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ORDINARY COUNCIL MEETING

AGENDA

NOTICE IS HEREBY GIVEN that an

Ordinary Meeting of Council will be held in the Council Chambers, Welcome Road, Karratha,

on Monday, 15 April 2013 at 6:30pm

________________________ CHRIS ADAMS

CHIEF EXECUTIVE OFFICER

No responsibility whatsoever is implied or accepted by the Shire of Roebourne for any act, omission or statement or intimation occurring during Council or Committee Meetings. The Shire of Roebourne disclaims any liability for any loss whatsoever and howsoever caused arising out of reliance by any person or legal entity on any such act, omission or statement or intimation occurring during Council or Committee Meetings. Any person or legal entity who acts or fails to act in reliance upon any statement, act or omission made in a Council or Committee Meeting does so at that persons or legal entity’s own risk. In particular and without derogating in any way from the broad disclaimer above, in any discussion regarding any planning application or application for a license, any statement or intimation of approval made by any member or Officer of the Shire of Roebourne during the course of any meeting is not intended to be and is not taken as notice of approval from the Shire of Roebourne. The Shire of Roebourne warns that anyone who has any application lodged with the Shire of Roebourne must obtain and should only rely on

WRITTEN CONFIRMATION of the outcome of the application, and any conditions attaching to the decision made by the Shire of Roebourne in respect of the application.

Signed: _________________________ Chris Adams - Chief Executive Officer

DECLARATION OF INTERESTS (NOTES FOR YOUR GUIDANCE) (updated 13 March 2000) A member who has a Financial Interest in any matter to be discussed at a Council or Committee Meeting, which will be attended by the member, must disclose the nature of the interest: (a) In a written notice given to the Chief Executive Officer before the Meeting or; (b) At the Meeting, immediately before the matter is discussed. A member, who makes a disclosure in respect to an interest, must not: (c) Preside at the part of the Meeting, relating to the matter or; (d) Participate in, or be present during any discussion or decision-making procedure relative to the matter, unless to the extent that the disclosing member is allowed to do so under Section 5.68 or Section 5.69 of the Local Government Act 1995. NOTES ON FINANCIAL INTEREST (FOR YOUR GUIDANCE) The following notes are a basic guide for Councillors when they are considering whether they have a Financial Interest in a matter. I intend to include these notes in each agenda for the time being so that Councillors may refresh their memory. 1. A Financial Interest requiring disclosure occurs when a Council decision might advantageously or detrimentally affect

the Councillor or a person closely associated with the Councillor and is capable of being measure in money terms. There are exceptions in the Local Government Act 1995 but they should not be relied on without advice, unless the situation is very clear.

2. If a Councillor is a member of an Association (which is a Body Corporate) with not less than 10 members i.e. sporting,

social, religious etc.), and the Councillor is not a holder of office of profit or a guarantor, and has not leased land to or from the club, i.e., if the Councillor is an ordinary member of the Association, the Councillor has a common and not a financial interest in any matter to that Association.

3. If an interest is shared in common with a significant number of electors or ratepayers, then the obligation to disclose

that interest does not arise. Each case needs to be considered.

4. If in doubt declare.

5. As stated in (b) above, if written notice disclosing the interest has not been given to the Chief Executive Officer before the meeting, then it MUST be given when the matter arises in the Agenda, and immediately before the matter is discussed.

6. Ordinarily the disclosing Councillor must leave the meeting room before discussion commences. The only

exceptions are:

6.1 Where the Councillor discloses the extent of the interest, and Council carries a motion under s.5.68(1)(b)(ii) or the Local Government Act; or

6.2 Where the Minister allows the Councillor to participate under s.5.69(3) of the Local Government Act, with or

without conditions. INTERESTS AFFECTING IMPARTIALITY DEFINITION: An interest that would give rise to a reasonable belief that the impartiality of the person having the interest would be adversely affected, but does not include an interest as referred to in Section 5.60 of the ‘Act’.

A member who has an Interest Affecting Impartiality in any matter to be discussed at a Council or Committee Meeting, which will be attended by the member, must disclose the nature of the interest; (a) in a written notice given to the Chief Executive Officer before the Meeting; or (b) at the Meeting, immediately before the matter is discussed. IMPACT OF AN IMPARTIALITY CLOSURE There are very different outcomes resulting from disclosing an interest affecting impartiality compared to that of a financial interest. With the declaration of a financial interest, an elected member leaves the room and does not vote. With the declaration of this new type of interest, the elected member stays in the room, participates in the debate and votes. In effect then, following disclosure of an interest affecting impartiality, the member’s involvement in the Meeting continues as if no interest existed.

Ordinary Council Meeting – Agenda 15 April 2013

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TABLE OF CONTENTS

ITEM SUBJECT PAGE NO

1 OFFICIAL OPENING ................................................................................................ 5

2 PUBLIC QUESTION TIME ........................................................................................ 5

3 RECORD OF ATTENDANCES / APOLOGIES / LEAVE OF ABSENCE .................. 5

4 DECLARATIONS OF INTEREST ............................................................................. 6

5 PETITIONS/DEPUTATIONS/PRESENTATIONS ...................................................... 6

6 CONFIRMATION OF MINUTES AND BUSINESS ARISING FROM MINUTES OF PREVIOUS MEETINGS ............................................................................................ 6

7 ANNOUNCEMENTS BY PERSON PRESIDING WITHOUT DISCUSSION .............. 6

8 EXECUTIVE SERVICES ........................................................................................... 7 8.1 AMENDMENT TO COUNCIL COMMITTEES AND WORKING GROUPS ................ 7 8.2 RESIDENTIAL INFILL PROGRAM – SECTION 3.59 BUSINESS PLAN ................ 17 8.3 POLICY REVIEW – EMPLOYEES LEAVING COUNCIL SERVICE ........................ 23

9 CORPORATE SERVICES ...................................................................................... 25 9.1 FINANCIAL STATEMENT FOR PERIOD ENDING 28 FEBRUARY 2013 .............. 25 9.2 LIST OF ACCOUNTS MARCH 2013 ...................................................................... 49 9.3 AUTHORISATION FOR CHIEF EXECUTIVE OFFICER TO SIGN RENEWAL

LEASE OF 2/4 WELCOME ROAD, KARRATHA ................................................... 67 9.4 STAMPING OF COMMON SEAL - NET LEASE OF PART OF PAM BUCHANAN

FAMILY CENTRE TO WESTERN AUSTRALIA COUNTRY HEALTH SERVICES PILBARA ................................................................................................................ 69

9.5 STAMPING OF COMMON SEAL – LEASE OF PART OF THE ROEBOURNE SHIRE OFFICES: LOT 5 (NO. 46) ROE STREET, ROEBOURNE.......................... 71

10 COMMUNITY SERVICES ....................................................................................... 73 10.1 FEE WAIVER REQUEST – MOTHERS DAY CLASSIC ......................................... 73 10.2 FEE WAIVER REQUEST – KARRATHA AMATEUR SWIMMING CLUB ............... 77 10.3 REQUEST TO CHANGE PURPOSE OF RESERVE 38921 TO INCLUDE

COMMUNITY GARDEN AND CHILD HEALTH CENTRE (KARRATHA COMMUNITY GARDEN) ........................................................................................ 81

11 DEVELOPMENT SERVICES .................................................................................. 85 11.1 APPLICATION FOR R-CODES VARIATION APPROVAL – LOT 417 HN 4

SHERLOCK STREET ROEBOURNE ..................................................................... 85


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11.2 EXTENSION OF CARSE STREET, WICKHAM AND ASSOCIATED RESERVE EXCISIONS ............................................................................................................ 91

11.3 BUSHFIRE MANAGEMENT PLAN ...................................................................... 101 11.4 REVOCATION OF MANAGEMENT ORDER AND AMALGAMATION OF RESERVE

50112 COMMUNITY PURPOSE INTO RESERVE 40041 PARKLAND AND DRAINAGE ........................................................................................................... 105

12 STRATEGIC PROJECTS & INFRASTRUCTURE ................................................ 109 12.1 DEMOLITION KARRATHA ENTERTAINMENT CENTRE .................................... 109 12.2 REVIEW OF STREET SWEEPING SERVICES .................................................... 113 12.3 WATER CORPORATION SMART METERING ACCESS POINTS ...................... 127 12.4 2012/13 BUDGET AMENDMENT FOR PILBARA INDUSTRY ROAD SAFETY

ALLIANCE ............................................................................................................ 137 12.5 KARRATHA 7 MILE LANDFILL FACILITY REDEVELOPMENT ......................... 145 12.6 KARRATHA AIRPORT - TIEN TSIN INNE – PROCUREMENT OF MERCHANDISE,

STOCK AND CONSUMABLES ............................................................................ 151

13 ITEMS FOR INFORMATION ONLY ...................................................................... 155 13.1 SHIRE PRESIDENT’S MAIL – MARCH 2013 ....................................................... 156 13.2 REGISTER OF DOCUMENTS STAMPED WITH THE SHIRE OF ROEBOURNE

COMMON SEAL ................................................................................................... 158 13.3 TABLED CORRESPONDENCE ........................................................................... 159 13.4 NON STATUTORY DONATIONS FOR PERIOD ENDING 31 MARCH 2013 ........ 161 13.5 MONTHLY BUILDING STATISTICS – MARCH 2013 ........................................... 163 13.6 PLANNING DECISIONS ISSUED 06 MARCH - 25 MARCH................................ 166 13.7 JOINT DEVELOPMENT ASSESSMENT PANEL APPLICATIONS 06 MARCH TO

25 MARCH 2013 ................................................................................................... 168

14 MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN .......................... 169

15 QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN ....... 169

16 URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY DECISION ............................................................................................................. 169

17 MATTERS BEHIND CLOSED DOORS ................................................................ 171 CONFIDENTIAL ATTACHMENT TO ITEM 10.4 KARRATHA AIRPORT - TIEN TSIN INNE – PROCUREMENT OF MERCHANDISE, STOCK AND CONSUMABLES .................................................................................................. 171 CONFIDENTIAL ATTACHMENT TO ITEM 12.1 DEMOLITION KARRATHA ENTERTAINMENT CENTRE ................................................................................ 171

17.1 CONFIDENTIAL – CEO REMUNERATION .......................................................... 173

18 CLOSURE & DATE OF NEXT MEETING ............................................................. 175


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AGENDA

1 OFFICIAL OPENING

Cr White-Hartig acknowledges the traditions of the Ngarluma people, on whose land we are gathered here today.

2 PUBLIC QUESTION TIME

3 RECORD OF ATTENDANCES / APOLOGIES / LEAVE OF ABSENCE Councillors: Cr Fiona White-Hartig [President] Cr Peter Long [Deputy President] Cr Garry Bailey Cr Margaret Bertling Cr John Lally Cr Janine Miller Cr Joanne Pritchard Cr Michael Saylor Cr Evette Smeathers Cr Sharon Vertigan Staff: Chris Adams Chief Executive Officer

Andrew Ward Director Community & Corporate Services David Pentz Director Development, Regulatory &

Infrastructure Services Simon Kot Director Strategic Projects & Business Josie Lanza Minute Secretary

Apologies: Absent: Leave of Absence: Members of Public: Members of Media:


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4 DECLARATIONS OF INTEREST

5 PETITIONS/DEPUTATIONS/PRESENTATIONS

6 CONFIRMATION OF MINUTES AND BUSINESS ARISING FROM MINUTES OF PREVIOUS MEETINGS RECOMMENDATION That the Minutes of the Ordinary Meeting of Council held on Monday, 18 March 2013, be confirmed as a true and correct record of proceedings.

7 ANNOUNCEMENTS BY PERSON PRESIDING WITHOUT DISCUSSION 06/03/2013 – Meeting with RIO Tinto - Karratha 15/03/2013 – Meeting with Mirvac and LandCorp – Karratha 19/03/2013 – Meeting with Helen Hall – Karratha 20/03/2013 – Meeting with Frank Tudor - Karratha


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8 EXECUTIVE SERVICES

8.1 AMENDMENT TO COUNCIL COMMITTEES AND WORKING GROUPS

File No: CM.115

Responsible Executive Officer: Chief Executive Officer

Reporting Author: Advisor to the Chief Executive Officer

Date of Report: 27 March 2013

Applicant/Proponent: Nil

Disclosure of Interest: Nil

Attachment(s) 1. Current Structure

2. Amended Structure

PURPOSE For Council to consider and endorse a proposed rationalisation and/or restructure of Council Committees, Advisory Groups and Project Control Groups. BACKGROUND Council Committees, Advisory Groups and Project Control Groups are critical to the effective performance by Council of its mandate. The three groups are distinguishable by the fact that the establishment, roles and functions of Council Committees are legislatively governed by the Local Government Act 1995 (the Act) as opposed to the informing role and technical role of Advisory groups and Project Control Groups respectively. Terms of Reference apply to both Council Committees and Advisory Groups. Legislatively local government authorities are only required to establish an Audit Committee pursuant to Section 7.1A of the Act. Council currently has four Council Committees, seven Advisory Groups and three Project Control Groups detailed at Attachment 1. Given workload and time pressures on both Councillors and staff it is recommended that the number of Council Committees, Advisory Groups and Project Control Groups needs to be reviewed. This is based on the following:

- The impost on Councillors and staff of attendance at multiple meetings; - The limiting capacity of quorum provisions on the ability of a Council Committee to

progress its business; - Rigorous legislated compliance requirements for Committees of Council which can

be burdensome on both the Committee and the Shire; - The capacity for delegation of some of the powers and duties of Council to a

Council Committee and general issues of probity around the circumstances in which those powers should be applied (i.e. to Committees concerned directly with the strategic or operational performance of Council);

- The requirement for Council Committees to report minutes which creates additional workload for Council when matters could more appropriately be reported by exception (as per Advisory Groups); and


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- A number of Advisory Groups have a similar business focus (i.e. airport) and can be consolidated.

Staff are recommending the following changes: - Roebourne Advisory Group and the Yaburara Heritage Trail Steering Committee be

changed to Advisory Groups with the latter Steering Committee being renamed the ‘Yaburara Heritage Trail Advisory Group’;

- That the quorum provisions for the Karratha Airport Advisory Group (KAAG) and Waste Services Advisory Group (WSAG) be removed from related terms of reference to enable meetings to progress in the event that Councillors are unable to attend;

- That the Karratha Airport Hydraulics Upgrade and Airport Master Plan and Land Use Project Control Group form part of the KAAG with relevant staff attending the Advisory Group as required; and

- That the Housing Reference Advisory Group and Plant Reference Advisory Group be disbanded given the adoption by Council of the Asset Management Plan and the impending Workforce Plan and Housing Strategy which will address the issues dealt with by this Committee regarding maintenance planning and staff housing.

The proposed new structure is provided at Attachment 2. It is proposed that the newly established Advisory Groups report to Council by exception as part of an information item or agenda item if a resolution of Council is required. In circumstances where Project Control Groups have merged with the KAAG, the staff of those Project Control Groups will form part of the membership of the Advisory Group. The Dampier Highway Streetscaping Project Control Group has been disbanded given the majority completion of the Project. The Walkington Theatre Management Committee has also been removed as an external Committee given the proposed demolition of the theatre by the State Government. LEVEL OF SIGNIFICANCE In accordance with Council Policy CE8- Significant Decision-Making Policy the issue is of low significance in terms of Council’s ability to perform its role. The removal of the compliance requirement with respect to the quorum provisions of the Act is likely to enhance the capacity of the Roebourne Advisory Group and Yaburara Heritage Trail Steering Committee to progress related business with reporting to Council to occur when critical issues arise. The combining of Airport related Project Control Groups with the overarching KAAG will ensure the consolidation of related subject matter and lessen the burden on staff and councillors in terms of time commitments. This process will not diminish the focus on the individual projects pertaining to the Airport with staff of those Project Control Groups forming part of the KAAG. COUNCILLOR/OFFICER CONSULTATION The rationalisation or restructuring of the Committee system was discussed with Council at the Council Briefing convened on 14 March 2013.


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COMMUNITY CONSULTATION No Community consultation is required as all the Committees/Advisory Groups are internal to the organisation. As a courtesy there may be cause to inform relevant organisations interfacing with these Committees of the changes. STATUTORY IMPLICATIONS The Roebourne Advisory Group and Yaburara Heritage Trail Steering Committee were created as Council Committees pursuant to Section 5.8 and 5.10 of the Act. A Council resolution is required to disband the Committees and re-establish them as Advisory Groups. POLICY IMPLICATIONS There are no policy implications inherent in the proposed changes as the subject matter of the Committees or ‘working groups’ will continue to be examined within the proposed alternate structure. FINANCIAL IMPLICATIONS Nil STRATEGIC IMPLICATIONS There are no strategic implications given the continued examination of the subject matter of the existing Council Committees/Advisory Groups/Project Control Groups under the amended structure. RISK MANAGEMENT CONSIDERATIONS Council will not as a standard receive the minutes of the Roebourne Advisory Committee and Yaburara Heritage Trail Steering Committee. Staff will continue to advise Council of critical issues arising from the Roebourne Advisory Group and Yaburara Heritage Trail Advisory Group and will seek resolution on critical matters where relevant. IMPACT ON CAPACITY There is no impact on capacity or resourcing to carry out the Officer’s recommendation. RELEVANT PRECEDENTS There are no relevant precedents related to this matter. VOTING REQUIREMENTS Absolute Majority OPTIONS:

Option 1

As per Officer’s recommendation. Option 2 That Council by SIMPLE Majority pursuant to Section 3.18 of the Local Government Act 1995 RESOLVES NOT TO ACCEPT the Officer’s recommendation and to take the following action:

a._____________________________; and b._____________________________.


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CONCLUSION Staff have identified a need to rationalise and/or restructure the number of Council Committees, Advisory Groups and Project Control Groups. This is principally based on the impost of attendance on Councillors and staff; the impact of compliance requirements on the capacity to progress Committee business and probity around the type of committees to which those requirements should be applied; and duplication in subject matter between Advisory Groups and Project Control Groups which indicate a requirement for consolidation.

OFFICER’S RECOMMENDATION 1. That Council by ABSOLUTE Majority pursuant to Section 5.8 and 5.10 of the

Local Government Act 1995 RESOLVES to: a. DISBAND the Roebourne Advisory Group and Yaburara Heritage Trail

Steering Committee and its membership as established under Section 7.1A of the Local Government Act 1995;

b. ESTABLISH the Roebourne Advisory Group and Yaburara Heritage Trail Steering Committee as Advisory Groups assuming the same membership as the disbanded Council Committees at (a) above; and

c. RENAME the Yaburara Heritage Trail Steering Committee the Yaburara Heritage Trail Advisory Group.

2. That Council by SIMPLE Majority pursuant to Section 3.18 of the Local Government Act 1995 RESOLVES to: a. REMOVE the quorum requirements of the Karratha Airport Advisory

Group and Waste Services Advisory Group Terms of Reference; b. ENDORSE the Karratha Airport Hydraulics Upgrade and Airport Master

Plan and Land Use Project Control Groups forming part of the Karratha Airport Advisory Group; and

c. DISBAND the Housing Reference Advisory Group.


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ATTACHMENT 1 – CURRENT STRUCTURE Council Working Groups

COUNCIL COMMITTEE

DIVISION & STAFF MEMBER [if applicable]

COUNCILLOR

Audit & Organisational Risk Committee

Chief Executive Officer Manager Corporate Compliance

Crs Smeathers, Lally, Pritchard, Long & White-Hartig

Roebourne Advisory Group Community & Corporate Services Crs White-Hartig, Bailey & Saylor

Yaburara Heritage Trail Steering Committee

Community & Corporate Services History Officer

Crs Long & Pritchard

Local Planning Strategy Project Steering Committee Chief Executive Officer, Shire of Roebourne Chief Executive Officer, Pilbara Development Commission

Director General, Department of Planning

Cr Long

ADVISORY GROUPS DIVISION & STAFF MEMBER [if applicable] COUNCILLOR

Karratha Airport Advisory Group Chief Executive Officer Director Strategic Projects & Business Executive Manager Strategic Business

Manager Airport Commercial Manager Airport Compliance

Coordinator Airport Operations

Crs Miller, Lally & Long

Waste Services Advisory Group Chief Executive Officer Director Strategic Projects & Business Executive

Manager Strategic Business Manager Waste Management Services

Crs Pritchard, Lally & Long

Housing Reference Advisory Group


Building Maintenance Coordinator

Crs White-Hartig & Miller


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Plant Reference Advisory Group Chief Executive Officer Director Development, Regulatory & Infrastructure Services

Executive Manager Works Plant Coordinator

Crs Lally & White-Hartig

City Status Advisory Group Principal Economic & Business Improvement Advisor

Crs Bailey, Saylor, Miller & Lally

Sister City Advisory Group

Chief Executive Officer Principal Economic & Business

Improvement Advisor

Crs White-Hartig, Long, Miller

Public Art Committee Community & Corporate Services Crs Pritchard, Lally & Smeathers


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PROJECT CONTROL GROUPS DIVISION & STAFF MEMBER [if applicable]

COUNCILLOR

Karratha Leisure Complex Project Director Community & Corporate Services Manager Community Facilities Executive Manager Works

Manager Statutory Planning Manager Building Services

Manager Environmental Health Services Recreation Facilities Coordinator

Project Manager

Crs Vertigan, Pritchard, Bertling, Lally & Long

Karratha Airport Hydraulics Upgrade Director Strategic Projects Executive Manager Strategic Business

Project Manager x2 Airport Compliance Manager Airport Operations Manager

Cr Lally

Airport Master Plan and Land Use Project Control Group Chief Executive Officer Director Strategic Projects

Executive Manager Strategic Business Project Manager

Crs Millar, Cr Lally

EXTERNAL COMMITTEE DIVISION & STAFF MEMBER [if applicable] COUNCILLOR

Pilbara Regional Council (PRC) Chief Executive Officer Crs White-Hartig, Vertigan & Long Crs Bertling & Smeathers (Proxies)

Pilbara Regional Road Group CEO & Infrastructure Services Cr White-Hartig

Karratha Visitor Centre Committee Community & Corporate Services Crs Bertling & White-Hartig

Roebourne Visitor Centre Committee

Community & Corporate Services Crs Bailey & White-Hartig

Joint Development Assessment Panel (Pilbara Region)

Director Development, Regulatory & Infrastructure Services Cr Lally & White-Hartig Deputy Members Crs Long & Smeathers

Committees Against Rubbishing Our Environment (CARE)

Regulatory Services – Community Safety Officer Cr Pritchard


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ATTACHMENT 2 – AMENDED STRUCTURE Council Working Groups

COUNCIL COMMITTEE

DIVISION & STAFF MEMBER [if applicable]

COUNCILLOR

Audit & Organisational Risk Committee


Crs Smeathers, Lally, Pritchard, Long & White-Hartig

ADVISORY GROUPS DIVISION & STAFF MEMBER [if applicable] COUNCILLOR

Roebourne Advisory Group Community & Corporate Services Crs White-Hartig, Bailey & Saylor

Yaburara Heritage Trail Advisory Group Community & Corporate Services History Officer

Crs Long & Pritchard

Karratha Airport Advisory Group Chief Executive Officer Director Strategic Projects & Business Executive Manager Strategic Business

Manager Airport Commercial Manager Airport Compliance

Coordinator Airport Operations

Airport Master Plan and Land Use Project Control Group Project Manager

Karratha Airport Hydraulics Upgrade

Project Manager x2

Crs Miller, Lally & Long

Waste Services Advisory Group Chief Executive Officer Director Strategic Projects & Business Executive

Manager Strategic Business Manager Waste Management Services

Crs Pritchard, Lally & Long


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City Status Advisory Group Principal Economic & Business Improvement Advisor

Crs Bailey, Saylor, Miller & Lally

Sister City Advisory Group

Chief Executive Officer Principal Economic & Business

Improvement Advisor

Crs White-Hartig, Long, Miller

Public Art Committee Community & Corporate Services Crs Pritchard, Lally & Smeathers

Local Planning Strategy Project Steering Committee Chief Executive Officer, Shire of Roebourne Chief Executive Officer, Pilbara Development Commission

Director General, Department of Planning

Cr Long

Karratha Leisure Complex Project

Director Community & Corporate Services

Manager Community Facilities Executive Manager Works Manager Statutory Planning Manager Building Services

Manager Environmental Health Services Recreation Facilities Coordinator

Project Manager

Crs Vertigan, Pritchard, Bertling, Lally & Long

PROJECT CONTROL GROUPS DIVISION & STAFF MEMBER [if applicable]

COUNCILLOR


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EXTERNAL COMMITTEE DIVISION & STAFF MEMBER [if applicable] COUNCILLOR

Pilbara Regional Council (PRC) Chief Executive Officer Crs White-Hartig, Vertigan & Long Crs Bertling & Smeathers (Proxies)

Pilbara Regional Road Group CEO & Infrastructure Services Cr White-Hartig

Karratha Visitor Centre Committee Community & Corporate Services Crs Bertling & White-Hartig

Roebourne Visitor Centre Committee

Community & Corporate Services Crs Bailey & White-Hartig

Joint Development Assessment Panel (Pilbara Region)

Director Development, Regulatory & Infrastructure Services Cr Lally & White-Hartig Deputy Members Crs Long & Smeathers

Committees Against Rubbishing Our Environment (CARE)

Regulatory Services – Community Safety Officer Cr Pritchard


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8.2 RESIDENTIAL INFILL PROGRAM – SECTION 3.59 BUSINESS PLAN

File No: LP.102

Responsible Executive Officer: Advisor to the Chief Executive Officer

Reporting Author: Chief Executive Officer

Date of Report: 13 December 2012



Attachment(s) Section 3.59 Business Plan

PURPOSE For Council to consider:

• Adopting the draft Business Plan prepared pursuant to Section 3.59 of the Local Government Act 1995; and

• Endorsing the provision of public notice of the adoption and availability for public inspection of the draft Business Plan (call for submissions).

BACKGROUND At the Ordinary Meeting in November 2012 Council noted progress in relation to the development of Business Cases for Sites 1, 2, 3 and 7 of the Residential Infill Program (Lazy Lands Project) and endorsed progression to a full business case for Site 5. Site 4 was not progressed given the requirement to await finalisation of hydrological studies being conducted under the auspices of the Department of Regional Development and Lands and therefore the related business case remains pending. Council was also advised of the preparation of a Business Plan pursuant to Section 3.59 of the Local Government Act 1995 (the Act) ‘Commercial Enterprises by Local Governments’ required to progress land acquisition and development. Section 3.59 (2) requires that prior to a local government commencing a major trading undertaking, entering into a major land transaction or entering into a land transaction that is preparatory to entry into a major land transaction, a local government is required to prepare a Business Plan. The acquisition and development of the Lazy Lands sites constitute a Major Land Transaction for the purposes of the Act. Major Land Transaction Under Section 3.59 (1) of the Act Land Transaction means an agreement, or several agreements for a common purpose, under which a local government is to –

(a) acquire or dispose of an interest in land; or (b) develop land.

Section 3.59 (1) of the Act and Regulation 8A of the Local Government (Functions and General) Regulations 1996 in combination, identify a Major Land Transaction as follows:


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A Major Land Transaction is a land transaction, other than an exempt land transaction if the total value of:

• the consideration under the transaction; and • anything done by the local government for achieving the purpose of the transaction,

is more, or worth more, than $10,000,000 or 10% of the operating expenditure incurred by the local government from its municipal fund in the last financial year (whichever is the lesser). This threshold applies to a major regional centre with lower amounts prescribed for other local government authorities that do not fall within this category. A major regional centre is a local government district which is not within the metropolitan area and has more than 20,000 inhabitants. The Estimated Residential Population (Australian Bureau of Statistics) of the Shire of Roebourne for 2011 was 23,927. The Shire’s operating expenditure incurred for 2011/12 was $58.78 million. The total estimated cost of the Lazy Lands development is approximately $8 million taking into consideration development costs plus revenue. $8 million constitutes more than 10% of the Shire’s operating expenditure for 2011/12 financial year and therefore meets the definition of being a Major Land Transaction for the purposes of the Act. Content of the Business Plan Section 3.59 (3) of the Act prescribes that the Business Plan is to include an overall assessment of the major trading undertaking or major land transaction and must include (in brief) the following detail:

• Its expected effect on: the provision of facilities and services by the local government; other persons providing facilities and services in the district; the financial effect on the local government; and on matters referred to in the local government’s current plan developed in

accordance with Section 5.56 [Corporate Business Plan and Strategic Community Plan].

• The ability of the local government to manage the performance of the transaction; and

• Any other matter prescribed for the purposes of the subsection.

The Business Plan is provided at Attachment 1 for Council’s consideration. Council is required in accordance with Section 3.59 (4) of the Act to endorse the giving of public notice in relation to the Business Plan. Submissions will be provided for Council’s consideration at a future date prior to Council deciding on further progress of the project. LEVEL OF SIGNIFICANCE In the context of Council Policy CE8 - Significant Decision Making Policy the release of land is critical to meeting the Shire’s growth commitments under the Karratha City of the North Plan and the overarching Pilbara Cities Initiative. Partnerships with key agencies to effect affordable and diverse housing and land release strategies is a strategic commitment of the Shire, reflected in both the Shire’s Strategic Community Plan and Corporate Business Plan. The funding derived from the Project is also substantial estimated at approximately $5 million profit. The funds are required to be placed in Trust for maintenance and upgrades to Recreation Reserves.


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COUNCILLOR/OFFICER CONSULTATION Council resolved at the Ordinary Meeting on 21 May 2012 to progress business cases for sites 1, 2, 3, 4, 5 and 7 and to extend those business cases to meet the requirements of Section 3.59 of the Act. As noted above, Council was informed of the preparation of the Business Plan at the November 2012 Ordinary Meeting, albeit with the exclusion of Site 4. COMMUNITY CONSULTATION Section 3.59 (4) of the Act requires the local government to give public notice [which must be published and exhibited as though it were local public notice] stating that:

• The local government proposes to commence the major trading undertaking or enter into the major land transaction described in the notice or into a land transaction that is preparatory to the major land transaction;

• A copy of the Business Plan may be inspected or obtained at any place specified in the notice;

• Submissions about the proposed undertaking or transaction may be made to the local government before a day to be specified in the notice, being a day that is not less that six (6) weeks after the notice is given; and

• That a copy of the Business Plan is made available for public inspection in accordance with the notice.

Submissions received during this public consultation process will be considered by Council at a further Council meeting, prior to any decision on the matter being made. STATUTORY IMPLICATIONS Section 3.59 of the Local Government Act 1995; Sections 9, 27 (j), 46 and 47 of the Local Government (Financial Management) Regulations 1996; and Section 8A of the Local Government (Functions and General) Regulations 1996. POLICY IMPLICATIONS The Karratha City of the North Plan highlights the importance of readily developable land banks that can be quickly released to the market for improved housing affordability. FINANCIAL IMPLICATIONS The Financial Implications of the project are detailed at Section 3.6 of the Business Plan ‘expected financial effect on the local government’ and in Attachment 3 of that document. In addition to the conduct of Business Cases to determine the sites’ commercial viability on development, the Shire also conducted an independent cash flow analysis on each site to ascertain the effect on the Shire’s cash flow of potential implementation options. Those options have previously been discussed with Council. These investigations have identified that land acquisition, rezoning, no earthworks, and sale for development are likely to give good financial return for the Shire whilst placing fewer limitations on the Shire’s capacity to fund its commitments under its Long Term Financial Plan than higher development options which require significant cash funding upfront. The revenue return for the Shire may be impacted by a number of development variables which are also detailed at Section 3.6 of the Business Plan. The Local Government (Financial Management) Regulations 1996 and Local Government (Functions and General) Regulations 1996 prescribe certain requirements in relation to financial records and auditing in relation to a Major Land Transaction.


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STRATEGIC IMPLICATIONS The strategic implications of the proposal both in the context of the Shire’s Strategic Community Plan and Corporate Business Plan are discussed at Section 3.7 ‘expected effect on matters referred to in the local government’s current plan prepared under Section 5.56 of the Local Government Act 1995’. In the Strategic Community Plan Council has committed to housing affordability through normalisation of the housing market by establishing relationships with relevant agencies to facilitate affordable housing and land release strategies. The Corporate Business Plan strategically addresses housing diversity reflective of the demography of the area and makes specific reference to providing in the planning scheme for residential infill. RISK MANAGEMENT CONSIDERATIONS The subject sites are essentially drainage reserves except Site 4 which serves as both parks and recreation. Whilst the park has been determined to be surplus to Council requirements through the Shire’s Public Open Space Planning process, the public may have some reservations regarding the development of the land lots, due to the impact on current views and the removal of Rex Webb Park from public open space. As noted above within ‘Financial Implications’, there are a number of development variables which may impact the Budget Estimate provided at Attachment 3.

IMPACT ON CAPACITY The Shire will be required to assess submissions made in response to Business Plan and formulate recommendations to Council for its consideration.

RELEVANT PRECEDENTS There are no relevant precedents related to this matter. DELEGATED AUTHORITY There are no delegated authorities relevant to this matter. VOTING REQUIREMENTS Simple Majority

OPTIONS: Option 1 As per Officer’s recommendation. Option 2 That Council by SIMPLE Majority pursuant to Section 3.59 of the Local Government Act 1995 and Regulation 8A of the Local Government (Functions and General) Regulations 1996 RESOLVES to:

1. AMEND the draft Business Case pertaining to Sites 1, 2, 3, 5, and 7 allocated to the Shire under Stage One of the Residential Infill Program as follows:

a._____________________________ b._____________________________; and

2. PROVIDE public notice of the adoption, detailing availability for public inspection, of the draft Business Plan.


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Option 3 That Council by SIMPLE Majority pursuant to Section 3.18 of the Local Government Act 1995 RESOLVES NOT TO ACCEPT the Officer’s recommendation and to take the following action:

a._____________________________; and b._____________________________.

CONCLUSION A Business Plan has been prepared pursuant to Section 3.59 of the Local Government Act 1995 to progress land acquisition and development of five Lazy Lands sites allocated to the Shire under Stage One of the program. Council is required to consider adopting the draft Business Plan and endorsing the giving of public notice with submissions to be presented to Council for consideration at a later date.

OFFICER’S RECOMMENDATION That Council by SIMPLE Majority pursuant to Section 3.59 of the Local Government Act 1995 and Regulation 8A of the Local Government (Functions and General) Regulations 1996 RESOLVES to:

1. ADOPT the DRAFT Business Plan for the purposes of public consultation

pertaining to Sites 1, 2, 3, 5, and 7 allocated to the Shire under Stage One of the Residential Infill Program; and

2. PROVIDE public notice of the adoption, detailing availability for public inspection, of the draft Business Plan.


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8.3 POLICY REVIEW – EMPLOYEES LEAVING COUNCIL SERVICE

File No: PE. 172

Responsible Executive Officer: Chief Executive Officer

Reporting Author: Manager Human Resources

Date of Report: 2 April 2013



Attachment(s) Amended Council Policy CH 3

PURPOSE To seek Council approval for amendments to Council Policy CH 3. BACKGROUND Council Policy CH 3 (Gratuity for Employees Leaving) provides for farewell functions and gifts of up to $100 per year of service for employees leaving the service of Council. With the introduction the new ‘loyalty payments’ provision of the Enterprise Agreement, which recognises employees who continue in Council service rather than employees leaving Council service, it is proposed to amend the policy to reduce the value of farewell gifts. In addition, circumstances arise from time to time that require negotiation of an ex-gratia payment on termination of employment. Although infrequent, a settlement may be required in order to facilitate a separation effectively at the initiative of the employer. Given that these situations are usually time sensitive, it is proposed to amend the policy to provide the Chief Executive Officer with authority to negotiate ex-gratia payments of up to three months salary where the separation is, or would otherwise be, at the initiative of the employer. LEVEL OF SIGNIFICANCE In accordance with Council Policy CE-8 Significant Decision Making Policy, this matter is considered to be of moderate significance in terms of Council’s ability to perform its role. COUNCILLOR/OFFICER CONSULTATION The Executive Management Group has endorsed the amended policy. COMMUNITY CONSULTATION No community consultation is required, however the Local Government Act requires that local public notice be given in relation to the policy. Subject to approval of the amended policy, a public notice will be included in both the Pilbara News and the Pilbara Echo. STATUTORY IMPLICATIONS Section 5.50 of the Local Government Act 1995 (WA) requires that Council have a policy regulating payments in addition to award or contract entitlements made to employees whose employment with Council is finishing. POLICY IMPLICATIONS Subject to Council approval, the amended policy will replace Council Policy CH 3 (Gratuity for Employees Leaving).


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FINANCIAL IMPLICATIONS There are no direct financial implications arising from the Officer’s recommendation. STRATEGIC IMPLICATIONS There are no strategic implications arising from the Officer’s recommendation. RISK MANAGEMENT CONSIDERATIONS The level of risk is considered to be Low to the Shire in terms of Compliance. IMPACT ON CAPACITY There is no impact on capacity or resourcing to carry out the Officer’s recommendation. RELEVANT PRECEDENTS In August 2012 a settlement of 6 weeks pay was negotiated to effect the resignation of an employee arising from a protracted performance management process. As a result of the need to relocate a long serving employee to alternative employee housing, a request has been made to assist with the repatriation of the employee in order to facilitate the employee’s retirement. This will support necessary structural change and obviate relocation costs associated with moving the employee from one Shire owned property to another. VOTING REQUIREMENTS Simple Majority. OPTIONS:

Option 1

As per Officer’s recommendation. Option 2 That Council by SIMPLE Majority pursuant to Section 5.50 of the Local Government Act 1995 RESOLVES to DEFER approval of the attached amended Council Policy CH 3 – Employees Leaving Council Service. CONCLUSION The proposed amendments to Council Policy CH 3 will ensure consistency with the intent of the Enterprise Agreement, to recognise employees who continue in Council service rather than employees leaving Council service, and will provide the CEO with authority to negotiate ex-gratia payments in cases where termination is effectively initiated by the employer.

OFFICER’S RECOMMENDATION That Council by SIMPLE Majority pursuant to Section 5.50 of the Local Government Act 1995 RESOLVES to APPROVE the attached amended Council Policy CH 3 – Employees Leaving Council Service.


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9 CORPORATE SERVICES FINANCIAL SERVICES

9.1 FINANCIAL STATEMENT FOR PERIOD ENDING 28 FEBRUARY 2013

File No: FM.19

Responsible Executive Officer: Executive Manager Financial Services

Reporting Author: Management Accountant

Date of Report: 28 March 2013

Applicant/Proponent: Not applicable


Attachment(s) 1. Statement of Financial Activity

2. Variance Commentary

PURPOSE To provide a summary of Council’s financial position for the period ending 28th February 2013. BACKGROUND In accordance with the Local Government Act 1995 and Local Government (Financial Management) Regulations 1996, a Statement of Financial Activity is required to be presented to Council as a minimum requirement. Regulation 34(4) states that a statement of financial activity, and accompanying documents, are to be;

1) presented to the Council; (a) At the next ordinary meeting of Council following the end of the

month to which the statement relates; or (b) If the statement is not prepared in time to present it to the meeting

referred to in (a) over, to the next meeting of Council after that meeting; and

2) Recorded in the minutes of the meeting at which it is presented.

In accordance with Regulation 34 (5), a report must be compiled on variances greater than the materiality threshold adopted by Council of $10,000 or 10% whichever is the greater. As this report is composed at a programme level, variance commentary considers the most significant items that comprise the variance. The following table is a summary of the Financial Activity Statement Report compared to the Budget as at 28th February 2013:


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FINANCIAL MANAGEMENT SUMMARY Statement of Financial Position Total Current Assets decreased by 4.83% from January to February due to payments received from debtors. Current Liabilities have decreased by 17.82% from January to February due to trade creditors invoice payments processed.

Debtors Schedule Total Trade Debtors increased by 34% or $2,535,061 in the period due to invoice to the Department of Regional Australia (RDAF) for Claim 5 of grant funds for the Karratha Leisureplex; these funds have since been received in March. Stringent debt collection on outstanding debts greater than 30 Days continues. Outstanding balances in each aging period in excess of $5,000 were as follows:

90 Days • $260,284 – Qantas/Airlink (landing fees) – SINCE PAID • $214,842 - Qantas (landing fees) – SINCE PAID • $16,592 - Karratha Air Logistics (monthly lease fees, electricity usage and accrued

interest) - currently with debt collection agency • $9,961 - Karratha Netball Association (light tokens and light hire fees) – SINCE

PAID • $5,009 – 20*20 Pty Ltd (In Administration)

60 Days • $271,571 - Department of Regional Development and Lands (Roebourne Visioning

& Master Planning) • $100,423 - Main Roads WA – SINCE PAID • $50,284 - Qantas (landing fees) – SINCE PAID • $14,021 - Qantas/Airlink (landing fees) – SINCE PAID • $6,546 – Landcorp


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• $6,243 – Transpacific Industrial – SINCE PAID

30 Days • $557,131 – Qantas Airways (landing fees) – SINCE PAID • $205,418 – Alliance Airlines • $181,901 - Qantas/Airlink (landing fees) – SINCE PAID • $104,717 – Virgin Blue – SINCE PAID • $107,080 – Lyons & Peirce – SINCE PAID • $52,363 – Pilbara Institute – SINCE PAID • $28,739 - Tox Free – SINCE PAID • $28,600 Instant Waste Management – SINCE PAID • $26,122 Capiteq Limited • $24,692 – McMahon Services – SINE PAID • $12,857 – Liberty Industrial – SINCE PAID • $10,920 – Community and Youth Training • $5,341 – Monodelphous Group – SINCE PAID • $5,055 - Pindan Pty Ltd – SINCE PAID • $5,040 – Ocean to Outback Contracting – SINCE PAID • $5,763 – TJR Building Pty Ltd – SINCE PAID

The outstanding rates balance has decreased due to continued rates payments with the next rates instalment due in March.


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Capital Expenditure The Shire has a 2012/13 current Capital Expenditure budget of $76.1 million. This represents a significant increase in capital spend on the prior years actual spend of $52.8 million. The majority of the budget is associated with major Community & Recreation building and infrastructure projects that commenced in late 2011/12 such as the Karratha Leisureplex. Actual expenditure for the month was $4,734,287 against a budgeted figure of $6,092,655.

Cash and Investments The Reserve Bank cash rate (overnight money market interest rate) remained unchanged during the month of February at 3.0%. Due to the requirement for remaining Royalties for Regions reserve funds invested with Western Australian Treasury Corporation to remain at call, the interest rate received for these funds in February was 2.95%. $50 million of Reserve funds matured from a fixed term of 5 months at 5.12% during February. Taking into account current cash flow requirements and after seeking quotes with 5 investment institutions $25 million was reinvested at 4.46% for a period of one month and $20 million was reinvested at 4.3% for a period of 3 months to maximise interest earnings. The Municipal funds held with Westpac Bank earned 2.51% interest on balances between $1,000,000 and $5,000,000 in the everyday account and 3% on the Maxi-Direct Muni Account to maximise interest earnings. The Municipal funds held with Westpac Bank earned 2.51% interest on balances between $1,000,000 and $5,000,000 in the everyday account and 3% on the Maxi-Direct Muni Account to maximise interest earnings.


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The financial statements for the reporting period are provided as an attachment in the form of:

- Financial Activity Statement Report - Operating Revenue and Expenses by Nature & Type - Operating and Capital Variance Commentary by Programme Area - Net Current Asset Position - Statement of Financial Position (Balance Sheet) - Cash and Cash Equivalent Note - Schedule of Divisional Financial Activity

LEVEL OF SIGNIFICANCE Financial integrity is of extreme significance to the viability of the Shire but also as custodian of community assets and service provision. An ability to monitor and report in financial operations, activities and capital projects is imperative to ensuring that financial risk is managed at acceptable levels of comfort. The ability for the Shire of Roebourne to remain financially sustainable is a significant strategy for a region that is continually under pressure from the resources industry, private enterprise and State Government obligations for the development of infrastructure and servicing needs. COUNCILLOR/OFFICER CONSULTATION Executives and Management have been involved in monthly reviews of their operational and departmental budgets and notifying the Financial Services team of trends and variances arising from their operational areas.


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COMMUNITY CONSULTATION No community consultation is required. STATUTORY IMPLICATIONS Section 6.4 of the Local Government Act 1995 requires for the preparation of financial reports.

6.4. Financial report (1) A local government is to prepare an annual financial report for

the preceding financial year and such other financial reports as are prescribed.

(2) The financial report is to — (a) Be prepared and presented in the manner and form

prescribed; and (b) Contain the prescribed information. The prescribed format has been determined in Regulation 34 of the Local Government (Financial Management) Regulations, 1996. POLICY IMPLICATIONS The Shire’s financial reporting is prepared in accordance with Accounting Policy CF1. This is reviewed periodically to ensure compliance with legislative and statutory obligations. FINANCIAL IMPLICATIONS The report represents the financial position of the Council at the end of February 2013 with a current amended full year balanced budget and actual surplus year to date reported of $19,295,046, which is largely due to capital expenses being behind budget. STRATEGIC IMPLICATIONS This item is relevant with the Council’s approved Strategic Community Plan 2012-2022 and Corporate Business Plan 2012-2016. In particular the Operational Plan 2012-2013 provided for this activity: Our Program: 4.d.1.3 Provide transparent and accountable financial information required by the Local Government Act, Code of Accounting Practice, Australian Accounting Standards and Local Government regulations Our Services: 4.d.1.3.2 Prepare the monthly financial statements and

reports to council RISK MANAGEMENT CONSIDERATIONS Astute financial management backed by strong internal controls, policies and monitoring will ensure risks are assessed regularly and managed appropriately. Expenditure and revenue streams are monitored against approved budgets by management and the financial team with material variances being reported. It is incumbent on all managers that any perceived extraordinary variances that have, or likely to have, had occurred are escalated immediately for consideration by Executive and/or Council.

IMPACT ON CAPACITY There is no impact on capacity or resourcing to carry out the Officer’s recommendation.


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RELEVANT PRECEDENTS This is a routine process alerting Council of the current financial position of the Shire of Roebourne. DELEGATED AUTHORITY Officers have delegations within their duties to procure, carry out or receive monies. There is no delegation otherwise to receive these financial reports without being presented to Council. VOTING REQUIREMENTS Simple Majority

OPTIONS: Option 1 As per the Officer’s recommendation. Option 2 That Council by Simple Majority pursuant to Section 6.4 of the Local Government Act 1995 and Regulation 34 of the Local Government (Financial Administration) Regulations 1996 RESOLVES to:

1. RECEIVE the Financial Reports for the financial period ending 28 February 2013 and

2. APPROVE the following actions: a. ______________________ b. ______________________

Option 3 That Council by Simple Majority pursuant to Section 6.4 of the Local Government Act 1995 and Regulation 34 of the Local Government (Financial Administration) Regulations 1996 RESOLVES to NOT RECEIVE the Financial Report for the financial period ending 28 February 2013.

CONCLUSION Council is obliged to receive the monthly financial reports as per statutory requirements. Details in regards to the variances and the commentary provided are to be noted as part of the report.

OFFICERS RECOMMENDATION That Council by SIMPLE Majority pursuant to Section 6.4 of the Local Government Act 1995 and Regulation 34 of the Local Government (Financial Administration) Regulations 1996 resolves to RECEIVE the Financial Reports for the financial period ending 28 February 2013.


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Attachment 1 – Statement of Financial Activity

In accordance with the materiality threshold adopted by Council for the reporting of variances in Operating Revenue and Expenses classified according to nature and type, the following comments are made to provide an explanation of the over variances. 1 Operating Revenue

Operating revenue is over the year to date amended budget by $1,572,576 which represents a variance of 2.10%. 1.1 Fees & Charges Revenue: Over budget by $4,091,183 – 14.84%

Major variances include higher than budgeted income for Waste Services of $1,825,608, Karratha Airport income of $1,537,730 and Town Planning income of $243,679.

1.2 Contributions, Reimbursements and Donations: Under budget by $2,211,617 – (29.51%)

Variance can be predominantly attributed to being below budget for funding of Karratha Leisureplex.


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1.3 Interest Earned Revenue: Over budget by $493,207 – 29.35% Variance is due to timing differences relating to budgeted interest on reserves for February being higher than expected due to large fixed deposit maturing.

1.4 All Other Revenue: Under budget by $560,750 – (47.44%)

This variance is due to having not yet received insurance settlement relating to KAC tornado claim as budgeted ($501,205) until March as well as a number of minor differences across the Shire.

2 Operating Expenditure Operating expenditure is under the year to date amended budget by $4,793,224 which represents a variance of (10.79%).

2.1 Materials & Contracts Expenditure: Under budget by $3,832,329 - (24.93%)

Due to various major variances in operating expenditure being lower than budgeted for an extensive variety of items across the Shire including Karratha Airport various operating expenses of $1,367,685, Asbestos Remediation Project $563,690, Dampier Highway Streetscape of $326,954, Consultants for Studies $233,001, Parks & Gardens Maintenance $131,476, Local Planning Strategies of $105,473, Litter Control of $100,514, Asset Management expenses of $90,080, Plant operating expenses of $74,379, Compliance Auditing & Inspections of $61,86940 Mile Beach expenses of $55,437, Footpath & Effluent Tank Maintenance of $50,253, Jaburara Heritage Trail expenses of $40,571, Support Services for Statutory planning expenses of $39,386 and Walkington Theatre event expenditure of $38,695.

2.3 Interest: Under budget by $90,285 - (14.00%)

Variance is due to reversal of accrued interest expenditure for interest on loan repayments for 2011/12.

2.5 Other Expenditure: Under budget by $572,845 - (22.58%) This variance is due to actual contributions year to date for non statutory donations being under year to date budgeted by $414,655, members of Council training expenses under budget by $42,642, contributions to Pilbara Regional Council under budget by $29,130, Walkington Theatre event expenses below budget by $33,680, Youth Shed programmes under budget by $26,346, Crime & Safety initiatives under budget by $19,874, Community Education/ Promotions under budget by $14,500 and Karratha Community Celebration $12,000 under budget.


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In accordance with the materiality threshold adopted by Council for the reporting of variances by programme in the Statement of Financial Activity, Commentary has been made regarding these variances in Attachment 1: Statement of Financial Activity – variance commentary.


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Shire Of Roebourne

Statement Of Financial Activity for the period ending 28 February 2013 Note 1. Net Current Assets Year to Date Budget

Actual Brought Fwd Note 28 Feb 2013 1 July 2012 $ $ Current Assets

Cash and Cash Equivalents - Unrestricted

9,698,414 180,860 Net Trust Liabilities in Muni

3,195 0

Trust - ATM Floats

0 0 Trust - Medical Services Incentive Services

0 0

Cash and Cash Equivalents - Restricted - LSL & R4R

- 0 Cash and Cash Equivalents - Restricted - Reserves 1 56,341,135 76,228,218 Cash - Restricted Unspent Grants/Contributions

394,001 394,001

Cash - Restricted Unspent Loans

0 0 Trade and Other Receivables 2 12,132,290 12,495,258 Land held for Resale - Development Costs

0 0

Inventories

621,135 513,735 Total Current Assets

79,190,171 89,812,072

Current Liabilities Trade and Other Payables

3,392,609 8,945,221 Bank Overdraft

0 0

Current Portion of Long Term Borrowings

(1,343,938) 2,163,402 Current Portion of Provisions

2,673,479 2,673,479

Total Current Liabilities

4,722,151 13,782,102

Net Current Assets

74,468,020 76,029,970

Plus (Minus) Items To Be Excluded Take Out Reserve Funds

(56,341,135) (76,228,218) Take Out Fully Restricted Cash (Grants/Contributions)

(161,381) (161,381)

Take Out Fully Restricted Cash (Loans)

0 0 Take Out Restricted Cash (LSL)

0 0

Add Back Non Cash Provisions

2,673,479 2,673,479 Add Back Current Borrowings

(1,343,938) 2,163,402

Net Current Asset Position

19,295,046 4,477,252


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Shire Of Roebourne Statement Of Financial Activity (cont.) for the period ending 28 February 2013 Note Explanation:

1) Reserves, Long Service Leave and Royalties for Regions (R4R – Karratha Leisure Complex) are Cash Backed 2)

Total Trade and Other Receivables 9,995,735

Total Rates Debtors Outstanding 2,458,399


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Shire Of Roebourne

Statement of Financial Position

for the period ending 28 February 2013

Actual Actual Note 2: Balance Sheet 2012/13 2011/12

$ $

Current Assets

Cash On Hand 59,958 24,555 Cash and Cash Equivalents - Unrestricted 10,032,458 550,306 Cash and Cash Equivalents - Restricted (Trust) 3,222,408 3,279,832 Cash and Cash Equivalents - Restricted (Reserves/Muni) 56,341,135 76,228,218 Trade and Other Receivables 12,134,802 12,505,530 Inventories 621,117 513,717 Total Current Assets 82,411,878 93,102,158

Non Current Assets

Trade and Other Receivables 63,835 69,607 Property, Plant and Equipment 144,974,081 122,800,771 Infrastructure 101,273,461 84,983,637 Total Non Current Assets 246,311,377 207,854,014

Total Assets 328,723,256 300,956,172

Current Liabilities

Bank Overdrafts 0 0 Trade and Other Payables 3,392,609 8,945,221 Trust Liabilities 3,219,213 3,279,832 Long Term Borrowings (1,343,938) 2,163,402 Provisions 2,673,479 2,673,479 Total Current Liabilities 7,941,363 17,061,934

Non Current Liabilities

Long Term Borrowings 12,662,768 12,662,768 Provisions 361,050 361,050 Total Non Current Liabilities 13,023,817 13,023,817

Total Liabilities 20,965,180 30,085,752

Net Assets 307,758,075 270,870,420

Equity

Accumulated Surplus 239,735,930 182,961,193 Asset Revaluation Reserve 11,681,010 11,681,010 Reserves 56,341,135 76,228,218

Total Equity 307,758,075 270,870,420


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Shire Of Roebourne Statement Of Financial Activity

for the period ending 28 February 2013

Note 3: Cash and Cash Equivalents

$ Municipal & Trust Fund Bank

Cash On Hand 59,958 Westpac on call 5,733,945 Westpac on call & Term Deposits 7,520,921

13,314,823

Reserves Fund Bank Westpac/WATC on call & Term Deposits 56,341,135

Westpac -LSL Reserve 0

56,341,135

Total Cash 69,655,958


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Shire Of Roebourne Statement Of Financial Activity by Divisions by Activities for the period ending 28 February 2013 Note 4

2012/2013 Budget

2012/2013 Amended

2012/2013 Year To Date

Budget

2012/2013 Actual To

Date

$ $ $ $

Note: Material Variance is Year to Date Amended Budget to Year to Date Actual ( => 10% or => $10,000)

EXECUTIVE SERVICES Net (Cost) Revenue to Council for Members of Council (729,465) (711,553) (517,341) (415,090)

Net (Cost) Revenue to Council for Emergency Services (70,248) (4,428) (58,185) (10,226) Net (Cost) Revenue to Council for Cossack Infrastructure Project (137,450) (137,450) (60,134) 0 Net (Cost) Revenue to Council for Executive Admin (1,597,490) (1,624,073) (1,108,696) (823,837) Net (Cost) Revenue to Council for Vehicle Storage Temporary Contract 0 0 0 0 Net (Cost) Revenue to Council for Human Resources (1,286,173) (1,178,105) (799,226) (677,790) Net (Cost) Revenue to Council for Public Affairs (386,655) (355,968) (262,185) (252,215) Net (Cost) Revenue to Council for Corporate Compliance Services (1,331,615) (1,258,230) (814,788) (899,830) Net (Cost) Revenue to Council for Business Improvement Process (200,097) (195,310) (130,776) (101,455) Net (Cost) Revenue to Council for Staff Housing (558,707) (599,771) (1,148,639) (1,392,166) Net (Cost) Revenue to Council for Public Services Overheads (32,750) 184,969 196,238 537,319 COMMUNITY & CORPORATE SERVICES

Net (Cost) Revenue to Council for Rates 28,447,015 28,774,189 28,603,079 28,517,906 Net (Cost) Revenue to Council for General Revenue (4,120,057) (3,192,905) 3,081,609 3,297,824 Net (Cost) Revenue to Council for Rio Tinto and SOR Community Infrastructure and Services Partnership 0 40,742 558,342 375,028 Net (Cost) Revenue to Council for Corporate Services 3,239,032 3,328,493 2,592,663 830,553 Net (Cost) Revenue to Council for Information Services (581,416) (543,416) (336,599) (286,236) Net (Cost) Revenue to Council for Television & Radio Services (28,640) (26,147) (16,431) (17,054) Net (Cost) Revenue to Council for Cossack Art Awards (114,600) (116,509) (38,239) 131,489 Net (Cost) Revenue to Council for Tourism/Visitors Centres (510,776) (479,139) (288,044) (359,354) Net (Cost) Revenue to Council for Aged Persons Housing 0 1,045 1,045 (13,028) Net (Cost) Revenue to Council for Youth Development (50,626) (43,926) (86,973) 198 Net (Cost) Revenue to Council for Other Culture (394,891) (309,445) (303,207) (158,590) Net (Cost) Revenue to Council for Community Development (1,579,306) (1,843,710) (1,014,779) (624,220) Net (Cost) Revenue to Council for Walkington Theatre (338,439) (279,566) (223,110) 379,014 Net (Cost) Revenue to Council for Community Sponsorship (1,469,866) (1,510,482) (1,023,810) (647,668) Net (Cost) Revenue to Council for Daycare Centres (138,637) (139,681) (99,545) (118,297) Net (Cost) Revenue to Council for Child Health Clinics (106,492) (107,488) (73,859) (51,776) Net (Cost) Revenue to Council for Karratha Entertainment Centre (1,761,550) (1,739,724) (1,092,695) (1,046,807) Net (Cost) Revenue to Council for Karratha Aquatic Centre (1,394,539) (1,229,836) (839,040) (694,984) Net (Cost) Revenue to Council for Roebourne Aquatic Centre 395,690 (389,523) (363,224) (375,663) Net (Cost) Revenue to Council for Libraries (1,369,512) (1,563,107) (878,953) (801,041) Net (Cost) Revenue to Council for Cossack Operations (409,631) (396,987) (254,495) (311,672) Net (Cost) Revenue to Council for Ovals & Hardcourts (1,203,990) (1,145,191) (1,198,224) (1,044,277) Net (Cost) Revenue to Council for Karratha Bowling & Golf (425,854) (400,190) (270,379) (353,231) Net (Cost) Revenue to Council for Pavilions & Halls (951,959) (970,662) (669,608) (726,056) Net (Cost) Revenue to Council for Recreation Projects (1,060,732) (1,114,498) (618,150) (449,118) Net (Cost) Revenue to Council for Playgrounds (198,841) (198,841) (282,294) (349,126) Net (Cost) Revenue to Council for Medical Services (85,850) (64,104) (29,319) 25,672 Net (Cost) Revenue to Council for Other Buildings (233,739) (199,463) (107,206) (43,699)


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Shire Of Roebourne Statement Of Financial Activity by Divisions by Activities for the period ending 28 February 2013 Continued

2012/2013 Budget

2012/2013 Amended

2012/2013 Year To Date

Budget

2012/2013 Actual To

Date

$ $ $ $

COMMUNITY SERVICES (cont.) Net (Cost) Revenue to Council for The Youth Shed (484,465) (617,061) (385,557) (117,868)

Net (Cost) Revenue to Council for Youth Centres 30,000 59,500 29,060 (1,606) Net (Cost) Revenue to Council for Leisure & Learning Precinct (1,092,050) (3,670,146) (6,545,037) (4,047,466) Net (Cost) Revenue to Council for Pam Buchanan Family Centre (361,755) (452,755) (304,511) (454,471) Net (Cost) Revenue to Council for Asbestos Remediation Project 0 0 0 333,478 Net (Cost) Revenue to Council for Economic Development (177,630) (166,835) (106,552) (132,908) DEVELOPMENT, REGULATORY & INFRASTRUCTURE SERVICES

Net (Cost) Revenue to Council for Building Control 265,989 133,035 122,455 (71,022) Net (Cost) Revenue to Council for Health Services (1,136,377) (1,050,144) (624,177) (616,483) Net (Cost) Revenue to Council for Town Planning (1,454,567) (1,229,838) (751,606) (523,663)

Net (Cost) Revenue to Council for Strategic Planning (244,475) (930,272) (525,498) (362,115)

Net (Cost) Revenue to Council for Community Safety 144,251 (200,019) 10,644 (78,622)

Net (Cost) Revenue to Council for Ranger Services (1,582,999) (1,441,173) (1,242,876) (875,981)

Net (Cost) Revenue to Council for Camping Grounds (87,650) (33,350) (12,570) (139,056)

Net (Cost) Revenue to Council for Depots (772,374) (798,309) (670,411) (525,836)

Net (Cost) Revenue to Council for Vehicles & Plant 1,399,850 32,863 235,034 (1,095,353) Net (Cost) Revenue to Council for Roads & Streets (4,098,688) (3,921,296) (2,332,549) (1,974,905) Net (Cost) Revenue to Council for Parks & Gardens (1,705,611) (1,883,468) (1,282,902) (1,161,169) Net (Cost) Revenue to Council for Drainage (245,659) (245,659) (135,955) (103,928) Net (Cost) Revenue to Council for Footpaths & Bike Paths (459,121) (709,600) (588,728) (125,594) Net (Cost) Revenue to Council for Effluent Re-Use Scheme (531,791) (648,615) (466,518) (730,151) Net (Cost) Revenue to Council for Cemeteries (55,922) (56,816) (36,196) (38,717) Net (Cost) Revenue to Council for Public Toilets (184,286) (182,090) (177,337) (164,144) Net (Cost) Revenue to Council for Beaches, Boat Ramps, Jetties (109,832) (111,865) (67,073) (58,008) Net (Cost) Revenue to Council for Roebourne Enhancement Scheme 0 0 0 0 Net (Cost) Revenue to Council for Town Beautification (1,502,975) (1,511,279) (914,308) (903,856) Net (Cost) Revenue to Council for Private Works & Reinstatements 0 2,600 2,600 3,816 Net (Cost) Revenue to Council for Works Overheads 0 (25,044) (124,230) 1,074,396 Net (Cost) Revenue to Council for Parks & Gardens Overheads 0 30,836 (3,993) 626,830 Net (Cost) Revenue to Council for Tech Services (1,063,670) (841,250) (503,915) (2,870,794) Net (Cost) Revenue to Council for Tech Services Overheads 0 (12,833) (9,949) (9,490) STRATEGIC BUSINESS PROJECTS

Net (Cost) Revenue to Council for Project Management (4,500) (1,500) (6,633) 82,610 Net (Cost) Revenue to Council for Waste Collection (972,122) (6,286) 864,493 1,125,325 Net (Cost) Revenue to Council for Landfill Operations 496,335 (580,253) (474,807) 2,436,509 Net (Cost) Revenue to Council for Waste Overheads 1,160,612 1,271,364 861,870 536,040 Net (Cost) Revenue to Council for Karratha Airport 7,405,361 7,360,538 (887,054) 4,385,249 Net (Cost) Revenue to Council for Tien Tsin Inne (338,557) (293,731) (124,252) 340,990 Net (Cost) Revenue to Council for Other Airports (6,508) (6,511) (4,511) (511)


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Attachment 2 - Variance Commentary for Period Ending 28 February 2013 In accordance with the materiality threshold adopted by Council for the reporting of variances by programme in the Statement of Financial Activity, the following comments are made to provide an explanation of the over variances. 1 General Purpose Funding

1.1 Expenditure: Under budget year to date by $339,878 - (69.68%) This variance is due to: 1) $374,032 under budget in administration costs being allocated to corporate

rather than 6% being allocated to rates; this has been addressed during budget review

2) $24,933 over budget in payments being received by BPay and BPoint 3) $24,758 over budget due to higher than expected debt recovery costs

attributable to stringent debt collection practices 2 Governance

2.1 Revenue: Over budget year to date by $22,821 – 19.79% This variance is due to being over budget by $10,457 for reimbursements, commissions and rebates.

3 Law, Order and Public Safety

3.1 Revenue: Over budget year to date by $581,018 – 146.74% This variance is due: 1) $332,535 over budget for contribution to rangers for Rio Tinto funding of

rangers not budgeted 2) $204,036 over budget in FESA contributions to the Karratha SES 3) $60,057 over budget in Community Safety Grants due to additional funding

sources having been secured for graffiti and CCTV activities

3.2 Expenditure: Over budget year to date by $158,584 – 12.03% This variance is due to: 1) $156,881 under budget in employment costs for Executive Services due to

YTD vacancies 2) $108,555 over budget YTD in Corporate Services employee costs due to YTD

vacancies (addressed at Budget Review) 3) $79,285 over budget in ranger employment costs 4) $71,311 over budget on cyclone preparation costs due to more materials being

collected during residential pre cyclone clean up and works being conducted on Roebourne depot site

5) $68,990 over budget for anti-graffiti initiatives due to additional graffiti payments 6) $31,505 under budget YTD for Business Improvement with process mapping

system procured at the end of March 7) $25,845 under budget in fire suppression costs as additional funds allocated for

fire wages 4 Health

4.1 Revenue: Over budget year to date by $57,885 – 59.40% This variance is due to: 1) An actual income over the year to date budgeted income of $38,001 for

contribution to medical services 2) $13,725 over budget in stall holder income due to higher than expected for

Dreamer’s Hill


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4.2 Expenditure: Under budget year to date by $101,483 – (10.02%) This variance is due to: 1) $61,869 under budget year to date for compliance auditing and inspection

expenses 2) $25,482 under budget for MSIS office expenses 3) $17,293 under budget for Karratha Clinic building expenses

5 Education and Welfare

5.1 Expenditure: Under budget year to date by $54,515 – (23.93%) This variance is primarily due to being $62,344 under budget in administration expenses.

6 Community Amenities

6.1 Revenue: Over budget year to date by $2,067,868 – 19.84% This variance is due to: 1) $912,671 over budget on hazardous waste disposal fees due to substantial

increase in contaminated soil received at landfill – budget increased by $1,001,669 in March budget review based on current trend

2) $848,586 over budget in liquid waste disposal fees – budget increased by $666,669 in March budget review based on current trend

3) $243,680 over budget on town planning fees due to a higher number of applications than expected

4) $188,041 under budget in contribution to Asbestos Remediation Project due to contribution being budgeted for GST inclusive amount

5) $168,283 over budget in contributions to strategic planning office due to early payments on draw down

6) $101,931 over budget on industrial/commercial refuse disposal fees – amended in March budget review

7) $73,845 under budget in industrial/commercial refuse collection fees – budget reduced by $167,272 in March budget review

8) $49,894 over budget in domestic refuse collection fees - budget increased by $56,958 in March budget review

6.2 Expenditure: Under budget year to date by $1,291,910 - (12.17%)

The main variances are as follows: 1) $521,518 under budget on Asbestos Remediation Project as awaiting approval

from Department of Health and Department of Environment and Conservation prior to final payment being made

2) $266,040 under budget for recycling expenses due to the majority of wages, plant allocation and overhead expenditure currently booked to 7 Mile - budget reduced by $352,761 in March budget review

3) $227,794 under budget for litter control due to expenditure not yet incurred, 2 additional litter pickers being employed on 4 month contracts from March to June

4) $173,674 over budget in 7 Mile expenses - expenditure for contractors (plant hire) not linear, overspent on YTD budget in plant hire however expenditure still within full year budget allocation

5) $105,473 under budget in Local Planning Strategy/Policy development to be completed by end of financial year

6) $78,494 under budget for employment costs – strategic planning due to vacant position not filled

7) $46,106 down in Wickham Transfer Station expenses due to under expenditure in employment and plant costs

8) $45,548 under budget in commercial refuse expenses - expecting major bin replacement order in April


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9) $32,027 under budget in drainage maintenance expenses to be utilised to repair collapsed drain in Dampier

7 Recreation and Culture

7.1 Expenditure: Under budget year to date by $1,590,019 - (11.26%) The main variances are as follows: 1) $375,022 under budget on Wickham Community Hub expenses due to delay in

appointment of staff until April 2) $209,915 under budget on partnership management team costs due to staff not

commencing until September 3) $144,655 under budget on employment costs for recreation due to leisure

position yet to be appointed - addressed in March budget review 4) $122,962 under budget in oval & hard-court maintenance to be spent in the last

quarter of 12/13 5) $86,094 under budget in parks & gardens maintenance expenses due to staff

numbers generally down therefore less work achieved than expected 6) $77,673 under budget on employment costs for the Youth Shed due to

Workforce not at 100% of structure. Inability to recruit and retain some positions

7) $71,895 under budget on Walkington Theatre events expenditure – majority of events planned for April to June

8) $58,236 over budget on Karratha Golf Course/bowling green facility 9) $49,593 under budget in employment costs for the Karratha Library due to staff

vacancies 10) $47,003 under budget on KEC expenses 11) $46,765 under budget in KEC Program expenses due to less use in casual

staff 12) $46,500 under budget in employment costs for Community Development due to

staff vacancies 13) $45,919 under budget on employment costs for KAC due to workforce not at

100% of structure. Inability to recruit and retain some positions 14) $43,725 under budget on REAF expenses 15) $41,144 under budget in Jaburara heritage trail expenses whilst awaiting report 16) $35,807 under budget in effluent tank maintenance due to less breakages

occurring now than has been the case earlier in the year 17) $34,495 under budget on employment costs for RAC due to workforce not at

100% of structure. Inability to recruit and retain some positions 18) $22,062 under budget in PBFC café expenses – addressed at budget review 19) $21,779 under budget on NAIDOC week expenses - contractors fees and

engagement of artists for 2013/14 FY has commenced 20) $20,097 under budget for Karratha Library contribution – relocation to occur

from March onwards 21) $15,539 under budget on Twilight concerts, 5 x Twilight Tunes commenced as

of March 2013

8 Transport 8.1 Expenditure: Under budget year to date by $2,377,023 - (22.30%)

The main variances are due to: 1) $537,480 under budget on airside maintenance - underspend addressed in Q2

review, most invoices to come in Q4 so will level out come end of FY. Airside asphalt work has commenced but majority of it will be done in cooler months i.e. April - June

2) $262,099 under budget on airport security costs - underspend addressed in Q2 review, most invoices to come in Q4 so will level out come end of FY.


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3) $254,164 under budget on Karratha Terminal building expenses – revised project Budget presented to Council at March meeting. Budget amended has occurred

4) $248,716 under budget on TTI expenses due to overall identified savings – appropriate adjustments have been made within budget review. Current overspend in employment costs to be rectified going forward by amending rostering.

5) $233,001 under budget on consultants for studies – underspend addressed at Q2 to reduced Budget by $30K to complete Master plan and land use Strategy and Business case. Offset by $250k Funding

6) $129,278 under budget on interest on loan repayments of the Karratha Airport due to reversal of 2011/12 accruals

7) $118,706 over budget on town street maintenance – incorrect allocation of recent shoulder maintenance to this account.

8) $114,384 under budget in Footpath maintenance – includes footpath sweeping which has been off line

9) $87,545 under budget on street cleaning maintenance due to downtime of machine due to breakdowns and major repairs required

10) $84,552 under budget on airport employment costs due to under expenditure in employment and plant costs balanced against consultants (ARO). Fully staffed from 15 April.

11) $81,210 under budget in other road and street maintenance 12) $79,853 under budget on employment costs – parking facilities due to reversal

of 2011/12 accruals 13) $61,234 under budget in Landside maintenance for the Karratha Airport -

Underspent now but should level out come end of FY. Landside budget reduced by $17.5K at Q2 review but offset by car parking overspend of $22.5K. Car parking expenses less than anticipated due to increase preventative maintenance. Both addressed in Q2 budget review

14) $56,047 under budget in pastoral access road maintenance due to timing of works, delayed but on track to finish by end of FY

15) $55,332 under budget on office expenses for airport – Underspend addressed in Q2 review, budget reduced by $18.5k.

16) $51,740 under budget for depot maintenance rectified in budget review 17) $49,156 under budget for street tree maintenance – timing difference as work

planned for April 10 Economic Services

10.1 Revenue: Under budget year to date by $243,174 – (23.73%) This variance is due to being $228,613 under budget for building licence fees due to increase in private certification, has been amended in budget review

10.2 Expenditure: Under budget year to date by $365,578 - (11.22%) This variance is due to: 1) $263,262 under budget in Dampier Highway Streetscape expenses – public art

and roundabout beautification is complete however footpath works is behind schedule

2) $38,205 under budget for 40 Mile Beach expenses – remaining Apache money to be spent on new effluent tank and fish clean table

3) $36,482 under budget for FeNaClNG expenses due to expenses being incorrectly allocated to another account

4) $27,000 under YTD budget for Karratha Community celebration - funding to be spent of 2013 KCC

5) $24,243 over budget for contribution to Karratha Tourist Bureau, Quarter 4 payment is expected


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6) $18,808 under budget in Building employment expenses due to resignation of staff member

7) $15,485 under budget for administration costs 11 Other Property and Services

11.1 Revenue: Under budget year to date by $420,719 – (49.13%) This variance is due to: 1) $501,205 under budget in insurance settlement income due to KAC tornado

claim funds received in March 2) $41,803 over budget in supervision of subdivisions due to additional

requirements 3) $31,561 over budget in fuel rebate income 4) $14,027 over budget in private works income due to Flocon and staff hired to

Downer EDI

11.2 Expenditure: Over budget year to date by $1,078,560 - 181.76% This variance is due to: 5) $460,167 over budget for plant expenses due to unscheduled repairs and

preventative maintenance modifications 6) $450,077 under budget in costs less allocated to works 7) $165,643 over bud

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