be delegated any power to make decisions

on behalf of council, i.e. approve the conditions of the contract.

The respective roles of a consultant, council committee/panel, full council and

individual elected members must be clear.

Applicants should be shortlisted according to their capacity to address the relevant

selection criteria. Where there is a large pool of applicants, the most competitive

should be shortlisted for interview. It is the responsibility of the selection

panel/committee to determine how many applicants it will interview. Their

assessment must involve detailed consideration of the applications and may involve

a preliminary interview. The selection panel/committee should be provided with the

full list of applicants, not just those recommended for short listing and interviews.

Elected members may act as referees for applicants. This most often occurs when a

person already employed by the local government applies for the CEO position.

When this occurs it is recommended that the member provide a written referee

report prior to interview (assuming the applicant is granted an interview).

Elected members should declare any previous association with a potential applicant

at the time of shortlisting if they are part of the selection panel/ committee

established for the purpose. Similarly, if the interviews involve the full council, the

elected member should make an appropriate declaration before the interviews

commence. If a member's relationship with an applicant is significant and may result


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in claims of nepotism, patronage or bias the member should exclude themselves

from the selection process.

Where rating scales and other scoring tools are used to assess the relative

performance of applicants, it is important that all elected members and other

members involved in the interview understand how these are applied so they

produce meaningful results. The selection panel/committee may also consider using

psychological or other testing as part of the selection process.

Conducting the interview

The interview process can be challenging for both panel members and applicants.

It is a practice in local government that the full council be involved with the final

interview and selection. This is perfectly understandable, as all members of council

have to work closely with this person and trust them.

Often, all elected members feel they need to be involved in the assessment and final

selection.

If this does not occur it is desirable that at the very least, all members of council have

the opportunity to meet the recommended applicant prior to the appointment being

considered by council.

Applicants should be provided with at least five working days notice of the impending

interview wherever possible to allow them to adequately prepare. Obviously, if you

are a council in regional Western Australia and are expecting an applicant to travel,

then sufficient time needs to be allowed. Interviewing over a weekend may be an

option.

It is important to provide an environment that puts the interviewee at ease and allows

them to perform at the highest possible level. In this regard, consideration should be


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given to environmental factors such as location and lighting. A well organised

process will ensure that everything runs smoothly.

The importance of the chairperson in managing the interview process cannot be

overstated. The chairperson is responsible for ensuring that the interview is

managed efficiently and effectively.

Ideally, all elected members who are to be in attendance at the final interview should

be involved in planning the interview process.

Each applicant must be subject to the same assessment method, i.e. the interview

questions or any tests to be undertaken. It is quite acceptable for the panel to ask

additional questions to clarify a point or tease out further information during the

interview.

It is not necessary for all elected members to have the opportunity to ask a question.

Often, it is best to allocate the questions to a small group of elected members (a

maximum of 3 is ideal) which ensures consistency of approach.

At the conclusion of the interview it is appropriate to provide the applicant with an

opportunity to clarify any issues with the selection panel/committee.

Making a decision

The council should not make a decision to appoint an applicant until all available

information has been considered. This includes, but is not limited to, assessment of

interview performance, quality of application, referee reports, copies of reports

written by the applicant and the results of any psychological or other tests (if used).

The council must be satisfied regarding the claims by the applicant about their

relative experience and qualifications.


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Local Government (Administration) Regulation 18E makes it an offence for a person

to provide false information relating to their academic qualifications.

A police clearance should be sought and considered, given the importance of the

position of CEO.

Referee reports are an important part of the process and should be in writing and

address the relevant selection criteria for the position.

The council may source a referee who is not one nominated by an applicant,

providing they advise the applicant of their intention to do so.

In the event that a referee who was not nominated by the applicant provides a report

that contains negative comments, the applicant should be given the opportunity to

respond to any such comments.

Finalising the appointment

Eventually, after considering all the information available to it, the selection

panel/committee then has to make a decision on which applicant is the most suitable

for appointment.

A selection report should be prepared for consideration by council which documents

the assessment of each applicant interviewed. The report should identify the most

suitable applicant/s and include a recommendation for council to approve an offer of

appointment.

Following the decision of council to approve an offer to appoint, with the contract

negotiations finalised and the preferred applicant accepting the offer of appointment,

council is required to make the formal and final appointment of the CEO.

It is strongly recommended that the successful applicant not commence duties with

the local government until the contract is signed.


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The unsuccessful applicants (including those not interviewed) should be notified of

the decision and offered the opportunity to seek feedback on their application or

interview performance if they were granted an interview.

Should an unsuccessful applicant request feedback, it is recommended that the

chairperson of the interview panel/selection committee provide this. If a recruitment

consultant is used they can undertake this task.

Local Government (Administration) Regulation 18F does not allow a local

government to increase the value of a CEO's remuneration and benefits in excess of

those advertised when finalising the appointment.

For further reading it is suggested reference should be made to:

• sections 5.36, 5.39 and 5.40 of the Local Government Act 1995;

• Local Government (Administration) Regulations 1996 18A, 18B, 18C, 18E, 18F

and 19A;

• Salaries and Allowances Tribunal website:

www.sat.wa.gov.au/LocalGovernmentCEOs

Attachment 1

CEO recruitment and appointment check list

• Council to (preferably in conjunction with a professional HR adviser);

• Develop a profile of the preferred applicant (i.e. desired and essential skills,

abilities, knowledge and qualifications).

• Approve an agreed salary package (set a suitable salary package that complies

with the determination under section 7A of the Salaries and Allowances Act

1975).

Review necessary documentation (contract of employment and position description).


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NB: The key provisions to be included in the contract are: an expiry date,

performance criteria and reference to the limit placed on the remuneration to be paid

should the contract be terminated prior to the expiry date.

Approve a process to be used for the selection and appointment of the CEO (i.e.

stages of the process, who is to be involved and to what extent, whether a consultant

is appointed and their role in the process).

NB: It is good practice for council to formally adopt a process to ensure

transparency, clarity and a shared understanding. Once adopted, the process should

be followed unless found to be flawed, in which case a decision should be made to

amend the process as soon as possible.

Advertise the position inviting applications from suitably qualified applicants

(advertisement to contain information set out in 18A(2) of the Local Government

(Administration) Regulations 1996).

Applicants to be short listed (may be undertaken by consultants, selection panel/

committee or council).

NB: It is noted that in most cases this is done by the consultants or the selection

panel/committee in conjunction with the consultants.

Conduct interviews of the short listed applicants (may be undertaken by consultants,

selection panel/ committee or council).

NB: This may be done prior to the final decision to appoint if availability of preferred

applicant is limited due to travel arrangements etc. If not interviewed by the entire

council it is recommended that all elected members meet with the preferred applicant

prior to final appointment.

Select preferred applicant/s (make recommendation for council to offer the position

to the 1st preferred applicant subject to contractual negotiations, within the

designated salary package, including the preliminary performance criteria to be

contained in the contract).


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NB: If 1st preferred applicant is not accepted or declines the offer, a decision may be

made on any 2nd or 3rd preferred applicant in line until an offer and acceptance is

reached or until no preferred applicants are appointed (applicant's identity may

remain confidential until such time a final appointment is made).

Approve the formal and final appointment (must be decision by council that it: (i)

believes the person is suitably qualified for the position of CEO; and (ii) is satisfied

with the provisions of the proposed CEO employment contract).

NB: Absolute majority decision required for (ii).

NB: All legislative references are from the Local Government Act 1995 and

associated regulations.

Published 29 April 2019


CEO recruitment and performance policy positionThe consultation paper for phase one of the Western Australian Local Government Act Review addressed a number of key areas required for reform, including local government Chief Executive Officer (CEO) recruitment and performance. The consultation process included a four month public submission period and workshops in 15 locations across the State.

This information sheet outlines what we heard during the consultation period about CEO recruitment and performance. It also outlines the new policy direction the Government intends to take based on this information.

Why we consulted

The position of a local government CEO is a uniquely important role. The CEO is responsible for implementing council decisions, the operations of the local government including employing staff and is instrumental in setting the workplace culture of a local government.

The importance of an effective local government CEO with a strong and healthy relationship with council has been identified by multiple independent inquiries. These include the 2012 Metropolitan Local Government Review and inquiries into the Cities of South Perth (2002) and Canning (2014), the 2003 Report on the Local Government Act 1995 by the Western Australian Parliament Standing Committee on Public Administration and Finance, and the Corruption and Crime Commission’s report into the actions of the former CEO of the Shire of Dowerin.

The current Act provides significant autonomy for councils in the recruitment, selection and performance review of CEOs. High profile problems at a portion of local governments across the State has highlighted the level of support needed by councils to enable them to successfully complete these important tasks.

INFORMATION SHEET

Department ofLocal Government, Sport and Cultural Industries

LOCAL GOVERNMENTS FOR THE FUTURE

Local Government Act Review


Summary of feedback from local governments and others:

Picking a CEO is difficult

Most local governments use recruitment agencies

There is a perception that CEO recruitment is restricted to those already within the sector

Local governments generally support involving third-parties, such as the PSC, but would like it to be optional

General agreement that assessing CEO performance is difficult however councils and CEOs want to maintain autonomy

Community and some councillors believe CEOs have too much power

What we consulted on

The consultation paper canvased options that would result in councils receiving support to recruit and select CEOs and review their performance.

The consultation paper highlighted potential opportunities to require local governments to use a third-party, and specifically the Public Sector Commission (PSC), in CEO recruitment, selection and performance review.

What we heardOverall, CEO recruitment, selection and performance review was recognised as an important matter; however views on the best approach differed.

More than 85% of submissions from community members believed councils should be required to use a third-party in CEO selection and 75% believed third-parties should be involved in CEO performance review.

For local governments, CEO recruitment, selection and performance review was described as a key area where autonomy should be maintained. Local government submissions welcomed additional support for council but not at the expense of council having the final say.

CEO performance review

CEO recruitment

of community believe local governments should use a third-party when selecting a CEO86%

of local governments want to retain current practices83%

of community want third-party CEO performance review76%

of local governments want to retain current practices 81%

Local Government Professionals WA

PSC should be required to guide and support local governments in CEO recruitment and performance review.

If a CEO reports a council member to an investigative body, the PSC should be the performance reviewer.

Summary of feedback from peak local government bodies:

WALGA

Local governments should be encouraged to seek third party assistance in the recruitment and performance management of a CEO, whether this be by the PSC or registered consultants.

Some community and sector submissions raised concerns about current practices, instead supporting standardised advertising and recruitment procedures to ensure fairness and transparency in decision-making.


Recruitment and selection

Policies, standards and procedures covering CEO recruitment and selection are to be prepared in consultation

with the sector and include addressing job requirements, advertising and due diligence. These are to be adopted by local governments as minimum standards.

Performance management

Best practice policies, standards and procedures covering CEO performance management are to be prepared in consultation with the sector and adopted by local governments as minimum standards.

The full council must endorse the performance management assessment.

Early termination

Best practice policies, standards and procedures covering CEO dismissal to be prepared in consultation with the sector and adopted by local governments as minimum standards.

Acting arrangements

The council is to develop and adopt a policy covering the arrangements to replace a CEO for any period less than twelve months.

The policy is to be made available on the local government’s website.

Councils will still be able to delegate the recruitment and performance review of a CEO to a sub-committee of council, however, the full council will need be involved during the following stages:

commencement of a recruitment/performance review process, including review of the Job Description Form (selection criteria and responsibilities of the position)

review of the employment contract

endorsement of the final appointment/review.

New direction Given the importance of the CEO position and the growing concern regarding CEO performance, reforms that will result in greater consistency in CEO recruitment, selection and performance review are considered necessary.

Several independent inquiries have concluded that providing councillors with greater support in performing the critical tasks of CEO performance review and recruitment would benefit local governments and the community.

There are consistent concerns with the relationship between council and administration that is on occasion too close or, in extreme cases, described as toxic.

CEOs form part of the broader public service. Under the Public Sector Management Act 1994, the Public Sector Commissioner has a general function to promote the overall efficiency and effectiveness of the public sector. There is a current review into the Public Sector Commission’s capability, functions, structure and performance which is due to report in 2018 which may affect the future role of the Commission.

A number of improvements will be introduced to provide a more structured and consistent framework:


Department of Local Government, Sport and Cultural Industries Gordon Stephenson House, 140 William Street, Perth WA 6000 GPO Box R1250, Perth WA 6844 Telephone: (08) 6551 8700 Fax: (08) 6552 1555 Freecall (Country only): 1800 620 511 Email: [email protected] Website: www.dlgsc.wa.gov.au

Translating and Interpreting Service (TIS) – Telephone: 13 14 50LG089-0711

Vision for the futureThe reforms reflect the importance of the CEO position and the need to restore public confidence in local government.

The introduction of universal training will assist elected members in better understanding their roles and responsibilities.

Greater rigour in CEO recruitment, selection and decisions regarding termination will occur as a result of these changes.

Under these reforms, the council will remain as the employer of the CEO and be responsible for the recruitment, selection and performance review of the CEO.

Additional protections will exist for applicants, the community and current CEOs by having a clear statement of best practice policies, standards and procedures which must be adopted by council.

Independent guidance and assistance will improve the selection and performance review of local government CEO’s while ensuring autonomy is maintained.

This is a further plank of reforms that will meet public expectations for ethics, standards and performance in this critical area.

Local Government Act Review


TIMELINE TO RECRUIT CEO

Steps Timeframe Comments

1. Interim CEO Recruitment and Selection Committee to be formed by Council

December 2020 To recruit interim CEO

2. Council to create CEO Recruitment & Selection Committee

December 2020 To recruit substantive CEO

3. CEO Interim Recruitment & Selection Committee to meet and confirm Terms of Reference (TOR)

January 2021

4. Contract interim CEO February 2021

5. CEO Recruitment & Selection Committee (the Committee for substantive CEO) meet and confirm Terms of Reference (TOR)

February 2021

6. Requests for quote to Executive Search & Selection Company to be sought

February 2021

7. Shortlisted Executive Search companies (maximum 3) to address CEO Recruitment & Selection Committee and selection of Executive Search company to be made

March 2021

8. HR Manager with approval of the Committee to provide information (position description, salary band, specific requirement, approval of advertising) to Executive Search company

March 2021

9. CEO Position to be advertised

April 2021

10. Executive Search company to arrange screening, longlisting, for CEO R & S Committee and discussion of shortlisting

May 2021


TIMELINE TO RECRUIT CEO

11. Interviews to be conducted with Executive Search and Committee representation

June/July 2021

12. Preliminary contractual discussions to be held with preferred candidate

July 2021

13. Preferred candidate to be submitted to Council for approval

August 2021

14. CEO Contract signed and finalised

August 2021

15. New CEO gives 3-months’ notice to resign from current role

November 2021 commencement after notice period

*indicative timeframe. Councillors on leave from Committee may impact timelines.


11

Committees Terms of Reference Manual

CEO Recruitment and Selection Committee 1. The CEO Recruitment and Selection Committee is to be an interim Committee

for the life of the CEO Recruitment and Selection process. 2. In accordance with Local Government Operational Guidelines Number 10 –

Appointing a CEO and in the interests of professionalism for all parties and the reputation of the City, matters discussed and information relating to executive search companies that are commercial in confidence or relating to applicants and their details will be treated in the strictest confidence.

3. The CEO Recruitment and Selection Committee with the assistance of the HR

Manager as required will refine the requirements for the selection of the CEO.

4. The CEO Recruitment and Selection Committee will coordinate the end to end recruitment process, including working with an Executive Search consultancy as required to advertise for and search and select appropriate candidates.

5. The CEO Recruitment and Selection Committee will report back to Council at

important points in the process and enable Council to make the final decision regarding selection and appointment of the CEO.



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13.7 Review of Wards and Councillor Numbers


Nil.

CEO Mark Goodlet Attachments 1. A Review of Wards and Representation for

the City of Nedlands - Options and Discussion Executive Summary Local Governments are required to assess Wards and Councillors numbers every eight years. This report commences this process and recommends public consultation as required under the Local Government Act 1995. Recommendation to Council Council: 1. endorses the Ward Review and Councillor Numbers Discussion

Paper for the purposes of seeking public submissions; and

2. instructs the Chief Executive Officer to give local public notice of its intention to carry out a review of Wards and Councillor numbers and invites submissions as required under Clause 6(1) of Schedule 2.2 of the Local Government Act 1995.

Discussion/Overview The City of Nedlands has four wards; Coastal, Hollywood, Melvista and Dalkeith. The City of Nedlands has 12 councillors and a Mayor. Three councillors are elected for each ward.


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Table: City of Nedlands elector to Councillor ratios - current situation Ward Number of

Electors1 Number of Councillors

Councillor/ Elector Ratio

% Ratio Deviation

Coastal 4,320 3 1:1,440 +12.16% Hollywood 4,046 3 1:1,349 +5.04% Melvista 3,508 3 1:1,169 -8.92% Dalkeith 3,533 3 1:1,178 -8.28% Total 15,407 12 1:1,284 Not applicable

1. Number of electors at close of roll for the 19 October 2019 ordinary election. The current local government reform process is considering prescribing councillor numbers to population though this has no legal standing presently. It would likely reduce the number of councillors in the City of Nedlands if it went forward. Key Relevant Previous Council Decisions: The most recent ward and councillor numbers assessment was carried out in 2012. No changes were made to the ward boundaries or councillor numbers at that time. At the 27 October 2020 Ordinary Council Meeting the following was resolved: “That the item be deferred to an informal Councillor discussion.” This has now occurred, and the matter is presented for Council determination for advertising purposes only. The Review Process The review process involves a number of mandatory steps: • The Council resolves to undertake the review and advertise (this report) • Public submission period opens • Information provided to the community for discussion • Public submission period closes • The Council considers all submissions and relevant factors and makes a

decision • The Council submits a report to the Local Government Advisory Board

(the Board) for its consideration • If a change is proposed, the Board submits a recommendation to the

Minister for Local Government (the Minister). Any changes approved by the Minister will be in place for the next ordinary election where possible.


55

Assessment of the Options Attachment 1 provides a discussion paper on the following options: • Ward Numbers • No Wards • 2 Wards • 3 Wards • 4 Wards Councillor Numbers • 12 Councillors (All Ward options are available) • 8 Councillors (not suitable for a 3 Ward system. 4 and 2 Ward options are

available) • 6 Councillors (not suitable for a 4 Ward system. 3 and 2 Ward options are

available) The public consultation process will also provide for submission of other Ward and Councillor numbers options. Implementation of Proposed Changes The local government can indicate to the Board when it prefers the implementation of proposed changes to take place. In most cases this will be at the next ordinary elections day however, there may be some instances where proposed changes to representation (e.g., a reduction in the number of offices of councillor created by a vacancy can take place the day after the date of gazettal) occur as soon as possible. When offices of councillor are to be redistributed into new wards, or there is a reduction or increase in the number of offices of councillor, the implementation method should give consideration to clauses 1 and 2 of Schedule 4.2 of the Local Government Act 1995. As near as practical to half of the total number of councillors are to retire every two years and as near as practical to half of the councillors representing each ward are to retire every two years. Consultation Consultation will be carried out following approval to do so by Council. Strategic Implications How well does it fit with our strategic direction? Not Applicable.


56

Who benefits? The community. Does it involve a tolerable risk? Yes. Do we have the information we need? Yes. Budget/Financial Implications Can we afford it? How well does the option fit within our Long Term Financial Plan? What do we need to do to manage he costs over the lifecycle of the asset / project / service? The direct impact of councillor number reductions is discussed in the options paper in Attachment 1. It is not possible to quantify indirect financial impacts of different ward or councillor numbers in terms of decision-making and strategic direction. How does the option impact upon rates? The direct impact of councillor number reductions is discussed in the options paper in Attachment 1.

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A Review of Wards and Councillor Numbers for the City of Nedlands Options and Discussion December 2020


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Contents

Background .............................................................................................................. 4

Current situation ...................................................................................................... 4

Review process** ................................................................................................ 4

Factors to be considered** .................................................................................. 5

1. Community of interest** ............................................................................. 5

2. Physical and topographic features** .......................................................... 5

3. Demographic trends ................................................................................... 5

4. Economic factors** ..................................................................................... 5

5. Ratio of Councillors to Electors in the various wards** .............................. 6

Ratio of councillors to electors ............................................................................ 6

Number of councillors ......................................................................................... 6

Providing leadership and guidance to the community ......................................... 9

Facilitating communication between the community and the council .................. 9

Decision making ................................................................................................ 10

Other Duties - Attending meetings .................................................................... 11

Other Duties KPIs. ............................................................................................ 11

Other matters raised by the Department on the Number of Councillors** ......... 11

Options to consider ............................................................................................... 12

WARD NUMBER OPTIONS ............................................................................. 14

OPTION 1: No Wards ....................................................................................... 14

Benefits of Wards .............................................................................................. 15

OPTION 2: Two Wards ..................................................................................... 15

OPTION 3: Three Wards ................................................................................... 16

OPTION 4: Four Wards (current) ...................................................................... 18


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This document has been prepared based on information written by the Department of Local Government, Sport and Cultural Industries (the Department) for the review of ward boundaries and for the description of the role of councillors. City of Nedlands specific information is included for assessment of its wards and Councillor numbers. Throughout this document information written by the Department is followed by **, for referencing purposes.

For more information, please contact:

Department of Local Government, Sport and Cultural Industries Gordon Stephenson House, 140 William Street, Perth WA 6000 GPO Box R1250, Perth WA 6844 Telephone: (08) 6551 8700 Email: [email protected] Website: www.dlgsc.wa.gov.au Translating and Interpreting Service (TIS) – Telephone: 13 14 50


mailto:[email protected]

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

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Background The City of Nedlands is undertaking a review of its ward system to comply with the requirements of the Local Government Act 1995 (the Act). Schedule 2.2 of the Act requires local governments with wards to carry out reviews of the ward boundaries and the number of councillors for each ward from time to time so that no more than eight years elapse between successive reviews. The last review of wards in the City of Nedlands was undertaken in 2012 and it is now due to carry out another review.

Current situation Currently the City of Nedlands has twelve (12) councillors elected from four (4) wards as follows: Table: City of Nedlands elector to Councillor ratios - current situation

Ward Number of Electors1

Number of Councillors


% Ratio Deviation

Coastal 4,320 3 1:1,440 +12.16%

Hollywood 4,046 3 1:1,349 +5.04%

Melvista 3,508 3 1:1,169 -8.92%

Dalkeith 3,533 3 1:1,178 -8.28%

Total 15,407 12 1:1,284 Not applicable 1. Number of electors at close of roll for the 19 October 2019 ordinary election.

Review process** The review process involves a number of steps: • The Council resolves to undertake the review • Public submission period opens • Information provided to the community for discussion • Public submission period closes • The Council considers all submissions and relevant factors and makes a

decision • The Council submits a report to the Local Government Advisory Board (the

Board) for its consideration • If a change is proposed, the Board submits a recommendation to the Minister

for Local Government (the Minister).

Any changes approved by the Minister will be in place for the next ordinary election where possible.


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Factors to be considered** When considering changes to wards and representation, Schedule 2.2 of the Act specifies five factors that must be taken into account by a local government as part of the review process: 1. Community of interest 2. Physical and topographic features 3. Demographic trends 4. Economic factors 5. Ratio of Councillors to Electors in the various wards.

The Board offers the following interpretation of these factors. 1. Community of interest** The term community of interest has a number of elements. These include a sense of community identity and belonging, similarities in the characteristics of the residents of a community and similarities in the economic activities. It can also include dependence on the shared facilities in a district as reflected in the catchment areas of local schools and sporting teams, or the circulation areas of local newspapers. Neighbourhoods, suburbs and towns are important units in the physical, historical and social infrastructure and often generate a feeling of community and belonging. 2. Physical and topographic features** These may be natural or man-made features that will vary from area to area. Water features such as rivers and catchment boundaries may be relevant considerations. Coastal plain and foothills regions, parks and reserves may be relevant as may other man-made features such as railway lines and freeways. 3. Demographic trends Several measurements of the characteristics of human populations, such as population size, and its distribution by age, sex, occupation and location provide important demographic information. Current and projected population characteristics will be relevant as well as similarities and differences between areas within the local government.** Further information on the demographics of the City of Nedlands is available at the Australian Bureau of Statistics website at the following link https://www.abs.gov.au/ . 4. Economic factors** Economic factors can be broadly interpreted to include any factor that reflects the character of economic activities and resources in the area. This may include the industries that occur in a local government area (or the release of land for these) and the distribution of community assets and infrastructure such as road networks.


https://www.abs.gov.au/

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5. Ratio of Councillors to Electors in the various wards** This matter has two distinct components. The first is the ratio of councillors to electors. The second is the overall number of councillors. Ratio of councillors to electors On the first component, it is expected that each local government will have similar ratios of electors to councillors across the wards of its district. Intuitively it is easy to see that under a ward system it is only fair that electors receive equal representation by ward councillors. This safeguards against deliberate or inadvertent ward bias by Council. The only other matter that arises here is whether to abolish wards. Without wards all councillors represent all electors equally, in principle. Number of councillors A review of councillor numbers should consider the effectiveness and efficiency of the councillor in both their individual and collective Council roles as defined by the Local Government Act 1995, s2.10. 2.10. Role of councillors A councillor — a) represents the interests of electors, ratepayers and residents of the district; and b) provides leadership and guidance to the community in the district; and c) facilitates communication between the community and the council; and d) participates in the local government’s decision-making processes at council and

committee meetings; and e) performs such other functions as are given to a councillor by this Act or any other

written law.

Performing the role of the councillors and Council, is about being able to successfully meeting the objectives, roles and functions ascribed to them in the Local Government Act 1995 (the Act), its subsidiary legislation (Regulations and Local Laws) and other legislation that requires the local government to play a part. The measure of success is about considering whether there is an ideal number of councillors by which the City can meet these councillor and Council objectives, roles and functions. In addressing this matter, the various roles of the councillor are discussed below, and are based on information provided by the Department of Local Government, Sport and Cultural Industries at the following link. https://www.dlgsc.wa.gov.au/local-government/local-governments/council-elections/the-role-of-a-council-member


https://www.dlgsc.wa.gov.au/local-government/local-governments/council-elections/the-role-of-a-council-member

https://www.dlgsc.wa.gov.au/local-government/local-governments/council-elections/the-role-of-a-council-member

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Representation Representation refers to the act of speaking on behalf of someone. The more councillors per resident the greater the likelihood that representation is able to occur. One of the benefits of a large number of councillors is that the distribution of views across the councillors is more likely to be representative of the community itself. This does not take into account demographic differences but goes to the notion that a higher sample population (of councillors) will be more statistically representative of the main population, the electors. Councillors represent the community’s interests in many ways. They can pass on electors’ views, support initiatives, and report complaints and problems they perceive, by informing the CEO or raising such matters in Council meetings. The representation of electors’ views is complicated in Councils that operate under a ward system. Here, the councillor has both a duty to present the views of electors in his or her ward and to consider the good of the district as a whole when making a decision. In terms of representation effectiveness there cannot be too many councillors. The more councillors the better the representation effectiveness. In terms of “effectiveness” a ratio of one councillor to 200 electors provides better representation than one councillor per 1000 electors. This works two ways. The councillors are more able to make direct contact with the electors and provide the representation, leadership, guidance and communication roles of a councillor, under section 2.10 of the Act. Collectively also, when in a Council or committee meeting, the higher the number of Councillors, the more likely it becomes statistically, that the views of the electors are reflected in the decisions of Council or committee. In terms of “efficiency” representation is about whether the number of councillors, either too many or too few, leads to an inefficient decision-making process, or an unnecessary cost burden to the ratepayer. This can be affected by the systems and committees set up to support Council. As a starting point the table below shows the population per councillor across all Western Australian local governments, in comparison to the City of Nedlands.

AREA Local Government District Population per Councillor

City of Nedlands 1,732 Western Australia 1,675 Inner Metropolitan Area 3,888 Inner + Outer Metropolitan Area 5,323 Metropolitan Lowest (Peppermint Grove)

244

Metropolitan Highest (Stirling) 15,713 The graph below shows the City of Nedlands as the 7th lowest population per Councillor for the Perth Inner and Outer Metropolitan local government districts. This suggests high representation effectiveness for the City of Nedlands electors in comparison to other Perth Inner and Outer Metropolitan local government districts.


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Figure 1. Graph of Population per Councillor for the Perth Inner and

Outer Metropolitan Local Government Districts The Cost of Representation The fees, allowances, expenses paid to each Councillor totals $26,730. For 12 councillors this is $320,760. Expense and overheads per Councillor are $5,138, totalling $61,656 for 12 Councillors. This is broken down below. Meeting fee per Councillor $ 23,230 Allowances per Councillor $ 3,500 Sub-total $ 26,730 Expenses per Councillor $ 3,346 Overheads per Councillor $ 1,792 Sub-total $ 5,138 Total per Councillor $ 31,868 Total for 12 Councillors $384,416 A reduction from 12 to 8 councillors would yield $127,472 in savings. A reduction from 12 to 6 councillors would yield $191,208 in savings. These figures exclude Mayor costs, given they are not affected by the discussion on councillor numbers. The administrative productivity yield for a reduction in councillor numbers would occur although noting some transfer of responsibility to remaining councillors and not all overheads are reduced (e.g. depreciation).


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The question of cost and representation is one that may be a question best answered by community feedback, as it is the ratepayer who ultimately foots the bill for representation. Representation KPIs Representation is effective Representation if efficient Representation is cost efficient. Providing leadership and guidance to the community The Act doesn’t provide specific information on how leadership and guidance are to be implemented in a local government by councillors, though civic leadership by the Mayor is well understood.** People often look to their elected representatives to provide leadership and guidance. This can be done by highlighting directions that could be followed, putting forward options, and presenting arguments or possible solutions to a problem at community forums and council meetings.** Developing a vision for the community and deciding what needs to be done to achieve that vision is an important role for council members. Convincing the community to endorse and follow that vision (and associated plans) requires leadership.** It is important to recognise that the most fundamental task is trying to achieve a strong sense of shared purpose and commitment. The needs and desires of the community are constantly changing and evolving. Councillors must be prepared to initiate new policies and activities in response to these changes.** The matters to be considered for the number of members of a board are summarised by the Australian Institute of Company Directors (AID) in the following link. Given some similarities between Councils and Boards this information may be considered of value. https://aicd.companydirectors.com.au/~/media/cd2/resources/director-resources/director-tools/pdf/05446-3-1-mem-director-tools-gr-number-of-directors_a4-web.ashx Leadership and Guidance KPIs Options are put forward and well considered. Council has a clear vision The Community has a strong shared purpose and commitment. New policies are initiated and implemented in response to change Facilitating communication between the community and the council To be effective, councillors need to understand the views of the people they represent. Communication is a multi-faceted process that needs to flow both ways to be effective.


https://aicd.companydirectors.com.au/%7E/media/cd2/resources/director-resources/director-tools/pdf/05446-3-1-mem-director-tools-gr-number-of-directors_a4-web.ashx



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Councillors provide information to the community about the policies and decisions of council, and the community relays its desires, concerns and opinions to the Council through the councillors.** To represent both electors and the council effectively, a councillor needs to be a good communicator and keep in touch with the local community.** Councillors can keep in touch with electors in a variety of ways including: • attending meetings of local organisations; • being available and responding to residents who wish to raise issues or

concerns; • attending events arranged by the local government; • participating in functions held in the local area; • communicating with the community via a newsletter, email or website; and • reading the local newspaper.**

Communication KPIs Attending meetings of local organisations Being available and responding to residents who wish to raise issues or concerns Attending events arranged by the local government Participating in functions held in the local area Communicating with the community via a newsletter, email or website Reading the local newspaper Decision making Decision making occurs across a range of matters for councillors in committee and Council meetings, including: • Policy making and review; • Planning for the future (Integrated Strategic Planning) • Managing assets in the Corporate Business Plan, Asset Management Plans

and in budgetting; • Finances; • Strategic and Statutory Planning**

Decision-making KPIs Determining and reviewing policy and local laws Planning for the future Managing Assets Finances Strategic and Statutory planning


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Other Duties - Attending meetings Council members have a duty to attend all Council meetings to ensure that electors are adequately represented. Committee meeting attendance is also necessary where councillors are nominated to these.** Many local governments operate using a system of committees to reduce the work at Council meetings. These committees are established to consider specific aspects of a local government’s operation such as finance, works, community services or planning. Each committee usually includes a small number of councillors who generally make recommendations to full council. Many Councils also operate using committees which include non-elected members such as employees, consultants or community members.** The number of meetings a councillor must attend each month will vary according to the frequency of Council meetings and the number of committees on which the elected member sits. (Most local governments have monthly, or fortnightly council meetings and committee meetings may be held several days prior to the full council meeting or on the same day.)** Some local governments have other types of meetings outside the formal Council meeting framework which allow councillors and officers to meet and discuss matters.** Other Duties KPIs. Council meetings Committee meetings Other meetings Other matters raised by the Department on the Number of Councillors** The preferred number of councillors for a local government is a matter for the local government. There is a diverse range of councillor/elector ratios across Western Australia reflecting sparsely populated remote areas and the highly populated urban areas. The size and structure of a local government will impact on the deliberations involved in determining the number of elected members needed to service the local government. The advantages of a reduction in the number of elected members may include the following: • The decision-m a k in g process may be more effective and efficient if the

number of elected members is reduced. It is more timely to ascertain the views of a fewer number of people and decision making may be easier. There is also more scope for team spirit and cooperation amongst a smaller number of people.

• The cost of maintaining elected members is likely to be reduced. • Consultation with the community can be achieved through a variety of means


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in addition to individuals and groups contacting their local elected member. • A reduction in the number of elected members may result in an increased

commitment and interest and participation in Council’s affairs by elected members generally.

• Fewer elected members are more readily identifiable to the community. • Fewer positions on Council may lead to greater interest in elections with

contested elections and those elected obtaining a greater level of support from the community.

• There is a State wide trend in reductions in the number of elected members and many local governments have found that fewer elected members has improved their decision making process.

The disadvantages of a reduction in the number of elected members may include the following: • A smaller number of elected members may result in an increased workload for

incumbent members and may reduce efficiency and effectiveness. • There is the potential for dominance in the Council by a particular interest group. • A reduction in the number of elected members may limit the diversity of

interests around the Council table. • Opportunities for community participation in Council ’s affairs may be reduced

if there are fewer elected members for the community to contact.

Options to consider Council will consider the following options and members of the community may suggest others. The Options for Wards are as follows: Option 1: No wards Option 2: Two wards Option 3: Three wards Option 4: Four wards (current) The Options for Councillor numbers are as follows: Option A: 12 councillors (current) Option B: 8 councillors Option C: 6 councillors Note that for 3 wards 8 councillors is not an option. All other combinations are available. Note that for 4 wards 6 councillors is not an option. All other combinations are available. Submissions on alternative Ward and Councillor Numbers, not considered here, can also be made.


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These tables are working sheets and can be used to compare Ward Numbers and to compare Councillor Numbers.

WARD NUMBERS Option No.: Description

Community of interest

Physical and topographic features

Demographic trends

Economic factors

Ratio % Deviation of Councillors to Electors

1: No Wards

2: Two Wards

3: Three Wards

4: Four Wards (current)

NUMBER OF COUNCILLORS (ranking 1 = best; 3 = worst: based on KPI outcomes) Option: Number of councillors

Representation

Effectiveness

Representation

Efficiency

Cost Leadership & Guidance

Facilitating Communic

ation

Decision Making

Other Duties

TOTAL

A: 12 B: 8 C: 6


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WARD NUMBER OPTIONS The four ward number options are discussed below. OPTION 1: No Wards In this option the ward system is abolished. Advantages of this option include: 1. Community of Interest. The City of Nedlands is relatively homogenous local

government in terms of its self-identity as a residential district, although the Hollywood ward and Coastal wards contain significant areas of civic purposed land.

2. Physical and topographical features. Nil. 3. Demographic Trends. The City shares a family led demographic. The impact

of Local Planning Scheme 3 will not cross ward boundaries. 4. Economic Factors. Nil. 5. Ratio of councillors to electors is no longer an issue as all councillors represent

all areas of the City. Additional factors for consideration are discussed below in support of a no ward system. • Elected members are elected by the whole community not just a section of it. • Knowledge and interest in all areas of the Council’s affairs would result

broadening the views beyond the immediate concerns of those in a ward. • Members of the community who want to approach an elected member can

speak to any elected member. • Social networks and communities of interest are often spread across a local

government and elected members can have an overview of these. • Elected members can use their specialty skills and knowledge for the benefit of

the whole local government. • There is balanced representation with each elected member representing the

whole community. • The election process is much simpler for the community to understand and for

the Council to administer. • Elected members can become too focused on their wards and less focused

on the affairs of other wards and the whole local government. • An unhealthy competition for resources can develop where electors in each

ward come to expect the services and facilities provided in other wards, whether they are appropriate or not.

• The community and elected members may regard the local government in terms of wards rather than as a whole community.

• Ward boundaries may appear to be placed arbitrarily and may not reflect the social interaction and communities of interest of the community.

• Balanced representation across the local government may be difficult to achieve, particularly if the local government area is not homogenous.


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Disadvantages of this option include: 1. Community of Interest. While there are commonalities in the community of

interest across the City, Council may lose some ability to focus on the specific differences in the communities of interest across the City (identified in option 4).

2. Physical and topographical features. Council may lose some ability to specifically focus on the specific differences in the physical and topographical features across the City.

3. Demographic Trends. Nil. 4. Economic factors. The City is economically diverse geographically with light

industrial/ commercial areas, large education facilities and large areas set aside for state and federal government purposes. A no ward system may lead to local government imbalance in outcomes.

5. Ratio of councillors to electors. Nil. Benefits of Wards Many local governments have a ward system and find that it works well for them. Having a ward system may include: • Different sectors of the community can be represented ensuring a good spread

of representation and interests amongst elected members. • There is more opportunity for elected members to have a greater knowledge

and interest in the issues in the ward. • It may be easier for a candidate to be elected if they only need to canvass one

ward. • Electors may feel that they are not adequately represented if they don’t have

an affinity with any of the elected members. • Elected members living in a certain area may have a greater affinity and

understanding of the issues specific to that area. • There is potential for an interest group to dominate the Council. • Elected members may feel overwhelmed by having to represent all electors and

may not have the time or opportunity to understand and represent all the issues. • It may be more difficult and costly for candidates to be elected if they need to

canvass the whole local government area. OPTION 2: Two Wards In this option the Coastal Hollywood wards are combined to become the “Coast” or “North” Ward and the Melvista and Dalkeith wards are combined to become the “River” or “South” Ward, so named due to proximity their adjacent water bodies. The boundary is Stirling Highway. Advantages of this option include:


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1. Community of Interest. Both wards share a common community of interest overall as a residential, village-based community. A ward system allows for specific focus on the ward-based community of interest factors.

2. Physical and topographical features. Both wards have a defining and attractive water feature boundary, the ocean to the west and the river to the east. There is a simple and clearly delineated ward boundary.

3. Demographic Trends. Both wards share a family led demographic. Both wards share the Local Planning Scheme 3 infill, including along a common boundary. This creates a unifying effect for Council as it deals with the issues associated with infill.

4. Economic Factors. The wards are economically diverse with light industrial/ commercial areas, large education facilities and large areas set aside for state and federal government purposes. A ward system allows for specific focus on the ward based economic factors, although to a lesser extent than a four-ward system.

5. Ratio of councillors to electors is less than 10% Ratio Deviation maximum recommended by the Department. This is unaffected by the number of councillors and will remain the same whether there are 6, 8 or 12 councillors. 8 councillors is used below for illustration purposes.

Option 2 Table: Two Wards % Ratio Deviation

Ward Number of Electors1

Number of Councillors


% Ratio Deviation

Coast (North) 8,366 4 1:2,092 +8.60%

River (South) 7,041 4 1:1,760 -8.60%

Total 15,407 8 1:1,926 Not applicable Disadvantages of this option include: 1. Community of Interest. Nil. 2. Physical and topographical features. Nil. 3. Demographic Trends. Nil. 4. Economic Factors. Nil. 5. Ratio of councillors to electors. Nil. OPTION 3: Three Wards In this option there are three Wards, North, Central and South. The map below shows how this might look. Final boundaries would need confirmation and are based on an estimate of a balanced number of electors in each ward.


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Advantages of this option include: 1. Community of Interest. Nil. 2. Physical and topographical features. Nil. 3. Demographic Trends. Nil. 4. Economic Factors. The North and Central wards have economically diversity with

light industrial and commercial areas, large education facilities and large areas set aside for state and federal government purposes. A three ward system allows for specific focus on the ward based economic factors, although to a lesser extent than a four-ward system.


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5. Ratio of councillors. Final ward boundaries would need confirmation and are based on an estimate of a balance number of electors in each ward. Under this scenario % Ratio Deviation will comply with Department recommendations.

Disadvantages of this option include: 1. Community of Interest. North ward is largely residential and civic. Central ward

is also largely residential and civic. However, it contains most of the new up-coded land. South ward is largely residential.

2. Physical and topographical features. The North and South wards have defining and attractive water feature boundaries, the ocean to the west and the river to the east. The Central ward is land bound.

3. Demographic Trends. The Central ward takes the bulk of the up-coded area and will be subject to population growth ahead of the other two wards.

4. Economic Factors. Nil. 5. Ratio of councillors to electors. Nil. OPTION 4: Four Wards (current) A map showing the current ward boundaries is shown below.


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Current Ward Features and Landmarks (not exhaustive)

COASTAL WARD Feature / Landmark Swanbourne Beach Allen Park Allen Park Heritage Precinct (buildings) Graylands Hospital Mt Claremont Library Mt Claremont Community Centre Swanbourne Primary School Swanbourne Army Complex including Campbell Barracks HBF / Challenge Stadium John XX111 College Cottesloe Golf Course McGillvray Ovals


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Light Industrial Area – John 23rd Ave and Brockway Asquith Village Precinct

HOLLYWOOD WARD Feature / Landmark Hollywood Hospital Aged Care Precinct Irwin Barracks Karakatta Cemetery Carrington St Commercial Precinct Lemnos Precinct Light Industrial Area and Not For Profit Area Perth War Cemetery (Commonwealth War Graves), (West Australian Garden of Remembrance), (Dutch War Graves) Hollywood Primary School Shenton Park Bush Land Reserve Highview Park and Hollywood Bowling Club Lawler Park Hamden Road Commercial Area CSIRO Research Facility Subiaco Wastewater Facility Railway Line Stirling Highway Mixed Use Area

MELVISTA WARD Feature / Landmark Melvista Park College Park Drabble House City Administration Centre Peace Memorial Rose Garden Tresillian Community Centre Nedlands Public Library Windsor Theatre Nedlands Primary School Loreto Primary School Stirling Highway Mixed Use Area

DALKEITH WARD Feature / Landmark Gallop House Sunset Site (former) Tawarri Site All Abilities Play Space Dalkeith Gunners Memorial Birdwood Parade Melvista Reserve Waratah Village Precinct Point Resolution Reserve David Cruikshank Reserve


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Masons Gardens Dalkeith Hall Carmelite Monastery Nedlands Yacht Club and Flying Squadron Yacht Club Nedlands Foreshore Nedlands Golf Course

Advantages of this option include: 1. Community of Interest. All wards share a common community of interest overall

as a residential, village-based community. A ward system allows for specific focus on the ward-based community of interest factors.

2. Physical and topographical features. There is some variability in the physical and topographical features. There is a simple and clearly delineated ward boundary.

3. Demographic Trends. Nil. 4. Economic Factors. The wards are economically diverse with light industrial/

commercial areas, large education facilities and large areas set aside for state and federal government purposes. A ward system allows for specific focus on the ward based economic factors.

5. Ratio of councillors to electors. Nil.

Disadvantages of this option include: 1. Community of Interest. Nil. 2. Physical and topographical features. Nil. 3. Demographic Trends. The wards have disparate demographic impacts due to

the Local Planning Scheme 3 infill. 4. Economic Factors. Nil. 5. Ratio of councillors to electors is more than 10% Ratio Deviation maximum

recommended by the Department.

This is unaffected by the number of councillors and will remain the same whether there are 6, 8 or 12 councillors. 12 councillors is used below for illustration purposes.

Option 4 Table: City of Nedlands elector to councillor ratios - current situation Ward Number of

Electors1 Number of Councillors


% Ratio Deviation

Coastal 4,320 3 1:1,440 +12.16%

Hollywood 4,046 3 1:1,349 +5.04%

Melvista 3,508 3 1:1,169 -8.92%

Dalkeith 3,533 3 1:1,178 -8.28%

Total 15,407 12 1:1,284 Not applicable 1. Number of electors at close of roll for the 19 October 2019 ordinary election.


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The % ratio deviation gives a clear indication of the % difference between the average councillor/elector ratio for the whole local government and the councillor/elector ratio for each ward. It can be seen that there is some imbalance in representation with the Coastal Ward being underrepresented by more than 12.16%. A balanced representation would be reflected in the % ratio deviation being within plus or minus 10%. Under normal circumstances an imbalance of greater than 10% would prompt a ward boundary realignment. However, the 2019 adoption of the new Local Planning Scheme 3 will put infill development into the Melvista and Hollywood Wards and to a lesser extent into the Dalkeith Ward followed by a small amount in the Coastal Ward. Based on current surge in development applications (about 120 currently with the City) the changes in Ward elector numbers will start to occur in the next year as developments are built. The Coastal Ward deviation ratio may decrease and fall within the 10 % range in coming years, although this is uncertain. The Hollywood and Melville Wards deviation ratios will trend upward and to a lesser extent, so might Dalkeith, although this depends on the pace of development in each ward. A ward boundary adjustment to balance elector numbers would need to adjust all inter-ward boundaries, given the higher number of electors to councillor imbalance is in both the Coastal and Hollywood wards. It is not readily obvious, given that the existing boundaries are lined up along main roads how the realignment would occur given that a realignment may impact on other considerations such as community of interest, demographics and economic factors.



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13.8 Site Assessment Working Group – Reappointment of Council Members

Council 15 December 2020 Applicant City of Nedlands Employee Disclosure under section 5.70 Local Government Act 1995 and section 10 of the city of Nedlands Code of Conduct for Impartiality

Nil

CEO Mark Goodlet Attachments Nil. Confidential Attachments

Nil.

Executive Summary

Due to Councillor Horley’s resignation from the Site Assessment Working Group this report is to appoint a new chair and deputy chair as per the Terms of Reference.

Recommendation to Council Council appoints Councillor Smyth to chair the Site Assessment

Working Group and Councillor McManus as the Deputy Chair.

Discussion/Overview

The City of Nedlands agreed at the Council meeting on 25 August 2020 to proceed with establishing a Site Assessment Working Group (SAWG) for the proposed Perth Children’s Hospice. The objectives of SAWG are to:

• Foster stakeholder and community awareness and understanding of theproposed development in Allen Park and discuss any required variation tothe Allen Park Master Plan;

• Foster the City of Nedland’s awareness of community concerns andaspirations for the respective residence proposal at Allen Park andregularly report the results of this engagement to Council;

• Obtain and provide local input and knowledge into the area as part of thereview process;


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Terms of Reference were created and will be agreed and finalised at the first SAWG meeting. The SAWG was established by the City of Nedlands following public invitation for nominations from residents of Swanbourne. The SAWG members were randomly selected from the pool of applicants by City of Nedlands representatives. The Community Working Group will consist of: • A Councillor appointed as Chairperson by Council; • 12 appointed members selected from the pool of applicants received; and • A secretary, appointed by the CEO. Councillor Horley has resigned from this working group. Key Relevant Previous Council Decisions: Decision 13.6 - Council Meeting 25 August 2020 Council requests the Chief Executive Officer to: 1. undertake community engagement, in compliance with Council’s

Community Engagement Policy, on the residence proposal at Allen Park and report the results of this engagement to Council by October 2020;

2. advise the Perth Children’s Hospital Foundation that joining the project

control group, will be subject to a future Council decision to vary the Allen Park Master Plan with the residence project incorporated;

3. simultaneously advertise for expressions of interest to Swanbourne

residents for a site assessment working group, to commence October 2020;

4. Council requests the Mayor to advise the Minister for Health of its current

position in respect to the Allen Park Masterplan and that any changes will be informed by transparent community and stakeholder engagement; and

5. If this proposed land resumption becomes inevitable the CEO is instructed

to vigorously pursue a land swap for recreation purposes with the State Government to replace this recreational land.

Decision 13.7 – Council Meeting – 27 October 2020

Council: 1. notes the results of the community and stakeholder engagement

summarised in this report; 2. endorses the Site Assessment Working Group (SAWG) Terms of

Reference as per Attachment 1 of this report;


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3. endorses the 12 candidates selected from the Ballot Selection Process

held on the 14 October 2020 for the SAWG; 4. appoints Councillor Horley to chair this working group and Councillor

Smyth as the Deputy Chair; and 5. formally establishes the SAWG. Decision 14.2 - Council Meeting 22 September 2020 Council requests the Chief Executive Officer to: 1. undertake community engagement, in compliance with Council’s

Community Engagement Policy, on the residence proposal at Allen Park and report the results of this engagement to Council by October 2020, as resolved by Council;

2. advise the Minister for Health and the Chair of the Perth Children’s

Hospital Foundation that the Council and City of Nedlands acknowledges the State Government decision for the location of the Children’s Hospice on the park land previously occupied by the Swanbourne Bowling Club. All land associated with the development (including bushfire protection measures and firebreaks) is to be contained within the site, preserving the adjacent bushland;

3. proceed with formation of the Swanbourne residents site assessment

working group by October 2020 and to include in the terms of reference, the provision of feedback to the City on the project development;

4. consider further the invitation from the Chair of the Perth Children’s

Hospital Foundation for him, or his delegate, to join this Project Control Group as a supporting member ensuring the City is informed as the Hospice development proceeds;

5. recommend to the Chair of the Perth Children’s Hospital Foundation that

the Deputy Mayor be invited also to join the Project Control Group as a Council representative; and

6. continues to negotiate with the WA Government Minister for LG and

Minister for Planning for a parcel of land within the City to replace the recreational land foregone for the Hospice, as there is a critical shortage of such land within the City of Nedlands. If the residence is going to proceed with an excision of the A Class Reserve, all remaining titles within Allen Park including the bushland Lot 150, are to be given A Class Reserve status.


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Consultation Councillor Horley has consulted with Councillor Smyth and Councillor McManus who have agreed to being nominated for Council to appoint them as the chairperson and deputy chairperson of the Site Assessment Working Group respectively. Strategic Implications Nil. Budget/Financial Implications Nil.


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13.9 Establishment of a Design Review Panel, Final Adoption of the Design Review Panel Local Planning Policy and Appointment of Panel Members


Nil The author, reviewers and authoriser of this report declare they have no financial or impartiality interest with this matter. There is no financial or personal relationship between City staff and the proponents or their consultants. Whilst parties may be known to each other professionally, this relationship is consistent with the limitations placed on such relationships by the Codes of Conduct of the City and the Planning Institute of Australia.

Director Peter Mickleson – Director Planning & Development

CEO Mark Goodlet Previous Item PD14.19 at 23 April 2019 Ordinary Council

Meeting 16.1 at 17 December 2019 Ordinary Council Meeting 7 at 30 January 2020 Special Council Meeting 14.4 at 30 March 2020 Ordinary Council Meeting 14.1 at 28 July 2020 Ordinary Council Meeting

Attachments 1. Design Review Panel – Local PlanningPolicy

2. Summary of comments from Office of theGovernment Architect


1. Design Review Panel – CandidateCumulative Scoring Sheet

2. Design Review Panel – Interview Forms(Collated)

3. Overview of Design Review Panelmembers interviewed

4. Design Review Panel – RecordedInterviews (MP4 video format)

Executive Summary

The purpose of this report is for Council to:

1. Appoint the recommended members for the City of Nedlands inauguralDesign Review Panel (DRP); and

2. Adopt the DRP Local Planning Policy.


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The DRP will be appointed to provide independent expert design review advice for complex planning proposals received by the City. This matter was last considered by Council at its 22 September 2020 meeting, where it was resolved to adopt the draft DRP Terms of Reference, with modifications, and to advertise the draft DRP Local Planning Policy for a period of 21 days. Council also resolved to progress with a call for expressions of interest for membership on the DRP, with final appointment of members being made by Council upon its adoption of the draft DRP Local Planning Policy. During October 2020, invitations for expressions of interest for membership on the DRP were advertised. A total of 25 expressions of interest were received. Using selection criteria drawn from the DRP Terms of Reference, 13 of these applicants were shortlisted and interviewed. The interview panel was comprised of a combination of the Manager Urban Planning, Principal Planner and Senior Urban Planners. All interviews were recorded, with applicant consent. These recorded interviews have been made available to Council as a confidential attachment. Final selection of the recommended panel members for the DRP was made by collating scores given for meeting the selection criteria and performance in the interview. A total of eight panel members are recommended to Council for consideration and appointment. This includes six general members and two specialist members, as prescribed by the DRP Terms of Reference. The Draft DRP Local Planning Policy was also advertised for 21 days, following Council’s 22 September 2020 Resolution. During this time, no submissions were received. No modifications have been made to the DRP Local Planning Policy post advertising. At its 22 September meeting, Council resolved for the draft DRP Terms of Reference to be adopted, subject to a number of modifications. These modifications have now been made to the DRP Terms of Reference. This Council report recommends adoption of the DRP Local Planning Policy and appointment of the recommended panel members to sit on the City of Nedlands inaugural DRP. Recommendation to Council Council: 1. proceeds to adopt the Design Review Panel - Local Planning Policy,

as set out in Attachment 1, in accordance with the Planning and Development (Local Planning Schemes) Regulations 2015 Schedule 2, Part 2, Clause 4(3)(b)(i);


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2. in accordance with Clause 2 of the Design Review Panel - Local Planning Policy, appoints, for a period of two years, the following Design Review Panel members:

a. General members: • Tony Blackwell • Dominic Snellgrove • Samuel Klopper • Munira Mackay • Philip Gresley • Hans Oerlemans

b. Specialist members:

• Graham Agar • John Taylor; and

3. instructs the CEO to review the Design Review Panel Local Planning

Policy and funding model after six months of the operation of the Panel.

Discussion/Overview Background The City is experiencing a significant influx of large-scale and complex development applications following the gazettal of Local Panning Scheme No.3, which saw the introduction of higher residential densities throughout the City. These applications are typically subject to the new State Planning Framework of Design WA. The input of expert design advice, such as architecture, heritage, landscape design and sustainability, supports the City to effectively assess development applications under this framework. A DRP comprising of experts in these design fields can assist with improving design outcomes and mitigating any potential impact on established neighbourhoods. Whilst the DRP will not have any decision-making power, the relevant decision maker will need to have due regard to its advice. Key Relevant Previous Council Decisions: This matter was first considered at the Ordinary Meeting held on 23 April 2019, at which Council resolved not to establish a DRP. This matter was re-tabled for consideration at the City’s December 2019 Ordinary Council meeting (Item 16.1) where the following was resolved: “That Council reconsider its decision PD14.19 dated 23 April 2019 ‘That Council does not establish a Design Review Panel’ and resolves to:


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1. Instructs the CEO to recommend to Council a Design Review Panel Terms of Reference for the purposes of providing independent expert design review advice for complex planning proposals;

2. Instructs the CEO to prepare a Local Planning Policy outlining the types of development, policies and projects that will be referred to the Panel, a set of Design Principles that the panel will use for a basis for review and relevant operations and procedures for the panel;

3. The cost of the Design Review Panel be borne by the applicants; 4. That the Design Review Panel be reviewed in 9 months from the date of

establishment; and 5. That the CEO investigates opportunities for a cooperative arrangement

with other Western Suburbs Councils to share the use of a Design Review Panel if established. “

A recommendation to Committee was subsequently prepared and put to Council on 30 January 2020 at a Special Council Meeting, where Council resolved to adopt the officer’s recommendation, subject to amendments as outlined below: “Regulation 11(da) - Council determined that the amendments better reflected the earlier intent.

That Council:

1. Adopts the City of Nedlands Design Review Panel Terms of Reference for

the purposes of providing independent expert design review advice for complex planning proposals as per attachment 2;

2. Prepares and advertises Design Review Panel Local Planning Policy for a period of 21 days, in accordance with the Planning and Development (Local Planning Schemes) Regulations 2015 Schedule 2, Part 2, Clause 4 as per attachment 1;

3. Instructs the Chief Executive Officer to call for expressions of interest for six (6) members for the City of Nedlands Design Review Panel, with appointment to the Panel to be made by Council upon its adoption of the Design Review Panel Local Planning Policy;

4. Instructs the Chief Executive Officer to: a. refer the options for funding of a Design Review Panel to a Councillor

Workshop to assess costs, benefits and risks, and report back to Council in March 2020 for a decision on funding; and

b. make arrangements for complex planning proposals to be considered by another Western Suburbs Design Review Panel at the proponent’s cost as an interim measure prior to the establishment of the City of Nedlands Design Review Panel.


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5. Notes that a budget amount of $30,000 is to be set aside in the Mid-Year Review to allow for the operation of the Design Review Panel from February – June inclusive; and

6. Instructs the Chief Executive Officer to make arrangements for complex planning proposals to be considered by another Western Suburbs Design Review Panel at the proponent’s cost as an interim measure prior to the establishment of the City of Nedlands Design Review Panel”.

At the 31 March 2020 Order Meeting of Council, the Design Review Panel process ceased, with Council resolving as follows: 1. “does not support the introduction a City of Nedlands Design Review

Panel; 2. instructs the CEO to cease new referrals to Design Review Panels of other

Local Governments and the State Design Review Panel; and 3. instructs the CEO to cease all work related to implementation of a Design

Review Panel; a) for the City of Nedlands; and b) as a cooperative arrangement for the Western Suburbs Local

Governments.” At the July 28 2020 Ordinary Meeting of Council, Council resolved to proceed with the DRP process. Council resolved as follows: 1. “resolves to establish a Design Review Panel; and 2. instructs the CEO to; Review and revise the City of Nedlands Previously

Draft Design Review Panel Terms of Reference in light of the Advice Notes below;

3. review and revise the Previously Draft Design Review Panel Local Planning Policy in light of the Advice Notes below;

4. review and reschedule a call for expressions of interest members for the City of Nedlands Design Review Panel, with appointments to the Panel made by Council following its adoption of the Design Review Panel Local Planning Policy;

5. Council requires funding options (Clause 4) to include 100% cost recovery for development applications, from the applicant; and

6. refer Design Review modes and thresholds options to a Councillor Workshop, that is based on “Design Review Guide Chapter 7” where levels of escalation and the role of a City Architect are contemplated;

7. Make arrangements, where appropriate, for complex planning proposals to be considered by another Western Suburbs Design Review Panel or the State Design Review Panel at the proponent’s cost as an interim measure prior to the establishment of the City of Nedlands Design Review Panel; and


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8. Give due regard to the following Advice Notes concerning the implementation and management of a Design Review Panel for the City of Nedlands.

Advice Notes: a. Council requires a Design Review Panel member to be connected to

the City as either a ratepayer, resident or elector; b. Council expects the Design Review Panel presiding member to be

highly regarded in their profession and respected by the community; c. Council requires final approval of panel members. d. Council requires modes and thresholds options (Clause 5) to include:

i. a tiered approach to Design Review Panel involvement diminishing with large, medium and small developments;

ii. consideration of a part-time City Architect role; and iii. consideration of Community Reference Group role.

e. present a re-scoped recommendation to the September 2020 Council meeting.”

Based on the 28 July 2020 Council Resolution, the revision of the Terms of Reference, Local Planning Policy, expressions of interest for Panel members and opportunity for an interim solution was progressed. At the 22 September 2020 Ordinary Meeting of Council, Council resolved to proceed with the DRP process. Council resolved as follows: 1. “adopts the City of Nedlands Draft Design Review Panel Terms of

Reference for the purposes of providing independent expert design review advice for complex planning proposals subject to the following amendments: a. at the end of Clause 1 add the words “including in the TOR an

additional paragraph ‘Code of Conduct - All panel members are required to abide by the local government’s Code of Conduct.”;

b. amend the TOR by adding an additional clause 2.11 to read “A chair and deputy chair will be appointed by the election of the panel.”;

c. amends clause 4.2 of the TOR to remove the words “as nominated by the Director of Planning & Development”;

d. in clause 2.7 of the TOR the word “preferably” be added to after the word “shall”; and

2. advertises the Draft Design Review Panel Local Planning Policy for a period of 21 days, in accordance with the Planning and Development (Local Planning Schemes) Regulations 2015 Schedule 2, Part 2, Clause 4 subject to the removal of headings under 4.0;

3. instructs the Chief Executive Officer to call for expressions of interest for the City of Nedlands Design Review Panel, with appointment to the Panel


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to be made by Council upon its adoption of the Design Review Panel Local Planning Policy; and

4. notes that a budget amount of $20,500 is to be set aside in the mid-year Review to allow for the operation of the Design Review Panel, for strategic matters, for the remainder of the financial year up to June 2021 inclusive.”

Comments from the Office of the Government Architect The Office of the Government Architect (OGA) provided comments to the City on the draft DRP Local Planning Policy and Terms of Reference on 17 September 2020. These comments were received too late to be included in the report to the 22 September 2020 Council meeting, and so are summarised below: 1. The draft DRP Local Planning Policy and Terms of Reference are

generally well developed. 2. The focus on residents and ratepayers as DRP members is not supported. 3. The fully proponent-funded model is not supported. 4. Consideration should be given to reducing the threshold for grouped

dwellings being presented to the DRP from ten to six to eight dwellings. A more detailed summary of these comments, together with Administration’s response, is included as Attachment 2. Design Review Panel Selection and Appointment Process In response to Council’s 22 September 2020 Resolution, the City advertised for expressions of interest for membership on the DRP. The advertising period ran for 21 days, ending 23 October 2020. The City received 25 applications during the expression of interest period. An evaluation panel, comprising the Manager Urban Planning, Principal Planner and a Senior Urban Planner undertook a review of all applications received. The selection criteria used in the assessment of applications is discussed below. Selection Criteria In assessing the applications received, the City’s officers were guided by the DRP Terms of Reference, as well as the Office of Government Architect’s Design Review Guide which outlines the following considerations: • appropriate qualifications and demonstrated expertise in the relevant

professional area. • ability to work in a multi-disciplinary team. • highly regarded among professional peers.


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• demonstrated expertise in design review, design critique or the provision of strategic advice on design quality issues.

• knowledge or understanding of the State’s Planning Framework, relevant local government policies, development controls and design issues in the local area.

• ability to analyse, evaluate and offer objective and constructive feedback on complex design quality issues in design review, for evaluation of complex development applications and on strategic planning matters.

• good written and verbal communication to ensure that advice provided to proponents is clear and concise.

• where relevant, it is desirable that the applicant is eligible for registration with an appropriate professional body or organisation in Western Australia and/or holds good standing with the relevant professional body.

Based on the above criteria, a scoring system was devised which considered expertise and general experience, with additional points being awarded for residents and/or ratepayers within the City of Nedlands, as well as for specific experience with design review panels. Using this scoring system, the top thirteen applicants were invited to participate in an interview. A synopsis of each candidate who was interviewed has been provided to Council as a confidential attachment. In the interviews, each candidate was asked the following questions to enable them to demonstrate the value they would bring to the DRP. Q1. Please tell us a bit about your design expertise – what type of projects

have you worked on, your areas of expertise, and whether you have been involved in design review previously.

Q2. Being a Design Review Panel member requires excellent

communication skills and the ability to provide advice to many different people including industry colleagues and lesser experienced applicants who may not understand architectural and design language. Please tell us about your communication skills and whether you think you have the communication skills to provide design advice within a panel format.

Q3. The City of Nedlands deals with a diverse range of development,

including multi-residential, mixed use and commercial. These are the type of applications which may be referred to our DRP. Do you have suitable experience and knowledge to provide expert design advice to the City of Nedlands for these types of development? And as an additional question, can you please provide an overview of how you might deal with a conflict of interest – both perceived and real? (Please prompt to support their response with examples)


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Q4. Are you interested in acting as the Chair or Deputy Chair of the Design Review Panel? If yes, please provide examples of how you have operated in a Chair position previously.

All interviews were conducted via MS Teams and were recorded, with the interviewees’ consent. The interview panel was comprised of a combination of the Manager Urban Planning, Principal Planner and Senior Urban Planners. Council has been provided with the completed interview forms and recorded interviews as confidential attachments to this report. Scoring Following completion of the interviews, the interview panel reviewed and combined all scores for each candidate. These final interview scores were then added to the initial selection criteria score, resulting in a total overall score out of 55. A summary of the breakdown of scores and the overall scoring has been provided to Council as a confidential attachment to this report. From the 13 candidates interviewed, the top eight is recommended based on their overall score. Of the top eight, three candidates meet the criteria of being a resident, ratepayer or elector. The other five candidates are from outside the City of Nedlands, but still scored high comparatively to other interviewed candidates. Consistent with the Office of Government Architect’s Design Review Guide, the City’s Administration acknowledges that “while local knowledge is useful, a balance between local and subject expertise from outside the local government area should be sought in order to optimise the range and calibre of expertise available”. All disciplines listed below are represented on the recommended DRP, except for Transport Planning and Civil and/or Structural Engineering: • Architecture • Landscape Architecture • Urban Design • Heritage • Sustainability and Environmental Design • Service Engineering • Accessibility • Transport Planning • Planning • Public Art • Civil and/or Structural Engineering Of the 25 applications received, one demonstrated experience in Transport Planning, and another demonstrated experience in Civil and/or Structural Engineering. These scored towards the bottom of the overall list of applicants however, and therefore, were not considered appropriate for consideration on the DRP.


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Managing Potential Conflicts of Interest Council has previously raised concern with the potential for conflicts of interest amongst a DRP. The Office of Government Architect’s Design Review Guide contemplates such risks to the integrity of a DRP, and notes the following methods to manage the risk: • All DRP members are to disclose any actual or perceived conflicts of

interest in writing for the record. Where an interest exists, the member must: o Disclose the interest to the Chair as soon as possible, and before

the meeting to ensure there is a quorum for all items; o If the interest is a pecuniary interest, the member must not take part

in the consideration or discussion of the matter.

• DRP member induction should be used as an opportunity to confirm member responsibility to declare any conflicts of interests and other governance requirements including media protocols; and

• Meeting minutes are to record any conflicts of interest. Reflective of this guidance, the DRP Terms of Reference clearly set out the responsibility of DRP members to declare any financial, proximity and/or impartiality interests in accordance with the City’s Code of Conduct at the start of the DRP meeting. Where an interest exists, the member must disclose the interest to the DRP Chairperson as soon as possible, and before the meeting to ensure there is a quorum for all items. The DRP Terms of Reference also require the meeting minute taker to record any declarations of interest. As noted in the Selection Criteria section of this report, handling of conflicts of interest also formed part of the interview questions for DRP membership candidates. During the induction of the DRP members appointed by Council, members will be required to formally agree to the DRP Terms of Reference. Administration is of the view that these measures will sufficiently manage the risk of conflicts of interest amongst a DRP. Consultation Design Review Panel Local Planning Policy The DRP Local Planning Policy was previously advertised for a period of 21 days, ending 7 March 2020. During this time, a total of 62 submissions were received. As Council resolved to cease establishment of a DRP following the advertising period, these submissions were not reported to Council.


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The draft DRP Local Planning Policy was subsequently modified before being presented back to Council at the 22 September 2020 meeting. In accordance with the Resolution from this meeting, the draft DRP Local Planning Policy was advertised for a period of 21 days. During this second advertising period, no submissions were received. No modifications have been made to the DRP Local Planning Policy post advertising. Statutory Implications The DRP Local Planning Policy has been prepared in accordance with the Planning and Development (Local Planning Schemes) Regulations 2015 Schedule 2, Part 2, Division 2. When appointed, the advice of the DRP is to be given due regard in the consideration of applications for development approval, in accordance with Clause 67 (zc) of the Planning and Development (Local Planning Schemes) Regulations 2015 which forms part of Schedule 1 – Supplemental provisions of LPS3, Matters to be considered by local government; (zc) any advice of the Design Review Panel. Strategic Implications How well does it fit with our strategic direction? The establishment of a DRP is considered to achieve the following Planning Principles outlined in the City’s Local Planning Strategy: • Protect and enhance local character and amenity; • Respect the community vision for the development of the district; • Achieve quality residential built form outcomes for the growing population;

and • Respond to the local physical and climatic conditions. Who benefits? As outlined below, the establishment of a DRP will benefit the community, decision makers, and Council/Administration. Community • Gaining assurance that new developments will make a positive

contribution to the public realm, adjacent development, and the surrounding community.

Decision maker benefits • Gaining expert, independent advice on the design quality of a proposal.


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• Enabling the recognition of good design outcomes and, when exercising discretion, the appropriate weight that might be applied to outstanding or innovative solutions that benefit the area.

• Having confidence in resisting poor design that fails to take the opportunities available for improving the character and quality of an area and the way it functions.

Council/Administration • Signals importance of good design to developers. • Great learning experience for the Planners, who can attend and gain

insight into design review which will help with future complex assessments.

• By encouraging design considerations pre-lodgement, time is saved on revision of plans post-lodgement.

• Applications that are lodged are more resolved and this reduces the number of times an item has to go to JDAP and often assists in resolving design Issues which may then end up in SAT.

Does it involve a tolerable risk? The risks associated with not having a Panel include the following: • Complex applications will not be reviewed by a panel of built form design

experts relating to new assessment criteria as prescribed by State Planning Policy 7.0;

• Applications before the JDAP may not be approved due to lack of DRP consideration, potentially causing delays for applicants and Administration; and

• Alternative expert advice in the areas of architecture, sustainability / energy efficiency, landscape architecture and arborists amongst others will need to be engaged separately to adequately address the complex assessment items required to be vetted by the City as part of Design WA.

Do we have the information we need? Administration’s approach to establishing a DRP has been informed by the Office of the Government Architect’s Design Review Guide. Budget/Financial Implications The anticipated per-meeting costs associated with the DRP are as follows: • Approximately $530 Administrative costs; and • Approximately $4,200 DRP member cost.


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A detailed breakdown of these costs is provided under the Budget/Financial Implications section of the 22 September 2020 report to Council (PD45.20). The Council resolved at the 28 July 2020 Ordinary Meeting of Council to pursue a fully proponent funded model. Therefore, the proponent is required to pay for the full costs associated with holding a DRP meeting, excluding the City’s Administrative costs. Noting the comments received from the Office of the Government Architect regarding this funding model, discussed further in Attachment 2, Administration recommends that this approach be reviewed after six months of DRP operation. The Council resolved at the 22 September 2020 Ordinary Meeting of Council to allocate a budget of $20,500 for the purpose of funding the operation of the Design Review Panel for strategic matters. Conclusion Development in the City is likely to no longer be dominated by single storey dwellings. Instead, up-coded areas are likely to experience high levels of redevelopment as a result of LPS 3. This is already being experienced with a high level of applications lodged and a large ‘pipeline’ of proposals that are expected to be lodged in coming months and years. Establishing a DRP to provide independent expert architectural and design advice on large-scale and complex development that can impact the community is seen as the next logical step for the City. As the City moves into an increasingly sophisticated planning assessment process including an increase in more intensive density and varied development typologies, the DRP becomes increasingly important. Therefore, it is imperative that the City and Administration are adequately equipped with professional expertise.

| Local Planning Policy

LOCAL PLANNING POLICY – DESIGN REVIEW PANEL 1.0 PURPOSE

The purpose of this policy is to outline the operation of the City of Nedlands Design Review Panel.

This policy is to be read in conjunction with the Terms of Reference for the Design Review Panel, as adopted by Council.

2.0 ROLE OF DESIGN REVIEW PANEL

The Design Review Panel is advisory only and does not have a decision-making function.

The role of the Design Review Panel is to:

a) Provide independent and impartial recommendations to the City on the

architectural and design aspects of any planning proposal or related matter;

b) Improve the design quality and functionality of new development within the City, and ensure new development is consistent with the objectives and intent of the City’s policies and strategies; and

c) Provide expert advice to the City to assist in the formulation of recommendations to the Council or Joint Development Assessment Panel on particular applications for planning approval, or in determining proposals under delegated authority.

3.0 OBJECTIVE OF DESIGN REVIEW PANEL

The Design Review Panel is to provide technical advice and recommendations to the City on the design and site planning of complex planning proposals.

4.0 POLICY MEASURES Referral to Design Review Panel Prior to Lodgement of Application

Development which meets one or more of the following criteria is required to be referred to the Design Review Panel for review prior to the lodgement of a development application:

a) Development of multiple dwellings; b) Development of ten or more grouped dwellings; c) Development that is three or more storeys in height, excluding single houses;



d) Major extensions or amendments to those proposals referred to in a), b) or c) above, which in the opinion of the City would benefit from review by the Design Review Panel*;

e) Mandatory Joint Development Assessment Panel (JDAP) proposals

(excluding public or private schools and works by Government agencies and public authorities that do not involve a built form component);

f) Optional ‘opt-in’ JDAP proposals, unless written confirmation is received from

the City, prior to lodgement of a development application, that the proposal is not considered to require review by the Design Review Panel*; and

g) Any amendment to a JDAP approval, which in the opinion of the City would

benefit from a review by the Design Review Panel*.

* Proponents are encouraged to contact the City prior to lodgement to discuss whether the proposal should be referred to the Design Review Panel.

If development is of a type referred to in Clause 4.1 of this policy, and has not

been referred to the Design Review Panel prior to the lodgement of a development application, the applicant may be requested to agree to a time extension in accordance with the Planning and Development (Local Planning Schemes) Regulations 2015 for the processing of the development application, to enable a design review meeting to be undertaken.

Referral to Design Review Panel After Lodgement of Application

Development, not of the kind referred to in Clause 4.1 of this policy, but which, in the opinion of the City is:

a) Of a complex or contentious nature; b) Likely to be of a significant interest to the community; c) Likely to have a significant impact on the existing or planned future

streetscape, or as viewed from the public domain; d) Of strategic significance; or e) Likely to benefit from a referral to the Design Review Panel, may be referred to the Design Review Panel either prior to or following the lodgement of a development application.

Planning proposals in the following categories may be referred to the Design

Review Panel, where the City would likely benefit from a referral to the Panel:

a) Proposed Structure Plans / Precinct Plans, or amendments to Structure Plans / Precinct Plans;

b) Proposed Local Development Plans, or amendments to Local Development

Plans; or



c) Local Planning Policies which influence or affect built form controls. Process Prior to Lodgement of Application

Information required to be submitted by the proponent to the City for assessment by the Design Review Panel must be submitted to the City a minimum of 10 clear working days prior to the date of the Design Review Panel meeting. Failure for this to occur may result in the proposal being rescheduled to the next available meeting.

Minutes summarising the agreed actions, and relevant comments and

recommendations from the Design Review Panel are to be prepared by the City and provided to the applicant within 10 working days of the meeting occurring.

The proponent is responsible for funding Design Review Panel meetings for a

proposal prior to its lodgement as a formal application.

Subsequent Design Review Panel meetings for a proposal referred to in Clause 4.1 of this policy prior to the lodgement of an application are at the proponent’s cost.

Process After Lodgement of Application

Proposals that are formally submitted as a development application to the City following consideration by the Design Review Panel must be accompanied by a statement detailing how, and the extent to which, the comments made from the Design Review Panel have been addressed, in accordance with Clause 63(1)(d) of the Deemed Provisions of Local Planning Scheme No. 3.

Proposals will be considered by the Design Review Panel following the

lodgement of a development application to make a recommendation to the City regarding the elements of the design that are supported and those elements that would benefit from further consideration.

The proponent is responsible for funding 100% of the cost of any Design Review

Panel meeting post lodgement of the application.

Subsequent Design Review Panel meetings required for an application post lodgement are at the proponent’s cost.

5.0 MATTERS TO BE CONSIDERED BY DESIGN REVIEW PANEL

In providing any advice and recommendations, the Design Review Panel shall take into account matters including, but not limited to:

a) The relevant planning framework; and

b) The ten design principles outlined in Schedule 1 of State Planning Policy 7.0

Design of the Built Environment.



6.0 INFORMATION REQUIRED FOR DESIGN REVIEW PANEL MEETINGS

Appendix 1 contains the information required to be submitted to the City by the applicant for assessment by the Design Review Panel.

Appendix 2 contains the schedule of fees for holding a Panel meeting.

7.0 DEFINITIONS

For this policy the following definitions apply:

Definition Meaning City City of Nedlands

Council Council of the City of Nedlands

JDAP Joint Development Assessment Panel

Council Resolution Number

Adoption Date

Date Reviewed/Modified



Appendix 1 - Information to be Provided by the Applicant

Prior to the formal lodgement of a development application defined in Clause 4.1 of this policy, the applicant is required to submit material to enable a design review, unless otherwise waived by the City. The material required for design review is to sufficiently illustrate site analysis, site design response and the intended design proposal. This includes, but is not limited to the following: 1. Site analysis Understanding the site context is important for the Design Review Panel to assess how well a proposal responds to its site and context. The key elements of a site analysis include: a) Site location / wider context plan; b) Aerial photograph; c) Local context plan (showing surrounding land uses); d) Site context and survey plan; and e) Elevations/pictures of the existing streetscape and other influencing factors. 2. Site design response The proponent should provide sufficient information to clearly articulate the considerations that have informed the broader site design approach. The key elements of a site design response include: a) Assessment of site opportunities; b) Building massing studies to consider the quantity and arrangement of built form

within the three-dimensional boundary within which development can occur; c) Car parking strategy (for mixed use proposals or where departures from parking

standards are proposed); d) Energy and resource reduction strategy (for multiple dwellings); e) Orientation study, including winter sun paths and overshadowing of site and

adjoining properties; f) Prevailing breezes and ventilation strategies (for multiple dwellings); g) Relationship to public domain and surrounding properties; h) Investigation of amenity provided for occupants and neighbouring developments; i) Retention of existing trees and vegetation; j) Landscape design approach (deep soil zones, location and species of trees); k) Communal open spaces; l) Consideration of culturally relevant or heritage elements; and m) Any relevant specialist advice.



3. Design proposal

Sufficient drawing material should be presented to outline the intended design proposal. The key elements of a pre-development application design proposal include: a) Development details; b) Design quality statement outlining how the proposal responds to the ten design

principles contained in Schedule 1 of State Planning Policy 7.0 Design of the Built Environment;

c) Precedents that have informed the design proposal; d) Site plan; e) Floor plans; f) Elevations of the proposal in context; g) Sections of the proposal in context; and h) 3D images or visualisations.

Appendix 2 – Schedule of Fees for Design Review Panel Meeting The below fee schedule is based on a maximum of four (4) Panel members being paid at an hourly rate of $205 per hour (excluding GST) and the Panel Chairperson being paid at an hourly rate of $227 per hour (excluding GST). The actual meeting cost may be lower if less than the maximum 5 members, including the Chairperson, attend. Schedule of Fees Role Hourly Rate (excl.

GST) Panel Meeting Cost Per Hour (excl. GST)

Preparation Cost (excl. GST)

Panel Member (x4)

$205 $820 $820

Panel Chairperson (x1)

$227 $227 $227

Sub-total $1,047 $1,047

Total (1 hour meeting) $2,094 Total (2 hour meeting) $3,141 Total (3 hour meeting) $4,188


Office of the Government Architect Comment Administration Response Generally, the City’s draft LPP and TOR are well developed. Strengths include;

• A proposed pool of 8 members (6 core panel members and 2 specialists) • The Panel is advisory only • The Panel is independent; chaired by a Panel member. • The process refers to the Design Review Guide criteria for evaluating

EOI.

Noted.

The documents indicate that EOIs will be sought only from interested parties who are residents and ratepayers only. The Design Review Guide encourages some local members; however, this restriction will greatly reduce the pool of appropriately skilled design review expertise while presenting potential for perceived and actual conflicts of interest. During stakeholder engagement for Design WA, many developers and designers voiced concern regarding this approach (used by only a few LGs at the time) due to risks of subjectivity and conservatism. The OGA is concerned this will reduce the ability of the City to attract the best available expertise.

When the DRP Terms of Reference were considered at the 22 September 2020 Council meeting, Council resolved the modify the document to make this a preferable criterion, rather than a mandatory one. The City received applications from both resident/ratepayers and non-resident/ratepayers for membership on the DRP. Similarly, the recommended members for the DRP comprise a mix of resident/ratepayers and non-resident/ratepayers.

The LPP indicates a fully proponent funded model. The majority of Local Governments have found a centrally funded model to be the most successful, as it encourages proponents to seek feedback early, before too may project variables are set, and consultant hours spent. Early engagement in design review more often results in a positive, proactive process that is well-received as the early feedback is appreciated. Where a fee is charged, there is the tendency to seek design review post-lodgement, or once the design is well progressed. At this point, recommendations for change are more costly to implement and proponents’ teams take a more defensive stance which can take time and effort for the local government to resolve. Presently there are a few local governments that charge a fee; however it is generally nominal and has a sliding scale depending on project size. The fees proposed in the Nedlands LPP would far exceed any other local

Noted. The Council resolved at the 28 July 2020 Ordinary Meeting of Council to pursue a fully proponent funded model. Therefore, the proponent is required to pay for the full costs associated with holding a DRP meeting, excluding the City’s Administrative costs. Noting the comments received from the Office of the Government Architect regarding this funding model, Administration recommends that this approach be reviewed after six months of DRP operation.


government fee charged, does not encourage repeat reviews (cost is per review) and is an hourly rate regardless of project scale or complexity. Note also that it is advantageous to the City for proposals to return to the DRP to evaluation the responses to prior recommendations. A total of three reviews is recommended, and if a proponent has engaged collaboratively in design review, the third review should simply be confirmation and endorsement by the Panel, with reporting included in the RAR report. If a proponent is reluctant to incur the cost of a final design review, then this responsibility may fall to a planning officer. Integrate criteria from the Design Review Guide to declare up-front the importance of suitably experienced design review expertise.

The DRP Terms of Reference note that all expressions of interest shall include a professional profile addressing the selection criteria detailed in part 5.6 of the Design Review Guide published by the Office of the Government Architect. These criteria were subsequently used through the application review and interview stages to select the recommended DRP members.

The LPP uses some unusual terminology such as “impartial” and suggests a design review panel offers “technical” advice. Refer to the DRG or model TOR for well accepted descriptions of the role of design review panels.

Noted.

Consider setting a recurring regular review placeholder timeslot, that can be used or relinquished if not required.

Noted. Scheduling of meetings will be organised following appointment of the DRP members.

Consider reducing the project threshold for design review to 6-8 grouped dwellings. The Design WA medium density policy aims to encourage a diversity of medium density typologies so we may see more activity in that market.

The Design WA medium density policy has now been released for public comment, which closes 16 April 2021. Noting these comments from the Office of the Government Architect, Administration recommends that this threshold for grouped dwellings be reviewed after six months of DRP operation.



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13.10 Strategic Planning Framework – Gaps Analysis


Nil. The author, reviewers and authoriser of this report declare they have no financial or impartiality interest with this matter. There is no financial or personal relationship between City staff and the proponents or their consultants. Whilst parties may be known to each other professionally, this relationship is consistent with the limitations placed on such relationships by the Codes of Conduct of the City and the Planning Institute of Australia.

Director Peter Mickleson – Director Planning & Development

CEO Mark Goodlet Attachments 1. Letter from Western Australian Planning

Commission 2. Strategic Planning Framework Gaps Analysis

Executive Summary This report is presented to Council to outline the City’s strategic planning framework gaps analysis which has been prepared by Administration in consultation with senior officers from the Department of Planning, Lands and Heritage (DPLH) and Council. Recommendation to Council Council: 1. endorses the strategic planning gaps analysis (Attachment 2) which

is consistent with advice from the Chair of the West Australian Planning Commission.

2. Instructs the CEO to: a. continue to undertake the nominated programme of “required

investigations” as outlined in Attachment 2;

b. liaise and collaborate with the Department of Planning, Lands and Heritage to review the findings of the investigations, and collectively establish the need for and nature of any new planning tools, where deemed necessary, to address the gaps identified in the local planning framework;


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c. ensure that where a strategic planning project is covered by the GAPS analysis, all previous Council decisions relating to timeframe deliverables be superseded with this resolution; and

d. defer the initiation of any further strategic planning proposals including scheme amendments and finalisation of local planning policies where the determination of the WAPC is required, until agreement has been established on the planning tools in accordance with point 2(b).

Discussion/Overview Since Local Planning Scheme No 3 (LPS3) was gazetted in April 2019, a number of ‘gaps’ have been identified by Administration in the City’s strategic planning framework. These gaps have become apparent through the City’s difficulty in negotiating outcomes in the Development Application process that are satisfactory in terms of the local areas context and character. On 21 September 2020, representatives from the City’s Planning team met with senior officers from the Department of Planning Lands and Heritage (DPLH) to discuss the challenges the City is facing in implementing the provisions of LPS3. Following this meeting, the City received a letter from the Chairman of the Western Australian Planning Commission (WAPC; included as Attachment 1) advising that the current approach to changing the strategic planning framework is untenable and ‘is creating potentially unrealisable expectation in the community and uncertainty for development outcomes.’ The letter identifies ‘Local Planning Policy (LPP) – Interim Built Form Design Guidelines – Broadway Mixed Use Zone’ and proposed Amendment No.7 to LPS 3 as two such strategic planning documents that are contributing to unrealistic expectation in the community and are not supported by necessary background investigations. The letter references the reactive manner in which Council resolved to prepare these documents, and a lack of associated strategic intent and research. The WAPC recommended the City take the following path to resolving this matter: 1. Undertake a strategic analysis to identify the key issues that arise from

implementation of LPS3; and

2. Define what ‘gaps’ exist in the City’s existing local planning framework and what planning instruments are best suited to support the implementation of the City’s Local Planning Strategy and LPS3 – to deliver long term positive outcomes in the City – supported by appropriate investigations, such as the built form modelling currently being undertaken.


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In accordance with this recommendation, Administration have prepared a ‘Gaps Analysis’ of the City’s strategic planning framework in regular and iterative consultation with senior officers of the DPLH. The intent of the document is manifold; it seeks to secure agreement on the nature and associated objectives of perceived gaps. It also identifies the investigations required to substantiate the extent of the gap and demonstrate need for a new planning instrument to resolve the gap. It is also intended to establish an agreed priority of works (investigations and potential planning instruments, where there is demonstrated need). The Gaps Analysis focusses on four key areas of deficiency in the planning framework being built form, vegetation, traffic/ parking and land use/ centres. The Gaps Analysis document is included as Attachment 2. After a final review of the Gaps Analysis document, the City received advice from DPLH on the 4 December 2020 advising that: “The Department supports the strategic approach that the City is now taking in review of its local planning framework. The approach provides a clearer understanding of the potential implications that arise from implementation of Local Planning Scheme No.3; and importantly, how they can be responded to by properly prepared and appropriate planning instruments. We have provided advice on the content of the Gap Analysis on a number of occasions, and the ‘Items’ (column 1 and 2) are acknowledged as being the City’s priority issues for resolution; albeit not all will require the involvement of the Western Australian Planning Commission (WAPC). In undertaking the Required Investigations (column 3) we reiterate that the findings of the investigative work would need to clearly demonstrate need for a new planning instrument, as foreshadowed by the ‘Available Tools…’ (column 4), if these are to be supported by the Department and/or WAPC. The investigations should serve as the ‘evidence base’ that we have discussed with the City previously. This is particularly important where the City seeks to replace or amend the acceptable outcomes of the R-Codes, or augment the objectives of the R-Codes, in accordance with 1.2.2; 1.2.3; or 1.2.4 of that document. We note that the priority for consideration at this stage is columns 1-3 of the Gap Analysis and that any potential tools (column 4) that would appropriately refine, and/or guide the implementation of LPS 3, will be the subject of future separate discussion with the Department. To provide support of the City’s review in the future, the Department will give focus to planning instruments deriving from the GAP Analysis.” After receiving confirmation of DPLH’s support of the proposed strategic approach to the City’s planning framework, Administration now presents the Gaps Analysis to Council for endorsement.


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In providing support for this document, Council are indicating their agreement to undertaking the nominated investigations and reviewing the outcomes of the investigations in consultation with DPLH to determine the need for and nature of any future specific planning instruments that are appropriate to resolving the identified gaps. Filling these gaps will become strategic priorities for the City’s Planning team, and the support from DPLH provides a clearer pathway to approval, where required. Consultation Administration presented a draft version of the Gaps Analysis to a Council Briefing Session on the 15 October 2020 to discuss and receive feedback on the proposed draft items. The document has undergone rigorous work since this Briefing to ensure that the gaps are captured succinctly and to accurately identify perceived deficiencies in the framework that require additional investigations and possibly, depending on the investigative findings, additional specific planning instruments. The Gaps Analysis concept was initially introduced to the Community Working Group on the 25 November 2020. At the time of writing this report the Gaps Analysis is due to be presented to the Community Working Group for an in-depth discussion on the 9 December 2020. Strategic Implications How well does it fit with our strategic direction? The Gaps Analysis identifies weaknesses and gaps in the City’s strategic planning framework. The items on this list are central to the City’s strategic planning direction and filling these gaps will be pivotal in the built form outcomes that the City experiences as a result of LPS3. Who benefits? The community will benefit from robust planning instruments that work for the City, providing a well-researched and evidence-based framework from which positive planning outcomes can be reasonably obtained. Does it involve a tolerable risk? The Gaps Analysis is not considered to pose a strategic risk to the City, as it is intended to reduce the risk the City is exposed to through a lackluster planning framework. Do we have the information we need? Yes.


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Budget/Financial Implications Can we afford it? There are no costs associated with developing the Gaps Analysis, beyond standard administrative costs such as staff time. Investigations required to address the gaps identified may result in additional costs, and these will be budgeted for accordingly. How does the option impact upon rates? No impact. Conclusion A strategic planning framework must be built upon evidence-based research and thorough investigations. Reactive planning decisions and documents do not optimally serve the City’s community, Council or Administration, particularly as they are often not supported by DPLH and therefore cannot be implemented at a statutory level. The work undertaken on the Gaps Analysis by Administration, in regular consultation with the DPLH and Council, seeks to bridge perceived gaps in the planning framework that limit the potential of LPS3 to govern planning outcomes within the City in an appropriate and effective manner. Administration advises that Council resolve to support the recommendation to endorse the Gaps Analysis document as found in Attachment 2.

Postal address: Locked Bag 2506 Perth WA 6001 Street address: 140 William Street Perth WA 6000 Tel: (08) 6551 8002 [email protected] www.dplh.wa.gov.au

ABN 68 565 723 484 wa.gov.au

Enquiries: Dale Sanderson 6551 9787

Mark Goodlet Chief Executive Officer City of Nedlands By email: [email protected] Dear Mr Goodlet

CITY OF NEDLANDS – LOCAL PLANNING FRAMEWORK

I write following our meeting on 17 September 2020 and appreciated the opportunity to discuss the challenges the City of Nedlands (the City) is currently facing in the implementation of Local Planning Scheme No.3 (LPS 3).

The City and Department of Planning, Lands and Heritage (the Department) are both devoting considerable time and resources to the City’s attempts to develop a local planning framework to supplement LPS 3. However, the approach to much of these efforts is creating potentially unrealisable expectation in the community and uncertainty for development outcomes.

In this respect, I understand that the Department is writing to you separately in relation to the City’s ‘Local Planning Policy (LPP) – Interim Built Form Design Guidelines – Broadway Mixed Use Zone’ and proposed Amendment No.7 to LPS 3 which have been forwarded to the Department for assessment.

The Department has identified these as examples of proposals that have been initiated by the City ahead of the necessary background investigations being undertaken, for example, the built form modelling that is currently being prepared for the City.

Further, the LPP and Amendment No.7 appear to have been prepared in a reactive manner rather than with strategic intent and in the absence of a strategic review that would identify the key issues that arise from implementation of LPS 3, for example, the management of transition between areas of differing density.


mailto:[email protected]

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

2

As a result, I recommend that the City:

(i) undertake a strategic analysis to identify the key issues that arise from implementation of LPS 3; and then

(ii) define what ‘gaps’ exist in the City’s existing local planning framework and what

planning instruments are best suited to support the implementation of the City’s

Local Planning Strategy and LPS 3 – to deliver long term positive outcomes in the City – supported by appropriate investigations, such as the built form modelling currently being undertaken.

In this respect, I confirm that LPS 3 is fundamentally appropriate to guide future development and land use in the City.

The City could then develop a programme of investigations and properly formulated planning instruments, such as precinct plans, local planning policies and minor scheme amendments (where applicable), to support the implementation of LPS 3.

In doing so, I recommend the City work with the Department in finalising the programme to ensure the City’s intended direction is achievable in the context of the

state planning framework and would appropriately refine, and/or guide the implementation of, LPS 3. I envisage that Council endorsement of this programme would be sought.

The agreement of the City's administration, Council and the Department is fundamental to the success of the proposed process. Accordingly, Council endorsement of the works programme will also be necessary. The Department will then focus on working with the City on the agreed programme.

I and officers of the Department are also available to speak to the City’s Elected Members in the coming months.

Yours sincerely

David Caddy Chairman Western Australian Planning Commission 21 September 2020


Item Objective Required Investigations

Available tools (to be reviewed, in conjunction with DPLH, once required investigations

have been completed) BUILT FORM 1. Building envelope and massing – local areas 2. Context and character

Respond to the Community’s perceived loss of amenity in lower coded areas where they abut higher density areas Manage built form transitions between higher and lower density codes. Define ‘desired future character’ for local areas. Develop localised planning controls to guide ‘existing’ and ‘desired future’ character expectations under R-Codes V2.

Review Medium Density Policy. Built form transitions to be established through: 1. Local distinctiveness study 2. Context analysis 3. Built form modelling 4. Review built form modelling outcomes against housing diversity objectives under the Local Planning Strategy Modelling will involve the testing of SPP7.3 and subsequent identification of any gaps that exist because of locational context and/or geographic features unique to Nedlands. The modelling will not seek to model typologies and dwelling yields with a view to rezoning or limiting development potential.

• Precinct Structure Plan • Local Planning Policy

VEGETATION 3. Loss of existing trees on private land 4. Deep soil and canopy tree planting (Single houses and Grouped dwellings).

Promote canopy tree retention and provision of new landscaping and canopy for new developments. Reinforce Nedlands’ green, leafy character by encouraging deep soil areas and canopy tree planting in low to medium density developments.

Review Medium Density Policy. If necessary, mapping and analysis of existing tree canopy across the City – identify significant trees worthy of retention via significant tree register. Built form modelling to account for significant tree retention. Consider development incentives for canopy tree retention across entire City of Nedlands. Continue work on City’s POS strategy. Investigate and review other local government planning instruments (LPP’s, Scheme text) e.g. City of South Perth, Town of Bassendean Draft LPS11, City of Canning.

• Local Planning Policy (These objectives may be achieved through the Medium Density Design Code)

TRAFFIC AND PARKING 5. Car parking and traffic

Ensure adequate car parking is provided for new development without unreasonable adverse impact on the existing traffic network. Support alternative (non-motorised) modes of transport.

The following investigations will be required: • Integrated transport strategy • City-wide traffic model • Discussions with PTA, DoT and MRWA. • Car parking strategy

• Integrated Transport Strategy adopted into the Local Planning Strategy, on its review.

• Precinct traffic models (The above tools can then be used to inform the development of precinct structure plans and/or Local Planning Policy)

6. Streetscape and Vehicle Access

Encourage consolidated vehicle access to optimise opportunities for on-street parking, traffic safety, canopy tree planting and urban greening of the public realm.

Review Medium Density Policy. If necessary, investigate planning controls including tenure (easements, laneways) and design-based solutions.

• Scheme amendment and Local Policy Planning

(These objectives may be achieved through the Medium Density Design Code)

LAND USE/CENTRES 7. Land use permissibility (Mixed Use Zone)

Review the extent of the Mixed-Use Zone and consider in areas where the Centre zone, or other zones, might be more appropriate.

Detailed site and context analysis to investigate the extent of the Mixed-Use Zone and whether alternative zone/s may be better. Investigate the merit of a Centre Zone for Nedlands Town Centre.

• Scheme amendment • Local Planning Policy to guide

discretion and built form • Precinct Structure Plan

Review LPS3 for anomalies.

Review LPS3 for anomalies or operation issues. Focus on site specific provisions (Additional Use/Special Controls) to confirm relevant planning controls are in place.

• Omnibus Amendment (if required)



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13.11 Special Electors Meeting – 3 December 2020 In accordance with section 5.33 of the Local Government Act 1995, the decisions made at the Special Electors Meeting of Thursday, 3 December 2020 are presented to Council for consideration. Electors Resolution That the Council should at its next meeting: 1. for the purpose of section 2.7 of the Local Government Act 1995

(WA), determine to adopt and approve the Proposed Policy Framework – Cumulative Traffic Impact Assessment (below, as paras 1 to 18); and

2. instruct and direct the CEO to implement this approved Framework

as a policy of the City. Background 1. On 16 April 2019, the City of Nedlands’ Local Planning Scheme No. 3

(LPS 3) was gazetted, with a focus upon substantially increased density on Stirling Highway.

2. In 2020, the City faced an unprecedented number of development

applications for heavy density and high-rise developments on and around Stirling Highway in Nedlands. The City had no traffic modelling or advanced technical capability to analyse the applications.

3. Efforts of the City’s officers between May 2020 and December 2020 to

attempt to secure traffic modelling have not delivered a model in a timely fashion, or at all.

4. There is insufficient technical or practical assessment of cumulative

impacts of traffic from successive development applications for higher density residential and commercial/retail developments in the City’s policies.

5. If presently proposed developments proceed, significant additional traffic

will be added to Stirling Highway and feeding roads (including Broadway, Bruce St, Smyth Rd, Stanley St, Florence Rd, Dalkeith Rd and Vincent St/Adelma Rd).

6. As to this additional traffic:

a. congestion on Stirling Highway and on and around points in the City is to the detriment of all users of such roads, including from elsewhere in the City and State;


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b. the feeding roads will be further congested, with additional issues of unsafe busy roads, vehicle noise, increase in trucks and cars parked on verges;

c. as Stirling Highway and feeder roads near capacity, or peak use,

forcing traffic jams, there is no ability to reverse those problems once created by any works or changes, as there is no physical space for expansion or modification (and, as to which, any regime for developer contributions would appear of no utility); and

d. it is necessary and desirable, for proper planning, to avoid creation

of an unfixable problem for current and future residents of the City and government instrumentalities.

7. The principal, cost-effective means to seek to address these issues is to

properly consider how proposed developments will contribute substantially to the traffic issues, without making any contribution to their avoidance or fixing.

8. By a special electors’ meeting of 3 December 2020, the great majority of

ratepayers of have spoken overwhelmingly in favour of the need for an immediate policy, even if the City continues to progress development of some other traffic model.

Proper cumulative traffic assessment 9. The City’s officers and staff (for planning, engineering and otherwise)

must, on any proposed or current development application as concerns 4 or more residences or lots on a site or sites, or any larger commercial/retail development, to the maximum extent possible:

a. take residents views into account, work collaboratively with

residents, and make complete representations as to these concerns for cumulative traffic impact, including from other current approved or pending developments, for any RAR, council meeting or any Development Assessment Panel;

b. require for clauses 63(c) and (d) of the deemed provisions applicable

by reason of clause 7(1)(a) of LPS 3, a wholly independent cumulative traffic impact assessment taking all current or proposed developments into account, to accompany any development application (with such independent engineer or expert to be chosen by and instructed by the City);

c. convey to each and any Development Assessment Panel,

considering any development application, a full list of developments approved on Stirling Highway, and in Broadway, Hampden Road and the surrounding zones, and number of car bays for each, in 2019 and 2020 (and following), setting out the need for deferral of


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consideration until such time as complete cumulative traffic impact assessment is complete;

d. require cumulative assessment beyond minimum threshold WAPC

Traffic Impact Assessment Guidelines, to fully account for all current and proposed or foreshadowed developments around a locality;

e. consider genuinely all conceivable means of reducing future

congestion on Stirling Highway and surrounds within the City on any such developments, including whether any development contribution plan will likely prove futile; and

f. question, review and critique any modelling provided for cumulative

traffic impact assessment for or by the City, including with the ratepayers and their advisors, so that practical and genuine approaches to issues are taken and that any model adopted or modelling provided, if inadequate or erroneous, is not stubbornly maintained.

10. The above requirement is in addition to, and not to derogate from, any

other protocols of the City’s planners and traffic engineers as concerns clause 67(t) of the deemed provisions applicable by reason of clause 7(1)(a) of LPS 3, or otherwise.

No traffic measures 11. That the council by 30 May 2021 invite views and prepare a summary of

views on no car development limitations on proposed developments on Stirling Highway, Broadway, Hampden Road and other surrounding transition zones.

Public involvement and consultation 12. To the maximum extent possible, the City, its officers and staff, will provide

detailed information promptly on written request, made or signed by at least 4 ratepayers, as concerns traffic assessment of any proposed or current development application or approval, or any traffic model or study the City possesses or seeks to rely upon.

13. The City officers and staff are to actively assist transparency and provision

of such information as requested, such that ratepayers are not stymied or prevented from public consultation rights for development applications.

Transparency 14. All officers and staff of the City are to facilitate the prompt provision of

accurate information about the City’s traffic process, assessments, and any current or proposed development in relation to traffic issues.


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Anti-avoidance and conflicts of interest 15. All officers and staff of the City are required to promptly and genuinely:

a. assist in the application of and compliance with this Policy, to the fullest extent and according to its true spirit, intention and purpose, and by looking beyond the form to the substance; and

b. inform and support ratepayers for their enquiries and activities in

respect of this Policy. 16. All officers and staff of the City must actively avoid and promptly disclose

(in a public register or notification) any potential or actual conflict of interest as to any traffic issue matter.

17. For the avoidance of any doubt, by the adoption of this Policy, the Council

hereby withdraws any permission as concerns officers and staff of the City and any planning or traffic work or activity, for the purpose of section 102 of the Public Sector Management Act 1994 (WA).

Full Independent Review – May 2021 18. By 30 May 2021, the CEO (or acting CEO) with a committee of the

Council, is to receive any recommendation or review to update this interim policy, as jointly prepared by an independent law firm with sufficient expertise and an independent town planning firm, which firms the City has not otherwise retained or used in 2019 or 2020.

Recommendation to Council Council: 1. receives the Electors Resolution;

2. instructs to the CEO to:

a. undertakes item 18 Full Independent Review – as per Electors

Resolution (copy below) by March 2021:

18. The CEO (or acting CEO) with a committee of the Council, is to receive any recommendation or review to update this interim policy, as jointly prepared by an independent law firm with sufficient expertise and an independent town planning firm, which firms the City has not otherwise retained or used in 2019 or 2020.; and


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b. provides a report to Council in March 2021 of the operational, financial and resourcing implications of the Electors Resolution of 3 December 2020.

Administration Comment Council to be aware that there is a councillor briefing scheduled for 17 December by ARUP Consulting on the traffic modelling work. Quantification of the cost and resourcing of implementation of this framework has not been undertaken. Council should seek advice on this prior to its adoption. It is appropriate to carry the item 18 planning review prior to implementation rather than post implementation.