NOTICE OF MEETING
Dear Elected Member
The next Ordinary Council Meeting of the Shire of Perenjori will be held on
Thursday 21st August 2014 in the Council Chambers, Fowler Street, Perenjori
commencing at 1.30pm.
Ali Mills
Chief Executive Officer
14th August 2014
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
Agenda
14th August 2014
Copies forward to:
All Councilors
Cr CR King
Cr LC Butler
Cr RP Desmond
Cr GK Reid
Cr JH Hirsch
Cr JR Cunningham
Cr HC Wass
Cr LJ Smith
Cr PJ Waterhouse
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Shire of Perenjori
AGENDA
Ordinary Council Meeting
To be held in the Shire of Perenjori Council Chambers, Fowler Street, Perenjori on 21st August
2014, to commence at 1.30pm.
Table of Contents
14081
PRELIMINARIES ................................................................................................................ 3
14081.1
DECLARATION OF OPENING AND ANNOUNCEMENT OF VISITORS................................... 3
14081.2
OPENING PRAYER ............................................................................................................. 3
14081.3
DISCLAIMER READING ...................................................................................................... 3
14081.4
RECORD OF ATTENDANCE, APOLOGIES AND LEAVE OF ABSENCE.................................... 3
14081.5
RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE ................................... 3
14081.6
PUBLIC QUESTION TIME ................................................................................................... 3
14081.7
NOTATIONS OF INTEREST ................................................................................................. 3
14081.8
APPLICATIONS FOR LEAVE OF ABSENCE ........................................................................... 3
14081.9
CONFIRMATION OF MINUTES .......................................................................................... 3
14081.10
ANNOUNCEMENTS BY PERSON PRESIDING WITHOUT DISCUSSION ................................ 3
14081.11
PETITIONS / DEPUTATIONS / PRESENTATIONS ................................................................. 3
14082
CORPORATE AND DEVELOPMENT SERVICES .................................................................... 4
14082.1
FINANCIAL STATEMENTS – JULY 2014 .............................................................................. 4
14082.2
ACCOUNTS FOR PAYMENT – JULY 2014 ........................................................................... 7
14082.3
DELEGATION REGISTER REVIEW ..................................................................................... 10
14082.4
REVIEW OF WARDS AND REPRESENTATION ................................................................... 12
14082.5
CARAVAN PARK REPORT ................................................................................................. 25
14082.6
UNBUDGETED EXPENDITURE FOR CARAVAN PARK ........................................................ 29
14083
14083.1
14084
COMMUNITY DEVELOPMENT ........................................................................................ 31
BLUES FOR THE BUSH CONCERT AND OPEN DAY PROGRESS REPORT ........................... 31
INFRASTRUCTURE SERVICES .......................................................................................... 36
14084.1
ROAD MAINTENANCE JULY 2014 .................................................................................... 36
14084.2
MANAGEMENT OF CORELLAS ......................................................................................... 39
14085
GOVERNANCE ................................................................................................................ 41
14085.1
CORPORATE BUSINESS PLAN 2013-2017 – ANNUAL REVIEW ........................................ 41
14085.2
MID WEST TOURISM DEVELOPMENT STRATEGY – JULY 2014 ....................................... 43
14085.3
PERENJORI ALGAE FARMING – TRIAL PROJECT .............................................................. 47
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14086
PROJECT STATUS REPORT .............................................................................................. 52
14087
STATUS REPORT ............................................................................................................. 52
14088
OTHER BUSINESS ........................................................................................................... 53
14088.1
MOTIONS OF WHICH DUE NOTICE HAVE BEEN GIVEN ................................................... 53
14088.2
QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN............................ 53
14088.3
URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY DECISION ............... 53
14088.4
MATTERS BEHIND CLOSED DOORS ................................................................................. 53
14088.5
DATE OF NEXT MEETING / MEETINGS ............................................................................ 53
14088.6
CLOSURE ......................................................................................................................... 53
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14081
PRELIMINARIES
14081.1
DECLARATION OF OPENING AND ANNOUNCEMENT OF VISITORS
14081.2
OPENING PRAYER
14081.3
DISCLAIMER READING
14081.4
RECORD OF ATTENDANCE, APOLOGIES AND LEAVE OF ABSENCE
14081.5
RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE
14081.6
PUBLIC QUESTION TIME
14081.7
NOTATIONS OF INTEREST
FINANCIAL INTEREST – LOCAL GOVERNMENT ACT S 5.60A
PROXIMITY INTEREST – LOCAL GOVERNMENT ACT S 5.60B
INTEREST AFFECTING IMPARTIALITY – LOCAL GOVERNMENT - CODE OF
CONDUCT.
14081.8
APPLICATIONS FOR LEAVE OF ABSENCE
14081.9
CONFIRMATION OF MINUTES
Minutes of Ordinary Council Meeting held 17th July 2014 are attached.
14081.10 ANNOUNCEMENTS BY PERSON PRESIDING WITHOUT DISCUSSION
14081.11 PETITIONS / DEPUTATIONS / PRESENTATIONS
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14082
CORPORATE AND DEVELOPMENT SERVICES
14082.1
FINANCIAL STATEMENTS – JULY 2014
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0081
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
DAVID FONG – SFO
RESPONSIBLE OFFICER:
PETER MONEY – MCDS
REPORT DATE:
13th AUGUST 2014
ATTACHMENTS:
MONTHLY FINANCIAL REPORT
Executive Summary
The Financial Activity Statement Report is presented for the month ending 31 March 2014.
The report complies with the requirements of Regulation 34 (Financial activity statement
report) of the Local Government (Financial Management) Regulations 1996.
Background
Each month officers are required to prepare monthly financial reports, covering prescribed
information, and present these to Council for acceptance.
Details
Presented is the Financial Activity Statement Report for the period ending 31 July 2014.
The following statements are presented to Council:

Monthly Summary Information - Charts

Statement of Financial Activity (Program and Nature& Type) - This provides the budget
and actual income and expenditure for operating and non- recurrent as well and the
closing surplus to date. (FM Reg 34(1))

Statement of Capital Acquisitions and Capital Funding

Net Current (Assets) Funding Position (Note 3.)-This provides the amount of assets over
liabilities within the Balance Sheet. (FM Reg 34 (1)(e))

Notes to the Financial Statements include:
o
Note 1.- Significant Accounting Policies
o
Note 2. - Explanation of Material Variances
o
Note 3. – Net Current Funding Position
o
Note 4. – Cash & Investments
o
Note 5. – Budget Amendments
o
Note 6. – Receivables
o
Note 7. – Cash Back Reserves
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
o
Note 8. – Capital Disposals
o
Note 9. – Rating Information
o
Note 10. – Information on Borrowings
o
Note 11. – Grant and Contributions
o
Note 12.- Trust Fund
o
Note 13.- Details of Capital Acquisition
Legal Compliance
Regulation 34 (Financial activity statement report) of the Local Government (Financial
Management) Regulations 1996 states –
(1) A local government is to prepare each month a statement of financial activity
reporting on the revenue and expenditure, as set out in the annual budget under
regulation 22(1)(d), for that month in the following detail —
(a)
Annual budget estimates, taking into account any expenditure incurred for an
additional purpose under section 6.8(1) (b) or (c);
(b)
budget estimates to the end of the month to which the statement relates;
(c)
actual amounts of expenditure, revenue and income to the end of the month
to which the statement relates;
(d)
material variances between the comparable amounts referred to in
paragraphs (b) and (c); and
(e)
the net current assets at the end of the month to which the statement
relates.
(2) Each statement of financial activity is to be accompanied by documents containing —
(a) an explanation of the composition of the net current assets of the month to
which the statement relates, less committed assets and restricted assets;
(b) an explanation of each of the material variances referred to in subregulation (1)
(d); and (c)
such other supporting information as is considered relevant by the
local government.
(3) The information in a statement of financial activity may be shown —
(a) according to nature and type classification; or
(b) by program; or
(4)
(c) by business unit
A statement of financial activity, and the accompanying documents referred to in
subregulation (2), are to be —
(a) presented at an ordinary meeting of the council within 2 months after the end of
the month to which the statement relates; and
(b) recorded in the minutes of the meeting at which it is presented.
(5)
Each financial year, a local government is to adopt a percentage or value,
calculated in accordance with the AAS, to be used in statements of financial activity
for reporting material variances.
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Section 6.8 of the Local Government Act 1995 (Expenditure from municipal fund not included
in annual budget) states –
(1) A local government is not to incur expenditure from its municipal fund for an
additional purpose except where the expenditure —
a. is incurred in a financial year before the adoption of the annual budget by the
local government; or
b. is authorised in advance by resolution*; or
c. is authorised in advance by the mayor or president in an emergency.
Policy Implications :
Nil
Financial Implications:
Nil
Strategic Implications:
Area 5: Investing in Councils Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government
providing excellence in all areas of governance, management and leadership.
Consultation:
Liaison with MCDS,FO, ECDC, and MIS.
Comment:
It is recommended that the Financial Activity Statement Report for the period ending 31 July 2014 be
accepted.
There is a difference in the financial statement from that presented and recommended to the Council
at the Finance Committee. The corrected statement forms part of this Agenda. Changing a financial
statement from the Committee recommendation to the Council Meeting does not conflict with
statutory regulations.
Voting Requirements - Simple majority
Officer Recommendation – Item 14082.1
That Council, pursuant to Regulation 34 of the Local Government (Financial Management)
Regulations 1996, accepts the Financial Activity Statement Report for the period ending 31
July 2014.
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14082.2
ACCOUNTS FOR PAYMENT – JULY 2014
APPLICANT:
SHIRE OF PERENJORI
FILE:
1306P
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
DAVID FONG – SFO
RESPONSIBLE OFFICER:
PETER MONEY - MCDS
REPORT DATE:
13TH AUGUST 2014
ATTACHMENTS:
ACCOUNTS FOR PAYMENT
Executive Summary
Recommendation - The Schedule of Accounts for 31 March 2014 be confirmed.
The Schedule of Accounts is presented pursuant to Regulation 13 of the Local Government
(Financial Management) Regulations 1996.
The report identifies payments made from the Municipal and Trust Fund.
Background
Council has delegated to the Chief Executive Officer the authority to make payments from the
Municipal and Trust funds in accordance with the Local Government (Financial Management)
Regulations 1996.
Under Regulation 13(1) of the Local Government (Financial Management) Regulations 1996,
where a local government has delegated to the Chief Executive Officer the exercise of its
power to make payments from the Municipal fund or the Trust fund, each payment from the
Municipal fund or the Trust fund is to be noted on a list compiled for each month showing:
a)
b)
c)
d)
The payee’s name;
The amount of the payment
The date of the payment; and
Sufficient information to identify the transaction
That list should then be presented at the next Ordinary Meeting of the Council following the
preparation of the list, and recorded in the minutes of the meeting at which it is presented.
Legal Compliance
Section 6.10 (d) of the Local Government Act 1995 refers, i.e.6.10. financial management regulations
Regulations may provide for —
(d) the general management of, and the authorisation of payments out of —
(i) the municipal fund; and
(ii) the trust fund,
of a local government.
Regulation 13(1), (3) & (4) of the Local Government (Financial Management) Regulations 1996 refers,
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
i.e. -
13. Lists of Accounts
(1) If the local government has delegated to the CEO the exercise of its power to make payments
from the municipal fund or the trust fund, a list of accounts paid by the CEO is to be prepared
each month showing for each account paid since the last such list was prepared —
(a) the payee’s name;
(b) the amount of the payment;
(c) the date of the payment; and (
d) sufficient information to identify the transaction.
(3) A list prepared under subregulation (1) is to be —
(a) presented to the council at the next ordinary meeting of the council after the list is
prepared; and
(b) recorded in the minutes of that meeting.
Policy Implications
All accounts paid have been duly incurred and authorised for payment as per approved purchasing
and payment procedures.
Financial Implications
Nil
Strategic Implications
Area 5: Investing in Councils Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government
providing excellence in all areas of governance, management and leadership
Consultation
MCDS
Comment
All accounts paid have been duly incurred and authorised for payment as per approved
purchasing and payment procedures and it is therefore recommended that the payments, as
contained within the Appendices, be confirmed.
Voting Requirements – Simple Majority
Officers and Committees Recommendation – Item 14082.2
That Council, pursuant to Regulation 13 of the Local Government (Financial Management)
Regulations 1996 (as amended), confirms the accounts paid for 31 March 2014 as attached
to and forming part of this report.
Municipal Account
EFT
$789,537.74
Direct Debits
$20,295.52
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Cheques
$69,421.74
Corporate MasterCard
$12,604.95
Bank Fees
$183.98
Total
$892.043.93
Trust Account – Shire
EFT
$730.00
Cheques
$0
Bank Fees
$0
Total
$730.00
Trust Account – Mt Gibson Public Benefit Funds
EFT
$0
Cheques
$0
Bank Fees
$0
Total
$0.00
Totalling $892, 77.93 from Muni and Trust Accounts for the month ending 31 July 2014.
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14082.3
DELEGATION REGISTER REVIEW
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0474
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
PETER MONEY – MCDS
RESPONSIBLE OFFICER:
PETER MONEY - MCDS
REPORT DATE:
21ST AUGUST 2014
ATTACHMENTS:
NIL
Executive Summary
This item recommends the Council approves the review of the Delegations Register for July
2014.
Background
The Council has power under the Local Government Act, 1995 to delegate to the Chief
Executive Officer the exercise of any of its powers, or discharge of any of its duties under the
Act, in order to facilitate and manage the day to day operations of the Council.
The Act also allows the CEO to delegate any of his/her powers to another employee; such
sub-delegations must be done in writing and can be sub-delegated with or without
conditions.
The delegations remain subject to budgetary and Policy constraints.
The existing Delegations Register was updated in August 2013 and an annual review has been
carried out.
The only change recommended is to Delegation 3021 with the addition of the Building
Maintenance Officer being given authority to authorise purchases to the value of $5,000.
This is a significant position within the Shire especially with the substantial number of
buildings the Shire owns and must maintain.
Allowing this authority to a position in which the Officer has proven to be very diligent and
reliable in how he functions, the authority to sign purchase orders, within budgets, will
ensure he is able to operate more efficiently.
Statutory Environment
Local Government Act 1995,
S3.1 –
the general Function of Local Government is to provide for the good government
of people in its district.
5.42.
(1)
5.44.
Delegation of some powers and duties to CEO
A local government may delegate* to the CEO the exercise of any of its powers or
the discharge of any of its duties under —
CEO may delegate powers and duties to other employees
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
5.46(2)
delegations made under the Act must be reviewed at least annually by the
Delegator (i.e. Council).
Policy Implications
Nil
Financial Implications
Any expenditure with this recommended delegation is within budget.
Strategic Implications
Area 5: Investing in Councils Capacity – Our Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government
providing excellence in all areas of governance, management and leadership.
Consultation
CEO
Building Maintenance Officer
Comment
Nil
Voting Requirements – Absolute Majority
Officers Recommendation – Item 14082.6
That Council in accordance with Sections 5.42, 5.44 and 5.46(2) of the Local Government Act
endorses the July 2014 review of the Delegations Register with the recommended addition.
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14082.4
REVIEW OF WARDS AND REPRESENTATION
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0202
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
PETER MONEY – MCDS
RESPONSIBLE OFFICER:
PETER MONEY - MCDS
REPORT DATE:
21ST AUGUST 2014
ATTACHMENTS:
DISCUSSION PAPER
Executive Summary
This Item recommends the Council give local public notice of its intention to carry out a
review of ward boundaries and representation.
Background
Schedule 2.2 of the Local Government Act 1995 (the Act) requires a local government that is
divided into wards, to carry out a review of the ward boundaries and the number of offices of
councillors for each ward. The review must be carried out at least every 8 years. The review is
overdue and this was permitted by the Minister as the previous review that was commenced
could have been resolved in time for the next ordinary election.
The Shire has again received advice from the Department of Local Government that a review
must be carried prior to the next ordinary election in October 2015.
The first step in the process of reviewing wards and representation is for the Council to agree
to give local public notice of its intention to carry out a review. This local public notice can be
advertised in the Bush Telegraph giving at least 6 clear weeks of notice for submission to be
made.
The Council should also have prepared a discussion paper with different options although not
favouring any particular option. The discussion paper should be available at the time of the
advertising of the proposed review so that residents interested in making submissions are
fully informed of various options and factors that may affect the outcomes of the review.
The Council should also have maps available that clearly show the existing boundaries and
which may be used to show potential or possible boundary changes.
The key points to consider in the review and the points on which submissions should be
assessed are:
Community of interest
Physical and topographical features
Demographic trends
Economic factors
The ratio of councillors to electors in each ward.
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
It may be that the Council considers the first four of these factors as less important but the
Local Government Advisory Board (to which the review is reported) considers equality in the
ratio of electors to councillors as important.
The current ratio of councillors to electors in the Perenjori Shire in some wards exceeds the
Board’s preferred maximum of 10% but the local government may choose to make a case for
this existing discrepancy if it considers the causes are valid and it may not be practical to
attempt to correct the imbalance.
Statutory Environment
Clause 6(1) Schedule 2.2 Local Government Act 1995
Policy Implications
Nil
Financial Implications
There will be advertising costs and administrative time involved. If the Council wants to hold
public meetings this will be a further cost.
Strategic Implications
Area 5: Investing in Councils Capacity – Our Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government
providing excellence in all areas of governance, management and leadership.
Consultation
Nil
Comment
Nil
Voting Requirements – Simple Majority
Officers Recommendation – Item 14082.4
That Council agrees to give local public notice of its intention to carry out a review of wards
and representation and invites submissions as required by Clause 6(1) of Schedule 2.2 of
the Local Government Act 1995.
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
DISCUSSION PAPER
Review of wards and representation in the Shire of Perenjori
2014
Background
In February 2012 the Local Government Advisory Board resolved to request, in accordance
with Clause 6(1) of Schedule 2.2 of The Local Government Act 1995, that the Shire of
Perenjori reviews its wards and representation.
Local governments are required to review ward boundaries every 8 years, or on the request
of the Board. The Shire of Perenjori last reviewed its Wards in 2002. The review was due in
2010, but was overshadowed at that time by the failed Billeranga amalgamation proposal.
Following the proposed review required in 2012, the Shire did not meet deadlines for the
ordinary election of October 2013 and as a result the review was again shelved.
In June 2014 the Board again advised the Shire that it is required to carry out the review in
time for the ordinary election of October 2015. Effectively this review is 4 years overdue.
Current Situation
The Shire of Perenjori currently has 4 wards from which 9 councillors are elected. The
electoral roll provided for the October 2013 ordinary election shows the ward representation
and electors as follows:
Ward
Bowgada
Caron/Latham
Maya
Perenjori
TOTAL
Number of
Councillors
1
3
1
4
9
October 2013 Election
Number of
Councillor to
% Ration
Electors
Elector Ration
Deviation
38
38.0
5.26%
119
39.7
1.11%
28
28.0
30.19%
176
44.0
-9.70%
361
40.1
This current position is provided against each option for ease of comparison of the existing
compared to the option.
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
The councilors to electors ratio and the % ratio deviation gives a clear indication of the
imbalance with Maya ward particularly over-represented; Bowgada Ward marginally overrepresented and the Perenjori ward under-represented.
The representation for Perenjori ward is just within the acceptable deviation of 10% and
Bowgada ward is well with the acceptable deviation. Due to its geographical location Maya
ward can only enlarge its resident numbers by moving numbers from the Caron / Latham
ward. This is geographically and theoretically possible (though not necessarily
demographically possible) and is demonstrated in Option 5A.
Bowgada ward is currently in an acceptable position and does not need a compulsory change
to comply with the preferred representation of residents to councilors.
With the anticipated population increase in Perenjori it is likely that within a short time
(possibly even by the 2015 election) Perenjori could be under-represented by more than 10%.
For this reason it is recommended that the Perenjori numbers be reviewed and as shown in
Option 5a, consider if a small number of Perenjori residents can be moved into the Caron /
Latham ward. If this can be done with this review it may avoid a greater than 10% deviation
being created by the October 2015.
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;

The Council may choose to hold public forums;

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; and

(If a change is proposed) The Board submits a recommendation to the Minister
for Local Government (the Minister).
Any changes approved by the Minister where possible will be in place for the next ordinary
election.
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Factors to be considered
When considering changes to wards and representation, Schedule 2.2 of the Act specifies
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; and
5. Ratio of councillors to electors in the various wards.
The Board offers the following interpretation of these factors.
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 an area as reflected in catchment areas of local schools and sporting
teams, or the circulation areas of local newspapers. Neighborhoods, suburbs and towns are
important units in the physical, historical and social infrastructure and often generate a
feeling of community and belonging.
Considering these elements it is clear the entire Shire has a shared community of interest for
many things, but there are some variations.
There are two population centres in the Shire of Perenjori:

Perenjori in the northern half of the Shire. This is the main business centre for the
Shire and includes retail, fuels and farm supplies, part time medical and the Shire
administration. It also has a range of sporting facilities; and

Latham is located 40 km south of Perenjori. There are no retail businesses in Latham,
and community life is focussed around sporting facilities.
Both communities have a Volunteer Fire Brigade. The Latham ambulance is part of the
Perenjori sub-branch of St John’s ambulance. The two communities are sporting rivals in golf
and bowls. They are also separated for football, with Latham combining with Coorow, and
Perenjori combining with Carnamah.
There are larger towns to the north and south of the Shire. People to the south of the Shire
gravitate towards Dalwallinu and Perth. People in the north of the Shire gravitate towards
Morawa and Geraldton.
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
There is little to separate the community of interest between Maya and Caron / Latham
wards. Similarly there is little to separate Bowgada and Perenjori. The main difference is that
Maya and Bowgada are entirely rural without a population centre, but primary producers are
well represented in the Perenjori and Caron / Latham Wards.
Physical and topographic features
These may be natural or manufactured 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 highways.
Physical and topographic features – Shire of Perenjori
The Shire of Perenjori has a single north-south main road (Mullewa Wubin Road) that runs
through both Perenjori and Latham. CBH receival points are spaced along the main road at
Maya, Latham, Bunjil, Perenjori and Bowgada. There are roads of regional significance
running west from the main road from Latham, Bunjil and Perenjori, along the northern
boundary of the Shire between Morawa and Carnamah and heading east from Perenjori to
Great Northern Highway.
The western half of the shire is almost entirely agricultural, while the eastern half is pastoral
country, much of which has been set aside for conservation. Iron ore mining is emerging as
major industry in the north and east of the shire.
Most of the Shire is part of the Yarra Yarra catchment, with the south west corner being part
of the Moore Catchment.
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.
Demographic trends – Shire of Perenjori
Most of the population is in the western half of the shire.
After an extended period of population decline similar to that experienced throughout the
wheatbelt, population in the northern half of the shire has been growing quite quickly over
the last 3 or 4 years as a result of mining activity and the involvement of local businesses in
mining related activity. The population recorded in the October 2013 Electoral Roll shows a
slight increase of 23 electors in the Shire. There is undoubtedly an increase in population
working in the Shire depending on the numbers working in the mining and associated
industries who record their location on census night as being in Perenjori shire.
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Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
However these are almost exclusively transient workers or workers who spend considerable
time in the shire but do not consider themselves to be residents of the shire.
Projections by independent consultants and the ABS show that without the FIFO numbers
included, the Shires population is expected to fluctuate between medium to high 500 and 600
over the next five years.
The southern half of the shire has yet to experience this growth, but some spinoff is expected
as major projects move from construction to production and workers may choose to reside in
the shire.
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.
Economic factors – Shire of Perenjori
For many years the main economic driver for the Shire has been agriculture and it continues
to provide the Shire with much of its stable rate base and most of its population. Perenjori
Shire is in the North East Agricultural Region which will, if predications are correct,
progressively experience less winter rainfall. Local farmers are very adaptable, but it is likely
that the trend to larger farms with less people directly employed will continue.
The most significant change in recent years has been the emergence of the iron ore industry.
The Karara Iron Ore project is a magnetite project that is expected to produce up to 30 million
tonnes of ore for at least 30 years and will continue to drive economic activity into the future.
The Extension Hill haematite and magnetite projects are also expected to have an impact.
Further to this the Mt Gibson and Top Iron projects while not in the Shire, transport iron ore
to rail sidings just south of the Perenjori townsite where the ore is loaded onto rail for
transport to the Geraldton port. Perenjori townsite accommodates up to 72 truck drivers and
plant operators for Mt Gibson and possibly a similar number when Top Iron has completed its
rail siding later in 2014.
The iron ore developments and the ancillary industries generate significant rates for the Shire
and they have been driving business activity and population growth, primarily in the Perenjori
and Bowgada wards.
The impact has been less noticeable in the southern wards, but there have been a number of
recent exploration leases granted for gold in the southern half of the shire.
18
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Ratio of Councillors to Electors
There are expectations that each local government will have similar ratios of electors to
councillors across the wards of its district.
Ratio of Councillors to Electors – Shire of Perenjori
The current ward structure does not provide balanced representation across the Shire, with
the two rural only wards overrepresented compared to the wards that include a population
centre. These overrepresentations are broadly percentage differences only as the numbers
themselves are not great.
For example by shifting only 10 electors from Caron / Latham ward to Maya ward, the result
is all wards being less than the maximum of 10% deviation.
Options to Consider
Council will consider the following options. It will also consider any other options suggested
by members of the public.

OPTION 1 – NO CHANGE
This option would retain the current Ward Structure. It is likely that if this option is selected
the Board would exercise its power to overrule the Shire if it adopted this option. Ward
representation under the current system is as follows:
Ward
Bowgada
Caron/Latham
Maya
Perenjori
TOTAL
Ward
Bowgada
Caron/Latham
Maya
Perenjori
TOTAL
Number of
Councilors
1
3
1
4
9
Number of
Electors
38
119
28
176
361
Number of
Councillors
1
3
1
4
9
Councilor to
Elector Ration
38
39.7
28
44
40.1
% Ration
Deviation
5.26%
1.11%
30.19%
-9.70%
October 2013 Election
Number of
Councillor to
% Ration
Electors
Elector Ration
Deviation
38
38.0
5.26%
119
39.7
1.11%
28
28.0
30.19%
176
44.0
-9.70%
361
40.1
19
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA

OPTION 2 – EXISTING WARDS WITH BOUNDARY ADJUSTMENTS
Despite the current percentage differences very little change in numbers is required to bring
existing wards into balance – but this is purely a conceptual change and may not be practical.
For example shifting a boundary to shift elector numbers to achieve balance without
considering the other factors mentioned above, may not be practical.

Such boundary shifts give only theoretical changes as in reality the demographic and
geographic factors affecting property boundaries and residents on the properties may
make the changes impossible to achieve.

It may not be possible to shift resident numbers from Perenjori to Bowgada for
example if the electors actually live in Perenjori.
Ward
Number of
Councillors
Bowgada
Caron/Latham
Maya
Perenjori
TOTAL
Ward
Number of
Electors
1
3
1
4
9
Number of
Councillors
Bowgada
Caron/Latham
Maya
Perenjori
TOTAL
1
3
1
4
9
40
122
39
160
361
Councillor to
% Ration
Elector Ration
Deviation
40.0
0.28%
40.7
-1.39%
39.0
2.77%
40.0
0.28%
40.1
October 2013 Election
Number of
Councillor to
% Ration
Electors
Elector Ration
Deviation
38
38.0
5.26%
119
39.7
1.11%
28
28.0
30.19%
176
44.0
-9.70%
361
40.1

OPTION 3 – RENAME TWO WARDS AND CHANGE NUMBER OF
ELECTED MEMBERS AND ELECTORS WITH BOUNDARY ADJUSTMENTS
This option would achieve the objective of having Ward Boundaries that more accurately
reflect the historical Railway Siding locations that generate a sense of community identity and
belonging.
Ward
Bowgada
Latham-Maya
Caron-Bunjil
Perenjori
Number of
Councilors
Number of
Electors
1
2
2
4
40
80
80
161
20
Councilor to
% Ration
Elector Ration
Deviation
40.0
-1.12%
40.0
7.30%
40.0
3.93%
40.0
-6.28%
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
TOTAL
9
361
39.6
A change to the above option would require some additions and subtraction of elector
numbers between the four Wards. Bowgada would need to add an additional 5 electors from
the Perenjori Ward. The existing Caron/Latham Ward would need a net reduction of 39
electors (-51 to Caron/Bunjil and +12 from Perenjori Ward). These variations are shown in the
table below:
Current Wards
Bowgada
Caron/Latham
Current
Number of
Councillors
1
Current
Number of
Electors
35
3
119
Variations
Required in
Elector
Numbers
+5
-51 +12
Maya
1
29
+51
Perenjori
4
178
-5 -12
TOTAL
9
361
This option would also require the re-alignment of terms of office.
New Wards &
Elector
Numbers
40
Latham/Maya
80
Caron/Bunjil
80
156
356
For the new Latham/Maya Ward and Caron/Bunjil Ward, one member’s term expires in 2013
and the remaining 3 expire in 2015. Ideally two members’ terms would expire each election.
Therefore a spill of positions would be required at the 2015 election.
Ward
Number of
Councillors
Bowgada
Caron/Latham
Maya
Perenjori
TOTAL
1
3
1
4
9
October 2013 Election
Number of
Councillor to
% Ration
Electors
Elector Ration
Deviation
38
38.0
5.26%
119
39.7
1.11%
28
28.0
30.19%
176
44.0
-9.70%
361
40.1

OPTION 4 – MOVE TO TWO WARDS ENCOMPASSING THE SHIRE
WITH MINIMAL BOUNDARY ADJUSTMENTS
This option would achieve the required balance of offices of councillors to electors and would
require minimal boundary shifts – it would require some boundaries being abolished. It would
also require a spill of the whole Council for the October 2015 election with new wards
created.
Ward
Number of
Councillors
Number of
Electors
21
Councillor to
Elector Ration
% Ration
Deviation
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Caron/Latham / Maya
(3)
4
157
39.3
2.15%
Perenjori / Bowgada
TOTAL
(4)
(7)
5
9
204
361
40.8
40.1
-1.72%
This option theoretically creates balanced wards and presents an opportunity to quite easily
reduce the number of elected members (figures in red) which is an outcome that the State
Government is seeking in its local government reform agenda.
However the communities may be aggrieved with the loss of recognition of their historical
identities and may feel a loss of representation with wards combined. This option would also
shift the ‘balance of power’ from the rural area to the town area by one seat (currently 5 rural
and 4 town) which the town people may favour but the rural people oppose.
Ward
Number of
Councillors
Bowgada
Caron/Latham
Maya
Perenjori
TOTAL
1
3
1
4
9
October 2013 Election
Number of
Councillor to
% Ration
Electors
Elector Ration
Deviation
38
38.0
5.26%
119
39.7
1.11%
28
28.0
30.19%
176
44.0
-9.70%
361
40.1

OPTION 5 – MOVE MINIMAL NUMBERS FROM CARON / LATHAM
WARD TO MAYA WARD WITH MINIMAL BOUNDARY ADJUSTMENT
This outcome can be achieved by shifting as few as 10 residents from Caron / Latham ward to
the adjoining Maya ward. This depends on the practicalities of how a boundary shift can
occur and not disperse what could be logical placement of residents in the existing wards.
Ward
Bowgada
Caron/Latham
Maya
Perenjori
TOTAL
Number of
Councillors
Number of
Electors
1
3
1
4
9
38
109
38
176
361
Councillor to
% Ration
Elector Ration
Deviation
38.0
5.26%
36.3
9.42%
38.0
5.26%
44.0
-9.70%
40.1
The above option achieves the desired percentages of ratios being all under 10%. This option
could be further improved if it was possible to move 6 residents from Perenjori ward to Caron
/ Latham ward. (See below)
Option 5a
22
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Ward
Number of
Councillors
Bowgada
Caron/Latham
Maya
Perenjori
TOTAL
Ward
1
3
1
4
9
Number of
Councillors
Bowgada
Caron/Latham
Maya
Perenjori
TOTAL

Number of
Electors
1
3
1
4
9
38
115
38
170
361
Councillor to
% Ration
Elector Ration
Deviation
38.0
5.26%
38.3
4.43%
38.0
5.26%
42.5
-5.96%
40.1
October 2013 Election
Number of
Councillor to
% Ration
Electors
Elector Ration
Deviation
38
38.0
5.26%
119
39.7
1.11%
28
28.0
30.19%
176
44.0
-9.70%
361
40.1
OPTION 6 – NO WARDS
It would be possible for the Shire to operate without wards. There could be either 7 or 9
Councillors elected at large. By way of comparison neighbouring shires have the following
representation:
Shire
Number of Councillors
Number of Wards
Carnamah
7
No Wards
Coorow
7
No Wards
Dalwallinu
9
No Wards
Morawa
7
No Wards
Three Springs
7
No Wards
Yalgoo
6
No Wards
The community can make its own judgement on whether the ward system contributes to
good governance, and the appropriate number of elected members.
While this option is the simplest to administer there could be potential issues.

There are different economic drivers in the north and south of the shire.
23
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA

Population is growing in the north of the shire while in the south the population is
stable.

It is easier to get state funding and support for projects in Perenjori than it is in
Latham.

The first past the post voting system would allow a well organised ticket from
Perenjori to sweep the positions in any ordinary election.

The Latham community would likely question what assurance there is of ongoing
investment in community and sporting facilities in that town.
In light of the foregoing this is unlikely to be the preferred option.
Other matters
Also under consideration will be the number of councillors for each ward and the district. For
example, it may be that fewer councillors will provide good representation and may result in
a small financial saving and arguably more effective and efficient decision making.
Alternatively having more elected members provides a wider set of opinions and shares the
load of representational responsibility.
The State Government under its structural reform agenda has been seeking amalgamation of
local governments and/or reduction in number of elected members. The Perenjori community
voted down a proposed amalgamation. The ward review could be an opportunity to reduce
the number of elected members.
The names of the wards will also be considered. It may be preferable to use geographic
location, the names of localities, or the names of pioneering families in the district. For
example;

The Latham Ward could be Caron Latham Maya Ward, South Ward or Liebe Ward or
some other name; and

Perenjori Ward could be Perenjori Bowgada Ward, North Ward or Forrest Ward or
some other name.
Public submissions
Members of the community are invited to make a written submission about any aspect of
ward boundaries and representation and lodge it at:
By Mail
In Person
Shire of Perenjori
PO Box 29
Perenjori WA 6620
Shire of Perenjori
44 Fowler Street
Perenjori WA 6620
24
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
By Facsimile
By Email
(08) 9973 1002
ceo@perenjori.wa.gov.au
All submissions must be received by 5 pm on January 3rd 2013.
Thank you for your interest and involvement in this review. The Council welcomes your
comments on any matters that may assist it to make informed and responsible decisions for
the benefit of the people of the Shire of Perenjori.
Cr Chris King
Ms Ali Mills
PRESIDENT
CHIEF EXECUTIVE OFFICER
14082.5
CARAVAN PARK REPORT
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0176
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
PETER MONEY – MCDS
RESPONSIBLE OFFICER:
PETER MONEY - MCDS
REPORT DATE:
21ST AUGUST 2014
ATTACHMENTS:
IMCOME AND EXPENDITURE STATEMENT
Executive Summary
This item recommends Council considers the report and provides feedback on the review and
the financial management of the caravan park.
Background
Caravan Park
Left of Centre Concepts and Events Pty Ltd (LOC’s) was contracted by the Shire to provide an
initial review of the Perenjori Caravan Park and Accommodation Village operations. The
report was intended as a reference for the Shire of Perenjori to assist when, and if deemed
necessary, to develop management and operational plans for these businesses.
Council received the report at Council on the 20th May 2013, and recommended the
following:
1. Includes a sum of $1,000 in the 2013/2014 Budget for the acquisition of software to
manage the Caravan Park and Accommodation Village bookings.
25
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
2. Confirms that the management of the Caravan Park and Accommodation Village will
remain under the direct control of the Shire of Perenjori.
3. Endorse the CEO to review the staffing structure, including cleaners and make adjustments
where required to reduce costs, whilst maintaining good service and standards.
With the following amendment:
Endorse the CEO to review the staffing structure, including cleaners and make adjustments
where required to reduce costs, whilst maintaining good service and standards by the end
of August 2013.
4. Consider the option of returning to the owner some or all of the additional units it acquired
in August 2011. If the Council decides it wants to explore this option then a further Report
be provided to the Council on the benefits and costs.
5. Agree to the provision of an Asset Management Plan for the facilities and infrastructure of
the Caravan Park and Accommodation Village covering a ten year period and includes a
sum of $5,000 in the 2013/2014 Budget for that purpose.
6. Support the concept of creating a laundry service in Perenjori that has the capacity to
service the Shire’s laundry requirements and those of local mines and other businesses.
Actions taken
1. Management software has been installed and after a few teething issues, the Managers
are finding the software is an extremely effective management tool. This software is very
effective for managing the various sites in the park, the accommodation units and chalets
and provides far better controls on the occupancy of the village and ultimately our
payments to Midwest Transportables.
2. A number of changes have been made along with the implementation of new strategies to
address inefficiencies whilst not compromising quality which included:
 A reduction in staff numbers and costs, which has included the loss of the part-time
gardener position, the loss of the Assistant Manager Position, and the combining of
these roles into the equivalent of 1 full-time Park Manager position. These changes
saved just over $90,000.
 Overall review of roles and functions of positions
 A review of cleaning staff roles and numbers required.
 Use of job costings in timesheets
 Appointment of overseeing Manager for support and guidance.
The staffing issues are under constant review and this includes the cleaning staff and the
functions of the park managers and we constantly seek to improve on what we are doing. For
example the cleaning staff are aware that the hours they work depend entirely on the work
available and for example, if the village unit occupancy falls then so will the hours worked.
This also encourages the cleaning staff to present quality rooms to the occupants as they
know this helps secure their future income.
26
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
3. There are some issues with the accommodation village and the Agreement with the
owners. The Agreement has a number of anomalies and with the income stream now
being correctly managed it is time to review the Shire’s costs and the returns to MWT.
For example the Shire receives very little income per room under this arrangement; the
Agreement allows for the handover of the units to the Shire to be negotiated after 10
years if MWT have received adequate income in that period. But what that income is and
what value is placed on the buildings after 10 years is unknown.
However there are benefits such as the eventual ownership of the units by the Shire and
the employment and commerce the village brings to the Shire – when it is occupied.
These factors need to be considered with the purpose of improving the Shire’s financial
position.
4. The Asset Management Plan has not been directly actioned as yet. However the Shire has
employed the services of an asset valuer who will be carrying out a valuation of all Shire
land and buildings in October this year.
We have also employed a contractor to draft development plans for the expansion and
improvement of the park. This will commence late September or early October and
together with the asset valuer we will be able to provide a high quality management plan
which will incorporate aspects of the future development proposal. These reports will of
course be tools for the Council’s decision making on future developments and the broad
management of the Park.
5. The Council has asked for the financial position of the park and effectively to ensure it
operate as a business unit. We have been treating the park as a business unit and
monitoring the effectiveness of the new controls and practices we have put in place.
In answer to another question from the Council the following raw data shows the profit /
loss position of the park:
 2013/2014 a profit of $123,081
 2014/2015 budgeted profit is $14,340.
However the past figure is not accurate and it is difficult to make comparisons at this time.
The reasons for this are;
 Poor past accounting practices internally;
 Mismanagement of the income and payments to MWT over several years;
 Incorrect allocation of expenses to the various accounts;
 Incorrect allocation of superannuation to the Administration account;
 Over-staffing compared to the present situation.
These issues have been corrected and future accounts will be accurate and from there we
have a far better base to compare the bottom line results of the park.
Other factors affecting this year’s projected smaller budget are;
 Over estimating the maintenance expenses;
 The infrastructure is aging and it is expected there will be more maintenance
required;
27
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA


The budgeted works are high estimates taking into consideration our lack of
knowledge of the underground infrastructure;
The past ad hoc approach to maintenance and poor standard of workmanship
requires greater expense to maintain.
Other costs such as managers and two cleaner’s wages are fixed by contract; causal cleaning
staff costs will be based on the volume of work performed; currently the head cleaner
supervises his staff as well as cleans, if the work decreases and casuals are not employed he
will do more cleaning and less supervision; water and electricity costs will increase with the
opening of the additional ablution building.
Occupancy Rates
With the agreement of the Council lower cost room rates have attracted greater occupancy,
particularly in the village. This will continue to be monitored and as changing demand affect
circumstances, the CEO may seek Council approval to change the rates again. Furthermore
occupancy of the chalets has been very good due to the road works and their use by
contractors. The number of caravans is increasing due to the wildflower season and at
present the agricultural show. The Blues for the Bush is expected to also provide more
demand for accommodation.
Summary
Regular meetings between the MCDS and employees working in the park and with the SFO
ensure that best practices are being applied;
Cleaning requirements are being monitored and casuals employed as required;
Costs are constantly being monitored;
The Agreement with MWT will be reviewed with the purpose of resolving anomalies and
improving the Shire’s financial position;
Every effort is made by the staff to attract people into the park;
Work practices are being monitored with the purpose of increasing efficiencies;
The asset valuation and proposed park development plan along with the Caravan park review
of 2012 will be used in sync to ensure the best possible efficiencies of the park and ensure its
long term viability.
Statutory Environment
Local Government Act 1995,
S6.5 Financial reporting
Policy Implications
Nil
Financial Implications
Nil
Strategic Implications
Area 5: Investing in Councils Capacity – Our Leadership
28
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Goal:
Strengthen the Shire’s position as an innovative, independent local
Government providing excellence in all areas of governance, management and
leadership.
Consultation
CEO
Senior Finance Office
Head Cleaner
Caravan Park Managers
Comment
Nil
Voting Requirements – Simple Majority
Officers Recommendation – Item 14082.5
That Council considers the information presented on the caravan park and provides
feedback on the review and the financial management of the park.
14082.6
UNBUDGETED EXPENDITURE FOR CARAVAN PARK
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0176
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
PETER MONEY – MCDS
RESPONSIBLE OFFICER:
PETER MONEY - MCDS
REPORT DATE:
21ST AUGUST 2014
ATTACHMENTS:
NIL
Executive Summary
This item recommends Council approves the unbudgeted expenditure of $2,600 for the
purchase of a 4 wheel motor bike for the caravan park.
Background
Options have been considered for various options to improve the efficiencies of management
of the caravan park, taking into account various factors of time management, the time taken
to carry out various works and maintenance.
The aim is to make the many manual tasks a bit easier and one of the items that will improve
this is the provision of a small 4 wheel bike to move work items such as tools, garden
implements, the leaf raker, and cleaning materials from site to site within the park.
Many caravan parks utilise 4 wheel bikes for similar purposes.
The Shire can purchase a 150cc Loncin brand 4 wheel bike for $2,400 or a 250cc for $3,990.
29
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
I believe in regards to the time saving which can be better expended on maintenance rather
than unproductive time this will pay for itself in a year or so.
It is recommended that if Council agrees to the purchase that the funds come from account
13102 Caravan Park Maintenance as it is maintenance that will benefit from the use of the
vehicle.
Statutory Environment
Local Government Act 1995, s6.8 (b)
6.8.
Expenditure from municipal fund not included in annual budget
(1)
A local government is not to incur expenditure from its municipal fund for an
additional purpose except where the expenditure —
(a)
is incurred in a financial year before the adoption of the annual budget by
the local government; or
(b)
is authorised in advance by resolution.
Policy Implications
Nil
Financial Implications
This is unbudgeted funds which would be allocated from account 13172.
Strategic Implications
Area 5: Investing in Councils Capacity – Our Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government
providing excellence in all areas of governance, management and leadership.
Consultation
CEO
Senior Finance Office
Caravan Park Managers
Comment
Nil
Voting Requirements – Absolute Majority
Officers Recommendation – Item 14082.6
That Council authorises the unbudgeted expenditure of $2,600 for the purchase of a small
quad bike for the Caravan Park with the funds coming from account 13102 Caravan Park
Maintenance.
30
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14083
COMMUNITY DEVELOPMENT
14083.1
BLUES FOR THE BUSH CONCERT AND OPEN DAY PROGRESS REPORT
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0494
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
JENNI GOULD – CDO
RESPONSIBLE OFFICER:
JENNI GOULD – CDO
REPORT DATE:
21ST AUGUST 2014
ATTACHMENTS:
OPEN DAY PROGRAM
Executive Summary
This item seeks Council’s acceptance of the Blues for the Bush Concert and Open Day report
for the month of July 2014.
Background
Council made a 3 year commitment to conduct of the Blues for the bush event, in partnership
with Bush Heritage Australia at the ordinary Council meeting held on the 19th December
2013, endorsing the following recommendations:
1. Council endorse the conduct of the Blues for the Bush and Community Open Day to be run
in October 2014 and furthermore in 2015 and 2016 in partnership with Bush Heritage
Australia.
2. That the Shire of Perenjori CEO be authorised to sign the MOU between Bush Heritage
Australia and Shire of Perenjori for 2014 -2016.
The following information provides a summary of actions to date:
Event Status
The Event Team is confident that the project management and event planning is progressing
very well with all key milestones identified for July being met.
During July, the Event Team’s focus has been on preparing a comprehensive site planning
document. Our Site Manager has created an event space that will be both safe and accessible
for guests while making the most of the vistas and natural landscapes of Charles Darwin
Reserve. In its functioning state, the Site will create a welcoming and inspiring space for
guests.
July has also seen the Open Day program expanded with new elements being confirmed. The
program is in the final stages of refinement and the complete program (including timing and
venue information) will be ready for publication by the end of August.
July’s key project milestone is the opening of the ticket sales period on the 1st July. This has
been in line with the roll out of the Marketing and Media plan with the comprehensive
advertising campaign beginning in late July.
August will be month where we see our marketing campaign reach its potential with the
expectation that ticket sales will increase as a result. This will include a comprehensive paid
31
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
advertising campaign with additional marketing tools being implemented to assist to publicise
the event – such as competitions and a second poster campaign.
August will also see the event program finalised and all key supply and operational
requirements being met.
To date, all key Event Milestones (as per accompanying document) have been met.
Budget and Expenditure
The Shire of Perenjori, or steering Committee, has not communicated any concerns relating
to the event financials or budget to the Event Team. Please refer to the accompanying
financial statement for full expenditure to date.
Key Event Logistics
With the Site Plan completed, we have been able to lock in all of our major suppliers with
confirmed, and accurate, quantities and requirements. We are now working through the
detail with our key event suppliers to ensure all required goods and services are delivered on
schedule to our site.
Bar and Catering
The Event Team has engaged the Carnamah Perenjori Football Club to manage the bar at the
event. The Football Club has agreed to a list of our stipulated requirements and the Event
Team has no doubt the Club will provide a professional and well run bar service.
The Football Club has applied for a liquor license and will adhere to all stipulations of their
occasional liquor license. They have already appointed an Approved Bar Manager and all
volunteer bar staff have undertaken their Responsible Service of Alcohol Training.
The Football Club has been asked to purchase the stock from a Perenjori outlet being the
Perenjori Sports Club, Perenjori Hotel or Perenjori IGA Supermarket.
Our event Team will continue to engage with the Club to ensure that all logistical
requirements required for running the bar are in place and correct.
Our Catering Coordinator has secured a range of quality food vendors for the event. She is
now in the process of working with the vendors to ensure all required Food Licenses and OHS
regulations are in place. These should be available for the Shire of Perenjori by the end of
August.
Food vendors include:




Mexican fare
Gourmet Burgers & Cold drinks
Vegetarian & Vegan food (salads, curries and pasta dishes) & Fresh Brewed Coffee
Ice Cream & Banana Products
Site Development and Safety
32
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
A comprehensive site plan has been developed by the Site Manager. Please refer to the
attached Site Plan – Overall Site Plan, which gives a broad picture of how the site will work for
the event. Individual site plans and maps have been created to show:
 Generator Plot and power requirements;
 Site Electrics;
 Water points;
 Structures and venues;
 Evacuation and Emergency Access;
 Site Lighting;
 Licensed Area;
 Fire Extinguisher locations;
 Waste Removal/Bin locations and
 Concert Site
These plans can be downloaded from:
https://spideroak.com/browse/share/AndrewDAVEchamberS/B4B2014
These individual sites will allow the Site Manager and Event Team to complete the relevant
OHS and compliance documentation as required by the Shire of Perenjori. These important
documents will be completed and presented to the shire by the end of August.
The Event Team will work with the Main Roads department and Shire of Perenjori to ensure
directional signage is in place for the event on all main access routes.
In late August or Early September the Event Team will arrange an on-site briefing for all
emergency services to run through evacuation and emergency plans for the event.
During the coming months, the Site Manager will secure all necessary resources to build a
safe and accessible event Site. As part of this process, the Site Manager will be on Site for a
week at the end of August and again for over a fortnight in the lead up to the event. A
number of Bush Heritage Australia volunteers will be on hand as well as paid staff to assist in
the preparation of the site.
Ticket Sales
Ticket Sales opened on the 1st of July.
During the month of July, 25 tickets were sold. This small response is as expected as the full
concert line –up will not be publicized until August. The Open Day program has also yet to be
completed and published and therefore ticket sales are not expected to increase until this
happens.
The Ticket Sales period is likely to peak in the three weeks leading up to the event, however
we will see an increase in sales in the coming month in line with the implementation of the
paid advertising campaign and strengthened media coverage.
33
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Program
The second draft of the Open Day program is attached.
All key elements in the program have been confirmed with no-gaps having been identified in
the activities and performances / presentations on offer.
The program is currently being fine-tuned with some timing and venue details needing some
thought before we are ready to publicise the complete and confirmed program.
Marketing
The Marketing and Communications Plan is now being implemented with July marking the
start of the print advertising and targeted social media campaign.
The www.bluesforthebush.org.au website has been redeveloped and will continue to be
updated in the lead up to the event.
A well written article appeared in the Mid West Times on July 23rd with a full page
advertisement appearing the following week. This marked the beginning of a 8 week paid
advertising campaign in the Mid West Times and Geraldton Guardian.
In July, we announced the concert’s headline act (via news print, social media, and the
website). In August, the full line up will be announced with media interest expected to
increase as a result. Perenjori locals will have also noticed the double sided over-the-road
banner in place along the main street.
A comprehensive and targeted poster campaign will take place in the first half of August with
300 A3 posters and 3,000 A4 flyers being distributed in the metro area and another 100 A3
posters being distributed in regional WA.
The next six weeks will see out marketing campaign intensify with increased media presence
expected. This will be helped with the roll-out of a competitions published in the regional
newspapers as well as on social media.
VIP and Sponsors
VIP invites have been designed and will be distributed by SOP and BHA. Management of this
process will be via each individual organisation.
At the concert, VIP guests will have access to an exclusive marquee and will be served
complimentary canapés and premium beverages for a four hour period.
It is expected that the VIP’s experience will be further developed with the SOP and BHA
looking at options for accommodation, transport and additional hospitality.
Relationships with sponsors will be managed by the SOP with the Event Team being made
aware of each organisations individual requirements (in terms of display, promotions and
34
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
event tickets). This will ensure that each valued Sponsor is offered the best opportunity to
benefit with their relationship with the Blues for the Bush.
Key Milestones
Key milestones achieved for this project to this past month, as per the attached document,
include:


Tickets on Sale from 1st July
Registration system for the Reserve Tours
During August, the Event Team will progress with:







Engaging with the caterers to ensure all necessary compliance documents are
completed.
Completing the necessary compliance and OHS documentation as required by the
Shire of Perenjori;
Completing the Open Day program and readying this for publication;
Ongoing implementation of the Marketing Campaign;
Updating the website to ensure all ticketing and registrations systems (for workshop
bookings, CDR tours etc) are in place and operating efficiently;
Preliminary site preparations;
Developing a comprehensive ‘bump in’ and ‘bump out’ schedule for the site
suppliers;
Statutory Environment
Nil
Policy Implications
Nil
Financial Implications
There will be financial implications for the 2014/15 budget, for $40,000, and proposed equal
commitments for 2015/16 and 2016/17 budgets.
Strategic Implications
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality
built environment, which meets current and future community needs.
Area 2: Industry and Business Development – Our Economy
Goal: Fostering and maximising growth across the economy, embracing opportunities for
diversifying and strengthening our economic base.
Area 3: People and place – Our Community
Goal: Demonstrating a high quality of life for all, offering relevant activities, facilities, and
services to enable people to meet their needs and achieve their potential.
35
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Area 4: Investing in Community Capacity – Civic Leadership
Goal: Supporting community’s strong volunteering culture and supporting community
leaders to grow and develop.
Consultation
Bush Heritage Australia, Left of Centre, ECDC, CEO
Comment
Nil
Voting Requirements – Simple Majority
Officers Recommendation – Item 14083.1
That Council receive the Blues for the Bush report for July 2014 as presented.
14084
INFRASTRUCTURE SERVICES
14084.1
ROAD MAINTENANCE JULY 2014
APPLICANT:
SHIRE OF PERENJORI
FILE:
NIL
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
KEN MARKHAM – MIS
RESPONSIBLE OFFICER:
KEN MARKHAM – MIS
REPORT DATE:
13TH AUGUST 2014
ATTACHMENTS:
MAP
Executive Summary
Listed are the roads graded for the month of July.
Hill road
Oversby South road
Parkwood road
Sharpe road
Bartlett road
Bestry road
Barrett road
Payne road
Norrish road
Oliver road
Koolanooka road
Grant road
Starkeys road
Hirsch road
Otte road
Background
Nil
Statutory Environment
Local Government Act 1995 S3.1 – the general function of Local Government is to provide for
the good government of people in its district.
Policy Implications
36
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Nil
Financial Implications
As per road maintenance budget
Strategic Implications
Area 1: Infrastructure and Natural Assets – Our Natural and Built Environment
Goal: A Community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs
Consultation
Nil
Comment
Maintenance grading carried out for the month of July was done by Council graders and a
contractor.
Voting Requirements – Simple Majority
Officers Recommendation – Item 14083.1
That the road maintenance report for July 2014 be accepted as presented.
37
Shire of Perenjori
AGENDA
Ordinary Council Meeting
21st August 2014
38
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14084.2
MANAGEMENT OF CORELLAS
APPLICANT:
MANAGER OF INFRASTRUCTURE SERVICES
FILE:
ADM 0197
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
KEN MARKHAM – MIS
RESPONSIBLE OFFICER:
KEN MARKHAM – MIS
REPORT DATE:
13th AUGUST 2014
ATTACHMENTS:
NIL
Executive Summary
This report outlines the action that will be taken to manage the Corella problem this
upcoming season.
Background
Every year the Perenjori community is faced with the problem of corellas coming into town
and causing significant damage to parks, gardens, ovals, trees and other infrastructure. The
Shire of Perenjori applies for and obtains a Damage Licence to allow for action to be taken.
Last year the Shire engaged the services of a trapper where a feeding ground was set up and
monitored to allow for the setting of a net system where the birds would be caught and then
disposed of. This system failed to yield results. The following provides a detailed list of actions
and the plan to ensure this year we are able and ready to attend to the corellas.
TASK
TIMEFRAME
WHO IS RESPONISBLE
Expressions of Interest for shooters
across Shire
End of August
Works Supervisor
Review applicants and licences
1st week September
MIS & WS
Renewal of licence with DEPAW if
required
2nd week September
MIS
Roster prepared for shooters
2nd week September
WS
Briefing meeting with shooters
End of September
MIS & WS
Local awareness campaign- notices on
notice boards & newsletter
2nd week of September
WS
Notify local police
Commencement of
shooting
MIS/WS
Implement roster as soon as corella’s
sighted in town
When corellas sighted in
town
WS
Opportunity for group shooting (6
persons max) to counteract movement
of birds from one location to another
As shooting progresses
WS
39
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Document progress & effectiveness
Daily once shooting
commences
WS
TASK
TIMEFRAME
WHO IS RESPONSIBLE
Seek feedback from community
Weekly once shooting
commences
WS
Report to Council progress,
effectiveness and feedback
Monthly
MIS
Statutory Environment
Local Government Act 1995 S3.1 – the general function of Local Government is to provide for
the good government of people in its district.
Policy Implications
Nil
Financial Implications
Nil
Strategic Implications
Area 1: Infrastructure and Natural Assets – Our Natural and Built Environment
Goal: A Community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs
Consultation
Council
Chief Executive Officer
DPAW
Comment
The Community expectations in regards to the issue of Corellas and the damage they cause
has been something that the Shire of Perenjori has had to deal with for years. Different
methods of tackling the problem have been tried and have proven either unsuccessful or
limited in their effectiveness.
This year it is hoped that with some forward planning a coordinated attempt will be made to
bring the Corellas under control and limit the damage they cause to the infrastructure in the
Perenjori town site.
Voting Requirements – Simple Majority
Officers Recommendation – Item 14083.2
That the action plan for 2014 for the control of the Corellas be noted.
40
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14085
GOVERNANCE
14085.1
CORPORATE BUSINESS PLAN 2013-2017 – ANNUAL REVIEW
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0138
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS – CEO
RESPONSIBLE OFFICER:
ALI MILLS – CEO
REPORT DATE:
21st AUGUST 2014
ATTACHMENTS:
CORPORATE BUSINESS PLAN – HARD COPY
Executive Summary
The Shire of Perenjori Corporate Business Plan 2013 – 2017 was endorsed by Council on the
18th July 2013. An annual review has been conducted and is now presented for Council’s
endorsement.
Background
The Local Government (Administration) Regulations 1996 has been amended to require each
local government to adopt a Strategic Community Plan and a Corporate Business Plan.
Section 5.56(1) and (2) of the Act requires that each local government is ‘to plan for the
future of the district’, by developing plans in accordance with the regulations.
The new regulations specify what a ‘plan for the future’ should involve. In particular, local
governments will be formally required to develop and adopt two new planning instruments:


A Strategic Community Plan, and
A Corporate Business Plan.
The Corporate Business Plan operationalises the vision and goals for the future of the
community, and creates a framework by which the goals in the Strategic Plan can be
achieved. The Corporate Business Plan sets the strategic direction and identifies priority
areas of delivery and investment. It also identifies the operational risks for the Shire to
achieve the community’s vision, and identified required improvements. It provides an
assessment of the resource capability of the Shire and determines the resources required to
deliver on the priorities and projects. It also provides performance targets that will allow
Council to provide a means of reporting to the community and project partners.
The Corporate Business Plan sets out the major activities that it intends to undertake in the
next four years. The annual budget and plan for the Shire will be developed from the
Corporate Business Plan each year. This is therefore a very useful document for community
as it gives a complete picture of how the Shire is working on their behalf to achieve the vision
articulated in the Strategic Community Plan 2012 – 2022.
41
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Review and Re-prioritisation
The Department of Local Government requires each Local Government Authority to conduct
an Annual Review in order to reprioritise projects and strategies to meet any changed needs
or situations taking into consideration all key inputs and strategic influences. As a part of the
budget process for 2014/15 Councilors participated in a workshop to review the plan, the
projects, dollars and timing of each.
As a result there were no major changes, with all projects remaining. The timing was the key
area that needed adjusting to ensure projects planned were on track.
Statutory Environment
Local Government Act 1995 S 5.56 states:
5.56.
Planning for the future
(1)
A local government is to plan for the future of the district.
(2)
A local government is to ensure that plans made under subsection (1)
are in accordance with any regulations made about planning for the future of the
district.
The new regulations specify what a ‘plan for the future’ should involve. In particular, local
governments will be formally required to develop and adopt two new planning instruments:


A Strategic Community Plan, and
A Corporate Business Plan.
Policy Implications
Nil
Financial Implications
The review process has been conducted by the CEO and other staff, which has not required
any additional funding.
Strategic Implications
Area 5: Investing in Councils Capacity – Our Leadership
Goal: Strengthen the shires position as an innovative, independent local government
providing excellence in all areas of governance, management and leadership.
Consultation
Community
Department of Local Government
Business
Government
Council
Comment
The plan has been adjusted to reflect the current situation within the Shire, taking into
account the Shire’s resources, capacity as well as regional opportunities.
42
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Voting Requirements – Absolute Majority
Officers Recommendation – Item 14084.1
That Council endorses the reviewed Shire of Perenjori Corporate Business Plan 2013-2017,
as presented on the 18th July 2014.
14085.2
MID WEST TOURISM DEVELOPMENT STRATEGY – July 2014
APPLICANT:
MID WEST DEVELOPMENT COMMISSION
FILE:
ADM 0340
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS – CEO
RESPONSIBLE OFFICER:
ALI MILLS – CEO
REPORT DATE:
21st AUGUST 2014
ATTACHMENTS:
DRAFT – MID WEST TOURISM DEVELOPMENT STRATEGY
TOURISM ALLIANCE – TERMS OF REFERENCE
Executive Summary
That Council receive the Draft Mid West Tourism Report to consider any comments to
feedback to the Mid West Tourism Alliance group.
Background
The Mid West Development Commission and Regional Development Australia in
collaboration with the Department of Planning and the Mid West Tourism Alliance
commissioned this project to establish a regional tourism development strategy. The
ultimate objective of this project was to identify tourism opportunities, game changers,
priorities and gaps for the Mid West region to inform future development and investment.
Extensive consultation and analysis concluded that the Mid West is underperforming as a
tourist destination in that its potential is not being realised. The recommended strategy to
grow Mid West tourism during 2015-2025 focuses on five key areas:
1.
Increasing accommodation capacity from camping through to resorts;
2.
Opening up day use sites-places previously overlooked or underdeveloped
to enhance the Mid Wests appeal as a destination;
3.
Improving the quality and distribution of information for pre-trip planning
and way finding;
4.
Attracting more high yield visitors and the growing self-drive and RV
market; and
5.
Increasing the range of Aboriginal and eco culture based tourism activities,
attractions and experiences.
Success of the strategy is reliant upon the collaboration of government, tourism operators,
industry stakeholders and community in resourcing and supporting a regional approach to
tourism development.
43
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
The report covers the following subregions; Batavia Coast, Murchison and the North
Midlands. The Shire of Perenjori participated in consultations, where the consultants made a
site visit to Perenjori exploring the town as well as the outer tourism areas. The strategy is
aimed at a regional level whilst providing some specific information to each of the
communities to work on.
The following summary was provided for Perenjori:
The points made are very relevant and ones which have been identified by the Tourist Bureau
and Shire previously. Each of these points are covered within Council’s Corporate Business
Plan to be addressed over the coming 4 to 5 years. The following table and summary of the
North Midlands sub region provides some perspective on the timing and potential resource
allocation to ensure that actions are implemented.
Opportunities exist for the North Midlands to work together in planning and implementing
strategies to ensure we maximise any funding opportunities as well as coordinate to ensure
gaps are addressed and duplication doesn’t occur. Current resources with each of the small
Shires will struggle alone to implement these actions requiring the need for cross
communication, resource sharing and collaboration to ensure progress in these areas is
made.
44
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
There are significant references made to the Department of Parks and Wildlife (DPAW),
blocks which are in their control. The Karara Block is identified which contains six properties
totalling 559,042 ha. There is potential for opportunities to work with DPAW, Mining
Companies and tourist operators to offer a variety of tourist experience’s within this large
area.
A Tourism Alliance group has been established to assist with driving the plan and ensuring
progress is being made. Council’s CEO has indicated to the MWDC an interest in being a part
of this group to ensure the North Midlands is represented.
45
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Statutory Environment
Nil
Policy Implications
The report is in line with Council’s Strategic and Corporate Business Plans
Financial Implications
As per the projects identified within the plans, Council will need to consider allocations
towards implementing actions.
Strategic Implications
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs.
Area 2: Industry and Business Development – Our Economy
Goal: Fostering and maximising growth across the economy, embracing opportunities for
diversifying and strengthening our economic base.
Consultation
Perenjori Tourist Bureau
MWDC
Comment
The document provides some very good information on the current status of tourism across
the whole region. The strategies are very realistic, achievable and measureable and
particularly for Perenjori can be delivered with limited funds. The success of the plan will be
the collaboration between Government, operators and the community and the ability to work
together across all areas. Funding however, will be the key to ensure strategies can be
implemented in a quality and timely manner.
Voting Requirements – Simple Majority
Officers Recommendation – Item 14084.2
That Council:
1. Receives the Draft Mid West Tourism Strategy, July 2014.
2. Acknowledges the efforts of all involved and the benefits of the plan to the region
with a letter to the MWDC.
3. Endorses the CEO to provide feedback to the Tourism Alliance group, referring to
the need for funding opportunities to enable implementation of strategies.
4. Endorses the CEO to be a member of the MWDC Tourism Alliance Group.
46
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14085.3
PERENJORI ALGAE FARMING – TRIAL PROJECT
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0355
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS – CEO
RESPONSIBLE OFFICER:
ALI MILLS – CEO
REPORT DATE:
21st AUGUST 2014
ATTACHMENTS:
NIL
Executive Summary
This item is seeking Council support for the Perenjori Algae Farming Trail Project in the way of
continued staff resources and financial assistance.
Background
The Shire of Perenjori conducted an Algae Farming presentation in Perenjori on the 19 th February
2014. Associate Professor Kirsten Heimann PhD, BScHons was invited to present information on
her approach to algae farming which had a focus on developing microalgae for carbon dioxide,
nitric oxide and waste water remediation whilst generating valuable co-products. A range of
representatives from Government, industry and community attended the presentation with a
core few selected to assist with continuing progress of a potential trial in Perenjori. The notes
from the first meeting are:
ACTIONS
1. David Bowran to send through the template for the revised proposal to be developed by
Kirsten Heinmann.
2. Mount Gibson (MGM) to send water data/reports from Rockwater to DAFWA
3. Brian Baxter to obtain further water samples if required
4. Ali Mills to send notes out of today’s discussions to all
POTENTIAL RESOURCES
1. DAFWA, Economist, David Bowran
2. MWDC, small grant – timing unknown
3. MGM, internal resources, land, and other
4. JCU, inkind expertise
5. SOPJ, inkind expertise
A follow-up phone communication with the small working group indicated a more substantial
business case needed to be developed in order to have an opportunity to seek funding. This
47
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
would require the attention from the Associate Professor and Council’s CEO.
A recent meeting with Professor Kirsten Heimann and Brian Baxter, revealed it has been
difficult to progress a submission for funding as there is no or minimum literature with real
data to support what is being proposed. This is new ground and will need a different
approach. The thought was to explore opportunities for implementing some practical local
steps before seeking support and funding from State Government, Corporate and Local
Government bodies. The current proposal involves:






Two families have indicated they are willing to support the trial and volunteer
labour and land.
The conduct of trials on two local properties in differing locations with different
water sources;
Professor Kirsten Heimann to develop a brief detailing the proposal
Professor Kirsten Heimann will identify written material to support the trials
The trails will focus on suspension culture platforms
The aim is to develop a fertiliser which can be applied directly to the soil to
improve soil structure and water retention
The two families, being the Cunningham’s and Morris’ attended the presentation and have
shown keen interest since the concept of algae farming has been discussed. Theses two
families are long term residents of Perenjori with all family members showing ability and
commitment to this project and it’s success. Two phone meetings have now occurred with
the small Trial working group consisting of the two families, Brian Baxter, the CEO, Kirsten
Heimann and Cr Wass. Durack has been contacted and are now assisting with linking the
work and training to a Biology course providing the participants opportunities for having their
work and learning’s accredited.
In order for the project to be successful there are considerable contributions required from
the families in terms of labour and equipment. Technical advice will be provided by Kirsten
Heimann to guide the development and implementation of the project. An MOU is being
developed to ensure arrangements are transparent and clear to all.
Training
The original proposal involved a team of undergraduates guided by Kirsten Heimann to run
the trials which would require the team coming to Perenjori a number of times over the year.
The logistics and cost of this approach proved to be unachievable. An alternative option has
been recommended by Kirsten Heimann for the participants to make a visit to James Cook
University to commence their training and learnings as a basis for the commencement of the
trial project in Perenjori. The participants will include three young people from the families
who Kirsten has deemed as having good capacity to complete all aspects of the trial project.
48
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Timing is of high importance with the project needing to be aligned with Kirsten’s University
and travelling guest speaker schedules. Thus the need to progress, taking the opportunity of
the volunteer families being on board and having capacity now with the aim of a training
week to commence in Queensland in September.
Shire of Perenjori Role
Council’s CEO has continued to support the progress of this project and aims to continue this
support throughout it’s life. The coordination and administration of the project will be
supported and managed by the CEO and staff.
Strategic Alignment
This project has links with each of the five areas of the Community Strategic Plan, and ticks
many strategies and expected outcomes within the Corporate Business Plan. The investment
of time and financial support will assist in the following being achieved:
 Training and skill development of local young people and families
 Algae growing trials to be conducted in two different locations using different
water sources
 Data to be collected and documented to be used to ascertain potential and
for further funding
 Supporting and encouraging innovation within our community
 The aim is to develop a fertiliser which can be applied directly to the soil to
improve soil structure and water retention
Funding Support
Funds are being sought to assist with the costs for this trip to occur. A budget has been
provided which gives an indication of the scale of the project and the costs involved and how
these are proposed to be funded.
A total of $5000 is being sought from the Shire of Perenjori whilst a further $5000 will be
sought from the Community Benefit Fund. With Council’s support $5000 can be allocated
from an existing account, 10412 CDO Project Expenses which has an allocation of $20,000 in
the 2014/15 budget.
Statutory Environment
Local Government (Financial Management) Regulations 1996.
Policy Implications
This activity is in line with Council’s Corporate Business Plan.
Financial Implications
No additional funds are required from Council.
Strategic Implications
49
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs.
Area 2: Industry and Business Development – Our Economy
Goal: Fostering and maximising growth across the economy, embracing opportunities for
diversifying and strengthening our economic base.
Area 4: Investing in Community Capacity – Civic Leadership
Goal: Supporting community’s strong volunteering culture and supporting community leaders
to grow and develop.
Consultation
Community
Kirsten Heimann
Durack
Brian Baxter
Comment
The project has many positives and the potential for some very beneficial outcomes for our
community and the participants involved.
Voting Requirements – Simple Majority
Officers Recommendation – Item 14085.3
That Council:
1. Endorses the allocation of $5000 from account 10412, CDO Project Expenses to
support the Perenjori Algae Farming Trial Project.
2. Supports the CEO to continue guiding and administering the project as required.
50
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
PERENJORI ALGAE FARMING TRAIL - PROJECT BUDGET
INKIND
Meeting attendances
$1,875
Travel
$1,500
Equipment
$2,000
Water tanks
$1980
Pumps
$300
Hanging Frame
$400
Power
$300
Solar panel
$500
Labour
Participants
4 x people x 10 hrs p/w
$41,600
x52 wk x $20=
Durack Fees
$2,000
Kirsten Heimann time (2 hrs)
$35,695
Brian Baxter time (2 hrs wk)
$3,120
CEO time (1 hr wk)
$3,800
Meals (QLD)
$1,680
TOTAL
$96,750
Queensland Trip:
Travel to and from Perth
$500
3 x air fares to Townsville
$2,600
1 x hire vehicle
$200
1 x air fare Kirsten Heimann
$1,500
Accommodation
$2 500
Water testing kits
$50
Water testing (Prof)
$2,000
Incidentals
$ 650
TOTAL
$10,000
51
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14086
PROJECT STATUS REPORT
APPLICANT:
SHIRE OF PERENJORI
FILE:
NIL
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS – CEO
RESPONSIBLE OFFICER
ALI MILLS – CEO
REPORT DATE:
21st AUGUST 2014
ATTACHMENTS
PROJECT STATUS REPORT
SUMMARY
The project status report is provided to Council in order that actionable items are recorded
and results reported to council. Although this is information only, the project status report is
to be accepted by Council and recorded in the minutes to ensure councils are kept informed
on the progress of the work undertaken by the Shire of Perenjori.
Officers Recommendation – Item 14085
Council accepts the Project Status Report as presented.
14087
STATUS REPORT
APPLICANT:
SHIRE OF PERENJORI
FILE:
NIL
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS – CEO
RESPONSIBLE OFFICER
ALI MILLS – CEO
REPORT DATE:
21st AUGUST 2014
ATTACHMENTS
STATUS REPORT
SUMMARY
The status report is provided to Council in order that actionable items are recorded and
results reported to council. Although this is information only, the status report is to be
accepted by Council and recorded in the minutes to ensure councils are kept informed on the
progress of the work undertaken by the Shire of Perenjori.
Officers Recommendation – Item 14086
Council accepts the Status Report as presented.
52
Shire of Perenjori
Ordinary Council Meeting
21st August 2014
AGENDA
14088
OTHER BUSINESS
14088.1
MOTIONS OF WHICH DUE NOTICE HAVE BEEN GIVEN
14088.2
QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN
14088.3
DECISION
URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY
14088.4
MATTERS BEHIND CLOSED DOORS
14088.5
DATE OF NEXT MEETING / MEETINGS
The next Ordinary Council meeting will be held on the 18TH September 2014 at 1.30pm.
14088.6
CLOSURE
53
Attachments
Ordinary Council Meeting
21st August 2014
Attachment
14082.1
1. Monthly Financial Report
Ordinary Council Meeting
21st August 2014
SHIRE OF PERENJORI
MONTHLY FINANCIAL REPORT
For the Period Ended 31 July 2014
LOCAL GOVERNMENT ACT 1995
LOCAL GOVERNMENT (FINANCIAL MANAGEMENT) REGULATIONS 1996
TABLE OF CONTENTS
Compilation Report
Monthly Summary Information
Statement of Financial Activity by Program
Statement of Financial Activity By Nature or Type
Statement of Capital Acquisitions and Capital Funding
Statement of Budget Amendments
Note 1
Significant Accounting Policies
Note 2
Explanation of Material Variances
Note 3
Net Current Funding Position
Note 4
Cash and Investments
Note 5
Budget Amendments
Note 6
Receivables
Note 7
Cash Backed Reserves
Note 8
Capital Disposals
Note 9
Rating Information
Note 10
Information on Borrowings
Note 11
Grants and Contributions
Note 12
Trust
Note 13
Details of Capital Acquisitions
Appendix A
Detailed Schedules
Shire of Perenjori
Compilation Report
For the Period Ended 31 July 2014
Report Purpose
This report is prepared to meet the requirements of Local Government (Financial Management)
Regulations 1996, Regulation 34 .
Overview
Summary reports and graphical progressive graphs are provided on page 3, 4 and 5.
No matters of significance are noted.
Statement of Financial Activity by reporting program
Is presented on page 6 and shows a surplus as at 31 July 2014 of $2,949,858.
Note: The Statements and accompanying notes are prepared based on all transactions
recorded at the time of preparation and may vary.
Preparation
Prepared by:
Reviewed by:
David Fong
Peter Money
Date prepared:
4/08/2014
2
Shire of Perenjori
Monthly Summary Information
For the Period Ended 31 July 2014
Liquidity Over the Year (Refer Note 3)
Cash and Cash Equivalents
as at period end
Amount $ ( '000s)
4,500
4,000
3,500
Unrestricted
$
324,476
Restricted
$
2,360,236
$
2,684,711
Rates
$
2,863,601
Other
$
273,919
$
3,137,520
3,000
2,500
2,000
Receivables
1,500
2012-13
1,000
2013-14
500
2014-15
0
Jul
Aug Sep
Oct Nov Dec
Jan
Feb Mar Apr May Jun
Amount $('000s)
Rates Receivable (Refer Note 6)
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
Month 2013-14
Month 2014-15
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Comments
This information is to be read in conjunction with the accompanying Financial Statements and notes.
3
Shire of Perenjori
Monthly Summary Information
For the Period Ended 31 July 2014
Capital Expenditure Program YTD (Refer Note 13)
Current YTD Budget
YTD Actual Total
Furniture and Equipment
Plant and Equipment
Infrastructure Assets - Footpaths
Infrastructure - Parks, Ovals, & Dam
Infrastructure Assets - Roads
Land and Buildings
0
50,000
100,000
150,000
200,000
250,000
300,000
Year To Date Reserve Balance to End of Year Estimate (Refer Note 7)
Business Incubator Reserve
Early Childhood Centre Reserve
Mt Gibson Infrastructure Reserve
Sport & Recreation Amenities Reserve
Community Amenities Reserve
Gravel Pit Rehab Reserve
Road Reserve
Community Bus & Maintenance Reserve
Water Supply Reserve
Vocal History Reserve
Water Harvesting Control Reserve
Airstrip Development Reserve
Cvp Village Maintenance Reserve
Caravan Park Reserve
Swimming Pool Reserve
Refuse Site Reserve
Local Achievement Reserve
Local Group Interest Free Loan Reserve
Joint Venture Housing Reserve
Staff Housing Reserve
Computer Reserve
Plant Replacement Reserve
Leave Reserve
Actual YTD Closing Balance
Current Budget Closing Balance
$0
$150,000
$300,000
$450,000
$600,000
$750,000
$900,000
Comments
This information is to be read in conjunction with the accompanying Financial Statements and notes.
4
$1,050,000
Shire of Perenjori
Monthly Summary Information
For the Period Ended 31 July 2014
Revenues
Budget Operating Revenues -v- Actual (Refer Note 2)
Budget Capital Revenue -v- Actual (Refer Note 2)
8,000
6,000
Budget 2014-15
Budget 2014-15
2,000
Actual 2014-15
Amount $ ( '000s)
Amount $ ( '000s)
7,000
2,500
5,000
4,000
3,000
Actual 2014-15
1,500
1,000
2,000
500
1,000
0
0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Month ending
Month ending
Expenditure
Budget Operating Expenses -v- YTD Actual (Refer Note 2)
Budget Capital Expenses -v- Actual (Refer Note 2)
8,000
Budget 2014-15
6,000
Actual 2014-15
5,000
6,000
Amount $ ( '000s)
Amount $ ( '000s)
7,000
5,000
4,000
3,000
Budget 2014-15
Actual 2014-15
4,000
3,000
2,000
2,000
1,000
1,000
0
0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Month ending
Month ending
Comments
This information is to be read in conjunction with the accompanying Financial Statements and notes.
5
SHIRE OF PERENJORI
STATEMENT OF FINANCIAL ACTIVITY
(Statutory Reporting Program)
For the Period Ended 31 July 2014
Note
Operating Revenues
Governance
General Purpose Funding - Rates
General Purpose Funding - Other
Law, Order and Public Safety
Health
Education and Welfare
Housing
Community Amenities
Recreation and Culture
Transport
Economic Services
Other Property and Services
Total Operating Revenue
Operating Expense
Governance
General Purpose Funding
Law, Order and Public Safety
Health
Education and Welfare
Housing
Community Amenities
Recreation and Culture
Transport
Economic Services
Other Property and Services
Total Operating Expenditure
9
Funding Balance Adjustments
Add back Depreciation
Adjust (Profit)/Loss on Asset Disposal
Adjust Provisions and Accruals
Net Cash from Operations
Capital Revenues
Grants, Subsidies and Contributions
Proceeds from Disposal of Assets
Total Capital Revenues
Capital Expenses
Land Held for Resale
Land and Buildings
Infrastructure - Roads
Infrastructure - Parks, Ovals, & Dam
Infrastructure - Public Facilities
Infrastructure - Footpaths
Infrastructure - Drainage
Heritage Assets
Plant and Equipment
Furniture and Equipment
Total Capital Expenditure
8
Current YTD
Budget
(a)
YTD
Actual
(b)
Var. $
(b)-(a)
$
$
$
$
Var. %
(b)-(a)/(a)
Var.
%
29,728
2,608,428
2,168
2,813,519
240
2,812,564
(1,928)
(955)
1,852,287
1,141
574
(567)
(49.68%)
19,700
57
240
183
321.05%
(88.95%)
(0.03%)
22.70%
3,240
489
600
111
52,500
10,000
10,000
0
0.00%
190,000
15,833
19,545
3,712
23.44%
32,135
31,584
31,535
(49)
(0.16%)
220,920
2,950
2,849
(101)
(3.42%)
660,343
197,210
190,939
(6,270)
(3.18%)
471,867
78,070
81,745
3,675
4.71%
794,124
60,774
62,193
1,419
2.33%
6,935,272
3,213,795
3,213,024
(771)
(527,192)
(49,072)
(48,122)
950
1.94%
(119,822)
(9,150)
(9,151)
(1)
(0.01%)
(132,656)
(9,052)
(6,037)
3,015
33.31%
(110,632)
(6,333)
(2,326)
4,007
63.27%
(92,689)
(4,846)
(3,811)
1,035
21.36%
(391,500)
(21,705)
(18,825)
2,880
13.27%
(272,306)
(30,830)
(29,685)
1,145
3.71%
(1,065,790)
(68,314)
(44,502)
23,812
34.86%
(3,044,539)
(252,060)
(238,937)
13,123
5.21%
(683,397)
(67,964)
(59,941)
8,023
11.80%
(652,298)
(68,513)
(97,291)
(28,777)
(42.00%)
(7,092,822)
(587,839)
(558,629)
29,211
2,171,323
180,935
169,735
(11,200)
15,089
0
0
0
0
0
0
0
2,028,863
2,806,891
2,824,130
17,240
11
2,003,531
270,867
270,867
0
8
8,000
0
0
0
2,011,531
270,867
270,867
0
q
p
(6.19%)
0.00%
(60,000)
0
0
0
13
(3,076,489)
(212,956)
(244,119)
(31,163)
(14.63%)
p
13
(1,853,061)
(154,424)
(34,662)
119,762
77.55%
q
13
(341,501)
(5,007)
(217)
4,790
13
0
0
0
0
13
0
0
0
0
13
0
0
0
0
13
0
0
0
0
13
(254,500)
(83)
0
83
100.00%
13
(14,000)
(416)
0
416
100.00%
(5,599,551)
(372,886)
(278,998)
93,888
(3,588,020)
(102,019)
(8,131)
93,888
230,000
0
0
0
0
0
0
0
0
0
0
0
1,559,520
0
0
0
0
0
0
0
10
(165,501)
(7,048)
(7,048)
0
7
(123,500)
0
0
0
1,500,519
(7,048)
(7,048)
0
(58,639)
2,697,823
2,808,951
111,128
Net Cash from Capital Activities
Financing
Proceeds from New Debentures
Proceeds from Advances
Self-Supporting Loan Principal
Transfer from Reserves
Advances to Community Groups
Repayment of Debentures
Transfer to Reserves
Net Cash from Financing Activities
Current Annual
Budget
7
Net Operations, Capital and Financing
Opening Funding Surplus(Deficit)
3
72,459
72,459
140,907
68,448
Closing Funding Surplus(Deficit)
3
13,821
2,770,282
2,949,858
179,575
Indicates a variance between Year to Date (YTD) Budget and YTD Actual data as per the adopted materiality threshold.
Refer to Note 2 for an explanation of the reasons for the variance.
This statement is to be read in conjunction with the accompanying Financial Statements and notes.
6
0.00%
94.46%
p
SHIRE OF PERENJORI
STATEMENT OF FINANCIAL ACTIVITY
(By Nature or Type)
For the Period Ended 31 July 2014
Note
Operating Revenues
Rates
Operating Grants, Subsidies and
Contributions
Fees and Charges
Service Charges
Interest Earnings
Other Revenue
Profit on Disposal of Assets
Total Operating Revenue
Operating Expense
Employee Costs
Materials and Contracts
Utility Charges
Depreciation on Non-Current Assets
Interest Expenses
Insurance Expenses
Other Expenditure
Loss on Disposal of Assets
Total Operating Expenditure
9
Capital Revenues
Grants, Subsidies and Contributions
Proceeds from Disposal of Assets
Total Capital Revenues
Capital Expenses
Land Held for Resale
Land and Buildings
Infrastructure - Roads
Infrastructure - Parks, Ovals, & Dam
Infrastructure - Public Facilities
Infrastructure - Footpaths
Infrastructure - Drainage
Heritage Assets
Plant and Equipment
Furniture and Equipment
Total Capital Expenditure
11
YTD
Actual
(b)
Var. $
(b)-(a)
Var. %
(b)-(a)/(a)
$
$
$
$
%
2,608,428
2,813,519
2,812,564
(955)
Var.
(0.03%)
2,827,911
218,316
202,369
(15,947)
(7.30%)
1,373,433
178,836
197,497
18,661
10.43%
0
0
0
0
40,000
3,083
524
(2,559)
(83.00%)
85,500
41
70
29
70.73%
0
0
0
6,935,272
3,213,795
3,213,024
(771)
(2,167,861)
(215,333)
(228,131)
(12,798)
(1,597,919)
(109,532)
(114,288)
(4,756)
(4.34%)
(306,506)
(23,997)
(4,258)
19,739
82.25%
(2,171,323)
(180,935)
(169,735)
11,200
6.19%
8
8
8
(88,739)
(11,342)
(11,465)
(123)
(1.09%)
(2,846)
0
2,846
100.00%
(572,979)
(43,854)
(30,750)
13,104
29.88%
(15,089)
0
0
(7,092,822)
(587,839)
(558,629)
29,211
2,171,323
180,935
169,735
(11,200)
15,089
0
0
0
0
0
0
0
2,806,891
2,824,130
17,240
11
2,003,531
270,867
270,867
0
8
8,000
0
0
0
2,011,531
270,867
270,867
0
p
(5.94%)
(172,405)
2,028,863
q
q
(6.19%)
0.00%
(60,000)
0
0
0
13
(3,076,489)
(212,956)
(244,119)
(31,163)
(14.63%)
p
13
(1,853,061)
(154,424)
(34,662)
119,762
77.55%
q
13
(341,501)
(5,007)
(217)
13
0
0
0
0
13
0
0
0
0
13
0
0
0
0
13
0
0
0
0
13
(254,500)
(83)
0
83
100.00%
13
(14,000)
(416)
0
416
100.00%
(5,599,551)
(372,886)
(278,998)
89,098
(3,588,020)
(102,019)
(8,131)
89,098
230,000
0
0
0
0
0
0
0
0
0
0
0
1,559,520
0
0
0
0
0
0
0
10
(165,501)
(7,048)
(7,048)
0
7
(123,500)
0
0
0
1,500,519
(7,048)
(7,048)
0
(58,639)
2,697,823
2,808,951
106,338
Net Cash from Capital Activities
Financing
Proceeds from New Debentures
Proceeds from Advances
Self-Supporting Loan Principal
Transfer from Reserves
Advances to Community Groups
Repayment of Debentures
Transfer to Reserves
Net Cash from Financing Activities
Current YTD
Budget
(a)
0
Funding Balance Adjustments
Add back Depreciation
Adjust (Profit)/Loss on Asset Disposal
Adjust Provisions and Accruals
Net Cash from Operations
Current Annual
Budget
7
Net Operations, Capital and Financing
Opening Funding Surplus(Deficit)
3
72,459
72,459
140,907
68,448
Closing Funding Surplus(Deficit)
3
13,821
2,770,282
2,949,858
174,785
Indicates a variance between Year to Date (YTD) Budget and YTD Actual data as per the adopted materiality threshold.
Refer to Note 2 for an explanation of the reasons for the variance.
This statement is to be read in conjunction with the accompanying Financial Statements and notes.
7
0.00%
94.46%
p
SHIRE OF PERENJORI
STATEMENT OF CAPITAL ACQUSITIONS AND CAPITAL FUNDING
For the Period Ended 31 July 2014
YTD 31 07 2014
YTD Actual
YTD Actual New
(Renewal
/Upgrade
Expenditure) YTD Actual Total
(a)
(b)
(c) = (a)+(b)
Current YTD
Budget
(d)
Current Annual
Budget
Capital Acquisitions
Note
Land and Buildings
13
263,197
(19,078)
244,119
212,956
3,076,489
31,163
Infrastructure Assets - Roads
13
69,323
(34,662)
34,662
154,424
1,853,061
(119,762)
Infrastructure - Parks, Ovals, & Dam
13
217
0
217
5,007
341,501
(4,790)
Infrastructure Assets - Footpaths
13
0
0
0
0
0
0
Plant and Equipment
13
0
0
0
83
254,500
(83)
Furniture and Equipment
13
0
0
0
416
14,000
(416)
332,738
(53,739)
278,998
372,886
5,539,551
(93,888)
$
Capital Expenditure Totals
$
$
$
Variance
(d) - (c)
$
$
Funded By:
Capital Grants and Contributions
Note 11
270,867
270,867
2,003,531
0
Borrowings
Note 10
0
0
230,000
0
Other (Disposals & C/Fwd)
Note 8
0
0
8,000
0
Note 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
54,000
99,395
38,104
16,000
280,000
913,403
158,618
1,559,520
0
8,131
278,998
102,019
372,886
1,738,501
5,539,551
(93,888)
(93,888)
Own Source Funding - Cash Backed Reserves
Plant Replacement Reserve
Staff Housing Reserve
Water Harvesting Control Reserve
Community Bus & Maintenance Reserve
Mt Gibson Infrastructure Reserve
Early Childhood Centre Reserve
Business Incubator Reserve
Total Own Source Funding - Cash Backed Reserves
Own Source Funding - Operations
Capital Funding Total
Comments and graphs
Capital Expenditure Program YTD
Current YTD
Budget
YTD Actual Total
Furniture and Equipment
Plant and Equipment
Infrastructure Assets - Footpaths
Infrastructure - Parks, Ovals, & Dam
Infrastructure Assets - Roads
Land and Buildings
0
50000
100000
150000
8
200000
250000
300000
SHIRE OF PERENJORI
STATEMENT OF BUDGET AMENDMENTS
(Statutory Reporting Program)
For the Period Ended 31 July 2014
Operating Revenues
Governance
Adopted Budget
Adopted Budget
Amendments
(Note 5)
Current Annual
Budget
Current YTD
Budget
(a)
$
$
$
$
General Purpose Funding - Rates
29,728
2,608,428
29,728
2,608,428
2,168
2,813,519
General Purpose Funding - Other
1,852,287
1,852,287
1,141
19,700
19,700
57
3,240
3,240
489
Law, Order and Public Safety
Health
Education and Welfare
Housing
Community Amenities
Recreation and Culture
Transport
Economic Services
Other Property and Services
Total Operating Revenue
Operating Expense
Governance
General Purpose Funding
Law, Order and Public Safety
Health
Education and Welfare
Housing
Community Amenities
Recreation and Culture
Transport
Economic Services
Other Property and Services
Total Operating Expenditure
Funding Balance Adjustments
Add back Depreciation
Adjust (Profit)/Loss on Asset Disposal
Adjust Provisions and Accruals
Net Cash from Operations
Capital Revenues
Grants, Subsidies and Contributions
Proceeds from Disposal of Assets
Proceeds from Sale of Investments
Total Capital Revenues
Capital Expenses
Land Held for Resale
Land and Buildings
Infrastructure - Roads
Infrastructure - Parks, Ovals, & Dam
52,500
52,500
10,000
190,000
190,000
15,833
32,135
32,135
31,584
220,920
220,920
2,950
660,343
471,867
660,343
471,867
197,210
78,070
794,124
794,124
60,774
6,935,272
3,213,795
(527,192)
(527,192)
(49,072)
(119,822)
(132,656)
(119,822)
(132,656)
(9,150)
(9,052)
(110,632)
(110,632)
(6,333)
(92,689)
(92,689)
(4,846)
(391,500)
(391,500)
(21,705)
(30,830)
6,935,272
0
(272,306)
(272,306)
(1,065,790)
(1,065,790)
(68,314)
(3,044,539)
(3,044,539)
(252,060)
(683,397)
(683,397)
(67,964)
(652,298)
(652,298)
(68,513)
(7,092,822)
(587,839)
2,171,323
2,171,323
180,935
15,089
0
15,089
0
0
0
2,028,863
2,806,891
2,003,531
2,003,531
270,867
8,000
8,000
0
0
0
0
2,011,531
270,867
(7,092,822)
2,028,863
2,011,531
0
0
0
(60,000)
(60,000)
0
(3,076,489)
(3,076,489)
(212,956)
(1,853,061)
(1,853,061)
(154,424)
(341,501)
(341,501)
(5,007)
0
0
0
0
0
0
0
0
0
0
0
0
(254,500)
(254,500)
(83)
Infrastructure - Public Facilities
Infrastructure - Footpaths
Infrastructure - Drainage
Heritage Assets
Plant and Equipment
Furniture and Equipment
Total Capital Expenditure
(14,000)
(416)
(5,599,551)
0
(5,599,551)
(372,886)
Net Cash from Capital Activities
(3,588,020)
0
(3,588,020)
(102,019)
230,000
230,000
0
0
0
0
0
0
0
1,559,520
1,559,520
0
0
0
0
0
0
0
(165,501)
(165,501)
(7,048)
Financing
Proceeds from New Debentures
Proceeds from Advances
Self-Supporting Loan Principal
Transfer from Reserves
Purchase of Investments
Advances to Community Groups
Repayment of Debentures
Transfer to Reserves
Net Cash from Financing Activities
Net Operations, Capital and Financing
(14,000)
(123,500)
0
1,500,519
(123,500)
0
1,500,519
(7,048)
(58,639)
0
(58,639)
2,697,823
72,459
72,459
13,821
2,770,282
Opening Funding Surplus(Deficit)
72,459
Closing Funding Surplus(Deficit)
13,821
0
Indicates a variance between Year to Date (YTD) Budget and YTD Actual data as per the adopted materiality threshold.
9
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
1. SIGNIFICANT ACCOUNTING POLICIES
(a) Basis of Accounting
This statement comprises a special purpose financial report which has been prepared in accordance
with Australian Accounting Standards (as they apply to local governments and not-for-profit entities),
Australian Accounting Interpretations, other authoritative pronouncements of the Australian Accounting
Standards Board, the Local Government Act 1995 and accompanying regulations. Material accounting
policies which have been adopted in the preparation of this statement are presented below and have been
consistently applied unless stated otherwise.
Except for cash flow and rate setting information, the report has also been prepared on the accrual basis
and is based on historical costs, modified, where applicable, by the measurement at fair value of selected
non-current assets, financial assets and liabilities.
Critical Accounting Estimates
The preparation of a financial report in conformity with Australian Accounting Standards requires
management to make judgements, estimates and assumptions that effect the application of policies and
reported amounts of assets and liabilities, income and expenses.
The estimates and associated assumptions are based on historical experience and various other factors
that are believed to be reasonable under the circumstances; the results of which form the basis of making
the judgements about carrying values of assets and liabilities that are not readily apparent from other
sources. Actual results may differ from these estimates.
(b) The Local Government Reporting Entity
All Funds through which the Council controls resources to carry on its functions have been included in
this statement.
In the process of reporting on the local government as a single unit, all transactions and balances
between those funds (for example, loans and transfers between Funds) have been eliminated.
All monies held in the Trust Fund are excluded from the statement, but a separate statement of those
monies appears at Note 12.
(c) Rounding Off Figures
All figures shown in this statement are rounded to the nearest dollar.
(d) Rates, Grants, Donations and Other Contributions
Rates, grants, donations and other contributions are recognised as revenues when the local government
obtains control over the assets comprising the contributions. Control over assets acquired from rates is
obtained at the commencement of the rating period or, where earlier, upon receipt of the rates.
(e) Goods and Services Tax
Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of
GST incurred is not recoverable from the Australian Taxation Office (ATO).
Receivables and payables are stated inclusive of GST receivable or payable.
The net amount of GST recoverable from, or payable to, the ATO is included with receivables or payables
in the statement of financial position.
Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or
financing activities which are recoverable from, or payable to, the ATO are presented as operating
cash flows.
10
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
1. SIGNIFICANT ACCOUNTING POLICIES (Continued)
(f) Cash and Cash Equivalents
Cash and cash equivalents include cash on hand, cash at bank, deposits available on demand with
banks and other short term highly liquid investments that are readily convertible to known amounts of
cash and which are subject to an insignificant risk of changes in value and bank overdrafts.
Bank overdrafts are reported as short term borrowings in current liabilities in the statement of financial
position.
(g) Trade and Other Receivables
Trade and other receivables include amounts due from ratepayers for unpaid rates and service charges
and other amounts due from third parties for goods sold and services performed in the ordinary course
of business.
Receivables expected to be collected within 12 months of the end of the reporting period are classified
as current assets. All other receivables are classified as non-current assets.
Collectability of trade and other receivables is reviewed on an ongoing basis. Debts that are known to be
uncollectible are written off when identified. An allowance for doubtful debts is raised when there is
objective evidence that they will not be collectible.
(h) Inventories
General
Inventories are measured at the lower of cost and net realisable value.
Net realisable value is the estimated selling price in the ordinary course of business less the estimated
costs of completion and the estimated costs necessary to make the sale.
Land Held for Resale
Land held for development and sale is valued at the lower of cost and net realisable value. Cost includes
the cost of acquisition, development, borrowing costs and holding costs until completion of development.
Finance costs and holding charges incurred after development is completed are expensed.
Gains and losses are recognised in profit or loss at the time of signing an unconditional contract of sale if
significant risks and rewards, and effective control over the land, are passed on to the buyer at this point.
Land held for sale is classified as current except where it is held as non-current based on Council’s
intentions to release for sale.
(i) Fixed Assets
All assets are initially recognised at cost. Cost is determined as the fair value of the assets given as
consideration plus costs incidental to the acquisition. For assets acquired at no cost or for nominal
consideration, cost is determined as fair value at the date of acquisition. The cost of non-current assets
constructed by the local government includes the cost of all materials used in the construction, direct
labour on the project and an appropriate proportion of variable and fixed overhead.
Certain asset classes may be revalued on a regular basis such that the carrying values are not materially
different from fair value. Assets carried at fair value are to be revalued with sufficient regularity to ensure
the carrying amount does not differ materially from that determined using fair value at reporting date.
11
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
1. SIGNIFICANT ACCOUNTING POLICIES (Continued)
(j) Depreciation of Non-Current Assets
All non-current assets having a limited useful life are systematically depreciated over their useful
lives in a manner which reflects the consumption of the future economic benefits embodied in
those assets.
Depreciation is recognised on a straight-line basis, using rates which are reviewed each reporting
period. Major depreciation rates and periods are:
Buildings
Construction other than Buildings (Public Facilities)
Furniture and Equipment
Plant and Equipment
Heritage Assets
Roads
Footpaths
Sewerage Piping
Water Supply Piping and Drainage Systems
25 to 50 years
5 to 50 years
4 to 10 years
5 to 15 years
25 to 50 years
25 years
50 years
75 years
75 years
(k) Trade and Other Payables
Trade and other payables represent liabilities for goods and services provided to the Council prior to the
end of the financial year that are unpaid and arise when the Council becomes obliged to make future
payments in respect of the purchase of these goods and services. The amounts are unsecured, are
recognised as a current liability and are normally paid within 30 days of recognition.
(l) Employee Benefits
The provisions for employee benefits relates to amounts expected to be paid for long service leave,
annual leave, wages and salaries and are calculated as follows:
(i) Wages, Salaries, Annual Leave and Long Service Leave (Short-term Benefits)
The provision for employees’ benefits to wages, salaries, annual leave and long service leave expected to
be settled within 12 months represents the amount the Shire has a present obligation to
pay resulting from employees services provided to balance date. The provision has been calculated at
nominal amounts based on remuneration rates the Shire expects to pay and includes related on-costs.
(ii) Annual Leave and Long Service Leave (Long-term Benefits)
The liability for long service leave is recognised in the provision for employee benefits and measured as the
present value of expected future payments to be made in respect of services provided by employees up to
the reporting date using the project unit credit method. Consideration is given to expected future wage
and salary levels, experience of employee departures and periods of service. Expected future payments
are discounted using market yields at the reporting date on national government bonds with terms to
maturity and currency that match as closely as possible, the estimated future cash outflows. Where the
Shire does not have the unconditional right to defer settlement beyond 12 months, the liability is
recognised as a current liability.
12
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
1. SIGNIFICANT ACCOUNTING POLICIES (Continued)
(m) Interest-bearing Loans and Borrowings
All loans and borrowings are initially recognised at the fair value of the consideration received less
directly attributable transaction costs.
After initial recognition, interest-bearing loans and borrowings are subsequently measured at amortised
cost using the effective interest method. Fees paid on the establishment of loan facilities that are
yield related are included as part of the carrying amount of the loans and borrowings.
Borrowings are classified as current liabilities unless the Council has an unconditional right to defer
settlement of the liability for at least 12 months after the balance sheet date.
Borrowing Costs
Borrowing costs are recognised as an expense when incurred except where they are directly attributable
to the acquisition, construction or production of a qualifying asset. Where this is the case, they are
capitalised as part of the cost of the particular asset.
(n) Provisions
Provisions are recognised when: The council has a present legal or constructive obligation as a result of
past events; it is more likely than not that an outflow of resources will be required to settle the obligation;
and the amount has been reliably estimated. Provisions are not recognised for future operating losses.
Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement
is determined by considering the class of obligations as a whole. A provision is recognised even if the
likelihood of an outflow with respect to any one of item included in the same class of obligations may be
small.
(o) Current and Non-Current Classification
In the determination of whether an asset or liability is current or non-current, consideration is given to the
time when each asset or liability is expected to be settled. The asset or liability is classified as current
if it is expected to be settled within the next 12 months, being the Council's operational cycle. In the
case of liabilities where Council does not have the unconditional right to defer settlement beyond 12 months,
such as vested long service leave, the liability is classified as current even if not expected to be settled
within the next 12 months. Inventories held for trading are classified as current even if not expected to be
realised in the next 12 months except for land held for resale where it is held as non current based on
Council's intentions to release for sale.
13
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
1. SIGNIFICANT ACCOUNTING POLICIES (Continued)
(p) Nature or Type Classifications
Rates
All rates levied under the Local Government Act 1995. Includes general, differential, specific area
rates, minimum rates, interim rates, back rates, ex-gratia rates, less discounts offered. Exclude
administration fees, interest on instalments, interest on arrears and service charges.
Operating Grants, Subsidies and Contributions
Refer to all amounts received as grants, subsidies and contributions that are not non-operating grants.
Non-Operating Grants, Subsidies and Contributions
Amounts received specifically for the acquisition, construction of new or the upgrading of non-current
assets paid to a local government, irrespective of whether these amounts are received as capital grants,
subsidies, contributions or donations.
Profit on Asset Disposal
Profit on the disposal of assets including gains on the disposal of long term investments.
Losses are disclosed under the expenditure classifications.
Fees and Charges
Revenues (other than service charges) from the use of facilities and charges made for local government
services, sewerage rates, rentals, hire charges, fee for service, photocopying charges, licences, sale
of goods or information, fines, penalties and administration fees. Local governments may wish to disclose
more detail such as rubbish collection fees, rental of property, fines and penalties, other fees and charges.
Service Charges
Service charges imposed under Division 6 of Part 6 of the Local Government Act 1995. Regulation 54
of the Local Government (Financial Management) Regulations 1996 identifies the These are television
and radio broadcasting, underground electricity and neighbourhood surveillance services. Exclude
rubbish removal charges. Interest and other items of a similar nature received from bank and investment
accounts, interest on rate instalments, interest on rate arrears and interest on debtors.
Interest Earnings
Interest and other items of a similar nature received from bank and investment accounts, interest on rate
instalments, interest on rate arrears and interest on debtors.
Other Revenue / Income
Other revenue, which can not be classified under the above headings, includes dividends, discounts,
rebates etc.
Employee Costs
All costs associate with the employment of person such as salaries, wages, allowances, benefits such
as vehicle and housing, superannuation, employment expenses, removal expenses, relocation expenses,
worker's compensation insurance, training costs, conferences, safety expenses, medical examinations,
fringe benefit tax, etc.
Materials and Contracts
All expenditures on materials, supplies and contracts not classified under other headings. These include
supply of goods and materials, legal expenses, consultancy, maintenance agreements, communication
expenses, advertising expenses, membership, periodicals, publications, hire expenses, rental, leases,
postage and freight etc. Local governments may wish to disclose more detail such as contract services,
consultancy, information technology, rental or lease expenditures.
Utilities (Gas, Electricity, Water, etc.)
Expenditures made to the respective agencies for the provision of power, gas or water. Exclude
expenditures incurred for the reinstatement of roadwork on behalf of these agencies.
14
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
1. SIGNIFICANT ACCOUNTING POLICIES (Continued)
(q) Nature or Type Classifications (Continued)
Insurance
All insurance other than worker's compensation and health benefit insurance included as a cost of employment.
Loss on asset disposal
Loss on the disposal of fixed assets.
Depreciation on non-current assets
Depreciation expense raised on all classes of assets.
Interest expenses
Interest and other costs of finance paid, including costs of finance for loan debentures, overdraft
accommodation and refinancing expenses.
Other expenditure
Statutory fees, taxes, provision for bad debts, member's fees or levies including WA Fire Brigade
Levy and State taxes. Donations and subsidies made to community groups.
(r) Statement of Objectives
Council has adopted a 'Plan for the future' comprising a Strategic Community Plan and Corporate
Business Plan to provide the long term community vision, aspirations and objectives.
Based upon feedback received from the community the vision of the Shire is:
"A wonderful place to live, work, invest and visit with the community working together
to achieve shared objectives"
The Strategic Community Plan defines the key objectives of the Shire as:
"Economic: A strong, resilient and balanced economy.
Environment: Our unique natural and built environment is protected and enhanced.
Social: Our community enjoys a high quality of life.
Civic Leadership: A collaborative and engaged community."
(s) Reporting Programs
Council operations as disclosed in this statement encompass the following service orientated
activities/programs:
GOVERNANCE
Expenses associated with provision of services to members of council and elections. Also included are costs
associated with computer operations, corporate accounting, corporate records and asset management. Costs
reported as administrative expenses are redistributed in accordance with the principle of activity based
costing (ABC).
GENERAL PURPOSE FUNDING
Rates and associated revenues, general purpose government grants, interest revenue and other
miscellaneous revenues such as commission on Police Licensing. The costs associated with raising the
above mentioned revenues, eg. Valuation expenses, debt collection and overheads.
LAW, ORDER, PUBLIC SAFETY
Enforcement of Local Laws, fire prevention, animal control and provision of ranger services.
HEALTH
Health inspection services, food quality control, mosquito control and contributions towards provision of
medical health services.
15
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
1. SIGNIFICANT ACCOUNTING POLICIES (Continued)
(s) Reporting Programs (Continued)
HOUSING
Provision and maintenance of rented housing accommodation for pensioners and employees.
COMMUNITY AMENITIES
Sanitation, sewerage, stormwater drainage, protection of the environment, public conveniences, cemeteries
and town planning.
RECREATION AND CULTURE
Parks, gardens and recreation reserves, library services, television and radio re-broadcasting, swimming
facilities, walk trails, youth recreation, Shark Bay World Heritage Discovery and Visitor Centre, boat ramps,
foreshore, public halls and Shark Bay Recreation Centre.
TRANSPORT
Construction and maintenance of roads, footpaths, drainage works, parking facilities, traffic control, depot
operations, plant purchase, marine facilities and cleaning of streets.
ECONOMIC SERVICES
Tourism, community development, pest control, building services, caravan parks and private works.
OTHER PROPERTY & SERVICES
Plant works, plant overheads and stock of materials.
16
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 2: EXPLANATION OF MATERIAL VARIANCES
Reporting Program
Var. $
Var. %
Var.
Timing/
Permanent
Operating Expense
Recreation and Culture
Other Property and Services
23,812
(28,777)
34.86%
(28,777)
q
p
Timing
Timing
Expenses budgeted for but not fully expended
Lower allocation of Less Allocated Plant Overheads compared to year-to-date budget.
Capital Expenses
Land and Buildings
Infrastructure - Roads
(31,163)
119,762
(14.63%)
77.55%
p
q
Timing
Timing
Refer to Note 13
Refer to Note 13
68,448
94.46%
p
Surplus/(Deficit)
Opening Funding
Surplus(Deficit)
Explanation of Variance
Please note that the Closing Funding Surplus (Deficit) 13/14 does not include a number of end-of-financial year
adjustments that are still yet to occur, as well as the final approval by the Auditor.
17
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 3: NET CURRENT FUNDING POSITION
Positive=Surplus (Negative=Deficit)
Note
YTD 31 Jul
2014
$
30th June 2014 YTD 31 Jul 2013
$
$
Current Assets
4
Cash Unrestricted
Cash Restricted
Receivables - Rates
Receivables -Other
Interest / ATO Receivable/Trust
Inventories
324,476
2,360,236
2,863,601
273,919
11,505
43,707
5,877,443
565,032
2,360,236
77,768
330,915
(225)
43,707
3,377,431
914,921
1,276,179
139,561
736,734
3,242
41,348
3,111,986
(560,301)
(150,073)
(710,374)
(876,288)
(150,073)
(1,026,361)
(717,083)
(150,073)
(867,156)
(2,360,236)
150,073
(7,048)
(2,217,211)
(2,360,236)
150,073
0
(2,210,163)
(1,276,179)
150,073
149,943
(976,162)
2,949,858
140,907
1,268,667
4
6
6
Less: Current Liabilities
Payables
Provisions
Less: Adjustments
Cash Reserves - Restricted
For Current Leave Provisions
For Current Borrowings
7
Net Current Funding Position
Note 3 - Liquidity Over the Year
Amount $ ( '000s)
4,500
2013-14
4,000
2014-15
3,500
2012-13
3,000
2,500
2,000
1,500
1,000
500
0
Jul
Aug
Sep
Oct
Nov
Comments - Net Current Funding Position
18
Dec
Jan
Feb
Mar
Apr
May
Jun
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 4: CASH AND INVESTMENTS
Interest
Rate
(a) Cash Deposits
Municipal Bank Account
Municipal Bank Account
Business Bonus
Trust Bank Account
Trust - Mt Gibson
5375008
0542587
0860049
5373006
0849576
(b) Term Deposits
162-043170-6
162-045362-3
162-054515-3
1.25%
2.50%
1.25%
Unrestricted
$
268,924
58,753
Restricted
$
Trust
$
Investments
$
Total
Amount $
Total
450,000
450,000
184,604
327,677
Maturity
Date
80,918
80,916
Bankwest
Bankwest
Bankwest
Bankwest
Bankwest
At Call
At Call
At Call
At Call
At Call
450,000
450,000
184,604
Bankwest
Bankwest
Bankwest
29/09/2014
9/10/2014
20/08/2014
268,924
1,047,339
988,586
285,812
80,918
80,916
3.00%
3.00%
3.55%
Institution
2,359,002
161,834
0
2,562,700
Note 4A: CASH INVESTMENTS
Deposit
Deposit
Ref
Restricted
162-043170-6
162-045362-3
162-054515-3
Institution
Term (Days)
Invested
Interest rates
Expected
Interest
Amount Invested (Days)
Date
1/07/2014 Bankwest
8/07/2014 Bankwest
20/05/2014 Bankwest
Up to 30
90.00
93.00
92.00
3.00%
3.00%
3.55%
Subtotal
3,329
3,440
1,652
8,420
$
30-60
60-90
Total
90-120
120+
0
0
0
450,000
450,000
184,604
1,084,604
Amount $
0
-
450,000
450,000
184,604
1,084,604
$
-
Subtotal
0
0
0
0
0
0
0
Total Funds Invested
8,420
0
0
0
1,084,604
0
1,084,604
Comments/Notes - Investments
19
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 5: BUDGET AMENDMENTS
Amendments to original budget since budget adoption. Surplus/(Deficit)
GL Account
Code
Description
Council Resolution
Budget Adoption
Permanent Changes
Classification
Non Cash
Adjustment
$
Increase in
Decrease in
Available Cash Available Cash
$
$
Opening Surplus
Amended
Budget Running
Balance
$
72,459
72,459
72,459
72,459
72,459
72,459
72,459
72,459
72,459
72,459
72,459
72,459
0
20
0
0
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 6: RECEIVABLES
Receivables - Rates Receivable
YTD 31 Jul 2014
30 June 2013
Receivables - General
$
$
Receivables - General
Less Collections to date
Equals Current Outstanding
54,971
2,812,564
(36,707)
2,830,828
125,025
2,451,456
(2,521,510)
54,971
Net Rates Collectable
% Collected
2,830,828
1.28%
54,971
97.87%
Opening Arrears Previous Years
Levied this year
Amount $('000s)
2013-14
1,600
2014-15
Note 6 - Accounts Receivable (non-rates)
90+Days
5%
1,400
30 Days
20%
1,200
1,000
800
600
400
200
Current
74%
0
Jul
Aug Sep
Oct Nov Dec
Jan
Feb Mar Apr May Jun
Comments/Notes - Receivables Rates
Comments/Notes - Receivables General
21
60 Days
$
2,654
90+Days
$
12,529
254,701
Amounts shown above include GST (where applicable)
60 Days
1%
1,800
30 Days
$
49,840
Total Receivables General Outstanding
Note 6 - Rates Receivable
2,000
Current
$
189,678
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 6A - RECEIVABLES GENERAL
Debtors
80025
GT 90 Days
0
80520
80292
0
0
0
1,560
0
0
690
110
0
0
8,937
0
0
84
0
0
0
0
0
0
0
44
1,104
0
0
0
0
Total
12,529
80394
80512
80236
80457
80544
80546
80501
80497
80542
81553
80342
80002
80489
80481
80154
80519
80527
80282
80533
80445
81594
80023
80280
80529
80543
80508
Age
0
0
0
0
0
770
0
0
456
499
0
0
304
0
0
334
0
0
0
0
0
0
0
153
720
0
0
0
0
Debtors Trial Balance
GT 60 Days
GT 30 Days
Current
Total
94
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2,560
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
122
6
0
0
0
0
0
0
0
0
0
0
49,682
0
30
0
0
(420)
2,000
337
520
0
1,500
27,789
0
0
11,000
(219)
49,719
0
0
0
(600)
223
79,839
15,360
0
1,680
0
0
0
0
400
0
550
94
(420)
2,000
337
520
1,560
1,500
27,789
690
110
11,000
(219)
58,656
122
6
84
(600)
223
79,839
15,360
2,560
1,680
0
44
1,104
49,682
400
30
550
2,654
49,840
189,678
254,701
Comments/Notes - Receivables General
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 7: Cash Backed Reserve
2014-15
Name
Leave Reserve
Plant Replacement Reserve
Computer Reserve
Staff Housing Reserve
Joint Venture Housing Reserve
Local Group Interest Free Loan Reserve
Local Achievement Reserve
Refuse Site Reserve
Swimming Pool Reserve
Caravan Park Reserve
Cvp Village Maintenance Reserve
Airstrip Development Reserve
Water Harvesting Control Reserve
Vocal History Reserve
Water Supply Reserve
Community Bus & Maintenance Reserve
Road Reserve
Gravel Pit Rehab Reserve
Community Amenities Reserve
Sport & Recreation Amenities Reserve
Mt Gibson Infrastructure Reserve
Early Childhood Centre Reserve
Business Incubator Reserve
Opening Balance
$
56,649
271,096
8,197
167,221
115,690
15,484
2,552
92,378
79,486
7,832
48,803
2,856
38,248
7,152
17,455
17,206
9,873
18,060
23,874
2,595
285,509
913,403
158,618
2,360,236
Current
Budget
Interest
Earned
$
1,017
4,866
147
3,001
2,076
278
46
1,658
1,427
118
899
51
686
128
313
309
175
326
429
1,841
3,708
0
0
23,500
Actual
Interest
Earned
$
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Current
Budget
Actual
Current Budget
Actual
Transfers In Transfers In
Transfers Out Transfers Out
(+)
(+)
(-)
(-)
$
$
$
$
0
0
0
0
0
0
(54,000)
0
0
0
0
0
0
0
(99,395)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
(38,104)
0
0
0
0
0
0
0
0
0
0
0
(16,000)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
100,000
0
(280,000)
0
0
0
(913,403)
0
0
0
(158,618)
0
100,000
0
(1,559,520)
0
Thousands
Note 7 - Year To Date Reserve Balance to End of Year Estimate
Transfer out
Reference
Current
Budget
Closing
Actual YTD Closing
Balance
Balance
$
$
57,666
56,649
221,962
271,096
8,345
8,197
70,827
167,221
117,766
115,690
15,762
15,484
2,598
2,552
94,036
92,378
80,913
79,486
7,949
7,832
49,702
48,803
2,907
2,856
830
38,248
7,280
7,152
17,768
17,455
1,515
17,206
10,048
9,873
18,386
18,060
24,302
23,874
4,436
2,595
109,217
285,509
0
913,403
0
158,618
924,216
2,360,236
Current Budget Closing Balance
1,000
950
900
850
800
750
700
650
600
550
500
450
400
350
300
250
200
150
100
50
0
Actual YTD Closing Balance
23
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 8 CAPITAL DISPOSALS
Current Budget
YTD 31 07 2014
Actual YTD Profit/(Loss) of Asset Disposal
Disposals
Cost
$
Accum Depr
$
Amended Annual
Budget
Profit/(Loss)
Actual Profit/(Loss)
$
$
Profit
(Loss)
$
Proceeds
$
0
Plant and Equipment
PE153- Light Truck
Variance
$
Comments
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Comments - Capital Disposal/Replacements
24
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 9: RATING INFORMATION
Rate in
$
Number
of
Properties
1.8875
33.3118
7.4568
7.4568
267
80
104
2
453
Rateable
Value
$
Rate
Revenue
$
Interim
Rates
$
Back
Rates
$
Total
Revenue
$
RATE TYPE
Differential General Rate
UV Rural
UV Mining
GRV Townsites
GRV Mining
Sub-Totals
Minimum Payment
UV Rural
UV Mining
GRV Townsites
GRV Mining
Sub-Totals
Minimum
$
300.00
395.00
300.00
300.00
9
44
35
1
89
83,322,880
1,967,154
1,084,896
6,435,000
92,809,930
1,572,720
655,294
80,899
480,145
2,789,058
54,400
22,620
34,378
0
111,398
2,700
17,380
7,182
0
27,262
0
0
Discounts
Concession
Amount from General Rates
Ex-Gratia Rates
Specified Area Rates
Totals
Comments - Rating Information
25
0
0
0
0
0
0
Current Budget
Rate
Revenue
$
Current Budget
Interim
Rate
$
Current Budget
Back
Rate
$
Current Budget
Total
Revenue
$
1,572,720
655,294
80,899
480,145
2,789,058
1,572,719
655,294
80,899
479,845
2,788,757
0
0
0
0
0
0
0
0
0
0
1,572,719
655,294
80,899
479,845
2,788,757
2,700
17,380
7,182
0
27,262
2,816,320
(3,756)
0
2,812,564
0
0
2,812,564
2,700
17,380
10,500
300
30,880
0
0
0
0
0
0
0
0
0
0
2,700
17,380
10,500
300
30,880
2,819,637
(219,085)
(3,318)
2,597,234
11,194
0
2,608,428
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
10. INFORMATION ON BORROWINGS
(a) Debenture Repayments
Principal
1-Jul-13
New
Loans
Principal
Repayments
Particulars
Loan 94 Industrial Land
Principal
Outstanding
Current
Budget
$
Actual
$
Interest
Repayments
Current
Budget
$
Actual
$
Current
Budget
Actual
$
$
34,169
0
7,637
34,169
26,532
0
2,424
Loan 96 CHA Housing
131,110
0
9,649
131,110
121,462
0
8,419
Loan 97 Flat Pack Housing
183,744
0
19,425
183,744
164,319
0
8,499
Loan 98 Subdivision John Street
325,537
7048.48
14,343
318,488
311,194
11,465
22,685
Loan 99 Aquatic Centre
389,349
0
61,582
389,349
327,767
0
23,147
Loan 100 Aquatic Centre
292,640
0
30,791
292,640
261,849
0
13,908
Loan 101 2x Duplex Housing
208,800
0
22,074
208,800
186,726
0
9,657
Loan 102 Perenjori Early Childhood Centre
0
0
0
0
0
0
Loan 103 Caron's Dam Roof
0
0
0
0
0
0
7,048
165,501
1,558,301
1,399,848
11,465
88,739
1,565,349
0
All debenture repayments were financed by general purpose revenue.
(b) New Debentures
No new debentures were raised during the reporting period.
26
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 11: GRANTS AND CONTRIBUTIONS
Program/Details
GL
Grant Provider
Approval
(Y/N)
GENERAL PURPOSE FUNDING
03300 Grants Commission Grant
03301
Untied Road Grant
2014-15
Current
Budget
$
Variations
Additions
(Deletions)
$
Operating
Capital
$
$
Recoup Status
Received
Not Received
$
$
30
Dept Local Government
30
Dept Local Government
Y
Y
1,016,681
815,106
0
0
1,016,681
815,106
0
0
0
0
1,016,681
815,106
33
WALGA
Y
Y
Y
1,200
2,028
2,500
0
0
0
1,200
2,028
2,500
0
0
0
0
240
0
1,200
1,788
2,500
32
FESA
30
FESA
Y
32
Mt Gibson
25,000
19,000
10,000
0
0
0
0
19,000
0
25,000
0
10,000
0
0
0
0
19,000
0
EDUCATION
08424
Early Childhood Centre - Grant Income - Clgf Individual
32
Clgf Individual
08422
Early Childhood Centre - Grant Income - Karara
32
Karara Mining
08425
Early Childhood Centre - Grant Income - Lotterywest
32
Lotterywest
08420
Early Childhood Centre - Grant Income - Midwest Investment
32 Plan
Midwest Investment
08551
Grant - Youth Activities
30
Gunduwa Regional Conservation
Y
Y
Y
Y
Y
105,000
50,000
300,000
25,000
22,500
0
0
0
0
0
0
0
0
0
22,500
105,000
50,000
300,000
25,000
0
0
0
0
0
10,000
0
0
0
0
12,500
HOUSING
09308
Housing Grant - Flat Pack House 2
32
Y
17,000
0
0
17,000
0
0
COMMUNITY AMENITIES
10508
Grant Income - Community Bus
32
50,000
0
0
50,000
0
0
0
0
0
0
0
108,500
3,000
35,000
30,000
0
0
0
0
0
122,000
2,000
0
0
0
0
106,500
3,000
35,000
30,000
0
0
0
0
0
0
164,200
1,871
41,172
130,367
0
0
0
26,227
164,200
0
3,431
104,140
(1)
1,871
37,741
GOVERNANCE
04315
Grant Income - Trainee
04312
Vehicle Contributions
04305
Walga Advertising Rebate
LAW, ORDER, PUBLIC SAFETY
05106
Fesa Grant - Capital
05100
Fesa Operating Grant
05107
Grant - Mt Gibson
RECREATION AND CULTURE
11823
Blues For The Bush Event Incomes
11300
Govt Grant - Swimming Pool
11902
Grant - Lotterywest (Museum Restoration)
11519
Grant Income - Dsr -Club Development Officer
11518
Grant Income - Latham Bowling Green - Clgf Local
TRANSPORT
12304
Black Spot Funding
12300
Direct Grant
12302
Mrd Street Lighting Subsidy
12753
Mrwa Service Agreement Income - Abc
30
33
Mid West Development Comm
30
Dept Local Government
30
Lotterywest
Y
Y
32
Clfg Local
Y
108,500
3,000
35,000
30,000
122,000
32
Main Roads
30
Main Roads
30
Main Roads
33
Main Roads
Y
Y
Y
Y
130,367
164,200
1,871
41,172
30
30
27
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 11: GRANTS AND CONTRIBUTIONS
Program/Details
GL
12751
12315
12314
12301
12303
Mrwa Service Agreement Income - General
Mt Gibson Infrastructure Fund - Depot Office
Mt Gibson Infrastructure Fund Grant - Road Infrastructure
Regional Road Group Funding
Roads To Recovery Funding - No Gst
ECONOMIC SERVICES
13914
Grant Income - Telecommunications Tower - Clgf
13189
Mt Gibson Infrastructure Fund - Caravan Park Infs
OTHER PROPERTY & SERVICES
14502
Community Bus Hire
14700
Fuel Rebates
14503
Hacc - Bus Maintenance Contribution
14504
Reimbursements - Good Insurance
14950
Reimbursements Income
Grant Provider
Approval
(Y/N)
Y
Y
Y
Y
Y
33
Main Roads
32
Mt Gibson
30
Mt Gibson
32
Main Roads
32
Dept of Inf and Transport
32
Clgf
32
Mt Gibson
Y
33
Hacc
33
WALGA
Y
Y
Y
Y
Y
33
33
33
TOTALS
28
2014-15
Current
Budget
$
340,000
50,000
100,000
556,001
363,163
Variations
Additions
(Deletions)
$
Operating
Capital
$
$
Recoup Status
Received
Not Received
0
0
0
0
0
340,000
0
100,000
0
0
0
50,000
0
556,001
363,163
$
21,831
0
0
0
244,640
$
150,000
50,000
0
0
0
0
150,000
50,000
0
0
0
0
500
11,865
8,000
4,788
100,000
0
0
0
0
0
500
11,865
8,000
4,788
100,000
0
0
0
0
0
0
0
667
0
0
500
11,865
7,333
4,788
100,000
4,831,441
0
2,827,911
2,003,531
473,235
2,485,042
318,169
0
100,000
0
(244,640)
SHIRE OF SOMEWHERE
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 12: TRUST FUND
Funds held at balance date over which the Shire has no control and which are
not included in this statement are as follows:
Opening
Balance
Description
BCITF Levy
BRB Levy
Bus Bonds
Hall Bonds
Housing Bonds
Nomination Bonds
Yarra Yarra Regional Council
Other Bonds
Mt Gibson Public Benefit Fund
1 Jul 14
$
1,100
1,031
1,200
1,400
5,553
0
34,702
40,038
75,918
160,941
Amount
Amount
Received
$
Paid
$
0
536
0
0
0
0
0
200
75,918
0
0
0
(150)
(530)
0
0
(100)
0
31-Jul-14
$
1,100
1,566
1,200
1,250
5,023
0
34,702
40,138
151,836
76,653
(780)
236,814
Comments - Trust
The Trust fund has an imbalance of $40.5- this is currently being reveiwed.
29
Closing
Balance
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 13: CAPITAL ACQUISITIONS
Level of Completion Indicators
Level of
Completion
Indicator
0%
20%
Infrastructure Assets


40%
60%


Current Annual
Budget
Current YTD
Budget
YTD Actual
80%
100%
YTD 31 03 2014


Variance
(Under)/Over
YTD Actual
(Renewal Exp)
Strategic Reference / Comment
BUILDINGS
Governance


Capital - Admin Building
04258
Governance Total
12,000
0
0
0
0
12,000
0
0
0
0
Law, Order And Public Safety



Latham Firestation/Ambulance Shed
05150
50,000
0
0
0
Land & Buildings - Dog & Cat Pound
05350
2,000
0
1,620
1,620
1,620 Plumbing left to be done
52,000
0
1,620
1,620
1,620
23,850
1,986
0
(1,986)
0
23,850
1,986
0
(1,986)
0
1,751,816
145,984
181,618
35,634
1,751,816
145,984
181,618
35,634
Law, Order And Public Safety Total
0
Health


Capital - Medical Centre Building
07250
Health Total
Education & Welfare


Early Childhood Centre - Buildings
08450
Education & Welfare Total
0
Housing



Housing Project 2013 (Clgf Staff Housing - 2 Units)
09284
148,228
12,352
42,958
30,606
Capital - General Housing Expenditure
09286
178,273
14,855
2,716
(12,139)
2,716
326,501
27,207
45,673
18,466
2,716
Housing Total
Community Amenities



Capital - Land
10133
150,000
0
0
0
Capital -Public Conveniences
10850
9,250
769
0
(769)
0
159,250
769
0
(769)
0
Community Amenities Total
Recreation And Culture






Perenjori Town Hall Renovations
11053
10,000
3,300
0
(3,300)
0
Capital - Perenjori Aquatic Centre Buildings
11251
8,000
0
0
0
0
Capital - Perenjori Pavillion Building
11450
30,000
0
0
0
0
Capital - Masonic Hall
11850
10,678
888
0
(888)
0
Bank Of Nsw (Museum) Restoration Expenditure
11857
35,000
2,916
0
(2,916)
0
93,678
7,104
0
(7,104)
0
Recreation And Culture Total
Transport
30
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 13: CAPITAL ACQUISITIONS
Level of Completion Indicators
Level of
Completion
Indicator


0%
20%
Infrastructure Assets
Capital - Depot Office
12285
Transport Total


40%
60%


Current Annual
Budget
Current YTD
Budget
YTD Actual
80%
100%
YTD 31 03 2014


Variance
(Under)/Over
YTD Actual
(Renewal Exp)
Strategic Reference / Comment
50,000
0
466
466
50,000
0
466
466
0
Economic Services







Caravan Park - Buildings - Ablution Block
13190
38,894
3,240
0
(3,240)
0
Caravan Park - New Ablutions - Apron
13192
8,500
0
0
0
0
Caravan Park - Capital - Amenities
13195
10,000
0
0
0
0
Capital - Business Incubator (Russell Street Depot)
13651
320,000
26,666
14,743
(11,923)
14,743
Telecommunications Tower
13653
230,000
0
0
0
0
607,394
29,906
14,743
(15,163)
14,743
3,076,489
212,956
244,119
31,163
19,078
Economic Services Total
Buildings Total
31
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 13: CAPITAL ACQUISITIONS
Level of Completion Indicators
Level of
Completion
Indicator
0%
20%
Infrastructure Assets


40%
60%


Current Annual
Budget
Current YTD
Budget
YTD Actual
80%
100%
YTD 31 03 2014


Variance
(Under)/Over
YTD Actual
(Renewal Exp)
Strategic Reference / Comment
ROADS (NON TOWN)
Transport











Solomon/Bestry Road Intersection - Road Construction 14/15
RC02
98,350
8,195
333
(7,863)
333
Warrierdar Coppermine Rd Gravel 8Km - Road Construction 14/15
RC03
212,234
17,687
0
(17,687)
0
Metcalfe Road Gravel 4.6Km - Road Construction 14/15
RC04
138,163
11,515
0
(11,515)
0
Caron Road Gravel 9Km - Road Construction 14/15
RC05
225,000
18,751
0
(18,751)
0
Sutherland Road Gravel 3Km - Road Construction 14/15
RC06
59,235
4,935
0
(4,935)
0
North Road Seal Widening 4.2Km - Road Construction 14/15
RC07
212,479
17,706
0
(17,706)
Griffith Rd Gravel 3Km - Road Construction 14/15
RC08
73,599
6,132
34,329
28,197
Pj/Rothsay Rd Seal Extension 23-26Km - Road Construction 14/15
RC09
417,000
34,751
0
(34,751)
Pj/Rothsay Rd Seal Extension 26-29Km - Road Construction 14/15
RC10
417,000
34,751
0
(34,751)
0
1,853,060
154,423
34,662
(119,761)
34,662
1,853,060
154,423
34,662
(119,761)
34,662
Transport Total
Roads (Non Town) Total
0
34,329 Job will be completed early Aug 14
0
PARKS, OVALS, & DAM
Recreation & Culture




Capital - Pj Sports Facilities Upgrade Tennis, Netball,Bowls And Golf
11459
78,235
0
0
0
0
Playground Upgrade
11484
20,000
0
0
0
0
Art Belt (Capital Works)
11856
10,000
3,300
0
(3,300)
0
108,235
3,300
0
(3,300)
0
20,500
1,707
217
(1,490)
20,500
1,707
217
(1,490)
212,766
0
0
0
212,766
0
0
0
0
341,501
5,007
217
(4,790)
0
Recreation & Culture Total
Economic Services


Caravan Park - Capital - Fencing
13191
Economic Services Total
0
Other Property & Services



Capital - Caron Dam'S Roof
Economic Services Total
Parks, Ovals, & Dam Total
14980
32
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 13: CAPITAL ACQUISITIONS
Level of Completion Indicators
Level of
Completion
Indicator
0%
20%
Infrastructure Assets


40%
60%


Current Annual
Budget
Current YTD
Budget
YTD Actual
80%
100%
YTD 31 03 2014


Variance
(Under)/Over
YTD Actual
(Renewal Exp)
Strategic Reference / Comment
PLANT , EQUIP. & VEHICLES
Law, Order And Public Safety



Plant & Equipments - Others
05349
3,500
0
0
0
Cctv
05601
1,000
83
0
(83)
0
4,500
83
0
(83)
0
140,000
0
0
0
140,000
0
0
0
49,000
0
0
0
49,000
0
0
0
0
Law, Order And Public Safety Total
Community Amenities


Plant & Equipment - Community Bus
10451
Community Amenities Total
0
Recreation & Culture


Plant & Equipment - Others
11449
Recreation & Culture Total
Transport




Plant & Equipment - Tipper
12283
58,000
0
0
0
0
Plant & Equipment - Sundry
12284
3,000
0
0
0
0
61,000
0
0
0
0
254,500
83
0
(83)
0
4,500
0
0
0
0
4,500
0
0
0
0
2,500
0
0
0
0
Transport Total
Plant , Equip. & Vehicles Total
FURNITURE & OFFICE EQUIP. TOTAL
Governance


Capital -Office Equipment
04251
Governance Total
Health

Capital - Medical Centre Equipment
07249
33
SHIRE OF PERENJORI
NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY
For the Period Ended 31 July 2014
Note 13: CAPITAL ACQUISITIONS
Level of Completion Indicators
Level of
Completion
Indicator

0%
20%
Infrastructure Assets
Health Total


40%
60%


Current Annual
Budget
Current YTD
Budget
YTD Actual
2,500
0
0
80%
100%
YTD 31 03 2014


Variance
(Under)/Over
YTD Actual
(Renewal Exp)
Strategic Reference / Comment
0
0
Recreation & Culture





Latham Sports Club - Furniture & Equipment
11480
2,000
0
0
0
0
Capital - Gym Equipment
11815
5,000
416
0
(416)
0
Recreation & Culture Total
7,000
416
0
(416)
0
Furniture & Office Equip. Total
14,000
416
0
(416)
0
5,539,550
372,885
278,998
(93,887)
53,739
Capital Expenditure Total
34
Attachment
14082.2
1. Accounts For Payment
Ordinary Council Meeting
21st August 2014
SHIRE OF PERENJORI
LOCAL GOVERNMENT ACT 1995
Accounts for Payment for the Period
Ended JULY 2014
Chq/EFT
Date
EFT5913
EFT5917
EFT5918
02/07/2014 EVENTUS LAWYERS PTY LTD
08/07/2014 BL & MJ THORNTON
08/07/2014 BPH (WA) PTY LTD
Description
Amount
$
$
$
6,500.00 M
3,253.14 M
189,992.00 M
$
$
$
$
$
$
699.01
649.11
1,689.15
70.09
5,725.50
1,964.60
EFT5925
CLEANPAK SOLUTIONS
COATES HIRE OPERATIONS PTY LTD
FLETCHER COMMUNICATIONS
HOPPYS PARTS R US
JASON SIGNMAKERS
KOOLA ENTERPRISES PTY LTD ATF CBMA
TRUST
08/07/2014 LEOPOLD CONTRACTING
FORTRESS HOMES - DEED OF SETTLEMENT PAYMENT
PERENJORI WASTE REMOVAL JUNE 14
GRIFFITHS ROAD - GRAVEL CARTING/CAMAC ROAD - TIPPER
& LOADER HIRE / SYSON RD - CARTING
CLEANING EQUIPMENT
HIRE OF MINI EXCAVATOR, BUCKET & TRAILER
FM TOWER RADIO TRANSMITTER - CHECK AND FIX
TOOL REPLACEMENT - DEPOT
VARIOUS ROAD SIGNS
SHIRE HOUSES & KENNELS - CONNECT HOT WATER SYSTEMS
AND WATER
CONTRACT MNTCE GRADING OF SHIRE OF PERENJORI ROADS
EFT5919
EFT5920
EFT5921
EFT5922
EFT5923
EFT5924
08/07/2014
08/07/2014
08/07/2014
08/07/2014
08/07/2014
08/07/2014
EFT5926
EFT5927
EFT5928
EFT5929
EFT5930
EFT5931
08/07/2014
08/07/2014
08/07/2014
08/07/2014
08/07/2014
08/07/2014
STATIONARY - ENVELOPES & BUSINESS CARDS
FENCING ON HOUSES AND CRC
BLUES FOR THE BUSH - SPONSORSHIP PROSPECTUS
CLEANING PRODUCTS & OFFICE SUPPLIES
LIBRARY - BOOK REPLACEMENT
PJ1558 - INSPECT GRADER
$
$
$
$
$
$
EFT5932
MARKET CREATIONS
RESIDENTIAL & RURAL SERVICES
SKELETON GAMBLERS
STAPLES AUSTRALIA PTY LTD
STATE LIBRARY OF WA
WEST MECH PTY LTD T/AS PERENJORI MOTOR
TORQUE
10/07/2014 GERALDTON FUEL CO
FUEL CARD PURCHASES FOR MONTH ENDED 30 JUNE 14
$
16,478.02 M
EFT5933
EFT5934
EFT5935
EFT5936
10/07/2014
18/07/2014
22/07/2014
22/07/2014
BUSINESS INCUBATOR - STEEL COLUMNS
BUSINESS INCUBATOR - PLASTERBOARD
MEDICAL CENTRE - OXYGEN
PERENJORI REVILTALISATION PROJECT - STAGE TWO
$
$
$
$
11,764.50
15,481.81
354.11
17,050.00
SYSON RD GRADING - HIRE OF MULTIROLLER
$
4,611.57 M
CARAVAN PARK - COMMERCIAL WASHER
LOCAL PLANNING SCHEME NO 2 - 2 PRINTS A1 SIZE AND
LAMINATED
ENGINEERING CONSULTANT - MARCH TO MAY 14
YOUNG LEADERS - FUEL & PERSONAL WAGES
PUBLIC TOILETS - BLOCKED TOILET
$
$
1,980.00 M
83.60 M
$
$
$
841.50 M
900.00 M
242.00 M
CARAVAN PARK - WEEDMASTER
GRADING OF ACCESS ROADS TO KARARA IRON ORE PROJECT
$
$
879.36 M
19,038.42 M
MID WEST DIRECTORY - SHIRE PAGES
MWCCI - ANNUAL MEMBERSHIP 14/15
$
$
781.00 M
615.00 M
STOCK - 100.59T 7MM & 50.19T 10MM AGGREGATE
CARAVAN PARK - RENTAL RETURN FOR 24 UNITS
1 X 2 HOME - MILESTONE 5
2014 PERENJORI AGRICULTURAL SOCIETY - GOLD
PARTNERSHIP
PERENJORI IGA - JUNE ACCOUNT
PJ1599 - TYRES AND BATTERIES
UNIFORMS - MENS SHIRT
FREIGHT - DEPOT PRODUCTS
CAPITAL - 1 X 2013 CATERPILLAR 226B3AC SKID STEER
EQUIPMENT MAINTENANCE - REPELLANT, BATTERIES, HAT,
SUNCREAN
BLUES FOR THE BUSH - FACEBOOK ADVERTISING
DEPOT - GAS
SYSON RD - MACHINERY HIRE/WARRIDAR COPPERMINE RD TIPPER HIRE/KARARA MINING - HIRE SEMI WATER
CART/GRIFFITH RD
CARAVAN PARK -TOOLS AND MATERIALS
FORTRESS HOME V SHIRE OF PERENJORI - LEGAL FEES
PJ1558 - LABOUR & MISCELLANEOUS
10T 7MM COLDMIX
FIRE BRIGADE - BOOTS
CENTENARY BOOK - 50% DEPOSIT ON SOUND OF THE
COCKIES""
PAVILLION - BUSH HEX RED
PJ1535 - REPAIRS AND NEW/EXTRA PARTS
PJ1535 - FREIGHT FROM GERALDTON HYDRAULICS
PLANT EQUIPMENT - MAXI RACK
PJ1599 - PLANT REPLAIRS
MINING TENEMENTS CHARGEABLE
$
$
$
$
5,999.08
30,882.39
42,957.62
5,000.00
M
M
M
M
$
$
$
$
$
$
503.98
3,163.16
72.19
132.57
50,701.95
1,484.25
M
M
M
M
M
M
EFT5937
EFT5938
EFT5939
EFT5940
EFT5941
EFT5942
EFT5943
EFT5944
EFT5945
EFT5946
Name
MINGENEW FABRICATORS
AUSSIE PLASTERBOARD
BOC LIMITED
CHRIS ANTILL PLANNING & URBAN DESIGN
CONSULTANT
22/07/2014 COBRA EARTHMOVING AND CONSTRUCTION
MACHINERY PTY LTD
22/07/2014 F L COSTELLO & CO
22/07/2014 FINER IMAGES
22/07/2014 GREENFIELD TECHNICAL SERVICES
22/07/2014 JENNA DIMITRIJEVIC
22/07/2014 KOOLA ENTERPRISES PTY LTD ATF CBMA
TRUST
22/07/2014 LANDMARK OPERATIONS LIMITED
22/07/2014 LEOPOLD CONTRACTING
EFT5947
EFT5948
EFT5949
EFT5950
22/07/2014 MARKET CREATIONS
22/07/2014 MID WEST CHAMBER OF COMMERCE AND
INDUSTRY
22/07/2014 MIDWEST QUARRIES
22/07/2014 MIDWEST TRANSPORTABLES
22/07/2014 NORDIC HOMES PTY LTD
22/07/2014 PERENJORI AGRICULTURAL SOCIETY
EFT5951
EFT5952
EFT5953
EFT5954
EFT5955
EFT5956
22/07/2014
22/07/2014
22/07/2014
22/07/2014
22/07/2014
24/07/2014
EFT5957
EFT5958
EFT5959
24/07/2014 AMPLIFY FB
24/07/2014 BOC LIMITED
24/07/2014 BPH (WA) PTY LTD
EFT5960
EFT5961
EFT5962
EFT5963
EFT5964
EFT5965
24/07/2014
24/07/2014
24/07/2014
24/07/2014
24/07/2014
24/07/2014
BUNNINGS WAREHOUSE
CIVIC LEGAL
CJD EQUIPMENT
DOWNER EDI WORKS PTY LTD
FIRE & SAFETY WA
FREMANTLE PRESS
EFT5966
EFT5967
EFT5968
EFT5969
EFT5970
EFT5971
24/07/2014
24/07/2014
24/07/2014
24/07/2014
24/07/2014
24/07/2014
GALVINS PLUMBING SUPPLIES
GERALDTON HYDRAULICS
GH COUNTRY COURIER
JARAM FLEET EQUIPMENT
JR & A HERSEY PTY LTD
LANDGATE - VALUATIONS
PERENJORI IGA X - PRESS
RJ & LJ KING
SPLASH ALLEY
TOLL IPEC PTY LTD
WESTRAC PTY LTD
AGRI SERVICES PERENJORI
1/3
$
$
$
$
Bank
M
M
M
M
M
M
21,824.00 M
1,793.00
1,700.00
1,940.00
1,041.55
12.10
457.60
M
M
M
M
M
M
M
M
M
M
140.00 M
96.24 M
133,328.25 M
$
$
$
$
$
$
2,139.82
5,810.86
1,820.50
2,090.00
1,488.48
19,415.00
M
M
M
M
M
M
$
$
$
$
$
$
64.88
1,162.87
68.99
1,845.36
291.83
56.80
M
M
M
M
M
M
SHIRE OF PERENJORI
LOCAL GOVERNMENT ACT 1995
Accounts for Payment for the Period
Ended JULY 2014
EFT5972
EFT5973
EFT5974
EFT5975
EFT5976
24/07/2014 LEFT OF CENTRE CONCEPTS & EVENTS PTY
LTD
24/07/2014 MCINTOSH & SONS
24/07/2014 MITCHELL & BROWN
24/07/2014 MOORA EMBROIDERY
24/07/2014 MORAWA CRC
BLUES FOR THE BUSH - PROJECT MANAGEMENT
$
4,849.90 M
HOLLAND TRACTOR - LABOUR AND PARTS
PAVILLION - OVEN AND MICROWAVE
STAFF UNIFORMS - EMBROIDERY OF LOGO
BLUES IN THE BUSH FULL PAGE ADVERT IN MORAWA SCENE
$
$
$
$
1,993.94
2,959.00
202.75
150.00
M
M
M
M
EFT5977
EFT5978
EFT5979
EFT5980
EFT5981
24/07/2014
24/07/2014
24/07/2014
24/07/2014
24/07/2014
EFT5982
EFT5983
EFT5984
EFT5985
24/07/2014
24/07/2014
24/07/2014
24/07/2014
EFT5986
EFT5987
EFT5988
EFT5989
EFT5990
31/07/2014
31/07/2014
31/07/2014
31/07/2014
31/07/2014
EFT5991
31/07/2014
CARAVAN PARK - TESTING AND TAGGING
BLUES FOR THE BUSH - WORKSHOP DEPOSIT
PJ1565 - FREIGHT
MEDICAL CENTRE REIM 13/14
SHARED COMMUNITY EMERGENCY SERVICES MANAGER- RICK
RYAN
STAPLES AUSTRALIA PTY LTD
CARAVAN PARK - POWDERED GLOVES
TRU-LINE EXCAVATIONS & PLUMBING
PERENJORI ROTHSAY INTERSECTION - BLACKSPOT
ULLRICH ALUMINIUM
CARAVAN PARK - FENCING
WESTERN AUSTRALIAN LOCAL GOVERNMENT CR P WATERHOUSE - SHORT COURSE BOOKING
ASSOCIATION
WA SUPER
Superannuation contributions
AUSTRALIAN SERVICES UNION
Payroll deductions
CATHOLIC SUPER FUND
Superannuation contributions
SUPERWRAP
Superannuation contributions
WESTPAC SUPERANNUATION & RETIEMENT Superannuation contributions
SERVICES
WESTSCHEME DIVISION/AUSTALIAN SUPER
Superannuation contributions
$
$
$
$
$
788.15
1,430.00
19.80
1,242.87
100.00
M
M
M
M
M
$
$
$
$
17.42
33,141.90
238.66
15.56
M
M
M
M
$
$
$
$
$
21,380.21
225.90
181.69
54.15
328.83
M
M
M
M
M
EFT5992
EFT5993
EFT5994
EFT5995
EFT5996
EFT5997
31/07/2014
31/07/2014
31/07/2014
31/07/2014
31/07/2014
31/07/2014
MARK HAMMERLING
RUTH BATEMAN
AUSTRALIA POST
BLUEHILL COURIERS
BUNNINGS WAREHOUSE
DISCOUNT DOMAIN NAME SERVICES PTY LTD
T416 - GYM BOND REFUND
T453 - GYM BOND REFUND
AUSTRALIA POST - JUNE ACCOUNT
COURIER - GERALDTON TO PERENJORI
73 RUSSELL ST - ROOFING MATERIALS
WEBSITE MAINTENANCE - PERENJORI & LATHAM
$
$
$
$
$
$
100.00
100.00
119.73
356.40
1,652.90
90.00
T
T
M
M
M
M
EFT5998
EFT5999
EFT6000
EFT6001
EFT6002
EFT6003
31/07/2014
31/07/2014
31/07/2014
31/07/2014
31/07/2014
31/07/2014
CRC, FIRE STATION - KEY TOUCH PADS
29 LIVINGSTONE STREET - REPLACE WINDOW GLASS
MOSQUITO CONTROL - PUMP, BRUSH, KIT
SYNERGY SOFT - RENEW & LICENCE FEES
WASTE ONLY SIGNS, RURAL PLATE NUMBERS
REPAIR OF LEAKING TAPS/SHOWER TAPS
$
$
$
$
$
$
550.00
129.50
236.50
28,626.40
580.80
523.60
M
M
M
M
M
M
EFT6004
EFT6005
EFT6006
GERALDTON LOCK AND KEY SPECIALISTS
GLASS CO CLEAR QUALITY
GLOBE PEST SOLUTIONS
IT VISION
JASON SIGNMAKERS
KOOLA ENTERPRISES PTY LTD ATF CBMA
TRUST
31/07/2014 LANDMARK OPERATIONS LIMITED
31/07/2014 MCDONALDS WHOLESALERS
31/07/2014 MICK LUNDIE BITUTEK
FRIDGE BASE
COUNCIL REFRESHMENTS AND CLEANING
PERENJORI ROTHSAY RD AND WUBIN MULLEWA RD SEALING
$
$
$
121.00 M
276.35 M
18,250.10 M
EFT6007
EFT6008
EFT6009
31/07/2014 MK BROWN
31/07/2014 PRECISION LASER SYSTEM
31/07/2014 SHIRE OF THREE SPRINGS
$
$
$
1,680.00 M
149.60 M
3,946.22 M
EFT6010
EFT6011
EFT6012
EFT6013
EFT6014
EFT6015
31/07/2014
31/07/2014
31/07/2014
31/07/2014
31/07/2014
01/07/2014
73 RUSSELL ST - MAINTENANCE
PJ1599 - LASER TEST BATTERY
SHIRE OF THREE SPRINGS - SHARED COMMUNITY
EMERGENCY SERVICES
ECO HOUSE 1 & 2 - SHEETS
METER CHARGES 20/05 - 20/06
TOLL COURIER - FREIGHT
DEPOT - INSTALL OVERIDE SWITCH
PJ1585 - PLANT REPAIRS MATERIALS
LANIER MPC5000 PHOTOCOPIER LEASE 01 JULY TO 30 SEP 14
$
$
$
$
$
$
53.98
1,386.35
95.61
5,438.21
162.69
1,381.81
EFT6016
EFT6017
15/07/2014 SG FLEET AUSTRALIA PTY LIMITED
21/07/2014 WESTERN AUSTRALIAN TREASURY
CORPORATION
07/07/2014 MIGHTY MENS CONFERENCE AUSTRALIA
07/07/2014 BOND ADMINISTRATOR
01/07/2014 DAIMLER TRUCKS PERTH
07/07/2014 SHIRE OF PERENJORI - CHQ
07/07/2014 SYNERGY
07/07/2014 TELSTRA CORPORATION
22/07/2014 SHIRE OF PERENJORI - CHQ
22/07/2014 SYNERGY
31/07/2014 ASGARD SUPER
31/07/2014 AUSTRALIAN SUPER
31/07/2014 GESB
31/07/2014 HOST PLUS SUPER
31/07/2014 REST INDUSTRY SUPERANNUATION
31/07/2014 SHIRE OF PERENJORI - CHQ
31/07/2014 FRANK GILMOUR PEST CONTROL
JET PATCHER = LEASE JULY 14
LOAN NO. 98 FIXED COMPONENT - JOHN STREET
SUBDIVISION
T467 LATHAM COMMUNITY CENTRE BOND REFUND
T20 - GELLATLY 160 JOHN ST BOND TRANSFER
SUPPLY 1 FUSO CANTER 515
Payroll deductions
FM TOWER - ELECTRICITY 05 APR TO 19 JUN 14
TELSTRA - USAGE CHARGES TO THE 15 JUN 14
Payroll deductions
STREETLIGHTS - 25MAY - 24JUN
Superannuation contributions
Superannuation contributions
Superannuation contributions
Superannuation contributions
Superannuation contributions
Payroll deductions
29 LIVINGSTONE ST - TREAT FOR COCKROACHES
$
$
14,489.52 M
18,513.86 M
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
150.00
530.00
25,047.00
50.00
1,376.35
3,442.47
140.00
1,995.95
708.42
1,400.89
62.09
699.97
2,293.33
130.00
330.00
868
869
19002
19003
19004
19005
19006
19007
19008
19009
19010
19011
19012
19013
19014
MULTIPLE TRADES AND MAINTENANCE
PEACHES & CLEAN
PURCHER INTERNATIONAL PTY LTD
SHIRE OF MORAWA
SHIRE OF THREE SPRINGS
SPOTLIGHT PTY LTD
STAPLES AUSTRALIA PTY LTD
TOLL IPEC PTY LTD
WCC ELECTRICAL & AIR CONDITIONING
WESTRAC PTY LTD
ALLEASING PTY LTD
2/3
$
172.74 M
M
M
M
M
M
M
T
T
M
M
M
M
M
M
M
M
M
M
M
M
M
SHIRE OF PERENJORI
LOCAL GOVERNMENT ACT 1995
Accounts for Payment for the Period
Ended JULY 2014
19015
31/07/2014 GILMOUR EARTHMOVING PTY LTD
19016
19017
19018
19019
19020
31/07/2014 MORAWA ROADHOUSE
31/07/2014 PERENJORI & DISTRICTS TOURIST CENTRE &
PIONEER MUSEUM
31/07/2014 PERENJORI CWA
31/07/2014 PERENJORI HOTEL
31/07/2014 PERENJORI VOLUNTEER BUSH FIRE BRIGADE
19021
40714
300714
300714
31/07/2014
04/07/2014
14/07/2014
31/07/2014
TELSTRA CORPORATION
WESTNET
BANKWEST
BANKWEST
WARRIDAR - COPPERMINE RD - ROAD CLEARING, RUBBISH
TIP, GRAVEL STOCKPILE
YOUNG LEADERS - SANDWICHE
CARAVAN PARK - EVERLASTING SEEDS
$
25,976.50 M
$
$
165.00 M
40.00 M
REVITALISATION PROJECT - CATERING
JULY COUNCIL LUNCH 18/7/14
BLUES FOR THE BUSH 2013 - SERVICES
$
$
$
262.50 M
1,137.00 M
725.00 M
TELSTRA CHARGES TO 15 JULY 2014
WESTNET CHARGES
PERIODICAL PAYMENT TO MASTERCARD
BANK FEES
3/3
$
$
$
$
SUM $
3,439.27
249.85
12,604.95
183.98
892,773.93
M
M
M
M
Attachment
14082.5
1. Income and Expenditure Statement
Ordinary Council Meeting
21st August 2014
CARAVAN PARK BUSINESS UNIT
BUDGETED 2014-2015
Details
INCOMES:
13150 CARAVAN PARK FEES
Customers:
-Others
-Maca (Chalets 1-4)
CVP
$148,320
EXPENSES:
VARIABLE COSTS
13108 CVP CLEANING
13175 CVP VILLAGE CLEANING COSTS
250
251
252
253
251
252
253
CONTRIBUTION
PROFIT and (LOSS)
CVP Village
Total
CVP Village
$109,920
$38,400
$70,699
$121,176
$340,196
$70,699
$121,176
$191,875
($53,256)
($62,959)
($53,256)
($37,778)
$0
$0
$0
240
254
264
264
($11,219)
($5,277)
$0
CVP
CVP Village
$200,532
$33,482
$244,368
$277,849
$33,482
$244,368
$478,381
($34,959)
($47,106)
($34,959)
($12,759)
$0
($12,478)
($406)
($3,000)
($11,219)
($5,277)
$0
$0
$0
$0
Total
$105,007
$95,525
($47,106)
($14,000)
($600)
($15,000)
($450)
($3,000)
($11,219)
($5,277)
$0
L/YEAR
30/06/2014
$105,007
$95,525
$70,699
$121,176
$191,875
($14,000)
($600)
($15,000)
($450)
13173 MIDWEST TRANSPORTABLES COMMISSION EXPENSE
FIXED COST
13176 CVP VILLAGE INSURANCE
13170 CARAVAN PARK VILLAGE SALARIES
13171 CARAVAN PARK VILLAGE SUPERANNUATION
13100 CARAVAN PARK SALARIES
13101 CARAVAN PARK SUPERANNUATION
13102 CARAVAN PARK MAINTENANCE EXPENSE
Maintenance & Insurance:
- Maintenance Cost - Inhouse
13102
- Maintenance Cost - Subcontractors
13102
- Accommodation Amenities
13102
- Insurance
13103 CARAVAN PARK BUILDING EXPENSE
13103
- Maintenance Cost - Subcontractors
13103
- Insurance
13399 ADMINISTRATION ALLOCATED
REVISED
BUDGETED
30/06/2015
($62,959)
13172 CARAVAN PARK VILLAGE MAINTENANCE EXPENSE
13172
- Water
250
13172
- Electricity
252
- Maintenance Cost - Inhouse
13172
- Maintenance Cost - Subcontractors
240
13103 CARAVAN PARK BUILDING EXPENSE
13103
-Telephone
13103
-Electricity
13103
-Gas
BUDGETED
30/06/2015
$109,920
$38,400
13185 CARAVAN PARK VILLAGE ACCOMMODATION FEES
Customers:
-Others
-Maca (AV - 24 Units - July to Sept 14)
13102 CARAVAN PARK MAINTENANCE EXPENSE
13102
- Water
13102
-Telephone
13102
-Electricity
13102
-Gas
ACTUAL
BUDGETED
30/06/2015
($12,759)
$0
($12,478)
($406)
$0
($12,892)
($3,483)
($3,075)
($243)
$0
$0
$0
($12,892)
($3,483)
($3,075)
($243)
$0
$0
($93,009)
($163,094)
($235,847)
($163,094)
($325,856)
($125,208)
($182,483)
($72,993)
($227,899)
($282,308)
($227,899)
($355,301)
$55,311
($43,971)
$14,340
$9,393
$127,540
($4,459)
$123,081
($2,200)
($5,000)
($475)
($2,200)
($5,000)
($475)
($2,143)
($5,006)
($5,770)
($2,143)
($5,006)
($5,770)
($74,620)
($5,700)
($2,200)
($5,000)
($475)
($74,620)
($5,700)
($21,109)
($25,891)
$0
($1,300)
($21,109)
($25,891)
$0
($1,300)
($16,590)
($30,668)
($7,911)
($1,256)
($16,590)
($30,668)
($7,911)
($1,256)
($3,500)
($1,500)
($4,006)
($137,627)
($5,183)
($12,858)
($3,500)
($1,500)
($9,189)
($150,485)
($5,183)
($12,858)
($3,272)
($1,449)
($3,945)
($148,776)
($5,466)
($18,386)
($3,272)
($1,449)
($9,411)
($83,477)
($82,315)
($56,829)
($136,145)
($3,465)
($21,237)
($22,844)
$39,604
($77,600)
($6,085)
Attachment
14083.1
1. Open Day Program
Ordinary Council Meeting
21st August 2014
Blues for the Bush – Open Day Program – DRAFT
KIDS ENTERTAINMENT
Start
Finish
Description
Venue
10.00am
4.00pm
Bouncy Castles
Kids Entertainment Area
10.00am
10.00am
10.00am
11.00am
11.00am
12 noon
1.30pm
2.00pm
4.00pm
12.30pm
11.30am
12 noon
1.30pm
1.00pm
3.30pm
3.00pm
Recycled Art & Craft with the Fairies
Mural Painting with Phil Doncon
Face Painting with the Fairies
Kite Making Workshop
Circus Workshop with Gascoyne Circus
Dragon Show
Face Painting with the Fairies
Kite Making Workshop
Kids Entertainment Area
Kids Entertainment Area
Kids Entertainment Area
Kids Entertainment Area
Big Top (TBC)
Main Stage
Kids Entertainment Area
Kids Entertainment Area
THE GOOD LIFE
Start
Finish
Description
Venue
10..00am
10.00am
10.00am
10.00am
11.00am
12 noon
12 noon
1.00pm
1.30pm
1.30pm
2.00pm
2.00pm
2.30pm
4.00pm
1.00pm
12 noon
11.00am
12noon
12.45pm
2.00pm
2.00pm
2.15pm
2.30pm
3.00pm
4.00pm
4.00pm
Barber Shop: Haircuts and Beard Trims (TBC)
Sourdough Making Demonstration
Floral Arranging - vases
Perfume Oil Blending Workshop
Perfume Oil Blending Workshop
Body Scrub Making Workshop
Floral Arranging - bouquets
Bundiyarra Workshops (TBC)
Body Scrub Making Workshop
Butchery Demonstration with MLA (TBC)
Kite Making Workshop
Floral Arranging - Boxes
Candle Making Workshop
Workshop Marquee
Food Pavilion
Workshop Marquee
Workshop Marquee
Workshop Marquee
Workshop Marquee
Workshop Marquee
Workshop Marquee
Main Stage
Food Pavilion
Kids Entertainment Area
Workshop Marquee
Workshop Marquee
PERFORMANCES & POETRY
Start
Finish
Description
Venue
10.00am
11.15am
1.00pm
1.45pm
2.15pm
3.30pm
11.00am
12 noon
1.45pm
2.15pm
3.30pm
3.45pm
Bush Poetry
Chipolatas
Paint Storm Performance
Bush Poetry
Chipolatas
Official Opening Address & Welcome to Country
Main Stage
Main Stage
Paint Storm Wall
Main Stage
Main Stage
Main Stage
Description
Venue
MUSICIAN WORKSHOPS
Start
Finish
12 noon
1.00pm
3.00pm
3.45pm
Song writing Workshop – with The Yearlings & Sara
Tindley
The Story of Song – with Cara Robinson
TBA
TBA
GUNDAWA
Start
Finish
Description
Venue
11.00am
11.30am
12.50pm
2.00pm
11.30pm
12.50pm
2.00pm
3.15pm
Gundawa Regional Association Business Plan Launch
Project Presentations
Guest Speakers
Panel Discussion
Red Tent (TBC)
Red Tent (TBC)
Red Tent (TBC)
Red Tent (TBC)
FOOD AND DRINK
Start
Finish
Description
Venue
10.00am
10.00am
10.00am
10.00am
2.30pm
4.00pm
Late
Late
Late
4.00pm
3.45pm
Midnight
Mojito Cantina - Mexican Fare
Passenger Platform - Gourmet Burgers & Cool Drinks
The Healthy Wagon - Vegan & Vegetarian, coffee
Ice Cream/Sweeter Banana (TBA)
Afternoon Bush Tea
Bar
Food Area
Food Area
Food Area
Food Area
Bar Area
Bar Area
Attachment
14085.1
1. Corporate Business Plan
Ordinary Council Meeting
21st August 2014
EMBRACE OPPORTUNITY
Shire of Perenjori
Corporate Business Plan
2013 – 2017
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 1
Shire of Perenjori
44 Fowler Street
PO Box 22
Perenjori WA 6620
P 08 9973 1002
F 08 9973 1029
E ceo@perenjori.wa.gov.au
WA Grassroots Development
P.O Box 167 Wongan Hills WA 6603
Document Management
Version:
4
Status:
Draft
Date:
6 June 2013
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 2
Contents
Message from the Shire President
4
Vision, Mission, Values
5
Integrated Strategic Planning
6
Priorities for Perenjori
7
Strategic Plan link to Corporate Business Plan Projects
Community Project Descriptions
Operational Risk Assessment
Internal Analysis
Resource Capability Assessment
Financial Estimates
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 3
Message from the Shire President
Welcome to the Shires
Corporate Business Plan
I am delighted to introduce the Shire of Perenjori’s first Corporate Business Plan.
This plan operationalises the Vision and Goals for the future of the community, and creates a framework by which
the goals in the Strategic Plan can be achieved.
The Corporate Business Plan sets the Strategic Direction and
identifies priority areas of delivery and investment. It also identifies the operational risks for the Shire to achieve the
communities vision, and identified required improvements. It provides an assessment of the resource capability of
the Shire and determines the resources required to deliver on the priorities and projects. It also provides
performance targets that will allow Council to provide a means of reporting to the community and our project
partners.
The Corporate Business Plan sets out the major activities that it intends to undertake in the next four years. The
annual budget and plan for the Shire will be developed from the Corporate Business Plan each year. This is therefore
a very useful document for community as it gives a complete picture of how the Shire is working on their behalf to
achieve the vision articulated in the Strategic Community Plan 2012 – 2022.
In this Corporate Business Plan, the Shire is affirming its support for delivering on core services, as well as funding a
proactive growth and development strategy. This is in direct response to the community needs expressed in the
Strategic Community Plan, and will enable Perenjori to reach its target population of 1,200 people in the next 10
years.
Councillors, community, key stakeholders and senior staff have worked diligently on developing this Corporate
Business Plan and ensuring it represents the views, needs and future plans of the community. I would like to take
this opportunity to express our sincere appreciation for all those involved in its development.
The next 4 years will be very exciting in the Shire of Perenjori’s history and the shire and community are well placed
to deliver on this exciting plan. I commend this document to you.
Councillor Chris King
Shire President Shire of Perenjori 2013
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 4
Vision for the Community
Perenjori will be dynamic and innovative and build on its key industries – mining, agriculture, energy and
the environment to deliver sustained growth for its communities. The community and Council will build
on its resilient, adaptive and strong community spirit to create a place that people want to live, work
and invest in. In every regard, Perenjori will EMBRACE OPPORTUNITY.
Mission for the Shire
The Shire of Perenjori will lead and partner the community to achieve its aspirational targets for the future. The
Shire will work collaboratively with the community and partners and provide open deliberative decision making that
empowers the community to participate. The Shire is the community’s servant as well as its leader.
Values
Entrepreneurial and Resourceful
The key value that describes Perenjori is encapsulated in this question ‘how can we help?’ Perenjori is entrepreneurial and
resourceful and they like to add value and solve problems for people. They are keenly interested in making things happen
without necessarily counting the benefit or how it’s distributed. They have an appetite for risk and they say yes to opportunities
and then make them happen.
Resilient and adaptive
Perenjori has been a community that has faced very tough times. As a community it has a key value of learning how to respond
to challenges and bouncing back from the most difficult of circumstances. It believes strongly in adapting and changing to get
the best result.
Spirit and Independence
Perenjori is a community that values its independence and has a strong sense of identity. Its culture of resourcefulness and
valuing hard work undoubtedly has its roots in its pioneering history and derives from the isolation and challenge to survive in a
farming area that is on the edge of the pastoral zone. It also has generated the spirit of generosity and giving that creates the
high levels of community spirit and volunteering.
Strength through Partnerships
Whilst valuing its independence, Perenjori is a community that also values interdependence. It actively works to partner with
other Shires, Regional organisations, business and industry and all parts of Government to achieve mutual goals. The Shire
recognises that it alone cannot achieve the outcomes needed for the future prosperity of the community. Working together in a
united fashion creates more strength for the future.
Ethical and upfront
The Shires commitment is to honesty, integrity and accountability. It believes it should be held to account for its performance
and results that it generates. It also believes that the way in which it undertakes its leadership role is important and is
committed to being accountable for its commitments and honest in all its dealings. Trust is a key ingredient in relationships and
Perenjori believes people will want to do business with them if they hold true to their values.
Financial Sustainability
The Shire has a core value that it must have the capacity to manage its finances in the long-term to enable the community’s
expectations to be met and growth to be delivered on. It will manage its resources to create the greatest net gain and invest
strategically in projects and programs that bring the greatest long term good.
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 5
Integrated Strategic Planning
The Shire of Perenjori has introduced an Integrated Strategic Planning framework that will drive all of our activity.
The framework has been developed according to the Integrated Planning and Reporting Framework and Guidelines
which were released in October 2010. Section 5.56(1) of the Local Government Act 1005 requires that each local
government is ‘to plan for the future of the district’, by developing plans in accordance with the regulations.
Diagram 1: Integrated Strategic Planning Framework
The framework has the following elements:
o
o
o
10 year Strategic Community Plan which outlines our vision for the future, our values and our strategic goals.
This was adopted by Council in May 2013.
4 year Corporate Business Plan (this plan) which details what we will do to implement the Strategic
Community Plan. This document details the key projects and resources required to deliver on the Strategic
Community Plan and details the planned project outputs/outcomes, estimated project costs, source of
funds, project schedule and resource required to implement projects. The Corporate Business Plan also
contains a risk assessment of the Shires financial and human resource capacity to implement the Plan over
the 4 years.
An Asset Management Plan which enables the Shire to plan and manage their assets so that the
communities aspirations can be reached. It is based upon ‘whole of life’ and ‘whole of organisation’
approaches and the effective identification and management of risks associated with the use of assets.
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 6
o
o
o
o
10 year Long-term Financial Plan which is a high level document that indicates the Shires long term financial
sustainability, allows for early identification of financial issues and their longer term impacts, and shows the
financial impacts of plans and strategies.
A Workforce Development Plan which will analyse the operational capacity of the Shire, contrast that to the
strategic needs created by the plans, and identify the capacity, skills and knowledge gaps and how to address
them.
An Annual Budget which will record the planned activity and expenditure for each year; and
An Annual Report which provides the community with a detail account of what has been achieved each year
and progress made towards the Performance Targets and achievement of Corporate Business Plan.
Priorities for Perenjori
Perenjori has set a population target of 1,200 people living in the Shire. This is a significant goal and will require a
focussed investment and service plan to achieve that population target. The Strategic Community Plan has laid out
the five goal areas that will help the Shire to achieve this target.
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs.
Area 2: Industry and Business Development – Our Economy
Goal: Fostering and maximising growth across the economy, embracing opportunities for
diversifying and strengthening our economic base.
Area 3: People and place – Our Community
Goal: Demonstrating a high quality of life for all, offering relevant activities, facilities, and
services to enable people to meet their needs and achieve their potential.
Area 4: Investing in Community Capacity – Civic Leadership
Goal: Supporting community’s strong volunteering culture and supporting community leaders
to grow and develop.
Area 5: Investing in Councils Capacity – Our Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government
providing excellence in all areas of governance, management and leadership.
Mining, Energy and Eco-Tourism have emerged as a key drivers for growth for the Shire of Perenjori, although with
the existing driver Agriculture. The five goal areas allows the Shire to work with the business and general community
to harness the potential of these growth drivers. The Corporate Business Plan operationalises the 5 goals to achieve
31 projects that deliver directly on the priorities in the Strategic Plan.
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 7
These Priority areas are outlined in the Table below.
Table 1: Perenjori Priorities
High Priority
Infrastructure
and Natural
Assets
1.
2.
3.
4.
5.
6.
7.
8.
Telecommunications Project
Solar Park Power Project
Morawa Perenjori Road upgrade project
Local Road network maintenance
Perenjori CBH Project
Sewerage Innovation Project
Regional Strategic Waste Management
Project
Support Perenjori Farming Futures Group
Industry and
Business
Development
12.
13.
14.
15.
Business Support Service
Land Development project
Perenjori Business Incubator Project
Develop Perenjori CRC
People and
Place
16. Perenjori Housing Company Project
17. Perenjori Early Childhood Centre
18. Community Development and Learning
Investing in
Community
Capacity
Investing in
Councils
Capacity
28. Investing in Local Leadership
29. Build capacity of Shire to lead, manage,
develop the workforce and manage risk
effectively
Medium Priority
Low Priority
9.
NBN Extension Hill
“Extend to Perenjori”
project
10. Water Pipeline Project
11. Perenjori Diesel Energy
Power Supply Project
19. Support North Midlands
Medical Practice and
Karara Mobile Service
20. Regional Sports Club
Development Officer
21. Perenjori Sport and
Recreation Plan
Implementation
22. Develop an Art, Culture
and Heritage Program
23. Marketing and Tourism
Action Plan
24. Community Bus
25. CBD Development and
infill project
26. Development and
renewing of Parks,
Gardens and
Playgrounds
27. Perenjori Community
Safety Facilities
31. Implement integrated
Strategic Planning
Framework
30. Develop high level ability to financially
leverage Councils financial capacity
Overall the Corporate Business Plan outlines 31 project areas for the Shire to achieve over the next 4 years. The
projects listed are subject to funding and the annual budget. Project number does not indicate priority level, with
Council required to review and adapt the projects as variables are managed and capitalized.
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 8
Strategic Plan link to Corporate Business Plan Projects
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built environment,
which meets current and future community needs.
Projects
Partners
% shire covered by Mobile
footprint
2014/15
Telecommunications
Project
RfR Black Spot
Program,
1.1.2 Fibre connection or
equivalent technology to
Perenjori and outlying areas
Data speed within PJ 40 –
100Mb/s, satellite areas 12
Mb/s
2014
NBN Extension Hill
“Extend to Perenjori”
Project
1.2.1 Additional PJ town water
supply through reticulation
pipeline project
Pipeline connected by 2017
2017
Asia Iron Water
Pipeline Project
Watercorp
Asia Iron
DoW
Low
1.3.1 Support development
local power supply options
Power reliability greater than
98%
2014
Perenjori Diesel
Energy Power Supply
project
Perenjori Energy
Edge of Grid
Medium
1.3.2 Support development 200
MW Solar Park Power Project
Investors (govt and private)
attracted to and invest in
project
2015
1.4.1 Morawa Perenjori double
lane seal upgrade
Upgrade completed
2014
Morawa Perenjori
Road upgrade project
1.4.2 Maintain Local Road
network to required standard.
Monitor impact mining roads
becoming local roads (120 –
130kms new road).
Meets service level
expectations
Ongoing
Local Road Network
maintenance
Mining
Companies
Government
Med
1.4.3 Lobby to resolve Rail line
capacity issue
Develop PJ CBH facility and site
access Carnamah Rd
1.5.1 Investigate sewerage
alternates for CBD area PJ
Grain on rail to port achieved
Local grain receval point
maintained
2014/15
Perenjori CBH project
CBH
WA Railways
High
Alternative proposal
developed and costed
2014
Sewerage Innovation
project
Watercorp
RDA Mid West
Med
1.5.2 Participate in Regional
Strategic Waste Management
Project
Regional project is
successfully implemented
2014/2015
Regional Strategic
Waste Management
Project
Shire of
Morawa
Waste Authority
Med
1.6.1 Develop environmental
services and Centre to link to
450,000ha environmental
asset, and develop offset
opportunities
Centre built and
environmental asset attracts
10 – 15k annual visitors
2016
Environment Centre
High
1.6.2 Develop local policy for
tree cropping/ carbon farming
Carbon farming enabled –
100,00 has established in
Shire
2014
Perenjori Farming
Futures Group
DEC, NACC,
Uni’s,Yarra
Yarra,
Bush Heritage
Fund, Yalgoo
Shire, Yamatji
groups,
Rangelands,
NACC
1.3 Energy
1.6 Environment – natural
and built
1.5 Waste
Management
1.4 Transport Linkages
Priority
High
Timing
1.1.1 Improved mobile phone
coverage
1.2 Water
Supply
1.1 Telecommunications
Strategic Theme 1: Infrastructure and Natural Assets
Objectives
Measurement
Corporate Business Plan Shire of Perenjori 2013 - 2017
Solar Park Power
Project
Extension Hill
NBN Co.
Aust Govt –
Solar Flagships
Program
Abengoa
MW Dev Comm
Main Roads
RfR
Med
High
Med
Page 9
Area 2: Industry and Business Development – Our Economy
Goal: Fostering and maximising growth across the economy, embracing opportunities for diversifying and
strengthening our economic base.
2.4 Investment
Attraction
2.3 Land Development
2.2 Future Business Planning
2.1 Trade Facilitation
Strategic Theme 2: Industry and Business Development
Objectives
Measurement
Timing
Projects
Partners
Priority
2. 1.1 Develop trade linking
service coordinated
between Shire and local
businesses to gain business
with major developments
Trade flows result in 50% local
business community (annual
business survey)
2014
Business Support
Service
Shire of
Morawa
Mid West CCI
SBDC
High
2.1.2 Identify supply chains
for major industries and
identify gaps to develop
B2B servicing capacity in
region or attract/fill gap
2.2.1 Work with CCI to
develop local business
group
4 new business startups/annum
2014
Business Support
Service
Group established and running
2 projects/yr
2014
Business Support
Service
Mid West CCI
High
Planning for growth function in
place
2014
Business Support
Service
Med
Farming extension projects
undertaken
2013
Perenjori Farming
Futures Group support
All service opportunities
capitalized by existing or new
businesses
Ongoing
New service businesses
facilitated to develop
CCI, SBDC,
MWDC,
Enterprise
Connect
Program
NEFF
DAFWA
Local
business
group
Existing industrial blocks built
on
2014
Land Development
project
Landcorp
High
New park blocks available for
purchase
2015
Land Development
Project
Landcorp
High
Sufficient affordable
accommodation is made
available on time
2015
Land Development
Project
WAPC
High
New businesses establish via
this model
2015
Land Development
Project
Business Incubator is fully
rented
2014
2.2.2 Develop business
growth support function
2.2.3 Support strong
sustainable agricultural
industry
2.2.4 Service opportunities
identified and developed
(eg. Laundromat)
2.3.1 Reclaim Industrial
land that has not been
developed in agreed
timeframes
2.3.2 New Industrial park
development
2.3.3 New Residential land
development
2.3.4 Rezoning Residential
Enterprise area to create
opportunity to live/work on
land
2.4.1 Business Incubator
established and campaign
to attract contractors put in
place
Corporate Business Plan Shire of Perenjori 2013 - 2017
Perenjori Business
Incubator Project
High
Med
High
Med
MWDC
RfR
High
Page 10
2.5 Workforce Development
2.6 New Industry Development
2.5.2 Create opportunity for
Recruitment and Training
company to be based in
Perenjori
Sufficient skilled staff sourced
for all local businesses and
projects
2014
Business Support
Project
Private
provider
High
2.5.3 Link CRC to
Universities, Durack
Institute and private sector
to deliver training in region
Increase level diploma to
tertiary level education
2014
CRC Project
High
2.5.4 Work with trades
training centre in Morawa
to give young people to
pursue a career in trades
and stay in their home town
2.6.1 New industry ideas
identified and pursued eg.
local produce, market
gardens, eggs, linen.
People aged 15 – 21 stay in
community
2014
Learning and Education
Project
Reg
Workforce
Development
Centres
Private
Sector,
Durack
Institute
New industry developments in
region
2015
Business Support
Project
Curtin Uni
Ignition
Program
Med
2.6.2 Support Renewable
Energy Development
People and place – Our Community
Goal: Demonstrating a high quality of life for all, offering relevant activities, facilities, and services to
enable people to meet their needs and achieve their potential.
3.2 Education and Learning
3.1 Affordable Housing
Strategic Theme 3: People and Place
Objectives
Measurement
Timing
Projects
Partners
Priority
3.1.1 NFP Housing Company
formed to create private/
community investment in
housing
15 houses built and
sold/rented by 2015
including key worker, aged
care, single accom
2014
Establish
Perenjori Housing
Company Project
Dept of Housing
High
3.2.1 Support services provided
to young people and children –
School Chaplaincy Program
Support Worker Employed,
meeting funding
requirements
2013
Learning and
Education Project
High
3.2.2 Develop PECC Perenjori
Early Childhood Centre
Childhood Centre constructed
by 2014
2014
Learning and
Education Project
Perenjori Primary
School
Dept Education
Dept for
Communities
Dept of Health
RDL – CRC Program
3.2.3 Develop knowledge base
hub that fosters innovation
(CRC) and provides all post
secondary options for learning
Level of use by business,
regional and general
community
2015
CRC
Corporate Business Plan Shire of Perenjori 2013 - 2017
2016
High
High
Page 11
3.3 Health and Well-being
3.4 Town Renewal
3.5 Lifestyle including cultural, heritage and sport and rec facilities
3.6 Safety and Security
3.3.1 Expand medical services
through North Midlands
Medical Practice Regional
Model
GP services extended to 3
days per week
2015
Full range of allied health
services provided locally
2014
3.3.2 Extend allied health
services through Karara Mobile
Service and regional model
Full range of social service
providers to offer visiting
services to community
Ongoing
Karara Mobile
Health Service
3.3.3 Lobby Govt agencies for
social service provision
3.4.1 CBD and Retail area
revitalised with Lotto Agency,
Café, and infill to occur in Main
Street.
New retail offerings to plug
leaks
2015
CBD Development
and Infill project
3.5.1 Revitalise Perenjori Hall
into performing arts venue
Hall redeveloped by 2016
2016
Art, Culture and
Heritage Program
3.5.2 Support Art belt project
Implement project annually
2014
Art, Culture and
Heritage Program
3.5.3 Support local Arts Event
to develop
Exhibition developed by 2014
2014
3.5.4 Source Touring Movie
Facility to visit Perenjori
Touring movies 6 times per
year by 2013
2014
Art, Culture and
Heritage Program
3.5.5 Continue to implement
Sport and Recreation Plan and
review periodically
High level community
satisfaction with Sport and
Rec facilities
2014
Perenjori Sport and
Recreation Plan
implementation
3.5.6 Continue to monitor
Heritage listings, market and
promotion of heritage trail
Heritage register current
Publications developed,
marketing trail and buildings
2014
3.5.7 Maintain buildings to
heritage standards
Development of maintenance
plan, sourcing of funds
Ongoing
Heritage program
3.5.8 Acknowledgement of
Aboriginal history in area,
promoting to residents and
visitors. Ensure including in
Tourism Action Plan.
Story and information
available in public places
Community Awareness
Ongoing
Tourism Action Plan
3.6.1 Pursue
telecommunications coverage
on main roads for safety/
emergency purposes
Emergency calls possible from
all major roads
2014
Rapid response to major
events or incidences
2013
All Services continue to be
provided to community
2013
Feedback from community
2013
3.6.2 Develop risk management
plan for major events such as
fire
3.6.3 Support FESA, St Johns
and Roadwise Committee to
continue services to community
Corporate Business Plan Shire of Perenjori 2013 - 2017
North Midlands
Medical Practice
Project
SIHI
Karara
Dept Child
Protection
Regional Rural
Mental Health
Dept of
Communities
Share and Care
Centacare
Sexual Health
Counselling
MWDC + RfR
SBDC
Med
CANWA
Lottery West
Dept of Arts and
Culture
Med
Med
CANWA, P&C, CRC
Dept of Sport and
Recreation
Ongoing
Heritage Council
Heritage program
Med
Lotterywest
Local Aboriginal
Groups
DIA
Reconciliation
Australia
Med
Mobile Phone
Tower project
Telecommunication
retailers
Med
Develop Capacity of
Shire to Manage
Risk Project
FESA, St Johns,
Roadwise
High
Med
Ongoing
Develop Capacity of
Shire to Manage
Risk Project
Schools
Community
WA Police
Med
Page 12
3.6.4 Monitor safety concerns
for community and address
where possible
Area 4: Investing in Community Capacity – Civic Leadership
Goal: Supporting community’s strong volunteering culture and supporting community leaders to grow and
develop.
4.4 Leadership and Innovation
4.3 Volunteer Support
4.2 PJ Mojo
4.1 Marketing the Community
Strategic Theme 4: Civic Leadership
Objectives
Measurement
Timing
Projects
Partners
Priority
4.1.1 Develop a marketing
program for Perenjori including:

Induction for new residents

Investment attraction project

Marketing PJ to itself –
‘whats great about PJ”

Tourism Marketing Strategy
– a coordinated approach to
Tourism across all
stakeholders

To keep the community
informed of progress with
projects and activities
New Residents package
developed
Perenjori Prospectus
review and redeveloped
Develop a Perenjori
centric document which
presents an Action Plan
for developing Tourism
Community newsletters,
website updates,
community notices
Annual survey to seek
feedback on Council’s
engagement with
community
2014
Marketing and
Tourism Program
Wildflower
Country
Tourism
High
2014
Marketing and
Tourism Program
Med
2014
Marketing and
Tourism Program
TWA
Golden
Outback VC
Caravan Park
CRC
Business
Community
Sporting
Community
4.2.1 Run a major annual event to
build PJ brand
2,500 people attend
major event
2014
Marketing and
Tourism Program
Med
4.2.2 Continue to support Annual
Show
4.3.1 Support local volunteer
services and create a welcoming
environment for volunteers from
other places
Festivals WA
Lotteries
Local
Businesses
Volunteer groups
continue to provide
necessary services
Thank a Volunteer event
Ongoing
Marketing and
Tourism Program
Med
4.3.2 Create PJ Virtual community
for people that leave the
community but want to stay
connected
1000 people engaged by
2014
2014
Local
community
groups
John Curtin
Volunteers
Lotteries West
4.4.1 Children and young people
leadership through the Junior
Council and Youth Advisory
Council
Junior and Youth Councils
established, and linked to
Council
2014
Investing in Local
Leadership
Schools
YACWA
Office of
Young
People’s
Interests
Med
4.4.2 Ensure local leaders are
trained, mentored and supported
2 local leaders undertake
sponsored training each
year
2014
CRC Project
RDL –
Regional
Leadership
Med
4.4.3 Innovation space is created
in CRC/business incubator space
so people with good ideas can
come together and link digitally
to support mechanisms
1 new innovation per year
is commercialised
WA
Innovation
Centre
Med
Corporate Business Plan Shire of Perenjori 2013 - 2017
2014
Marketing and
Tourism Program
Med
CRC Project
2014
Page 13
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 14
Area 5: Investing in Councils Capacity – Our Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence
in all areas of governance, management and leadership.
5.3 Financial Leveraging
5.2 Implement Integrated
Strategic Planning
5.1 Build capacity
Strategic Theme 5: Investing in Councils Capacity
Objectives
Measurement
Timing
Projects
Partners
Priority
5.1.1 Invest in leadership and
management capacity building for
Councillors and Staff
High performing government
2013/14
Top performance staff
Ongoing
MWRC
Dept of
Local
Government
WALGA
High
5.1.2 Invest in Workforce
development Plan
Build capacity
of Shire to lead,
manage and
develop
Workforce
Project
5.1.3 Build risk management
capacity and skills
5.2.1 Update Corporate Business
Plan:

Minor review every 2 yrs

Major review every 4 yrs
Councillors and Staff undertake
Risk Management Training
Community Satisfaction with
councils performance
2014/15
LGIS
WALGA
MWRC
High
5.2.2 Link Asset Man Plan, FCWP
and Financial Plan to Strat Plan
through Corp Bus Plan
5.2.3 Undertake Strategic Plan
Review in 2015
5.3.1 Develop high level of
knowledge of alternative funding
sources and build capacity to
access
2013
Shire complies with requirements
under reform agenda
Shire maintains its autonomy
and independence as per its poll
result
Reviews undertaken on time
Strategically targeted
fundraising plan developed to
allow for 2 yr lead time on
projects for funding application
success
Integrated
Strategic
Planning
Framework
implementation
High
Med
Dept of
Local
Government
2015
Ongoing
Develop
financial
leveraging
capacity project
All funding
bodies
Med
Ongoing
High
2013
High
5.3.2 Investigate income producing
strategies
Investigate fee for service activities
5.3.3 Develop Long Term Financial
Plan
Long Term Financial Plan
developed linking capital works,
strategic, corporate business
plans.
Projects identified can occur many times across the various Focus Areas as they meet and address needs in
multiple areas.
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 15
Community Project Descriptions
Infrastructure and Natural Assets – Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which
meets current and future community needs.
Project 1:
Telecommunications Project
HIGH PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: North Midland Shires, RfR, Midwest Development Commission, MWRC
Strategic Plan Link: 1.1.1
Project Description
Scope statement:
The project will provide mobile coverage and address priority black-spot areas within the Midlands region. The initial stage of
this project will be to construct via contract mobile towers in strategic locations at a cost of approximately $3.92M. The Shire of
Morawa will lead this project with contributions required from each of the North Midlands Shires.
Project outputs:
 Funding Application
 At least 5 mobile towers constructed in the North Midlands
Project outcomes:
 Improved telecommunications across the region
 Improved business capability and productivity, including the core industry of agriculture
 Increased safety for people on roads including notification of traffic accidents, and safety of road workers
Project Costs
Cost
2013 – 2014
$
Contribution to construct
two towers
TOTAL
2014 – 2015
$
$230,000
2015 – 2016
$
2016 – 2017
$
$230,000
Total
$
Recurrent Cost
Post 2017
$230,000
Source of Funds
Funding Sources
CLGF, Local
Mount Gibson Funds
Amount
150,000
80,000
Project Schedule
Major Milestones
CLGF application
Other sources funding application
Tenders let, contractors employed
Date
May 2013
Sept 2013
March
2015
June 2015
Towers installed
Status
confirmed
Confirmed
Output
Successful funding application
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
Level
Manager
Corporate Business Plan Shire of Perenjori 2013 - 2017
FTE Estimation
0.02 (13/14)
Page 16
Finance
Manager
0.01 (13/14)
Measuring Success
Outcomes
Increased community satisfaction
Improved telecommunications across
North Midlands
Project 2:
Tangible indicators of success
Community satisfaction, community
safety perceptions, and improved
business productivity
Measured by
Annual Community Survey
Perenjori Diesel Energy Power Supply Project
MEDIUM PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Perenjori Energy
Strategic Plan Link: 1.3.1
Project Description
Scope statement:
A project to produce power locally using diesel fuel has been proposed in order to address severe reliability and consequent
power outages. This is a key business issue for the community. The Council is assessing its ability to become a project partner in
the future.
Project outputs:
 Power plant will be established
Project outcomes:
 Reliable supply of power
 Capacity to attract new businesses
 Reduced business costs during summer and frequent outages
Project Costs
Cost
Partnership contribution
TOTAL
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
Recurrent
Cost
Post 2017
Not Known
Not known
Source of Funds
Funding Sources
Council Contribution
Amount
Not known
Status
Not budgeted
Project Schedule
Major Milestones
Work with business to develop
Date
Output
Project Resourcing and Skill/Capacity Level
Resources Required
CEO /Deputy CEO
Level
Management
FTE Estimation
0.1
Tangible indicators of success
Community satisfaction
Measured by
Annual community survey
Measuring Success
Outcomes
Reliable power supply
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 17
Number of disruptions and comparance with
previous years
Project 3:
Solar Power Project
HIGH PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Private Energy Companies, Fed energy agency – Australian Renewable Energy Authority
(ARENA)
Strategic Plan Link: 1.3.2
Project Description
Scope statement:
Strategic Plan Link: 1.3.2
The North Midlands sub-region has been identified as being ideal for solar power generation. The Shire is investigating the
opportunity to attract an Energy operator to establish a solar power project .
Project outputs:
 Solar thermal power plant
Project outcomes:
 New industry development
 Renewable energy for town and businesses
 New employment source
Project Costs
Cost
2013 – 2014
$
2014 – 2015
$
Council in-kind support
TOTAL
2015 – 2016
$
2016 – 2017
$
Total
$
Recurrent
Cost
Post 2017
Not known
Source of Funds
Funding Sources
Council in-kind support
Amount
Not known
Status
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
Level
Manager
FTE Estimation
0.02
Measuring Success
Outcomes
New renewable energy source
More reliable power for town
Increased population
Increased employment opportunities
Tangible indicators of success
Solar Plant operating
Statistics,
People employed
Corporate Business Plan Shire of Perenjori 2013 - 2017
Measured by
Plant built - operating
Reduced outages
ABS, electoral role
Community survey
Page 18
Project 4: Morawa Perenjori Road Upgrade Project
HIGH PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Main Roads, Contractors
Strategic Plan Link: 1.4.1
Project Description
Scope statement:
The Road will be upgraded and widened between Morawa and Perenjori for an approximate 20 kilometres. Total project cost
will be approximately $20M. This is a key project moving from a single-lane seal width to two-lane seal width, allowing for a
safer mix of heavy and light vehicles.” The project is expected to result in significant improvements in road safety and are being
jointly funded by the State Government’s Royalties for Regions and Main Roads WA and are part of the Safer Country Roads
initiative.
Project outputs:
 Road will be upgraded and widened
Project outcomes:
 Improved transport link between Morawa and Perenjori increasing road safety and amenity
 Ensures agriculture and mining industry is able to get its product to market
 Creates important transport linkages for region and new industry eg. mines
Project Costs
Cost
Road construction
TOTAL
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
Recurrent
Cost
Post 2017
$20,000,000
Source of Funds
Funding Sources
Main Roads
Amount
20,000,000
Status
Confirmed
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
Level
Manager
FTE Estimation
0.01
Measuring Success
Outcomes
Road widening and upgrade is completed
and the work meets standards
Increased visitor numbers and business
activity
Tangible indicators of success
Completion and quality
Increased traffic
Corporate Business Plan Shire of Perenjori 2013 - 2017
Measured by
Assessment and report
Public feedback
Farm and Mine feedback
Traffic counts, Visitor centre statistics
Page 19
Project 5:
Local Road Network Maintenance
HIGH PRIORITY
Project Manager: Works Manager
External Stakeholders: Contractors, Roads to Recovery, Regional Road Group, Ratepayers
Strategic Plan Link: 1.4.2
Project Description
Scope statement:
The Shire of Perenjori has approximately 160 kms of bitumen roads, and 1500 kms of unsealed roads. The management of the
road infrastructure system includes the road pavement, footpaths, drainage, street lighting, verge maintenance and signs. The
ongoing maintenance and renewal of these assets is essential to the economic and social viability of the area.
Project outputs:
60 kms upgrade of roads per annum and ongoing maintenance program
Project outcomes:
 Ensures safety of road users
 Ensures agriculture and mining industry is able to get its product to market
 Creates important transport linkages for region and new industry eg. mines
Project Costs
Cost
Road infrastructure program
TOTAL
2013 – 2014
$
$2,751,893
$2,751,893
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
$2,545,060
$2,545,060
$2,751,893
$2,751,893
$2,751,893
$2,751,893
Total
$
Recurrent
Cost
Post 2017
$11,007,572
$11,007,572
Source of Funds
Funding Sources
Council Contribution
Roads to Recovery
Regional Road Group
Black Spot
FAGS Untied Road Grant
Mt Gibson
Amount
3,544,275
1,448,436
2,162,276
259,200
3,266,188
120,000
Status
Future Budgets
Currently budgeted
Currently budgeted
Currently budgeted
Currently budgeted
Project Schedule
Major Milestones
Annual upgrade and maintenance program
completed
Date
2013 2017
Output
Upgrades completed within budget
Maintenance completed within budget
Project Resourcing and Skill/Capacity Level
Resources Required
Works Manager
Level
Manager
FTE Estimation
0.8 FTE
Measuring Success
Outcomes
Annual maintenance program completed
successfully
Tangible indicators of success
Performance of road network
Corporate Business Plan Shire of Perenjori 2013 - 2017
Measured by
Completion of roads program and
targets achieved
Public feedback – annual survey
Number and nature of complaints
Page 20
Project 6:
CBH Investment for Perenjori
HIGH PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: CBH, Aurizon
Strategic Plan Link: 1.4.3
Project Description
Scope statement:
This project has a number of components to ensure continued access to grain delivery to the Geraldton Port. An access road to
Perenjori CBH North bulkhead will be constructed from Perenjori Carnamah Road to divert traffic from passing through
Perenjori. The second part of the project is to lobby to keep grain on rail from Perenjori North to Geraldton Port, and to ensure
the Southern rail link is maintained.
Project outputs:
 Access road constructed
 Southern Rail Link maintained
Project outcomes:
 Reduce heavy haulage impact on local and state road network
 Continued use of rail for grain from Latham to Geraldton
Project Costs
Cost
2013 – 2014
$
Road construction
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
Recurrent
Cost
Post 2017
Not known at
this stage
TOTAL
Source of Funds
Funding Sources
CBH
Council contribution
Amount
Not known
Not Known
Status
Project Schedule
Major Milestones
Access road negotiated and funded
Access road constructed
Lobby to maintain Southern Rail Link
Date
2014-15
2015-16
Ongoing
Output
Access road agreed and funding achieved
Access road constructed
Southern Rail Link maintained
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
Works Department
Level
Manager
Manager
FTE Estimation
0.01
0.02
Measuring Success
Outcomes
Reduced road impact
Tangible indicators of success
Road condition reports and feedback from
community
Rail lines maintained
Lines continued to be used to transport grain
Corporate Business Plan Shire of Perenjori 2013 - 2017
Measured by
Road count
Road budget impact reduced
Grower feedback
Number of trains, amount of grain hauled by
rail
Page 21
Project 7:
Sewerage Innovation Project
HIGH PRIORITY
Project Manager: EHBO
External Stakeholders: MWRC
Strategic Plan Link: 1.5.1
Project Description
Scope statement:
Council will investigate options to provide sewerage to main street businesses and central townsite area to allow an increase in
building density. A range of options and costing’s will be developed to identify the most efficient and effective method of
providing waste management.
Project outputs:
 Sewerage options identified for Perenjori
Project outcomes:
 Identified options and costing’s for installation of deep sewer in main part of Perenjori
Project Costs
Cost
Sewerage infrastructure
TOTAL
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
Recurrent
Cost
Post 2017
Not known
Not known
Source of Funds
Funding Sources
Watercorp
RfR – Headworks Grant
Amount
Not known
Not known
Status
Not applied for
Not applied for
Project Schedule
Major Milestones
Investigate options for sewering, choose option
Fund infrastructure
Install sewerage infrastructure
Date
2014
2015-16
2016-17
Output
Innovative options investigated and option/s chosen
Successfully fund infrastructure
Successfully install infrastructure
Project Resourcing and Skill/Capacity Level
Resources Required
EHBO
Level
Manager
FTE Estimation
0.05
Measuring Success
Outcomes
Innovation applied
Tangible indicators of success
Number of options and costings of each
Corporate Business Plan Shire of Perenjori 2013 - 2017
Measured by
Cost effectiveness of the innovation,
Number of the sewerage system
adopted
Page 22
Project 8:
Regional Strategic Waste Management Project
HIGH PRIORITY
Project Manager: MWRC
External Stakeholders: Neighbouring Shires, Waste Authority WA, Waste Management Branch DEC
Strategic Plan Link: 1.5.2
Project Description
Scope statement:
Implement a Waste Minimization Plan Project across neighbouring shires to ensure waste management is sustainable. The
region produces less than 5,000 tonnes per annum. The priority project areas are construction of transfer stations and
identifying sub-regional sites for disposal.
Project outputs:
 Close existing rubbish sites and re-establish as transfer stations
 Work with neighbouring councils to identify and access sub-regional disposal sites
Project outcomes:
 Coordinated regional waste management, leading to zero waste by participating shires
 Sustainable waste management and recycling implemented within the community
Project Costs
Cost
Waste Project (funded)
In House Waste Minimisation Plan
Public place recycling
implementation
Morawa/Perenjori Land fill site plan
Development Land fill site
TOTAL
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
5,000
5,000
Total
$
Recurrent
Cost
Post 2017
5,000
5,000
10,000
10,000
300,000
320,000
300,000
Source of Fund
Funding Sources
Council Contribution
Waste Authority
Shire of Morawa
Amount
160,000
10,000
150,000
Status
To be budgeted
Application to be developed
Project Schedule
Major Milestones
Waste project in place
Waste Minimisation plan developed
Recycling in place
Date
2015/16
2014/15
2014/15
Output
Improved waste management
Adopted by Council, implemented in community
Recycling collection points established, products
collected transported to recycling plant
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
EHO
Level
Manager
Manager
FTE Estimation
0.02
0.02
Measuring Success
Outcomes
Waste recycling achieved for Perenjori
Tangible indicators of success
Community feedback
Corporate Business Plan Shire of Perenjori 2013 - 2017
Measured by
Annual Community survey
Page 23
landfill site identified
Project 9:
New Landfill site established
Use of facility
Perenjori Farming Futures Group (PFFG)
HIGH PRIORITY
Project Manager: CDO Shire of Perenjori
External Stakeholders: NACC, Environmental Enterprise Officer, Liebe and NEFF, DAFWA
Strategic Plan Link: 1.6.2
Project Description
Scope statement:
Council will provide in-kind support for the group to organise events, attract funding, and conduct activities that support a more
sustainable farming future for the agricultural industry. This will include advocating for biosecurity and Natural Resource
Management activities.
Project outputs:
 Good communication between Shire, PFFG and other farming groups
Project outcomes:
 PFFG successfully runs an annual program to support sustainability of the agricultural industry
Project Resourcing and Skill/Capacity Level
Resources Required
Community Development Officer
Measuring Success
Outcomes
Annual program to support agriculture
Level
Officer
Tangible indicators of success
Feedback from farming industry
members
FTE Estimation
0.02
Measured by
Annual Community Survey
Project 10: NBN Extension Hill “Extend to Perenjori” Project
MEDIUM PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Market Creation, RDA Mid West, Mid West Development Commission, MWRC
Strategic Plan Link: 1.1.2
Project Description
Scope statement:
Investigate options for high speed fibre/wireless connections for the communities, and ensure optimal speed and
connectivity is generated from Projects.
Project outputs:
 Improved speed and connectivity across the Midlands
Project outcomes:
 Improved business efficiency through improved broadband access across Midlands
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 24

Reduced safety risks for road users, and remote workers on farmlands
Project Costs
Cost
2013 – 2014
$
Shires contribution
TOTAL
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
Recurrent
Cost
Post 2017
Not known
Not known
Source of Funds
Funding Sources
Amount
Status
Mid West Investment Plan
Council contribution
Not known
Not known
Not committed
Not budgeted
Project Schedule
Major Milestones
Investigate options
Work with preferred options to develop
Work with contractors to install
Monitor speed, quality and reliability
Date
2014
2014
2014
2015onwards
Output
Range of technologies examined
Support/influence decision making of providers
Support contractors to deliver
Encourage community to monitor
Project Resourcing and Skill/Capacity Level
Resources Required
Level
FTE Estimation
CEO level
0.02
Manager
Measuring Success
Outcomes
Speed and reliability sufficient for
community needs
Project 11:
Tangible indicators of success
Community satisfaction
Water Pipeline Project
Measured by
Community Annual survey
MEDIUM PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Extension Hill, Department of Water, Water Corporation, Rural Retic Water Scheme
Strategic Plan Link: 1.2.1
Project Description
Scope statement:
To supplement the Perenjori Town Water Supply by 150,000 mL’s per annum through working with Extension Hill to draw water
from the Parmelia Aquifer, and the West Coorow/Carnamah/Perenjori pipeline.
Project outputs:
 150,000 mL’s per year of additional water supply
 Pipeline and storage tanks
Project outcomes:
 The community will have access to water for greening of town and additional water supply for future growth
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 25
Project Costs
Cost
Pipeline and storage tanks installed
TOTAL
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
Recurrent
Cost
Post 2017
Not known
Not known
Source of Funds
Funding Sources
Council contribution
Amount
Not known
Status
Not budgeted
Project Schedule
Major Milestones
Apply for allocation DoW
Negotiate pipeline access
Plan, fund, install Pipeline
Date
2014-15
2014
2015-16
Output
Water allocation confirmed from aquifer
Access agreed
Pipeline constructed
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
Works Manager
Level
Manager
Manager
FTE Estimation
0.05
0.05 (15/16)
Measuring Success
Outcomes
Allocation granted and pipeline
constructed successfully
Tangible indicators of success
Water is made available
Corporate Business Plan Shire of Perenjori 2013 - 2017
Measured by
Water availability for future growth
Page 26
Community Project Descriptions
Industry and Business Development – Our Economy
Goal: Fostering and maximising growth across the economy, embracing opportunities for diversifying and
strengthening our economic base
Project 12:
Regional Business Support Services
HIGH PRIORITY
Project Manager: ECDO
External Stakeholders: CCI, Innovation Centre, Pollinators
Strategic Plan Link: 2.1.1, 2.1.2, 2.2.1, 2.2.2, 2.5.2
Project Description
Scope
statement:
Strategic
Plan Link:
Council will work actively with the regional Business support services to ensure the local business community receives excellent
business support to growth and develop to their full potential and reach their aspirations.
This includes:
 Support the development of a local business group under the Regional CCI
 Regional Business Service Centres funded by SBDC to provide programs such as Business Kick-starter
 Network actively with Innovation Centre
 Link with Pollinators, Innovators network
Project outputs:
 Business events and activities
Project outcomes:
 Proactive and dynamic business community
 Increased level of business skills and knowledge
Project Costs
Cost
2013 – 2014
$
Business support services
TOTAL
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
5,000
10,000
10,000
Total
$
Recurrent
Cost
Post 2017
25,000
Source of Funds
Funding Sources
Council contribution
Amount
25,000
Status
To be budgeted
Project Schedule
Major Milestones
Business after hours events
Other business events/linkages
Date
Ongoing
Ongoing
Output
2-3 Events per year
Shire businesses linked to Mining Industry
Project Resourcing and Skill/Capacity Level
Resources Required
Contract Development Officer
Level
Officer
Corporate Business Plan Shire of Perenjori 2013 - 2017
FTE Estimation
0.05
Page 27
CEO
Manager
0.02
Measuring Success
Outcomes
Proactive and dynamic business
community
Increased level of business skills and
knowledge
Project 13:
Tangible indicators of success
Business community is communicating
well and proactively managing key
issues
Improved service and increased
business activity
Measured by
Number and scope of businesses
Attendance to activities and meetings
Customer surveys
Land Development Project
HIGH PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Landcorp
Strategic Plan Link: 2.3.1, 2.3.2, 2.3.3, 2.3.4
Project Description
Scope statement:
To identify industrial and residential land for development to enable the expansion and growth of the town and business
communities. Council recognise the need to ensure land is available at reasonable prices to attract new business to establish
and operate in Perenjori.
Project outputs:
 Land available for development in a timely manner
Project outcomes:
 Growth and development is enabled
Project Costs
Cost
Reclaim light industrial land (nb.
Could be offset, sales of $45k)
Site survey and subdivision costs
Develop cost Industrial Land (Council
to contribute land and site works)
Marketing Industrial land
Subdivide and develop residential
land
Marketing Residential Land
TOTAL
2013 – 2014
$
10,000
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
Recurrent
Cost
Post 2017
60,000
20,000
30,000
450,000
10,000
500,000
10,000
80,000
460,000
10,000
510,000
1,060,000
Source of Funds
Funding Sources
Landcorp - RfR
Council contribution
Sale of land
Amount
890,000
110,000
60,000
Status
Not committed
To be budgeted
To be actioned
Project Schedule
Major Milestones
Industrial
Date
Corporate Business Plan Shire of Perenjori 2013 - 2017
Output
Page 28
Reclaim light industrial land
Plan rezoning and subdivision
Rezone and subdivide
Develop land
Residential
Rezone residential enterprise area
Subdivide Timmings and Crossing St land
2014/15
2014/15
2014/15
2015/16
Land not built on - reclaimed
Site survey plans developed
Rezoning and subdivision occurs
Land serviced and made available for sale
2014/15
2015/16
Residential enterprise rezoning achieved
Land developed
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
Level
Manager
FTE Estimation
0.05
Measuring Success
Outcomes
Growth and development is enabled
Tangible indicators of success
New businesses and land being
purchased
Increased population
Increase in number of residences
Project 14:
Measured by
Number of blocks sold and new
businesses established or old
businesses expanded
Rate payer numbers, rate income
Perenjori Business Incubator Project
HIGH PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Mt Gibson, RfR CLGF
Strategic Plan Link: 2.4.1
Project Description
Scope statement:
The Council will develop a Business Incubator which will provide a minimum of 11 tenancy opportunities for small/micro
businesses to establish and gain business support.
The project will provide the businesses with an environment that is cost effective, supportive and promotes innovation. The
construction of 11 business incubator units in three stages:
 3 in stage 1
 4 in stage 2
 4 in stage 3
Project outputs:
 A Business Incubator Centre fully occupied and operational
Project outcomes:
 Increased numbers of business
 Increased variety of business on offer
Project Costs
Cost
Construction of units
Gardening/cleaning/operational
costs
TOTAL
2013 – 2014
$
70,335
70,335
2014 – 2015
$
2015 – 2016
$
320,000
20,000
400,000
20,000
20,000
790,335
60,000
340,000
420,000
20,000
850,335
Corporate Business Plan Shire of Perenjori 2013 - 2017
2016 – 2017
$
Total
$
Recurrent
Cost
Post 2017
$10,000/yr
Page 29
Source of Funds
Funding Sources
CLGF local
Mt Gibson Infrastructure Fund
Regional CLGF
Council Contribution
Amount
255,000
200,000
Status
Confirmed
Confirmed
Application to be developed
To be budgeted
395,335
Project Schedule
Major Milestones
Business Plan completed
Phase 1 construction completed
Launch Phase 1
Phase 2
Phase 3
Opening Incubator
Date
2013
2014
2015
2016
2018
2018
Output
Business Plan completed and business case identified
First 3 units completed and tenants commence business
Launch of Stage 1
Additional 4 units completed
Additional 4 units completed
Grand opening of project with all 11 tenants in place
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
ECDO
Exec Assist
Building Maintenance Officer
Level
Manager
Officer
Officer
Officer
FTE Estimation
0.05 (13/14)
0.05 (14/15 onwards)
0.05 (14/15 onwards)
0.02 (14/15 onwards)
Measuring Success
Outcomes
New businesses established
Existing businesses expanded/relocated
Project 15:
Tangible indicators of success
Tenancy agreements in place
Incubator units occupied
Re-location of business’
Vacant commercial premises
Develop Perenjori CRC
Measured by
Number establishments
Number expansions/relocations
Number of business which moved
HIGH PRIORITY
Project Manager: ECDO Shire of Perenjori
External Stakeholders: RDL, Community, Australia Post
Strategic Plan Link: 2.5.3
Project Description
Scope statement:
To support business development of the CRC, including building capacity of the CRC to deliver community services and engage
the community.
Project outputs:
 refurbished CRC
 stable and functional Management Committee
 Quality and professional staff
 Training /learning and business and community services provision
Project outcomes:
 A CRC that becomes the hub of the community, providing a one stop shop for all learning, business and innovation
needs.
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 30
Project Costs
Cost
Council contribution
TOTAL
2013 – 2014
$
25,000
25,000
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
25,000
25,000
Total
$
Recurrent
Cost
Post 2017
50,000
50,000
Source of Funds
Funding Sources
Council contribution
Amount
50,000
Status
To be budgeted
Project Schedule
Major Milestones
Supporting establishment and building capacity of
management and staff
Date
2013/14
Output
Increased management ability of committee and staff
Project Resourcing and Skill/Capacity Level
Resources Required
ECDO
Level
Officer
FTE Estimation
0.05
Measuring Success
Outcomes
Becomes the hub of the community
Tangible indicators of success
Community use
Corporate Business Plan Shire of Perenjori 2013 - 2017
Measured by
CRC Annual reports
CRC Minutes of Meetings
Page 31
Community Project Descriptions
People and Place - our Community
Goal: Demonstrating a high quality of life for all, offering relevant activities, facilities and services to enable
people to meet their needs and achieve their potential.
Project 16:
Perenjori Housing Project
HIGH PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Department of Housing, RfR - Mid West Investment Plan
Strategic Plan Link: 3.1.1, 3.2.3
Project Description
Scope statement:
The Shire is interested in forming a community NFP group that could undertake financing and project manage construction of
residential housing. The Shire recognises it may need to play a facilitator role, and would investigate the best leadership
options in consultation with the community. Council will make an initial capital contribution to the NFP organisation as a
seeding grant. Council also invests significant resources in providing staff housing and will continue to upkeep this initiative.
Project outputs:
 Formation of the NFP group and agreement negotiated with Council
 Contribution of capital to group
Project outcomes:
 Group develops new housing, leased and or sold to meet development outcomes
 A range of affordable housing choices are on offer
Project Costs
Cost
Negotiate equity and provide to
group
DOH partnership
Staff housing new unit development
Staff housing capital maintenance
TOTAL
2013 – 2014
$
261,772
132,376
394,148
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
100,000
100,000
500,000
148,228
178,273
926,501
500,000
410,000
430,649
1,440,649
70,000
70,000
50,000
50,000
Recurrent
Cost
Post 2017
30,000
Source of Funds
Funding Sources
Council equity contribution
Department of Housing
Staff Housing, Council contrib
RDA funds
CLGF regional (managed Mingenew)
Amount
100,000
500,000
529,649
nil
311,000
Status
Not budgeted
Not committed
To be budgeted
To be confirmed
Confirmed
Project Schedule
Major Milestones
Formation of group and agreement negotiated
Capital contribution made
Ongoing monitoring
Date
2014
2014
Ongoing
Corporate Business Plan Shire of Perenjori 2013 - 2017
Output
Group formed and functioning
Housing planning, construction commences
Page 32
Staff housing units builder contracted
Staff housing existing maintained
2014
2014
Units built to design
Houses meeting standards and meeting staff expectations
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
ECDO
Level
Manager
Officer
FTE Estimation
0.1
0.04
Measuring Success
Outcomes
Group develops successfully with initial
support from Council
A range of affordable housing choices
are on offer
Staff housing established for small
families
Staff Housing well maintained and
functional
Project 17:
Tangible indicators of success
Successfully managed building of first 2
houses
Number and nature of housing on offer
Measured by
Formation of group
Built first 2 houses
Number of buyers, lessees
Less small families residing in large
houses
Staff content
Housing records, staff feedback
Housing records, staff feedback
Perenjori Early Childhood Centre
HIGH PRIORITY
Project Manager: CDO and CEO Shire of Perenjori
External Stakeholders: Department of Communities, Education Department, Child and Adolescent Mental
Health Service, neighbouring Shires, Schools
Strategic Plan Link: 2.5.4, 3.2.1, 3.2.2
Project Description
Scope statement:
Council will build relationships with key service providers to:
 Construct and manage the Early Childhood Learning Centre
 Develop parents and children activities and support services
Project outputs:
 Early Childhood Centre is built
 Activity program for parents and children
Project outcomes:
 Children, young people and families have excellent development and learning opportunities in the community
Project Costs
Cost
Build PECC
Operations of PECC
TOTAL
2013 – 2014
$
1,800,000
30,000
1,835,000
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
35,000
35,000
35,000
Total
$
1,800,000
135,000
1,835,000
Recurrent
Cost
Post 2017
$15,000
Source of Funds
Funding Sources
Mid West Investment Plan
Regional CLGF
Local CLGF
Amount
600,000
400,000
105,000
Corporate Business Plan Shire of Perenjori 2013 - 2017
Status
confirmed
Confirmed
Confirmed
Page 33
Lotterywest
Council Contribution (capital)
Other
300,000
180,000
250,000
Confirmed
Budgeted
Confirmed
Project Schedule
Major Milestones
Confirm all funding for PECC
Establish working group for community
engagement
Construct PECC
Opening
Establish children and parenting program, organize
activities and deliver
Date
2013
2013
Output
Funding confirmed, confirm project
Community engagement in project achieved
2014
2015
2013 - 2017
Successful construction of project
Grand opening PECC
Programs operating successfully
Project Resourcing and Skill/Capacity Level
Resources Required
ECDO
CEO
Level
Officer
Manager
FTE Estimation
0.2 (13/14), other years 0.1
0.1 (13/14), other years 0.02
Measuring Success
Outcomes
Development and learning opportunities
for children, young people and families
Tangible indicators of success
Community satisfaction with outcomes
Levels of participation
Project 18 Community Development and Learning
Measured by
AEDI indicators
Annual Community Survey
Monitoring usage of all
services/activities
HIGH PRIORITY
Project Manager: CDO and CEO Shire of Perenjori
External Stakeholders: Department of Communities, Education Department, Child and Adolescent Mental
Health Service, neighbouring Shires, Police
Strategic Plan Link: 2.5.4, 3.2.1, 3.2.2
Project Description
Scope statement:
Council will build relationships with key service providers to:
 Create links to regional Secondary Schools and work with Morawa Secondary school to create a culture that will attract
regional students
 Support the Student Welfare Program to support students and their families to have strong and healthy relationships
and achieve their full potential
 Develop children and young people activities and support services
Project outputs:
 Establish Nominated Liaison person with secondary school
 Ongoing change management role with Morawa Secondary School
 Employment of Student Welfare Officers
 Activity program for young people and children
Project outcomes:
 Children, young people and families have excellent development and learning opportunities in the community
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 34
Project Costs
Cost
School Chaplain
Activity Program
MEITA contribution
TOTAL
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
34,000
5,000
40,000
39,000
40,000
10,000
5,000
15,000
10,000
5,000
15,000
Total
$
Recurrent
Cost
Post 2017
34,000
65,000
10,000
109,000
Source of Funds
Funding Sources
DEEWR (Chaplain Program)
Shire contribution (Activity Program)
Other contribution (Activity Program)
Shire Cont MEITA
Amount
34,000
35,000
30,000
10,000
109,000
Status
Confirmed
To be budgeted
Confirmed
Not confirmed
Project Schedule
Major Milestones
Administer Student Welfare program and support
schools to secure staff
Establish children and youth program, organize
activities and deliver
Date
2013 - 2017
Output
Chaplain program administered successfully
2013 - 2017
Youth programs operating successfully
Project Resourcing and Skill/Capacity Level
Resources Required
ECDO
CEO
Level
Officer
Manager
FTE Estimation
0.2 (13/14), other years 0.1
0.1 (13/14), other years 0.02
Measuring Success
Outcomes
Development and learning opportunities
for children, young people and families
Tangible indicators of success
Community satisfaction with outcomes
Levels of participation
Measured by
AEDI indicators
Annual Community Survey
Monitoring usage of all
services/activities
Project 19: Support development North Midlands Medical Practice and Karara Mobile Service
MED PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Karara, North Midlands Medical Practice, Shire of Morawa, Mingenew, Three Springs
Strategic Plan Link: 3.3.1, 3.3.2
Project Description
Scope statement:
 Continue to communicate/liaise with North Midlands Medical Working Group to improve primary health care services
for Perenjori.
 Work with Karara to develop mobile allied health services.
Project outputs:
 Improved access to ancillary health services
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 35
Project outcomes:
 Preventative health care provision through allied health improves health status of community, and community
increases their proactivity in regard to their personal
 Reduced transport costs to access allied health care services
Project Costs
Cost
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
Medical service
Karara Service
55,000
125,000
50,000
41,000
50,000
41,000
50,000
262,000
150,000
TOTAL
55,000
175,000
91,000
91,000
312,000
Recurrent
Cost
Post 2017
Source of Funds
Funding Sources
Council contribution
Amount
312,000
Status
Not budgeted
Project Schedule
Major Milestones
Negotiate Medical Service and establish as per plan
Support Karara mobile facility
Date
2014/15
2013
Output
Access to primary health services for community
Access to allied health services for community
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
Level
Manager
FTE Estimation
0.02 FTE
Measuring Success
Outcomes
Reduced transport cost
Number using service
Tangible indicators of success
Community satisfaction
Project 20: Sports Club Development Officer – Regional Project
Measured by
Annual Survey
Number consults
MEDIUM PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Department of Sport and Recreation, Sport Clubs North Midlands
Strategic Plan Link: 3.5.5
Project Description
Scope statement:
Many sporting clubs in the region are experiencing difficulties to develop their membership and volunteer base due to work
pressures from the key industries of agriculture, mining and energy. Sport is a key developmental outlet for young people and
as such this is seen as a key developmental activity for the population of 5 to 25 yr olds in the region.
Project outputs:
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 36



Sports officer funded for region
Officer based in region, with office and home provided
Successful Club development program carried out
Project outcomes:



Sports clubs will learn how to better service their members and provide a stimulating environment for volunteers and
club memberships will be maintained
Officials in all sporting organizations will receive training in how to manage the club leading to financial and corporate
governance strength in sporting clubs in the region
Increased participation of young people in the region in healthy active sports and recreation activities
Project Costs
2013 – 2014
$
Cost
Officer
Office/car/on-costs
TOTAL
2014 – 2015
$
45,000
15,000
60,000
2015 – 2016
$
45,000
15,000
60,000
2016 – 2017
$
Total
$
Recurrent Cost
Post 2017
45,000
15,000
180,000
45,000
15,000
60,000
Source of Funds
Funding Sources
Department Sport and Recreation
3 Local Governments - cash
Shire Contribution
Amount
135,000
45,000
45,000
Status
confirmed
confirmed
Not budgeted
Project Schedule
Major Milestones
Clubs consulted and engaged
Date
2013-14
Funding confirmed
2014-15
Output
Feedback documented, giving clear direction to proceed or not
with project
Funding announcement and contracts negotiated
Officer employed
Activities commence
2014-15
2014-15
Successful applicant is employed
Sports development activities conducted
Project Resourcing and Skill/Capacity Level
Resources Required
Community Development
Level
Officer
FTE Estimation
0.01
Tangible indicators of success
Membership doesn’t decline
Measured by
Static membership numbers
Improved financial strength clubs
over time
Percentage participation
Clubs self report business improvement
Measuring Success
Outcomes
Increased support for members and
volunteers
Officials in clubs training in financial
and corporate governance
Increase in participation of young
people in sports
Project 21:
90% participation of all young people in
target age bracket in region each year
Perenjori Sport and Recreation Program Implementation
Project Manager: ECDO and Works Manager
External Stakeholders: Department of Sport and Recreation, other Local Governments
StrategicBusiness
Plan Link:
3.5.5
Corporate
Plan
Shire of Perenjori 2013 - 2017
MEDIUM PRIORITY
Page 37
Project Description
Scope statement:
The Shire has an existing Sport and Recreation Plan, which requires reviewing and updating. To commence this project it is
proposed to conduct planning to develop a multi-purpose approach to provision of Sport and Recreation facilities and plan to
modernise and upgrade the current Sports Pavilion.
Project outputs:
 Project Planning and Design for a Multipurpose Sport and Recreation Facility
Project outcomes:
 Improved Sport and recreation facilities
 Improved function and meeting community space
Project Costs
Cost
Planning
Design Plans
Refurbish
Pool blanket and roller
Latham Bowling Green
TOTAL
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
30,000
350,000
195,000
350,000
195,000
40,000
300,000
300,000
70,000
Total
$
Recurrent
Cost
Post 2017
30,000
545,000
40,000
300,000
915,000
Source of Funds
Funding Sources
Mount Gibson
Amount
150,000
Status
Not budgeted
Shire contribution - other
Other funding DSR
LotteryWest
CLGF – Ind – Bowling green
Shire cont – Bowling Green
TOTAL
70,000
200,000
195,000
122,000
78,000
915,000
Not confirmed
Not confirmed
confirmed
To be budgeted
Project Schedule
Major Milestones
Plan for Multipurpose facility developed
Design for Sport and Recreational Upgrade
Implementation of plans to upgrade
Bowling Green contracted
Date
2014/15
2014/15
2015/16
2013/14
Output
Feasibility study for multipurpose facility
Design of upgraded centre
Facility upgrade completed
Bowling Green completed
Project Resourcing and Skill/Capacity Level
Resources Required
ECDO
Level
Officer
FTE Estimation
0.02 FTE
Measuring Success
Outcomes
Improved sporting facilities
More cost efficient pool
Tangible indicators of success
Community satisfaction with
recreational facilities
Reduced costs of running
Corporate Business Plan Shire of Perenjori 2013 - 2017
Measured by
Annual survey
Power cost
Page 38
More consistent water temperatures
Project 22:
Water usage
Daily measurement records
Community satisfaction
Develop an Art, Culture and Heritage Program
HIGH PRIORITY
Project Manager: CDO Shire of Perenjori
External Stakeholders: Heritage Council, Lotterywest,
Strategic Plan Link: 3.5.1, 3.5.2, 3.5.4, 3.5.6, 3.5.7
Project Description
Scope statement:
Council will undertake an annual conservation and maintenance program for Category 1 buildings and sites under the Municipal
Inventory. Council will also review the Municipal Inventory every 4 years, starting in 2013/14.
This program will include:
 Revitalisation of Perenjori Hall – air-conditioning, curtaining, kitchen renovations, roofing
 Support local art event to develop
 Establishment of venue/s to show movies
 Identification and documentation of Aboriginal sites, and stories
 Art Belt
Project outputs:
 Heritage inventory reviewed and updated
 Perenjori Hall refurbished
 Art event conducted
 Movies available for public viewing
 Aboriginal sites identified and documented
 Art Belt program developed
Project outcomes:
 Register developed of Heritage sites across Shire
 Improved social activities for residents and visitors
 Increased conduct of art activities and events
Project Costs
Cost
Municipal Inventory Review
Heritage Tourism Assessment
Opportunity Study
Movie facility
Perenjori Hall Refurbishment
Biennial Art Event
Art belt
TOTAL
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
2,500
Recurrent
Cost
Post 2017
2,500
10,000
450,000
10,000
22,500
Total
$
10,000
460,000
10,000
10,000
20,000
10,000
450,000
20,000
30,000
502,500
Source of Funds
Funding Sources
Mt Gibson
Lotterywest
Amount
50,000
150,000
Corporate Business Plan Shire of Perenjori 2013 - 2017
Status
Confirmed
Unconfirmed
Page 39
Council Contribution
302,500
Not budgetted
Project Schedule
Major Milestones
Date
Output
Heritage and tourism plan completed
Movies on show
Pavillion refurbished
Art events and activities conducted
2014/15
2014/15
2014/15
2014/15
Consultant contracted to identify opportunities
Movies promoted and attended
Contractors complete works
Event and activities conducted and well attended
Project Resourcing and Skill/Capacity Level
Resources Required
ECDO
Level
Officer
FTE Estimation
0.05
Measuring Success
Outcomes
Register developed of Heritage sites
across Shire
Improved social activities for residents
and visitors
Increased conduct of art activities and
events
Project 23:
Tangible indicators of success
Accepted by Heritage
Measured by
Confirmation of receipt
Attendance to movies
Number of attendees, survey of
community and visitors
Attendance to events
Number of attendees, survey of
community and visitors
Marketing, Tourism and Community Engagement
HIGH PRIORITY
Project Manager: CDO Shire of Perenjori
External Stakeholders: TWA, Gundawa , Golden Outback
Strategic Plan Link: 4.1.1, 4.2.1, 4.2.2, 4.3.1, 4.3.2
Project Description
Scope statement:
To develop and implement a program of marketing activities that includes:
 Induction for new residents
 Investment attraction project
 Promote the community MOJO to the residents
 Develop Tourism Action Plan, a coordinated approach to Tourism in Perenjori
 Communications to keep the community informed of progress with projects and activities – community engagement
 Wildflower Way project
 Signature Bush festival event
Project outputs:
 Overarching Marketing Plan, including a measurement mechanism to understand impact of promotions
 Attraction and marketing activities
 Community communication and engagement activities including an annual community survey
 Tourism Action Plan
 Marketing collateral
Project outcomes:
 Increased sense of pride amongst Residents
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 40



Increased visitor numbers
Consistent key messages by all
Improved relations between Tourism operators and stakeholders
Project Costs
Cost
Marketing Plan
Implementation
Bush Festival
TOTAL
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
30,000
15,000
20,000
35,000
20,000
40,000
20,000
45,000
15,000
60,000
150,000
30,000
70,000
60,000
65,000
225,000
Recurrent
Cost
Post 2017
Source of Funds
Funding Sources
Council Contribution
Tourism Grant
Amount
165,000
65,000
Status
To be budgeted
Not confirmed
Project Schedule
Major Milestones
Marketing Plan developed
Perenjori brand developed and marketed
Welcome package for new and potential residents
Prospectus for business
Bush festival conducted
Date
2014/15
2014/15
2014/15
2014/15
2013/14
Output
Plan launched and adopted by all in community
Brand developed and adopted by all in community
Package available for use
Prospectus available for use
Success with 150 people in attendance
Project Resourcing and Skill/Capacity Level
Resources Required
ECDO
Measuring Success
Level
Officer
FTE Estimation
0.5 (13/14), 0.3 from then on
Outcomes
Tangible indicators of success
Measured by
Increased sense of pride amongst Residents
Increased visitor numbers
Consistent key messages by all
Improved relations between Tourism
operators and stakeholders
Happy participating community
Community survey
Visitor numbers, visitor surveys, feedback
from community and operators
Increased traffic and accommodation
bookings
Meetings are held and productive
Project 24
Community Bus
Number of meetings
Stakeholder survey
HIGH PRIORITY
Project Manager: CDO
External Stakeholders: Community, LotteryWest, HACC and Sporting Clubs
Strategic Plan Link: 3.4.1
Project Description
Scope statement:
Council will continue to provide a community bus which is safe and equipped to transport all people of all ages to and from
sporting, social and community activities.
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 41
Project outputs:
 Bus Purchased and equipped with additional items to ensure it is accessible
 Plan for community garden
Project outcomes:
 Improved parks, gardens and memorial
 Increased community involvement in parks, gardens
Project Costs
Cost
2013 – 2014
$
Community Bus
TOTAL
2014 – 2015
$
140,000
140,000
2015 – 2016
$
20,000
20,000
2016 – 2017
$
20,000
20,000
Total
$
$180,000
180,000
Recurrent Cost
Post 2017
Source of Funds
Funding Sources
Shire Contribution
Amount
130,000
Status
To be budgeted
Lottery West/other
50,000
Not confirmed
Project Schedule
Major Milestones
Lottery West Application
Date
August
2014
2015
Purchase Bus
Output
Funding application developed
Bus operating and accessible
Project Resourcing and Skill/Capacity Level
Resources Required
ECDO
Level
Officer
FTE Estimation
0.02 (13/14)
Measuring Success
Outcomes
Increased community satisfaction
Improved participation in public events
and activities
Project 25:
Tangible indicators of success
Community satisfaction, community
engagement,
CBD Development and In-fill Project
Measured by
Annual Community Survey
Number of participants
MEDIUM PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Business, MWCCI, MWIP, Community
Strategic Plan Link: 3.4.1
Project Description
Scope statement:
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 42
To revitalise the main Street of Perenjori, offering opportunity by opening up the west side of the street to development, and
potential new business. The project will include:
 Assessment of existing business type and location
 Incentives for re-location and development
 Design to support and encourage pedestrian traffic
Project outputs:
 Revitalised main-street offering a place of social, business and community activities.
Project outcomes:
 Improved street design and layout
 Increased community pride
 Increased business
 Improved overall street frontage, amenities, and purpose
Project Costs
Cost
2013 – 2014
$
Main Street Planning and Design
Plans
Implement plans
TOTAL
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
30,000
Total
$
Recurrent
Cost
Post 2017
40,000
500,000
500,000
30,000
500,000
500,000
1,000,000
1,040,000
Source of Funds
Funding Sources
Council
Dept of Planning
Mid West Investment Plan
Amount
240,000
30,000
800,000
Status
Future Budget
confirmed
To be confirmed
Project Schedule
Major Milestones
Main Street Plan to be developed
Implementation Stage 1
Implementation Stage 2
Date
2015
2016
2017
Output
Plans to be developed
Improved CBD area
Improved CBD area
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
Works Manager
ECDO
Level
Manager
Manager
Officer
FTE Estimation
0.04
0.02 (16 – 17)
0.02 (15 – 17)
Measuring Success
Outcomes
Improved street design and layout
Increased community pride
Increased business
Improved overall street frontage,
amenities, and purpose
Tangible indicators of success
Increased people and car traffic
Measured by
Patronage, business surveys
People happy and supportive of
changes
Community survey
Number and type of business
New business established
Improvements to shop fronts, e.t.c
Corporate Business Plan Shire of Perenjori 2013 - 2017
Number of changes, community
survey
Page 43
Project 26:
Development and renewing of parks, gardens and Playgrounds
MEDIUM PRIORITY
Project Manager: Works Supervisor Shire of Perenjori
External Stakeholders: Community, RSL, LotteryWest
Strategic Plan Link: 3.4.1
Project Description
Scope statement:
The project will provide a plan for the renewing of existing parks, gardens and playgrounds as well as the addition of new spaces.
Playgrounds need to be revitalised for children and families, whilst the Memorial needs development. A community garden
could be established based on edible planting providing opportunity for local food production.
Project outputs:
 Plan for Parks, gardens and Playgrounds
 Funding application for RSL Memorial
 Plan for community garden
Project outcomes:
 Improved parks, gardens and memorial
 Increased community involvement in parks, gardens
Project Costs
Cost
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
$5,000
Parks and Playgrounds
plan
Implementation of Plan
RSL Memorial
Community Garden
20,000
20,000
20,000
$60,000
$3000
$10000
$13,000
TOTAL
$20,000
$23,000
$30,000
$78,000
Recurrent Cost
Post 2017
Source of Funds
Funding Sources
Shire Contribution
Amount
78,000
Status
To be budgeted
Lottery West
78,000
Not confirmed
Project Schedule
Major Milestones
Implement Plan
Develop Community Garden
Date
Dec 2014
April 2015
Output
Parks and playgrounds revitalised
Community garden established
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
ECDO
Level
Manager
Officer
Corporate Business Plan Shire of Perenjori 2013 - 2017
FTE Estimation
0.02 (13/14)
0.01 (13/14)
Page 44
Measuring Success
Outcomes
Increased community satisfaction
Improved public space facilities
Tangible indicators of success
Community satisfaction, community
engagement,
Corporate Business Plan Shire of Perenjori 2013 - 2017
Measured by
Annual Community Survey
Number of participants
Page 45
Project 27:
Perenjori Community Safety Facilities
MEDIUM PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: DFES, St Johns Ambulance,
Strategic Plan Link: 3.6.3,3.6.4
Project Description
Scope statement:
The Shire continues to work in partnership with St Johns Ambulance and DFES to ensure Latham and Perenjori are equipped to
tend to any incident which may occur in or around these communities. This involves, contributing to infrastructure, and general
operational costs to ensure adequate facilities are provided for the volunteers.
Project outputs:
 Plans developed for facilities in each town
 Agreements and commitment in place
Project outcomes:
 Adequate facilities for effective operations
 Maintenance of volunteerism
Project Costs
Cost
2013 – 2014
$
2014 – 2015
$
Installation of Foundations
Installation of Shed
2015 – 2016
$
2016 – 2017
$
$50,000
Development of Plan
Installation of Outdoor area
Installation of meeting room
TOTAL
$30,000
$25,000
$25,000
$80,000
Total
$
Recurrent
Cost
Post 2017
10,000
50,000
30,000
25,000
$115,000
Source of Funds
Funding Sources
Council
Department of Fire Emerg Serv
St Johns
Mt Gibson
Amount
$50,000
$25,000
$10,000
$30,000
Status
Not budgeted
Not committed
To be budgeted
Project Schedule
Major Milestones
Foundation and laid shed installed
Outdoor area agreed and contracted
Date
2014
2013
Output
Shed completed
Outdoor area built
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
ECDO
Level
Manager
Officer
Corporate Business Plan Shire of Perenjori 2013 - 2017
FTE Estimation
0.1
0.04
Page 46
Measuring Success
Outcomes
Maintain volunteering
Improve relations between Ambulance
and Fire
Improved service output
Tangible indicators of success
Maintain participation
Interaction between two
Measured by
Numbers of participants
Number of joint events
Attendance to incidents
Number of incidents and
effectiveness
Volunteer feedback
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 47
Community Project Descriptions
Investing in Councils Capacity – our Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all
areas of governance, management and leadership.
Project 28:
Investing in Local Leadership
HIGH PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: WALGA, MWRC, Department of Local Government
Strategic Plan Link: 5.1.1, 4.3.1
Project Description
Scope statement:
Provide opportunities for Council Community and staff across the organisation, to develop their skills, to be aware and
understand the need to be innovative, manage well and demonstrate leadership.
Project outputs:
 Effective and efficient functioning Community
Project outcomes:
 Increased community activity and participation
 Improved community morale
 Improved communications across community
 Increased interest in Councillor role
 Developed and functional relations between Council and Community
Project Costs
Cost
2013 – 2014
$
Training and Development
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
5,000
5,000
5,000
Total
$
Recurrent
Cost
Post 2017
15,000
TOTAL
Source of Funds
Funding Sources
Shire
Amount
15,000
Status
To be budgeted
Project Schedule
Major Milestones
Community leadership training
Date
2014/15
Output
Confirmation from DLG
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
DCEO
Level
Manager
Manager
FTE Estimation
0.2
0.2
Measuring Success
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 48
Outcomes
Tangible indicators of success
Measured by
Community satisfaction with
Leadership, development and
opportunities
Community satisfaction
Annual Survey
Level of participation
Project 29:
Build capacity of Shire to lead, manage, develop the workforce
HIGH PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: WALGA, MWRC, Department of Local Government
Strategic Plan Link: 5.1.1
Project Description
Scope statement:
Provide opportunities for Council and staff across the organisation, to develop their skills, to be aware and understand the need
to be innovative, manage well and demonstrate leadership.
Project outputs:
 Effective and efficient functioning organisation
Project outcomes:
 Improved attraction and retention strategies
 Improved staff morale
 Improved productivity and overall efficiency
 Succession Plan developed for replacement of Councillors
 Developed and functional relations between Council and Staff
Project Costs
Cost
Training and Development
Probity Audit
Technology upgrades
Councillor succession planning
TOTAL
2013 – 2014
$
2014 – 2015
$
2015 – 2016
$
2016 – 2017
$
Total
$
$31,000
$10,000
$6,000
$20,000
$20,000
$20,000
$6,000
$5,000
$3,000
$91,000
$10,000
$20,000
$47,000
$26,000
$25,000
$23,000
$121,000
Recurrent
Cost
Post 2017
$20,000
$3,000
$23,000
Source of Funds
Funding Sources
Shire
WELL funding
Amount
$111,000
$10,000
Status
To be budgeted
Application in
Project Schedule
Major Milestones
100% Compliance
60% staff retention rate
Achievement of Projects on time and within budget
Training offered and well attended
Councillor Succession plan developed
Date
2013/14
Ongoing
Ongoing
Ongoing
2013/14
Output
Confirmation from DLG
Staff retained, reduced recruitment
Projects implemented and in place
Competent and effective Council
Plan developed and implemented
Project Resourcing and Skill/Capacity Level
Resources Required
Level
Corporate Business Plan Shire of Perenjori 2013 - 2017
FTE Estimation
Page 49
CEO
DCEO
Manager
Manager
0.2
0.2
Measuring Success
Outcomes
Tangible indicators of success
Measured by
Retainment of staff
Increased responses to adverts to fill
positions
Efficient and Productive workforce
Efficient and productive Council
Increased number of Councillor
candidates
Reduced resignations
Positions filled
Staff statistics, Staff and Council
survey
Records of position vacancies
Number of projects, record of works
completed on time and in budget
Numbers of candidates at elections
Project 30:
Projects delivered, work completed
Strategic focused
Effective active Council
Build Financial Leveraging Capacity
HIGH PRIORITY
Project Manager: CEO Shire of Perenjori
External Stakeholders: Mid West Development Commission
Strategic Plan Link: 5.3
Project Description
Scope statement:
The Shires Corporate Business Plan implementation is dependent upon the Shire being able to raise funds of $2M - $3M per
year. This level of fund seeking requires a good knowledge of funding programs and capacity to access through successful
application and business case development. The Shire has also had some success with fee for service activities eg.
Accommodation Village and will investigate other opportunities where there is a market need and commercial potential
between shires.
Project outputs:
 3 million of funding applications per year (assume 50% success rate)
 Identified funding sources for all projects
Project outcomes:
 Shire is able to successfully fund all projects identified in the Corporate Business Plan
 Project Costs
Cost
2013 – 2014
2014 – 2015 2015 – 2016 2016 – 2017
$
$
$
$
Consultant
TOTAL

$5,000
$5,000
Total
$
$5,000
$5,000
Recurrent
Cost
Post 2017
$5,000
$5,000
Source of Funds
Funding Sources
Shire
Amount
$10,000
Status
To be budgeted
Project Resourcing and Skill/Capacity Level
Resources Required
CEO
ECDO
Level
Manager
Officer
FTE Estimation
Included in estimates
Included in estimates
Measuring Success
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 50
Outcomes
Up to $3M successfully raised each year
from external funding
Project 31:
Tangible indicators of success
Success in attracting funding
Measured by
50% success funding applications and
corporate partners secured for all
projects
Implement Strategic Planning Framework
HIGH PRIORITY
Project Manager: CEO
External Stakeholders: Community, Electors, Government
Strategic Plan Link: 5.2
Project Description
Scope statement: All local governments are currently required to produce a plan for the future under S5.56 (1) of the Local
Government Act 1995. The Shire of Perenjori has developed the following plans which are integrated and will require
implementing. The management team consisting of Senior Staff will be tasked with ensuring the plans are implemented, uisng
internal measurements and monitoring structures and processes to ensure the priorities in the Strategic Plan are being
achieved.
Reporting will include updating the community on achievements and outcomes and the need for variations as circumstances
change. The community will have the opportunity to provide comment and feedback through a range of mechanisms.
Project outputs:
 Integrated Plans being implemented and achieved
 Minor Review Corporate Business Plan every 2 years
 Major Review every 4 years
 Undertake Strategic Plan Review in 2015
 Develop Long Term Financial Plan and link to other plans in Framework
Project outcomes:





Opportunities for community input is explicitly and reliably generated
Improved and effective location specific planning
Long term objectives realistic and updated
Resourcing identified and allocated to deliver long term objectives, and
Clear and transparent of long term financial implications and strategies.
Cost
2013 – 2014
$
2014 – 2015
$
Consultant
TOTAL

2015 – 2016
$
2016 – 2017
$
$5,000
$5,000
$5,000
$5,000
Total
$
$10,000
$10,000
Recurrent
Cost
Post 2017
$5,000
$5,000
Source of Funds
Funding Sources
Shire
Amount
$10,000
Status
To be budgeted
Project Resourcing and Skill/Capacity Level
Resources Required
Oversee Management of Shire
Integrated Strategic Planning Support
Level
CEO
Senior Staff
Corporate Business Plan Shire of Perenjori 2013 - 2017
FTE Estimation
0.1 FTE
0.2 FTE
Page 51
Annual customer survey
Office Staff
0.1 FTE
Measuring Success
Outcomes
Community satisfaction with Council
Leadership, development and services
Long term financial sustainability of
Council whilst meeting community needs
Tangible indicators of success
Community satisfaction
Measured by
Annual Survey
Financial strength of Council
Financial ratios
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 52
Resource Capability
The Plan for the Shire is quite ambitious but does reflect that the Shire of Perenjori is the second fastest growing
Shire in WA between 2006 and 2011. The overall resources required to implement the Corporate Business
Community Plan across the next four years are within the capacity of existing staff resources.
The FTE requirements for 13/14 year to implement this plan are:




Economic Community Development Officer 0.99
Works Manager 0.84
CEO 0.84
Finance Manager 0.01
These estimated FTE’s are within current staffing allocations, given the Shire is recruiting a Finance/Project Manager
who will take on some Project Management responsibility from the CEO and ECDO. The Plan will be able to be
delivered within current capacities. There are therefore no new workforce requirements created by this plan.
Other years are currently below the peak allocations in 13/14 however it is assumed that at each annual review of
the Corporate Business Plan that the allocations will again reach peak levels as they are in 13/14.
The Shires key strategy for managing times when demand for key staff exceeds supply is to use a local/regionally
based network of contractors who know the Shire, have established relationships with the Council and Senior Staff
and can get work completed quickly and on budget. The key issue with this model is the continued loss of corporate
knowledge from the Shire, so the depth of the business systems are quite critical to ensure knowledge is captured
within each project/contract and as much as possible retained within the Shire knowledge base.
In addition the Mid West Regional Council is forming a grouped/centralised services model that will be supplied to
local Governments in the North Midlands area. Those services will include:




Human Resource Management
Higher Level Financial Management
Engineering
Health and Building
This additional regional resource will enable the Shire to extend the existing capacity of the current staff resources.
It will also support possible mentoring of staff as it will provide more professional positions within the region that
can create peer mentoring and support. This model is currently being developed.
Key issues for the Shire are the key person dependencies created by the flat and small staff structure. This will
create challenges for the Shire in managing succession planning for key roles. The mentoring approach suggested
already will be the key management strategy to manage the lack of succession, and to support the building of a
regional workforce.
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 53
Assets of Shire
Council provides a range of infrastructure assets to enable services to be delivered to the community.
This plan covers the following assets:
 Roads comprising roadways (1,611km),
 culverts (261), railway crossings (23),
 road signs (1,042), floodways (58), and
 footpaths (4km) and kerbing
Buildings comprising
 recreation (5),
 Council/ depot (8), public/civic (10) and
 housing (21)
Other assets covering
 recreation (13),
 Tourism (8),
 Council (1),
 public/civic (3),
 airport (3) and
 waste (1)
What does it Cost?
There are two key indicators of cost to provide the services.

The life cycle cost being the average cost over the life cycle of the asset, and

The total maintenance and capital renewal expenditure required to deliver existing service levels in the next 10
years covered by Council’s long term financial plan.
The life cycle cost to provide the infrastructure service is estimated at $4,823,000 per annum. This includes
$1,567,000 per annum for roads where the maintenance is funded by mining companies. The lifecycle cost to be
funded by Council is $3,256,000. Excluding the roads where the maintenance is funded by mining companies,
Council’s planned life cycle expenditure for year 1 of the asset management plan is $2,977,000 which gives a life
cycle sustainability index of 0.91.
Excluding the roads where the maintenance is funded by mining company’s total maintenance and capital renewal
expenditure required to provide the infrastructure service in the next 10 years is estimated at $27,269,000. This is
an average of$2,726,900 per annum.
Council’s maintenance and capital renewal expenditure on the infrastructure service for year 1 of the asset
management plan is $3,305,000 giving a 10 year sustainability index of 1.21.
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 54
Financial Estimates of the Strategic Community Plan
The Financial Estimates in this plan assume the majority contribution for each project occurs through grants funding
for capital works and Council’s own income generated through rates and fees and charges. The costing estimates
have been used to update the Forward Capital Works Plan and will be used to generate the Long Term Financial Plan
that is currently being produced for the Shire of Perenjori.
The total expenditure under this plan at the time of adoption was as outlined in the following table.
Costings Summary Corporate Community Plan
Council Contribution
Regional CLGF
Local CLGF
Mid West Dev Comm
Other
TOTAL
2013/14 $
2014/15 $
2015/16 $
2016/17 $
1,889,107
400,000
510,000
2,117,277
2,091,777
400,000
1,359,777
3,425,721
6,224,828
2,783,116
4,900,393
3,288,116
5,779,893
2,984,116
4,343,893
There are a number of objectives and projects which will rely on the support and assistance from both State and
Commonwealth Governments. The Shire works constantly in collaboration with various partners, which can include
corporate, Government, community and Non-Government organisations. Working with partners can provide
leverage in acquiring access to funding, specialist skills and knowledge that can all have a significant impact on our
ability to achieve our objectives.
Financial Ratios
The Long Term Financial Plan has yet to be prepared and as such Financial Ratios are not available for the Shire at
this stage.
The Shire of Perenjori has worked hard to manage the finances well, maximising use of funding opportunities and
the generation of income. Working towards sustainability the plan has been developed with realistic objectives and
time frames which have been assessed in more detail in relation to our available resources within the Corporate
Business Plan.
Income sources for the Shire of Perenjori are varied and include, rates, General funding, Road funding, and other
funding.
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 55
Operational Risk Assessment
The following section outlines key systems, processes and resources of the Shire and assesses the current risks to
those areas and proposes mitigation measures to be adopted where impact is high.
Systems
Risk
Document
Management
Assessment of Risk
The time cost of the document
management system is inefficient
and frustrating for staff.
Project Management
Projects are managed by staff
based upon individual systems
and there is no consistent project
management system in place
Stakeholders are managed by Key
staff and Councillors through on
going communication, without a
clear managed process
Stakeholder
Management System
ICT system
Current ICT system is sufficient
for current resourcing
Impact
HIGH
The knowledge base of the
organisation is held in the
document management system
which has not been well
maintained in the past.
HIGH
Projects need to be fully planned to
enable most efficient work flows
within organisation and community
MEDIUM
The current system works as the
organisation is small, however
increasing the project load will
cause the current system to be put
under pressure. Loss of any
individual will cause loss of key
relationships.
MEDIUM
ICT systems can quickly reach their
tipping point, and the functionality
of new technology can greatly
enhance workforce productivity
Mitigation
Invest in electronic data management
systems that protect data integrity
against individual work practices,
establish Standard Operating Procedures
and monitor their implementation.
All staff to be trained in the system.
Project Management Training has been
undertaken. Implement electronic
project management system and ensure
all projects are managed through system.
Stakeholder relationships to be managed
through an electronic management
system which records interactions,
relationships and follow-up actions
required.
HIGH
Having the right team is critical to
any successful organisation.
Building that team over time and
retaining key skill sets will be
essential to build efforts to
increase productivity.
Introduce a formalised mentoring
approach that supports strong HR
management at Senior levels.
Implement excellent HR systems.
Build the regional workforce in roles that
are best delivered at that level.
Provide flexible working arrangements
for staff, and ensure childcare is provided
in the community.
Effective job planning, detailed job
descriptions, and monitoring or work
output to be implemented to ensure
over and under productivity can be
managed.
Monitor effectiveness and remote access
and communication systems between
staff and Councillors.
Processes
HR Processes
Workforce Planning
and Cost Modelling
Skills Development
Succession Planning challenging
due to size of organisation.
Attraction and retention of key
staff has been difficult in the
region.
Active Performance management
is required to build the
organisational culture that is
desired
Key cost of organisation is labour
cost and work utilisation of all
roles difficult to assess, hencing
make cost control difficult to
implement.
Skills gaps and development to
overcome gaps could be a risk
HIGH
Some roles can be over-utilised and
some under and without
appropriate work force planning
the mismatch is difficult to detect
or remedy.
MEDIUM
Over reliance on key staff due to
ineffective middle management
skills/capacity
Training is up to date in organisation
however needs related to Corp Bus Plan
and project development/ fundraising to
be further developed.
Resources
Workforce
Capacity to develop a high
performing organisation that is
highly productive and utilises the
core staff cost to the best
outcome for the community.
Council
The task of balancing fiscal
responsibility and responding to
the community is a key risk for
HIGH
High performing parts of any
organisation are affected by lower
performance and the culture is set
by the “lowest bar” over time.
Building a high performance
culture is a function of good
systems, modelling behaviour and
consistent leadership.
HIGH
Ongoing good leadership is critical
within the Council group, as
Corporate Business Plan Shire of Perenjori 2013 - 2017
Implement systems to monitor work
output and measure performance of all
staff.
All Senior Staff to display values that
show productivity and effectiveness is
critical.
Ensure staff understand staff costs to
community outcomes is important to
Council.
Community expectations about what
Council can deliver need to be managed.
All consultation processes need the clear
Page 56
Asset Base
Council.
cohesive responsible decision
making will be required for many
years.
context of the fiscal responsibility
required by the Shire.
Depreciating asset base which
cannot be maintained on revenue
base
MEDIUM
Long term the Shire will face
increasing challenges to develop
new infrastructure or community
projects and maintain existing
assets.
Rationalise existing asset base at every
opportunity and only add high value
projects that deliver clear outcomes,
including revenue generation
opportunities.
Continue to invest in regional processes
that optimise revenue base of the Shires
in the region.
Internal Analysis
Required improvements
The following proposed improvements for the internal management of the Shire will support the core goals of
developing the community and improving financial sustainability. They relate to the mitigation measures outlined in
the risk analysis.
1. Invest in electronic data management systems that protect data integrity against individual work practices,
establish Standard Operating Procedures and monitor their implementation. All staff to be trained in the
system.
2. Implement electronic project management system and ensure all projects are managed through system.
3. Stakeholder relationships to be managed through an electronic management system which records
interactions, relationships and follow-up actions required.
4. Monitor effectiveness and remote access and communication systems between staff and Councillors.
5. Introduce a formalised mentoring approach that supports strong HR management at Senior levels.
6. Implement excellent HR systems. Build the regional workforce in roles that are best delivered at that level.
Provide flexible working arrangements for staff, and ensure childcare is provided in the community.
7. Effective job planning, detailed job descriptions, and monitoring or work output to be implemented to
ensure over and under productivity can be managed.
8. Implement systems to monitor work output and measure performance of all staff. All Senior Staff to display
values that show productivity and effectiveness is critical. Ensure staffs understand staff costs to community
outcomes is important to Council.
9. Rationalise existing asset base at every opportunity and only add high value projects that deliver clear
outcomes, including revenue generation opportunities.
10. Continue to invest in regional processes that optimise revenue base of the Shires in the region
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 57
Measuring our Success
Within each Strategic Theme there are a number of key objectives which have specific measurement criteria which
are either output or outcome based. These will be used by the Shire to monitor the achievement of the plan. They
will be used to monitor project activity, but not reported on in the Annual Report.
Key Performance measures have been set against the 5 strategy areas. These KPM’s are designed to be reported
against annually in the Shires Annual Plan. This will enable the community to track progress against the objectives
and to also understand the impact of the plan’s implementation.
Strategy
Number
1
Strategic Area
Key Performance Measures
Infrastructure and Natural
Assets
2
Industry and business
development
3
People and place
Community satisfaction telecommunication services (annual survey)
Community satisfaction town amenity (annual survey)
Community satisfaction power supply (annual survey)
Community satisfaction other services eg. Roads, pathways (annual
survey)
Completion of roads program and targets achieved
Public feedback – annual survey
Number and nature of complaints
Road count
Road budget impact reduced
Grower feedback
Number of trains, amount of grain hauled by rail
Number and scope of businesses
Attendance to activities and meetings
Customer surveys
Number establishments
Number expansions/relocations
Number of business which moved
Number houses built per year
Land Availability for projects
Nil waste targets achieved
CRC Annual reports
CRC Minutes of Meetings
Annual Survey
Number GP consults
AEDI indicators
Annual Community Survey, Childrens services
Monitoring usage of all services/activities, day care and parenting
Static membership numbers
Clubs self report business improvement
Number art and cultural events held
Annual community satisfaction with cultural, heritage and
recreation services (annual survey)
Community survey
Visitor numbers, visitor surveys, feedback from community and
operators
4
Community capacity
Volunteering rate each census period
Community satisfaction with engagement with Council (annual
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 58
survey)
5
Councils capacity
Staff statistics, Staff and Council survey
Number of projects, record of works completed on time and in
budget
Numbers of candidates at elections
Improvement in Financial ratios
Low employee turnover
Successful fundraising for key projects 50% target
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 59
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 60
Disclaimer
This Corporate Business Plan has been prepared by Grassroots Development for the sole use of the Shire of Perenjori
on the basis of information supplied by the Staff and Community. The plan has been provided on the understanding
that:



Grassroots Development is not responsible for the results of any actions taken on the basis of information or
errors in, or omissions from the plan; and
Grassroots Development disclaims any liability to any person in respect of anything or the consequences of
anything, done or omitted to be done in reliance upon the whole or any part of the contents of this
document; and
If legal advice or other expert professional assistance is required, the services of a competent professional
person should be sought.
Acknowledgements
This plan has been developed with the active assistance of key staff within the Perenjori Shire. They include the CEO
Ali Mills, the Community Development Officer, Sam Parker and the Deputy CEO Doug Stead.
Shire Councillors were also involved in the process and thanks goes to all Councillors for their time and effort to
make sure the plan is right for the community. Special thanks must go to Chris King, the Shire President who has
given extra time and great support to the planning process.
The Facilitator for the process was Sue Middleton of Grassroots Development.
Attachments
Corporate Business Plan Shire of Perenjori 2013 - 2017
Page 61
Attachment
14085.2
1. Mid West Tourism Development
Strategy Tourism Alliance
2. Terms of Reference
Ordinary Council Meeting
21st August 2014
FT
A
Mid West
TOURISM
D
R
Development Strategy
Prepared by
Evolve Solutions
July 2014
PREAMBLE
The Mid West Development Commission and Regional Development Australia in collaboration with the
Department of Planning and the Mid West Tourism Alliance commissioned this project to establish a
regional tourism development strategy. The ultimate objective of this project was to identify tourism
opportunities, game changers, priorities and gaps for the Mid West region to inform future development
and investment. Extensive consultation and analysis concluded that the Mid West is underperforming as a
tourist destination in that its potential is not being realised. The recommended strategy to grow Mid West
tourism during 2015-2025 focuses on five key areas.
1. Increasing accommodation capacity from camping through to resorts;
2. Opening up day use sites-places previously overlooked or under-developed to enhance the
Mid West’s appeal as a destination;
3. Improving the quality and distribution of information for pre-trip planning and way finding;
4. Attracting more high-yield visitors and the growing self-drive and RV market; and
FT
5. Increasing the range of Aboriginal and eco nature based tourism activities, attractions and
experiences.
DISCLAIMER
A
Success of the strategy is reliant upon the collaboration of government, tourism operators, industry
stakeholders and community in resourcing and supporting a regional approach to tourism development.
D
R
This document has been compiled in good faith by Marketrade and Evolve Solutions and is not a
substitute for legal or technical advice. No person or organisation should act on the basis of any
matter contained in this document without obtaining appropriate professional advice. Marketrade and
its associates, sub‑contractors and alliance members make no representation or warranty, expressed
or implied, as to the accuracy, completeness, reasonableness or reliability of the information
contained in this document, and accept no liability, jointly or severally, for any loss or expense of
any nature whatsoever (including consequential loss) arising directly or indirectly from any making
available of this document, or the inclusion in it or omission from it of any material, or anything done
or not done in reliance on it, including in all cases, without limitation, loss due in whole or part to the
negligence of Marketrade and its associates, sub-contractors and alliance members. This notice has
effect subject to the Trade Practices Act 1974 (Cwth) and the Fair Trading Act 1987 (WA), if applicable,
and to the fullest extent permitted by law.
PREPARED BY
JULY 2014
Mid West Tourism Development Strategy
02
Contents
5
SECTION 1 - PRELUDE
9
1.1 INTRODUCTION
9
1.2 BACKGROUND
10
1.3 PLANNING CONTEXT
11
SECTION 2 - ANALYSIS
16
2.1 SITUATION ANALYSIS
16
2.2 VISITOR MARKET & OUTLOOK
19
2.3 TOURISM AUDIT
25
FT
EXECUTIVE SUMMARY
SECTION 3 – REGIONAL TOURISM DEVELOPMENT
34
3.1 GOALS
34
3.2 STRATEGIC AIMS 34
36
3.4 ADDITIONAL REGIONAL TOURISM DEVELOPMENT OPTIONS
48
A
3.3 REGIONAL TOURISM DEVELOPMENT PRIORITIES
53
4.1 SUBREGIONAL TOURISM DEVELOPMENT PRIORITIES
53
4.2 SubregionAL ACTION PLANS
58
SECTION 5 - GOVERNANCE
74
5.1 MANAGEMENT FRAMEWORK
74
5.2 KEY SUCCESS FACTORS
76
D
R
SECTION 4 - SUBREGIONAL TOURISM DEVELOPMENT
SECTION 6 - APPENDICES
80
A. TOURISM AUDIT DATA
81
B. SWOT ANALYSIS
83
C. PREFERRED WA DESTINATIONS
84
D. COMPETITIVE ADVANTAGES
85
E. REMPLAN
86
F. top 21 tourism development opportunities
87
G. DPAW CONSERVATION ESTATE
88
References and bibliography
89
Mid West Tourism Development Strategy
03
FT
A
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Abrolhos Islands
Mid West Tourism Development Strategy
04
EXECUTIVE SUMMARY
The Mid West Tourism Development Strategy is a
regional initiative commissioned by the Mid West
Development Commission, Regional Development
Australia, Department of Planning and LGAs across
the Mid West region.
There are however, gaps to address in the
Mid West’s tourism including:
• Distinct and separate branding of towns and
therefore no coherent (regional) identity in the
minds of visitors;
• Varied approaches to visitor servicing and
mixed standards of information for way finding
(i.e. navigating to places of interest);
FT
The strategy is the direct result of the Mid West
Regional Blueprint process undertaken in 2013/14. The Mid West Regional Blueprint is this region’s
growth and development plan that proposes a
number of high level strategies. It identified five
key pillars through which targeted development
strategies and subsequent investments would be
made to grow the region for a population scenario of
190,000 by 2050. A critical element identified in the
Economic Development Pillar was “Tourism”, as one
of the key focus areas that would drive the region’s
long term economic growth.
Recent and ongoing upgrades to the
Geraldton Foreshore, Kalbarri National Park,
the Wildflower Way and Dongara-Port Denison
have potential to increase visitation. Similarly,
several Shires are working towards becoming
Recreational Vehicle (RV) friendly towns in
anticipation of a growing RV visitor market.
The Mid West Tourism Alliance has also been
established to help drive a more collaborative
approach to developing tourism across the
Mid West.
The Mid West Tourism Development Strategy aims
to facilitate a coordinated, collaborative approach to
grow regional tourism and maximise the Mid West’s
existing tourism capacity (2015 to 2025) by:
• Accommodation, which is generally aged,
and of mixed standards, and is at times below
visitor expectations, with supply limitations
during peak seasons;
A
• Identifying tourism opportunities, game
changers, priorities and gaps for the Mid West
region to inform future development and
investment.
• Lack of distinctive ‘iconic’ activities and
experiences compared to neighbouring
regions;
• Identifying the priorities and opportunities
that will help the Mid West achieve the goal of
hosting 1,000,000 overnight visitors by 2050 as
outlined in the Regional Blueprint.
R
The strategy was developed during January to
June 2014 through desktop analysis, consultation,
regional workshops and field trips.
D
Mid West tourism has significant potential to
grow the tourism economy and stakeholders have
recently embraced the need for collaboration in
pursuing regional development of tourism. Growth
in Mid West tourism has been erratic due partly to
the region’s aged tourism infrastructure, limited
choice of holiday destinations, lack of ‘iconic’
appeal, assorted branding, and competition from
neighbouring world heritage areas and overseas
destinations.
• Limited RV and traveller amenities and
accommodation options, such as low-cost or
freedom camping for travellers transiting or
stopping overnight;
• Regional produce is not highly promoted
in hospitality venues; food-wine-culinary
experiences are under-represented; and food
tourism is under-developed;
• Aboriginal tourism activities-experiences are
under-represented; and
• Digital media and online promotional
information is limited, including gaps in town
information, day trip options, experiences
available and recommended ‘must-do’
activities.
The region’s tourism has evolved unevenly and
irregularly as a result of resource constraints and
the Shire’s LGA-centric approaches to infrastructure
development, marketing and visitor servicing.
Although the Mid West has popular destinations
that bring seasonal holidaymakers, many travellers
transit through the Mid West enroute to farther
destinations reducing potential growth in tourism.
Mid West Tourism Development Strategy
05
The key tourism opportunities identified for the
Mid West include:
• The Abrolhos Islands maritime history and
nature based experiences;
• Develop an iconic ‘skywalk’ lookout, sealed
access roads, a naturebank eco camp,
campground and trail upgrades in
Kalbarri National Park;
• Develop coastal campsites and day use visitor
nodes from Green Head to Kalbarri;
• 4WD trail along the Zuytdorp Coast linking
Kalbarri to the Shark Bay World Heritage Area;
• Mid West to attract 1,000,000 overnight visitors
by 2050, staying 5,000,000 nights, and
generating overnight expenditure of
$544,000,000;
• 605,000 day trip visitors generating
$67,000,000 expenditure by 2050; and
• the Mid West to be recognised as a leading
self-drive region offering a wide range of
high quality, year-round options for the
Aspirational Achiever, Dedicated Discoverer,
Grey Explorer, Family Connectors and
Experience Seeker markets.
The key to the strategy is increasing capacity to
grow the visitor market and extend the length of
stay; improve way finding to disperse visitors across
the region; increase opportunity for expenditure
(e.g. tours, hospitality and accommodation); and
build a stronger profile as a diverse destination
extending from outback to coast to island.
FT
• The development of tourism-recreation
infrastructure across the Department of
Parks and Wildlife’s conservation blocks
(Karara, Muggon, Doolgunna-Mooloogool and
Dalgaranga);
The long term aspiration of this strategy is for the:
• Develop geo tourism and a geo park in the
Murchison;
• Aboriginal tourism experiences and activities;
• Develop prospecting reserves in the
Murchison;
A
• Support Murchison Pastoral properties to
develop tourism infrastructure including
station stay accommodation, campgrounds
and day use sites;
The success of the strategy is contingent upon
the changes recommended in this strategy.
The strategy recommends a region-wide transition
from LGA-centric tourism planning to collaborative
‘visitor-centric’ regional tourism development.
A number of initiatives have been identified to help
with the transition. Central to this are subregional
memorandums of understanding (MOU), which
LGA’s in the Murchison are working towards and the
Batavia Coast and North Midlands may also adopt in
the near future.
R
• Extend and enhance the Wildflower Way,
and develop interactive components of the
Artbelt Project, creating a drive ‘loop’ with
year-round appeal;
D
• In the North Midlands develop additional
self‑drive routes with rest and overnight
areas; audit potential campsites and develop
4-5 eco campgrounds; and upgrade a selection
of trails to multi use (walk, bike, horse, 4WD)
or create new trails at popular sites; and
• Headworks and planning pre-approval for a
conference-function facility in Geraldton.
The priority investment opportunities are integral
to the strategy and are dependent upon funding
from a range of sources including public private
partnerships and co-funding. Visitor servicing is
an important enabler of visitor experiences and
expenditure and a broader reach is required by
establishing ‘information nodes’ across towns and
redefining how the larger visitor centres engage
with the tourism sector. Good decisions require
quality information and so a dedicated marketing
research program is required to ensure visitor
desires, motivations, preferences and satisfaction
are closely monitored.
The Mid West is a large area (i.e. 478,000km2)
and it is difficult to travel north-south across WA
without traversing the Mid West and this invites
the development of regional linkages that capture
different types of visitors and different modes of
transport.
An overview of the Mid West tourism development
strategy is presented on the following page.
Mid West Tourism Development Strategy
06
strategic aims
subregio
n
a
l
p
r
i
o
r
i
t
i
e
s
D
Batavia Coast
Headworks and preapprovals for a
conference facility in Geraldton
Develop coastal campsites and day
use visitor nodes from Green Head to
Kalbarri
Kalbarri to Shark Bay 4WD trail along
the Zuytdorp Coast
Kalbarri National Park iconic ‘skywalk’
lookout, sealed roads, nature bank
eco camp, campground and trail upgrades
A
Improve promotion of accommodation
options (B&B, caravan park, hotels, RV sites)
Mid West events development
Murchison
Develop lookouts and safe viewing sites for
flash rain events
Support pastoral properties to develop
tourism infrastructure
Develop prospecting reserves for visitors
Develop geo tourism across the subregion
North Midlands
Upgrade trails to multi use (ie walk, bike
and horse), create new trails at popular sites
Audit potential campsites and develop
4-5 eco campgrounds
Create wildflower self-drive loop along
the Wildflower Way and Midlands Road
Develop half and full day self drive
routes with rest and overnight areas,
signage, interpretation, Artbelt strategy
installations, eco amenities, lookouts
Develop DPAWs Karara block into a
tourism destination
Develop cabins / chalets at Shire owned
caravan parks
Mobile network upgrade, free Wi Fi at
selected sites
FT
Promote self drive routes to caves,
windfarm, wildflowers, coast, heritage
Road side rest areas with amenities
and day use facilities.
Mid West Events eg Blues in the Bush
RV Friendly Town accreditation
Develop interactive
elements of the
Artbelt project
Upgrade coastal
campsites
Aboriginal
Tourism
Way
finding
Mobile network upgrade, free Wi Fi at selected sites
Develop chalets / park homes at Caravan Parks
Develop half day 4WD / bike / walk trails to key
sites in close proximity to towns
Refurbish heritage buildings for tourism purposes
Develop tourism infrastructure on
DPaW’s conservation blocks (Muggon,
Doolgunna Mooloogool and Dalgaranga)
Cultural development i.e West End precinct,
farmers market development, regional foods in
local venues
Way finding with signage, smart devices,
google maps, standard regional planners etc
RV parking and visitor amenities in towns
Aboriginal and cultural tourism development
Encourage Farmstays, holiday homes, B&Bs
Progress Port Denison Foreshore master plan
24 hr overnight rest bays, short stay camp
sites, RV sites
Aboriginal tourism and guided art-cultural tours
Develop new day-use, lookouts (ie bird viewing) at
key sites and ‘leave no trace’ camping sites that have
been overlooked or undeveloped
R
4-5 star hotel-resort Port Denison
Packaged holidays across the region
Develop self drive trails
Mid West Events ie iconic events
Niche tourism ie Astronomy related
Develop RV friendly towns
Way Finding (directional signage, regional standard
brochures, etc)
Moresby range recreation amenities
Batavia Coast Marina Stage 2 completion
Create ‘geo cache’ trails in towns and at
popular sites
Cruise ship tourism
WA Museum, Geraldton expansion
Adventure activities
(mountain bike, canoeing, riding, walking trails)
Abrolhos Islands maritime history and
nature based experiences
Increase the
range of
eco nature
based
activities
Attract more high yield
visitors and grow the
self drive and RV
market
Increase accommodation
capacity from camping
through to resorts
Open up sites and places previously
overlooked or under developed
Improve quality and distribution of
information for way finding
d
e
v
e
lo
p
m
e
n
t
o
p
p
o
r
tu
n
it
i
e
s
Develop geo tourism
and a geo park
Develop DPAW blocks
(Karara, Muggon,
Doolgunna Mooloogool,
Dalgaranga) into
tourism destinations
Kalbarri to Shark Bay
4WD trail along
Zuytdorp coast
Develop coastal nodes
and campsites
Kalbarri National Park
iconic skywalk, road
sealing, naturebank site,
eco campground
Abrolhos Islands
eco accommodation
and amenities
regional priorities
The Mid West attracts one million visitors
each year that stay and enjoy
the region for longer...
2050 vision
FT
A
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Mid West Tourism Development Strategy
08
W
Growth in tourism has been low.
3 Shire and 2-3 subregional
tourism groups. Minimal
collaboration, limited regional
planning and no resource pooling.
Many travellers passing through;
many seasonal short stay and
overnight visitors.
Low priority afforded to
self-drive, RV and camping
segment and trail infrastructure.
LGA based tourism planning;
tourism a low-med priority;
limited resources.
Mostly adequate signage, mixed
quality and standard, some gaps
in way-finding.
Town branding, fragmented
identity, LGA-centric visitor
information.
Many holiday homes; limited
caravan park and camping
capacity in peak season.
Adequate hotel capacity; many
aged facilities; mixed quality and
tourism focus.
Drawcards: Kalbarri,
Dongara / Port Denison,
Geraldton, Wildflower Country,
regional towns, Murchison
prospecting, outback
experiences and station stays.
425,000 overnight visitors, 2.1M
visitor nights, $240M overnight
expenditure, 320,000 day trip
visitors p.a. (avg).
here is Mid West
Tourism Now?
D
R
An irresistible route and stopover
for transient travellers.
Grow domestic and regional
tourism, incl. self-drive and high
yield visitors.
WA’s nature-based tourism
strategy.
WA’s Caravan and Camping
Action Plan.
Increase opportunities to have an
aboriginal tourism experience.
Increase visitors to regional WA.
Increase infrastructure and
events that deliver Experience
Extraordinary.
A unique island eco holiday
destination (e.g. Abrolhos).
Encourage eco nature, food and
cultural tourism experiences.
A role model for collaborative
regional tourism.
A leader in geo tourism,
conservation and unique
eco experiences.
a leading self-drive, coastal and
outback holiday region.
an inspiring nature-eco-cultureevent destination.
FT
Sustainable growth in visitation
of 1.42%p.a. (average).
988,000 day-trip and overnight
visitors by 2025.
A
$544 million p.a. overnight
visitor expenditure and $67
million p.a. day trip expenditure
by 2050.
5,000,000 visitor nights p.a. by
2050.
1M overnight and 616,000 day
trip visitors p.a. by 2050.
W
here does Mid West
tourism want to be?
Develop and promote eco tourism
(e.g. National Landscapes).
Grow visitation from China.
Common Tourism Aims
Mid West LGA’s. Capacity
/ infrastructure building,
visitor services, branding and
collaboration.
Mid West Regional Blueprint
2015-2025.
ACC and AGO Tourism
Development Priorities
2012-2015.
WA Tourism 2020.
Australia Tourism 2020.
W
here is tourism in
Australia, WA and the
Mid West aiming?
Short, medium, long term actions;
prioritised improvements.
Support for tourism focused
SME’s and entrepreneurs;
community, private and NFP;
mentoring, training and
networks.
Trails, picnic, day trip, self-drive
options.
Event tourism, aboriginal
tourism, geo tourism and coastal
experiences.
Development of iconic places and
experiences (e.g. Kalbarri NP,
Abrolhos, conservation parks,
geo park).
Regional branding, strong town
identities, experience based
appeal.
Increased accommodation
capacity (hotels, resorts, lodges,
B&B’s, station stays, camping,
24hr stopovers).
Multi-channel communication
(web, social media, digital, Apps,
GPS).
Standardised, high quality visitor
information and way finding.
Marketing alliance with RTO’s.
Identified tourism priorities.
Mid West Regional Blueprint.
Mid West Tourism Alliance.
Subregional tourism MOU’s.
Collaboration and partnerships.
H
ow will Mid West tourism
get there?
SECTION 1 - PRELUDE
1.1 INTRODUCTION
The Mid West Tourism Development Strategy is a
regional initiative commissioned by the Mid West
Development Commission, Regional Development
Australia and LGAs across the Mid West region.
FT
The strategy is the direct result of the Mid West
Regional Blueprint process undertaken in 2013/14. The Mid West Regional Blueprint is this region’s
growth and development plan that proposes a
number of high level strategies. It identified five
key pillars through which targeted development
strategies and subsequent investments would be
made to grow the region for a population scenario
of 190,000 by 2050. A critical element identified in
the Economic Development Pillar was “Tourism”, as
one of the key focus areas that would help drive the
region’s long term economic growth.
Kiteboarding, Geraldton
A
The ultimate objective of this Tourism Development
Strategy is to identify tourism opportunities, game
changers, priorities and gaps for the Mid West
region to inform future development and investment.
The strategy highlights the opportunities available
to achieve the Regional Blueprint goal of hosting
‘1,000,000 overnight visitors by 2050.’
The priorities and opportunities have been identified by:
Yellow Kangaroo Paw
D
R
• Reviewing and building on previous tourism
strategies such as MWDC’s Geraldton
Greenough Tourism Strategy, Tourism WA’s
Caravan and Camping action plan, Australia’s
Golden Outback development priorities,
Australia’s Coral Coast development priorities,
WAs Aboriginal Tourism Strategy, WAs
2020 Tourism Strategy, National Long Term
Tourism Strategy and Australia’s Tourism 2020
Strategy;
• Extensive consultation across the subregions
through one-on-one and phone interviews,
and workshops to prioritise initiatives and
projects for future investment;
• Determining what is required to maximise
the use of current tourism offers and
accommodate future visitor growth to the
subregions;
• Understanding the key challenges facing
tourism in the region for the next 10-20 years;
and
• Reviewing the Mid West’s strengths,
weaknesses, opportunities and threats.
Aboriginal art, Mullewa
Mid West Tourism Development Strategy
09
1.2 BACKGROUND
The Mid West is host to a significant array of flora,
fauna, landscapes and coast along with vast swathes
of unspoilt, remote land that offers enormous
potential for tourism. Future prospects for the
Mid West and the subregions are closely linked
to global growth driving demand for resources,
while also remaining connected to the agricultural,
pastoral and seafood industries which have uncertain
exposure to climate change and global warming.
• Economic competence: LGA’s and tourism
stakeholders working together to attract
investment, establish new enterprises, grow
employment, increase tourism visitation and
foster local prosperity.
• Clustering of resources: Networking and
collaboration between the Mid West Tourism
Alliance, tourism operators, LGA’s and the
MWDC.
• The existence of networks: Leveraging
the contacts and knowhow of stakeholders
across the region to achieve improvements in
tourism infrastructure, products, services and
standards that stimulate growth in visitation.
FT
The Mid West’s tourism sector has suffered from
being a poor cousin to the region’s traditional
economic drivers of agriculture, pastoralism and
mining. The Mid West’s tourism is considered
by some to be a by-product of, or transit point
for, the neighbouring world heritage areas at
Shark Bay-Monkey Mia and Ningaloo-Exmouth.
Further, the annual migration of seasonal selfdrive travellers’ enroute to / from the Kimberley
and northern / eastern Australia has many visitors
passing through the region, at best stopping for
an overnight stay. The challenge in growing the
Mid West’s tourism industry is in embracing the
needs of visitors and investing in initiatives that
deliver value, quality and appeal, on a collaborative
region-wide basis.
Acknowledging the Mid West subregions require
lifecycle-specific responses, the strategy aims
to strengthen the fundamentals that encourage
innovation across the tourism sector by utilising
where possible the following elements.
• Entrepreneurial activity: Subregional leaders
within the LGA’s and / or local communities
driving local forums and initiatives.
R
A
A significant challenge is to avoid over-investing
in established iconic areas and instead encourage
investment in emerging ‘iconic’ sites / areas that
appeal to a larger cross-section of the visitor
market, helping attract an increase in visitors that
can better appreciate the appeal and vastness of
the region, whilst attracting and dispersing visitors
across the broader Mid West.
• The presence of productive development
blocks: Continued support for the MWTA,
subregional tourism forums and LGA groups
to implement actions.
D
This strategy incorporates some of the principles
of Butlers Tourism Destination Lifecycle, Lieper’s
Whole Tourism System and Edquist’s Systems of
Innovation.1 An underlying premise to the strategy
is that destinations move through ‘phases of relative
stability or incremental change interspersed with
phases of radical change’ (Carson & MacBeth
2005). Regional destinations are ‘systems’ and their
advancement is achieved by increasing capacity and
encouraging innovation.
This strategy also addresses fundamental gaps
and opportunities in Mid West tourism aided by the
five elements of Lieper’s Whole Tourism System
(e.g. generating regions, tourists, transit routes,
destination regions and tourism industries), while
recognising differences in the tourism lifecycle of
each subregion and the improvements or innovation
required to become an appealing destination.
• An effective critical mass of resources:
Grants and funding, in-kind and volunteer
support, Federal, State and Local government
programs, in addition to the resources
available in each subregion.
• Institutional infrastructure: Includes the
proposed subregional memorandums of
understanding for tourism, Mid West Tourism
Development Strategy, the MWDC’s Regional
Blueprint, LGA Business and Corporate Plans,
and Local Tourism Plans.
• A leading role of local government: Eighteen
individual LGA’s as well as subregional forums.
• The production and distribution of
knowledge: The monitoring of progress in
the implementation of the region’s tourism
related strategies contributing to a wider
understanding of tourism development across
a large part of Western Australia.
• The quality of social capital: Includes
local tourism associations and forums,
business‑commerce groups, community
development groups and social enterprises
across each of the subregions and the
Mid West contributing to the growth of
communities.
1 Edquist, C. ‘The Systems of Innovation Approach and Innovation
Policy: an account of the state of the art’, Proceedings of DRUID
Conference Aalborg. June 12-15, 2001.
Mid West Tourism Development Strategy
010
1.3 PLANNING CONTEXT
To understand the tourism planning context of this
strategy, and to identify priorities that align with
State and National tourism priorities, a review
of existing plans and strategies was undertaken.
The following strategies were deemed to be the
most critical to the formation of the Mid West
Tourism Development Strategy.
Tourism 2020 is Australia’s national tourism
strategy that integrates the National Long-Term
Tourism Strategy with growth aspirations of the
2020 Tourism Industry Potential (i.e. Australia’s
aspirational targets for tourism). Tourism 2020
aims to enhance growth and competitiveness in the
tourism industry by focusing on six strategic areas:
1. Grow demand from Asia;
A principle aim of the WA Government’s 2020
Tourism Strategy is to double the value of tourism
in Western Australia from $6 billion a year in 2010
to $12 billion a year by 2020. The strategy focuses
on the WA Government working with industry to
grow business travel, international visitation and
encourage development and diversification in the
regions. Two of seven ‘levers’ of the strategy are
particularly relevant to the Mid West.
FT
2. Build competitive digital capability;
The Australian Government’s Tourism 2020 strategy
is a long term collaboration between industry and
government to maximise the economic potential
of Australia’s tourism sector. Initiatives relevant
to Mid West tourism include rollout of the NBN,
uptake of the tourism E-kit, business skills training
for Aboriginal people, the Enterprise Connect
program helping tourism operators, encouraging
experience‑based product development, and
fostering linkages between tourism and the arts.
3. Encourage investment and implement
regulatory reform agenda;
4. Ensure tourism transport environment
supports growth;
5. Increase supply of labour, skills and Aboriginal
participation; and
2. Aboriginal. Outcome: Provide every visitor
with the opportunity to have an Aboriginal
tourism experience: facilitate and support
opportunities for access to land and tenure
for the development of tourism; supporting
industry in interfacing with government,
maximising involvement in government
tourism programs; opportunities and
pathways for Aboriginal employment in
tourism and hospitality, including through
traineeships and cadetships.
D
R
A
6. Build industry resilience, productivity and quality.
1. REGIONAL TRAVEL. Outcome: Increase
visitors to regional WA with Tourism WA
supporting infrastructure in regional WA;
encouraging Australia’s best regional events
calendar; improved caravan, camping and
self-drive experiences; Extraordinary regional
experiences, including nature based, culinary
and cruise shipping experiences.
WA’s Aboriginal Tourism Strategy aims to facilitate a
collaborative approach to the ongoing development
of a sustainable, credible and visible Aboriginal
tourism industry. Initiatives relevant to the
Mid West include:
1. Integrating Aboriginal tourism product into
mainstream domestic tourism;
2. Facilitating and supporting opportunities for
access to land and tenure for the development
of tourism; and
3. Supporting the development of viable and
sustainable Aboriginal tourism businesses.
Kalbarri Gorge
Mid West Tourism Development Strategy
011
As at 2014 there are very few Aboriginal tourism
experiences in the Mid West although there are
several inspiring concepts awaiting development.
The WA Government’s Caravan and Camping Action
Plan (2013) focuses on infrastructure, land access,
industry standards and new facilities to grow
visitation and patronage across WA. Key initiatives
relevant to the Mid West Tourism Strategy include:
• New infrastructure such as caravan / camping
grounds in protected areas, improving
overflow parks and amenities and creating
additional rest areas and dump points along
major routes;
• Investigation and incentives to offer
‘investor‑ready’ opportunities for commercial
caravan park development in priority areas;
• A review of the Land Administration Act
that may encourage additional caravan and
camping facilities on pastoral lands;
• Upgrade facilities in Kalbarri’s existing
caravan parks and develop an additional
caravan park;
• Improve facilities and infrastructure at
Cobra Station;
• Continued planning to improve facilities,
capacity and quality at the Mount Augustus
Outback Resort;
• A direct road link from the Murchison to
Karijini National Park; and
FT
• Implementation of marketing activities,
training programs and accreditation to lift
industry standards;
The Brighthouse Report2 sets out the basis for a
range of recommendations in the WA Caravan and
Camping Action Plan (2013) whilst also identifying
issues specific to the Mid West and Upper Gascoyne
including:
• investigation and development of camping
facilities on Aboriginal lands that encourage
Aboriginal participation and employment; and
• A new additional campground at
Kennedy Range National Park.
D
R
A
• Specific projects within the Mid West include
dump points and upgraded rest areas at
Middle Branch, Galena Bridge, Nerren Nerren,
Barradale, and Kirkalocka Station.
Ellendale Pool
2 Brighthouse & Starfish Business Solutions. A Strategic Approach
to Caravan & Camping Tourism in Western Australia. February 2012.
Prepared for Tourism WA.
Mid West Tourism Development Strategy
012
Upper Gascoyne
Meekatharra
Wiluna
Murchison
Batavia Coast
subregion
Cue
Northampton
Yalgoo
Greater
n
Geraldto
Irwin
Morawa
Mingenew
Perenjori
Three Springs
Carnamah
Coorow
Sandstone
FT
C
ha
Va pm
lle an
y
Mount Magnet
Murchison
subregion
Subregions of the Mid West
Includes the Shire of Upper Gascoyne
(a local government authority in the Gascoyne region)
North Midlands subregion
TOURISM PLANNING ON THE BATAVIA COAST
A
The Mid West Tourism Group identified 52 priority
tourism projects for this region comprising 11
attractions, five (5) access, 10 accommodation, seven
(7) activities, six (6) administration and 13 amenities.
The Irwin Tourism Development Plan 2013-18
focuses on amenities, awareness and administration
followed by activities. The plan’s highlights include
an RV and caravan site, a review of coastal camp
sites, new or improved events and cooperative
marketing to promote the destination.
D
R
The priorities include operational improvements such
as better management of activities for cruise ship
passengers, delivering a value of tourism program,
more effective wind sports / surfing competitions and
a better business model for the Sunshine Festival.
Capital-intensive projects include enhancements
to walking, cycling and self drive trails, new
or increased accommodation near key sites,
development of activities at under-utilised sites and
upgrades on the Abrolhos Islands to grow visitation.
The Geraldton-Greenough Tourism Plan outlines
seven projects that could potentially change
the appeal of greater Geraldton. The
capital‑intensive projects focus on the Abrolhos
Islands, Moresby Ranges, themed walk trails,
Batavia Coast Marina Development and a Marine
Discovery Centre, Greenough Historic Settlement,
North Road Stock Route drive trail and new events.
Geraldton’s accommodation study (2009) concluded
no increase in room supply was required in the short
term, an additional 300 rooms were required in
the medium term and 386 rooms in the long term.
In the medium term, the Batavia Coast Marina is
a potential site for a hotel development whilst in
the longer-term coastal sites will be investigated
through local planning processes.
Shire of Chapman Valley Corporate Business Plan
2013-17 aims to develop tourism by supporting
cottage industries, events and a caravan park. This
includes investigating and promoting overnight
caravan stay options in settlements, supporting
existing and new events that promote visitation to
the Shire, investigating short-term and overnight
accommodation options, support development of the
Moresby Range Regional Park, a walking-riding trail
along the railway line between Moresby Range and
Yuna and development of a recreational node at the
Buller River mouth.
The Master Plan for the Abrolhos Islands Wallabi
Group highlighted the need to revisit the managing
structure and authority; to establish a working group
to investigate tourism across the entire Abrolhos;
and establish Beacon Island as the focus for
Batavia-themed day trip visits (due for completion
in 2015-16). There remains an overarching issue of
determining the carrying capacity of the Abrolhos,
its ability to support increased tourism and
recreation activity and how best to manage such
activity within the limits of sustainability.
Mid West Tourism Development Strategy
013
TOURISM PLANNING IN THE MURCHISON^
TOURISM PLANNING IN THE NORTH MIDLANDS
The LGA’s within the Murchison identified a range of
tourism-related initiatives within their community
and corporate plans, which form part of the
medium-term planning process. The initiatives are
earmarked for investigation and / or implementation
during 2014 to 2024 (subject to funding and due
diligence). A summary of the initiatives follows.
The North Midlands includes the Shires of
Carnamah, Coorow, Perenjori, Morawa, Mingenew
and Three Springs. During 2014 to 2023 shires in
the North Midlands are planning to upgrade tourism
infrastructure focusing mostly on nature based
tourism experiences, making improvements to
accommodation standards and capacity, and
improving the range of visitor experiences.
• Develop short-term accommodation options
(Cue, Wiluna and Yalgoo Shires). For example,
caravan park bays and camp sites, 24hr rest
stops, ex-mining / workers camps, on-site
vans, cabins and informal camp sites (e.g. at
places of interest, popular sites, strategic
locations).
FT
• Upgrade visitor amenities at the town
caravan park (Mount Magnet, Murchison and
Wiluna Shires). For example, construct new
laundry, camp kitchen, dump point, toilets or
power / water points.
Proposed initiatives include new walk trails to
popular sites and / or around heritage areas within
towns, improved self-drive wildflower trails and
upgrades to caravan parks and / or short stay
accommodation are also proposed. A range of
new or improved visitor experiences are under
investigation such as a water park, art-cultural
centre, art and sculpture trail (i.e. Artbelt), a
solar‑thermal power project and links to DPaW’s
Karara block. Improvements to information for
visitors are proposed such as cross-shire travel
guides, website and a brochure. Shire planning
in the North Midlands aims to continue focusing
on wildflowers as a central theme supported by an
improved range of eco tourism and nature based
experiences.
• Showcase the natural and cultural
features / areas across the shire (Cue and
Murchison Shires).
A
• Examine the potential of establishing a
museum, cultural or interpretive centre within
the towns (Murchison, Meekatharra and
Wiluna Shires).
• Investigate and/or develop trails within the
towns and/or at prominent sites (Yalgoo and
Sandstone Shires).
R
• Facilitate town centre streetscape
enhancement plans (Wiluna, Sandstone and
Yalgoo Shires).
D
• Upgrade, restore and/or showcase the
heritage buildings and their associated history
(Murchison, Yalgoo and Wiluna).
• Continue to support and/or encourage art and
cultural events (Sandstone, Cue, Wiluna and
Meekatharra Shires).
• Attract and/or encourage new ventures
including Aboriginal, food and horticultural
(Wiluna and Meekatharra Shires).
• Continue to support visitor servicing, visitor
centres and tourism promotion (Sandstone,
Yalgoo, Mount Magnet and Wiluna Shires).
^ The Shire of Upper Gascoyne is part of the Gascoyne Region,
however, due to synergies with Shires in the Murchison it is included
in the collective ‘Murchison’ term resulting in 8 LGAs in the Murchison
subregion referred to throughout this document.
'Big Ears' sculpture, Mingenew
Mid West Tourism Development Strategy
014
LONG TERM TRENDS
The Mid West Tourism Development Strategy adopts a ten year time horizon and as such there are long term
tourism trends that are expected to influence tourism across Western Australia and the Mid West during 2015
to 2025 as outlined below.
Rising environmental awareness: concern for impacts on the natural world, a growing ‘green shift’ towards
environmentally aware practices, products and services, favouring undisturbed nature-based tourism
experiences and conservation-driven developments.
Sustainable tourism: travelling responsibly, visiting sustainable environments, having authentic experiences
and tourism that delivers benefits for locals and the environment; social enterprises come to the fore as more
travellers value sustainable/renewable/recyclable approaches to life
FT
Owning a home on wheels: 500,000+ registered RV’s in Australia, 20,000+ new RV’s built in Australia annually,
80,000 RV’s on Australian roads at any one time; the number of overnight sites-bays decreasing nationally;
site shortages, overflow facilities and ‘feral’ camping are on the rise.
Ageing population: Aust. over 65’s pop. will increase to 60% from 3.3 m (2013) to 5.3 m (2028). They
will be comparatively healthier, wealthier, more active, and mobile. Theres a need to understand their
desires / motivations as they take to the roads in 4WD’s, caravans and RV’s - the ‘silver tsunami’ of nomads.
A
Changing spending patterns: rising aspirations and expectations; visitors expecting premium quality and service
at affordable prices [i.e. the best for less, now]; quality and service are expected as a given; consumers buying
in shops and online with social/digital media influencing spending patterns.
R
Experience economy: people valuing experiences over possessions; using experiences to express status; travel
value derived from the experience (i.e. the memories, feelings and emotions); social media capturing travel
experiences, profiling destinations and influencing travel plans.
D
Increased urbanisation worldwide: increasing world population, rising middle-class, congested cities and
sprawling urbanisation; increased pressure in our daily life motivating travellers to ‘escape’ through holidays; the
rise of holidays that immerse visitors in self-discovery, education and culture.
Asia-Pacific Tourism: steady growth in inbound / outbound travel across Asia-Pacific over the medium-long
term; growth in intra-regional travel bides well for growth in arrivals to Western Australia; culture, food, nature
and leisure remain the primary motivators for international travellers.
Carbon economy: climate change and global warming becoming all-pervasive; cost of fossil fuels steadily rising;
renewable energy on the rise; ‘green’ values becoming entrenched in all aspects of tourism; steadily rising value
of biodiversity, ecotourism and ‘experiencing’ untouched nature.
4 mainstays: Families, retirees, internationals and solo’s. Family holidays will remain a prominent driver of domestic
tourism, especially in the regions, tied to school holidays; as the world’s population ages, a growing number of
pre-retirement and retirees will dominate cruise ship, packaged tours, and RV / self-drive travel; international
travellers seeking nature-based experiences, particularly travelling to/from the Asia-Pacific region, will increase in
numbers and reach; solo travellers are growing across all countries and age groups, supported by social / digital media.
Mid West Tourism Development Strategy
015
SECTION 2 - ANALYSIS
2.1 SITUATION ANALYSIS
TOURISM CONTEXT
In 2013 Australia was ranked eleventh globally in
terms of tourism and travel competitiveness.3 Its’
strengths included the highest number of World
Heritage natural sites in the world, diverse fauna,
a pristine natural environment and excellent air
transport infrastructure. As a destination, many of
Australia’s strengths are sustainable such as world
class nature, coastal, marine/wildlife experiences,
food and wine offerings and safety. Many of these
elements are entrenched within the Mid West and
should be a focal point in promoting and developing
tourism in the medium-long term.
THE Mid West
The Mid West is 4 hours drive or 1 hour’s flight north
of Perth, extending for 340km along the central
west coast and extending inland for around 1000km,
with Indian Ocean to the west and the Great Victoria
and Little Sandy Deserts to the east. The Mid West
occupies around one-fifth of WA and has hot, dry
summers (15-40 Deg C.) and cool, wet winters
(5‑20 Deg. C).
FT
As at September 2013 Australia’s tourism sector
was characterised as follows:
A 2011 (TRA) study of domestic and international
visitor perceptions of regional travel in WA identified
a mix of active and passive activities were the key
factors in motivating people to consider regional
travel in WA. Travellers would consider driving to a
regional destination if the trip included interesting
places to stop along the way along with quality
places to stay overnight. Barriers to visiting regional
WA included the perceived high cost for transport
and accommodation and the travel time required to
reach a destination.
• the Chinese inbound visitor market continues
to grow strongly;
• holiday travel expenditure for domestic and
international visitors continues to strengthen,
with expenditure rising 5.7% (Sept. 2012 to
Sept. 2013);
A
• the high cost of travelling within Australia
continued through 2013, with increases in the
cost of travel, fuel and accommodation;
Wildflowers of the North Midlands and natural
attractions of Kalbarri and Dongara-Port Denison
are currently the region’s major drawcards
attracting an average of 729,000 day trip and
overnight visitors annually to the Mid West, mostly
during holiday periods and Autumn to Spring.
R
• In 2013, 50% of Australia’s overnight domestic
visitor spend occurred in regional areas and
is expected to grow further as urban dwellers
‘escape’ the city;
• Growth for most of the world’s major
economies remained below trend in 2013 and
led to lower growth in Australia’s overseas
visitor arrivals;
D
• Australians are travelling overseas in record
numbers, but growth is slowing as the
Australian dollar depreciates and the cost of
overseas travel increases; and
• The Australian dollar is weakening against
most other currencies, improving the price
competitiveness of Australia’s domestic tourism.
In Western Australia, over the 12 months to
September 2013, interstate and intrastate visitor
levels were up by 10% to 6.7 million visitors and
this generated an additional $195 million into the
Western Australian economy. The strongest growth
came from a 27% increase in interstate leisure
tourists, with 343,000 visiting Western Australia.
3 J. Blanke and T, Chiesa (editors). The Travel & Tourism
Competitiveness Report 2013. World Economic Forum. February 2013.
Yellow Everlastings, Coalseam Conservation Park (Mingenew)
Mid West Tourism Development Strategy
016
Mid West TOURISM LIFECYCLE
SEASONALITY
The Tourism Area Life Cycle is a concept used to
track the progress of a tourism region as reflected
by the number of visitors. The chart below shows
Geraldton and Kalbarri are at later stages in the
lifecycle compared to Mid West subregions, which are
at early involvement-development stages. However,
why is it that the Mid West has not developed further
as a popular destination? The answer may be due to
several causes.
Monthly visits to Kalbarri National Park (shown
below) provide an indication of trends in Mid West
tourism seasonality. During 2008-09 and
2012-13 Kalbarri’s peak visitation occurred in
September‑October (e.g. school holidays, spring
wildflowers) and near-peak visitation in April
(e.g. Easter, Anzac, school holidays) and July-August
(school holidays, wildflowers).
1. The Ningaloo coast, Shark Bay and Karijini have
been drawcards and the Mid West is no match.
2. The Mid West hasn’t delivered an iconic
experience-attraction that visitors desire to visit.
3. Tourism across much of the Mid West has been
a second-tier ‘pop-up’ industry.
FT
4. The high cost of air travel to the Mid West, lack
of quality accommodation options, LGA‑centric
branding, comparatively poor quality way finding
tools and a lack of collaboration in developing
regional tourism infrastructure and product.
Rejuvination
Kalbarri
40,000
B
C
20,000
10,000
A
PROPORTION OF TOURISTS
D
Development
E
Jan Feb Mar Mar Mar Jun Jul Aug Sep Oct Nov Dec
Cervantes - Jurien Bay
R
(relative to potential destination capacity)
Consolidation
Monthly visits to Kalbarri National Park
30,000
A
Geraldton
Stagnation
The shoulder periods occurred in January, May,
June, November and December. Off-peak low
visitation has occurred in February and March
(i.e. end of school holidays, peak summer period).
This amounts to 5-months peak visitation, 5-months
shoulder period and 2-months off-peak low period.
The Mid West hinterland is similarly influenced.
Programs to extend the visitor season could include
events, incentives, new experiences and unique and
iconic offerings.
Involvement
2008-09
2009-10
2011-12
2012-13
2010-11
North Midlands
Upper Gascoyne - Murchison
Rest of Geraldton region
Abrolhos Islands
Exploration
D
TIME
Kalbarri
Mid West Tourism Development Strategy
017
Mid West POPULATION4
AIR SERVICES
Population projections for the Mid West indicate
an increase in total population from 56,840 (2011)
to around 70,000 by 2026. Projections indicate
significant growth in 30-60y.o. age groups, which
are fundamental to the “visiting friends and
relatives” visitor segment. This can be expected to
drive growth in day trips, short overnight trips and
‘getaways’ of 3-5 days across the region. Population
growth is expected to help grow the visiting friends
and relatives (VFR) segment from around 77,500
in 2010-12 to around 100,000 in 2026, or a 30%
increase in the VFR segment.
The Mid West has four airports offering regular
scheduled air services including Geraldton,
Mount Magnet, Meekatharra and Wiluna
(Kalbarri and Dongara are mostly charter and
private‑recreational flights). Geraldton airport
is the Mid West’s largest airport supporting daily
public transport. Some of the larger airports in
the region are mostly for charter flights servicing
mining or resource projects.
1,500
1,000
500
140,000
2012/13
2011/12
2010/11
2009/10
2008/09
2007/08
2006/07
2005/06
2004/05
2003/04
2001/02
Source: Geraldton Airport
Geraldton Airport passenger movements
120,000
100,000
80,000
60,000
40,000
Mid West Tourism Development Strategy
2012/13
2011/12
2010/11
2009/10
2008/09
2007/08
2006/07
2005/06
Source: Geraldton Airport
2004/05
20,000
2003/04
4 Department of Planning. Western Australia Tomorrow. Population Report
No. 7, 2006 to 2026. Forecast Profile for the Mid West Planning Region. Feb
2012. Band C, median values, are used in this instance.
2,000
2002/03
Geraldton Art Gallery
Geraldton Airport aircraft movements
2,500
2000/01
85+
80-84
75-79
70-74
55-59
60-64
65-69
50-54
45-49
40-44
D
30-34
35-39
0-4
5-9
10-14
15-19
20-24
25-29
R
5,000
2000/01
10,000
Aircraft movements
A
2026
2021
2016
2011
2002/03
15,000
2001/02
Mid West population projection by age
In comparison, some of the smaller airports in
the Mid West, are used mostly for charter flights
(e.g. mining), private-recreational flights and
local aerial services (i.e. mustering, spraying and
surveillance). Of the smaller airstrips, some shires
are working towards attracting private-recreational
flights by packaging local accommodation and
hospitality services for short stay visitors.
Passenger movements
20,000
FT
If the Mid West’s mining-resource capacity increases
significantly during 2015 to 2025 there will be
increased competition for labour that may impact
upon the tourism sector, similar to that experienced
in the Pilbara during 2003 to 2010. Conversely, with
no significant increase in mining-resource activity,
the projected increase in Mid West population
may help supply labour to the tourism sector and
potentially contribute towards higher levels of
investment in the tourism sector.
During 1998/99 and 2012/13 Geraldton airport’s
passenger movements increased by 109% or an
average 6.3% annual growth. Particularly strong
growth was recorded in passenger movements
during 2011/12 and 2012/13 (possibly due to the
mining boom and the FIFO workforce). Geraldton
Airport’s aircraft movements increased by 34%
during 2000/01 to 2012/13 or an average 3.7%
annual growth, with the average passenger loading
per flight increasing by 61% during the same period.
This is shown graphically below.
018
2.2 VISITOR MARKET and OUTLOOK
Mid West overnight & daytrip visits ‘000
VISITOR MARKET^
800
In recent years domestic overnight visitor numbers
to the Mid West have been trending up with an
annual average of approximately 358,000 visitors
with the Batavia Coast accounting for around 70%,
the Murchison 20% and the North Midlands 10% of
domestic overnight visitors.
700
The number of international visitors has
been trending down with an annual average
of approximately 47,200 visitors with the
Batavia Coast accounting for around 84% of
visitation, the Murchison accounting for 10% and
the North Midlands 6%. Day trips in the Mid West
have fluctuated but otherwise remain fairly static
averaging around 324,000 annually. Combined
daytrips and overnight visits have an annual average
of approximately 729,000 with 2012 being above
average. This is shown in the charts below.
200
Source: TRA & Evolve
600
500
400
22%
300
100
Dec 09
Dec 10
Dec 11
International
visits
Dec 12
Domestic
overnight visits
FT
Day trips
Mid West Domestic Visitation
Year ending monthly
Trips 000’s
400
Source: TRA & Evolve
300
200
North Midlands overnight
Nov 12
Jul 12
Sep 12
May 12
Jan 12
Mar 12
Nov 11
Jul 11
Sep 11
May 11
Jan 11
Mar 11
Nov 10
Jul 10
Sep 10
Mar 10
May 10
Jul 09
Mar 09
Jan 10
Murchison overnight
Day trips
Mid West International Visitation
Year ending monthly
50,000
Source: TRA & Evolve
40,000
Visitors
D
Nov 09
Batavia overnight
R
May 09
Sep 09
100
A
The Mid West’s share of WA’s domestic overnight
visitors* has been static whilst its share of WA’s
international visitors has been declining and this
is due mostly to accommodation constraints, an
unchanging range of experiences, low appeal
relative to its competitors and the popularity of
Australians holidaying abroad.
30,000
20,000
Batavia overnight
Murchison overnight
Nov 12
Sep 12
Jul 12
May 12
Mar 12
Jan 12
Nov 11
Sep 11
Jul 11
May 11
Mar 11
Jan 11
Nov 10
Jul 10
Sep 10
Mar 10
May 10
Jan 10
Nov 09
Jul 09
Sep 09
Mar 09
May 09
10,000
North Midlands overnight
Sealion, Abrolhos Islands
^ Visitor estimates are based on Tourism Research Australia data March 2009 to December 2012 and supplemented with estimates from Evolve Solutions. Averages
are based on four years (monthly) rolling annual estimates.
* WA’s overnight visitors have increased steadily from 5.8M in 2010 to 7.5M in 2013 whilst visitor nights have increased from 46.1M in 2010 to 57.9M in 2013; The
Mid West has not captured its share of WA’s steady growth.
Mid West Tourism Development Strategy
019
Mid West Domestic overnight visitors
Mid West International overnight visitors
65+yrs
(11%)
15-24yrs
(13%)
65+yrs
(15%)
25-44yrs
(40%)
Age
15-24yrs
(18%)
Age
45-64yrs
(31%)
25-44yrs
(40%)
FT
45-64yrs
(32%)
Other
(5%)
65+yrs (15%)
A
Business
(28%)
Purpose
Purpose
R
Visit
friends /
65+yrs (15%)
relatives
(20%)
Other
Visit (3%) Business
friends /
(4%)
relatives
(10%)
Holiday / leisure
(47%)
D
Holiday / leisure
(83%)
Other
(12%)
Travelled with
Other
(1%)
Friends /
relatives (11%)
65+yrs (15%)
65+yrs (15%)
Alone
(23%)
Families
(5%)
Friends /
relatives (17%)
Adult
couples
(27%)
Alone
(47%)
Travelled with
Adult
couples
(36%)
Families
(21%)
Mid West Tourism Development Strategy
020
Mid West Domestic overnight visitors
Mid West International overnight visitors
Other forms
(the rest)
Friends /
relatives
(1 in 4)
Other forms
(the rest)
Caravan parks
(2 in 5)
Accommodation
FT
Hotel / motel / resort
(1 in 4)
80%
70
Visitors
68%
Share of
‘nights’
50
20
22%
11%
D
10
R
40
30
0
In 2012 the Mid West hosted around 2.1M
visitor nights. Intrastate visitors (80% of all visitors)
generated 68% of the nights; interstate visitors
(9% of all visitors) generated 9% of the nights;
international visitors (11% of all visitors) generated
22% of the nights. Average length of stay was
4.8 nights for domestic visitors and 10.3 nights for
international visitors.
A
60
Accommodation
Hotel / motel /
resort (1 in 4)
Caravan parks
(1 in 5)
80
Hostels /
lodges
(almost 1 in 4)
Intrastate
International
9%
9%
Interstate
The primary sources of information used in making
travel decisions included friends and relatives, past
travel experiences and holiday/travel websites and
‘other’ internet (e.g. blogs, forums, social media)
with a minority using brochures and guidebooks.
19% of Mid West domestic overnight visitors are
caravanners compared to the WA State average
of 9%; 40% of Mid West international visitors are
caravanners; and approximately 88,000 caravanners
visit the Mid West annually. This group of visitors
(approx. 25%) are highly mobile and disperse across
the region. Western Australian Museum, Geraldton
Mid West Tourism Development Strategy
021
The following summarises visitation to the Mid West,
compared to the other Development Commissions.
• The Mid West has among the highest
percentage of intrastate visitors (80%) with
only the South West (84%) and Wheatbelt
(87%) being higher.
• The Mid West is among the lowest in
interstate visitors (39,000), Gascoyne is the
lowest (32,700), compared to the South West
(141,000), which is highest.
• The Mid West is among the lowest in visitor
nights (2.1M), with Gascoyne (1.7M) and
Great Southern (1.7M) being the lowest,
compared to the South West (6.0M).
FT
• The Mid West is among the lowest in average
nights stayed (5.1), with the South West (3.9)
and Great Southern (3.9) and Wheatbelt (3.1)
the lowest, and Pilbara (10.6) the highest
(mostly because of the business market and
high level of business visitors).
• The Mid West has a ‘balanced’
(i.e. sustainable) mix of visitors for business
(25%), holiday‑leisure (50%) and visiting
friends and relatives (19%), similar to
Goldfields-Esperance and the Kimberley. A
• The highest in holiday-leisure + VFR visitors
is the South West (89%) and Gascoyne (82%)
compared to the Mid West 69% and the Pilbara
(30%).
R
The Mid West has the potential to grow interstate
visitation; encourage longer stays, especially among
international and interstate visitors; and encourage
more VFR and holiday-leisure visitors, as the
following table indicates.
%
Gascoyne
80% 138,300
9% 32,700
11% 44,100
%
Pilbara
64% 236,000
15% 60,000
20% 43,300
D
2010/11/12
Mid West
visitors
Intrastate 331,300
Interstate 39,000
International 45,200
%
Point Moore lighthouse, Geraldton
Kimberley
70% 145,700
18% 111,300
12% 35,600
Goldfields
Esperance
50% 249,000
38%
57,300
12%
31,400
%
TOTAL VISITORS 415,600 100% 215,100 100% 339,300 100% 292,300 100%
%
South West
74% 1,299,700
17% 141,000
9% 105,000
Great
Southern
84% 359,300
9% 49,700
7% 43,500
%
%
79%
11%
10%
337,700 100% 1,545,700 100% 452,500 100%
Wheatbelt
585,700
52,700
36,800
%
87%
8%
5%
675,200 100%
Visitor Nights
Intrastate 1,447,300
Interstate 201,000
International 467,800
68% 1,168,300
9% 191,000
22% 410,700
66% 1,724,300
11% 699,000
23% 1,158,600
48% 826,000
20% 1,018,000
32% 625,500
33% 1,039,700
41% 386,000
26% 585,600
52% 3,921,000
19% 769,300
29% 1,318,300
65% 1,275,000
13% 168,700
22% 310,800
73% 1,430,000
10% 152,000
18% 485,400
69%
7%
23%
TOTAL NIGHTS 2,116,200 100% 1,770,000 100% 3,582,000 100% 2,496,200 100% 2,011,300 100% 6,008,600 100% 1,754,400 100% 2,067,400 100%
Avg. length of stay
(nights)
Intrastate
Interstate
International
4.4
5.2
10.3
8.4
5.8
9.3
7.3
11.7
26.8
5.7
9.1
18.3
4.2
6.7
18.7
3.0
5.5
12.6
3.5
3.4
7.1
2.4
2.9
13.2
TOTAL
5.1
8.2
10.6
8.5
6.0
3.9
3.9
3.1
Purpose of Visit
Business
Holiday or Leisure
Visiting Friends
and Relatives (VFR)
Other
25%
50%
9%
76%
62%
21%
25%
58%
31%
35%
8%
64%
11%
56%
12%
54%
19%
6%
9%
11%
23%
25%
27%
28%
6%
8%
8%
6%
11%
3%
6%
6%
Source: Tourism Research Australia (TRA)
Mid West Tourism Development Strategy
022
Consistent with Tourism Australia’s ‘Experience Seekers’ and Tourism WA’s domestic target market audiences,
the following table profiles visitors most likely to visit the Mid West.^ Recent research* suggests 5%-10% of
intrastate visitors from each of the visitor segments are ‘likely’ to visit the Mid West in the next two years.
VISITOR
SEGMENT
Dedicated
Discoverers
DEMOGRAPHIC
PROFILE
MOTIVATIONS
Equivalent to 1 million consumers across Sydney,
Melbourne, Brisbane and Perth.
A community minded and socially
active group looking for something new
and different.
Self development
Adventure
Engaged observation
42% have household incomes >$100,000 pa 68% fall
into the highest socioeconomic group based on income,
education and occupation.
64% are big discretionary spenders.
Aspirational Equivalent to 1.3 million consumers across Sydney,
Melbourne, Brisbane and Perth.
Achievers
39% have household incomes >$100,000 pa.
47% fall into the highest socioeconomic group.
46% have travelled by air in Australia in the last 12 mths.
83% like to holiday in Australia, 68% book their own travel.
41% are heavy internet users and 38% / 46% are heavy
newspaper and magazine readers respectively.
Grey
Explorers
Equivalent to 1.1 million consumers across Sydney,
Melbourne, Brisbane and Perth.
2% have household incomes >$100,000 pa
94% are retired, 36% fall into the lowest socioeconomic
group.
Indulgence
Relaxation
Frequent travellers but always look for a Connection
strong value proposition before making Variety
a decision.
Spend big on holidays as a reward.
Enjoy resorts, wine, food and activity
based holidays.
Look for a variety of experiences, prefer
travelling to aspirational destinations.
The oldest group, also known as grey
nomads.
Family is very important but their
children have left home.
29% recently travelled by air in Australia, 57% book their
own travel.
Low internet usage (9% heavy) but 44% and 34% are
heavy newspaper and magazine readers respectively.
R
Equivalent of 200,000 consumers in Perth.
Family
Connectors 27% have household incomes >$100,000 pa.
36% are big discretionary spenders.
35% have travelled by air in Australia in the last
12 months.
D
76% like to holiday in Australia, 56% book their own
travel.
48% are heavy internet users and 33% heavy magazine
readers. 23% are heavy commercial radio listeners.
Experience
Seekers
(International)
Constitute 26-50% potential outbound travellers from
key markets.
Have higher than average household income, are
tertiary educated.
Experienced international travellers, not characterised
by nationality, preferred holiday style or age.
Seek out and enjoy authentic personal experiences;
place high importance on value and critically balance
benefits with costs.
Motivating Destinations:
Broome, Margaret River
and other South West,
Ningaloo and Coral Bay
Relaxation
Connection
Engaged observation
Self development
Focus on relationships and experiencing
what they missed out on.
Motivating Destinations:
Have time to explore the country and
Broome and
reconnecting with loved ones.
other North West,
South West, Kalbarri,
Travel in RV’s and caravans and stay in
Monkey Mia and other
low cost accommodation so they can
Coral Coast.
travel longer.
A
12% are big spenders, 27% medium spenders, 61%
budget spenders.
(WAbased)
Motivating destinations:
Broome, other
North West, Ningaloo,
the South West
FT
56% are big discretionary spenders.
The highest socio-economic group
with the highest frequency of travel.
Big spenders on holidays and will pay
a premium for new and authentic.
Like undiscovered destinations so they
can be first of their peers to visit.
This group have ‘made it’ in their
chosen field.
Spend time sightseeing and VFR.
Conventional WA families. Devote a lot
of effort into building home / lifestyle
for their children.
Holidays provide a chance to connect
with their children-partners and enjoy
all WA has to offer.
Self-drive and rented accommodation
and development of themselves and
their children are important.
Variety
Connection
Relaxation
Motivating Destinations:
Margaret River and
other South West
(e.g. Busselton),
Ningaloo
Travel to traditional family destinations.
Sociable and enjoy engaging with locals, Grow as an individual
enjoy a variety of experiences.
Being healthy
Active in their pursuits, somewhat
Experience freedom
adventurous, value experiences
Reconnect with family
different from their day-to-day lives.
Self-discovery and
Open-minded, have an interest in world education
affairs, are opinion leaders within their
peer and social groups.
Motivating Destinations:
High users of technology, comfortable
accessing information and messages in
digital environments.
Predisposed toward activities and
pursuits that enhance them through
understanding or learning.
National landscapes such
as Great Barrier Reef,
Uluru, Sydney,
Margaret River and
Ningaloo.
^ Tourism WA Revisiting the Domestic Target Segments January 2014; Roy Morgan Travel Segments 2014; Tourism Australia Experience Seekers 2006, Tourism Australia Marketing the Experience Seeker 2007.
* Roy Morgan Holiday Tracking Survey April 2012 to March 2013. Refer also to the appendix for further details.
Mid West Tourism Development Strategy
023
VISITOR MARKET OUTLOOK
The Mid West offers a range of factors that motivate visitors to visit. The table below provides an indication
of the extent to which the Mid West has leveraged these factors and where scope exists to increase the
‘motivation to visit’. The extent to which some or all of these factors are developed will be instrumental in
future visitation to the Mid West and the subregions.
EXTENT LEVERAGED
Coastal and marine-aquatic environs
Adequate at Kalbarri, Port Denison and Geraldton. Abrolhos and
‘quieter’ coastal nodes largely undeveloped.
Outback wilderness and undisturbed nature
Many prominent landforms, natural features and bio-intensive sites
are undeveloped or inaccessible.
Mining and pastoral heritage and local
history
Adequate in regional towns. Several abandoned sites and places of
historical interest are undeveloped.
Wide open spaces and uncrowded settings
Places of natural beauty, lookouts and locations with panoramic
vistas are undeveloped or inaccessible.
Flora and fauna and natural bush scenery
Many accessible bio-intensive areas (e.g. rivers, creeks and
waterholes) are undeveloped or inaccessible.
Ancient landforms, geological / mineralised
areas
Many lesser known or overlooked sites remain undeveloped or
inaccessible.
Arts and culture
Adequate in towns/galleries. Limited range of approved, accessible
cultural sites.
FT
CORE APPEAL – MOTIVATION TO VISIT
Visitor projections for the Mid West have been
prepared based on aspirations within the
Regional Blueprint (e.g. the high growth scenario
for this strategy is consistent with 1,000,000
overnight visitors by 2050). A range of scenarios
were developed as outlined in the following table
with projected visitor levels shown graphically on
the following page.
A
Future visitation to the Mid West and the subregions is
dependent upon a range of factors many of which are
subject to change at short notice (e.g. A$, interest rates,
price of fuel, inflation, cost / risk of overseas travel,
drought / floods, etc).
ASSUMPTIONS AND RATIONALE
Status Quo
Minimal investment in tourism infrastructure; minimal addition to activities / experiences offered;
minimal regional collaboration; fragmented promotion / branding prevails; accommodation
constraints and seasonal shortages prevail; transit tourism continues, minimal growth in self-drive
stopovers; minimal 0.72%p.a. growth in visitation (average).
R
SCENARIO
Low levels of investment in tourism; minor addition to activities / experiences offered; low levels
of regional collaboration; regional promotion / branding emerges; minor increases in high and low
priced accommodation capacity; self-drive stopovers increase, higher dispersal across the region;
low-moderate 1.48%p.a. growth in visitation (average).
D
Low Growth
High Growth
Moderate levels of investment in tourism; noticeable increase in activities / experiences offered;
moderate levels of regional collaboration; effective regional branding / promotion; moderate
increases in accommodation capacity, across the region; increased visitation and length of stay
across the region; moderate-high 2.94%p.a. growth in visitation (average).
Mid West overnight visitors
Future scenarios
500,000
Source: TRA & Evolve
3,500,000
Mid West visitor nights
Future scenarios
Visitors
600,000
3,000,000
550,000
Nights
500,000
2,500,000
450,000
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Status quo 0.72% pa
Low growth 1.48% pa
High growth 2.94% pa
2,000,000
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Status quo 1.05% pa
Low growth 1.98% pa
High growth 3.99% pa
Mid West Tourism Development Strategy
024
2.3 TOURISM AUDIT
For each of the subregions a desktop-based tourism
audit investigated the number and type of activities,
attractions and accommodation. A primary purpose
of the audit was to identify gaps in tourism product
and infrastructure. Audit findings are based on
information taken from websites, holiday planners,
brochures, maps and travel guides. The findings
for each subregion highlight the gaps, challenges
and opportunities. Audit data is presented in the
appendix.
BATAVIA COAST TOURISM AUDIT FINDINGS
Gaps
• Tourism service standards are inconsistent and at
times below comparable ‘aspiring’ destinations.
• Visitor servicing is mostly confined to visitor
centres and is largely reliant on visitors going to
the visitor centres (which are open 9am to 5pm).
• Tourism signage is generally adequate around
the larger towns while away from the coast it
can be inconsistent and/or lacking.
FT
In the heart of the subregion, 420 km north of
Perth is Geraldton, the departure point for air
and sea‑trips to the Abrolhos Islands (lying
approximately 60km west of Geraldton). The
subregion has over 170 accommodation facilities,
the vast majority of which are holiday homes
and units. Coastal caravan parks provide a large
proportion of accommodation capacity with a
limited amount of farm stay and hotel-motel
accommodation inland. Higher-end resort style
accommodation is limited to Kalbarri and Geraldton,
with some of the smaller towns providing aged
hotel-motel accommodation as an alternative to
limited caravanning-camping capacity.
Awareness is promoted through websites hosted
by the Shires, Visitor Centres and TWA and
supplemented by Holiday Planners of Australia’s
Coral Coast, Geraldton and Kalbarri that are
available online as well as in hard copy though the
Visitor Centre network. Walk and drive trail maps
highlight some of the historic and natural features
of the subregion, with some walk and drive trails
more heavily promoted than others.
• The subregion is a popular transit route
for self-drive travellers and yet overnight
stopover facilities are limited, undeveloped or
discouraged.
R
A
Access to the region is year round on all-weather
sealed roads, typically 4.5 hours drive from Perth.
Geraldton is included on the ‘official’ route map of
the Indian Ocean Drive (IOD), but Port Denison and
Dongara are not. The subregion has regular (daily)
air services through Geraldton regional airport and a
limited-service airstrip at Kalbarri. Regional buses
service most of the towns along the Batavia Coast
on a regular basis with tour coaches confined to the
larger towns.
• Accommodation capacity is limited and
mostly services the business sector, while
caravanning-camping is mostly confined to
caravan parks in urban areas.
D
There is a range of visitor activities involving
mainly nature based walks, adventure and aquatic
activities. Sporting activities are also available
with a range of high quality facilities in the larger
towns. Activities involving the history and industry
of the subregion are limited. There are 17 heritage
attractions promoted in the historic towns and
buildings of the subregion, but most involve static
displays and basic interpretation with limited guided
and/or interactive tours.
Events in the subregion provide ‘temporary’ tourist
attractions of limited appeal, while the nature,
culture and food of the subregion support a limited
offering of tourist attractions. There is a mismatch
between the major attractions, which are mainly
historical-heritage, and the major activities which
are based mainly on natural attractions and land
features.
• Self-drive tourism is the largest visitor
segment yet drive trails, drive-itineraries and
way finding^ are not yet fully developed.
• Mid West has a large Aboriginal population
yet Aboriginal tourism is almost non-existent
and programs to foster new ventures are
under‑utilised.
• The subregion has over 300km of coastline
and limited camping-caravanning facilities on
the coast, yet visitors go there daily for aquatic
activities.
• The Abrolhos Islands have under-utilised fishing
huts, ‘village’ amenities and eco camping sites yet
overnight and day visits are limited in number.
• Trail-based tourism is growing steadily across
WA yet the subregion has a limited range of
trails, mostly at selected sites and at some
natural features.
• The burgeoning RV sector has failed to impact
upon the region with a limited range of
amenities-facilities for freedom campers and
self-contained travellers.
^ Way finding is how visitors apply information to find and/or arrive at
a place of interest with minimal delay using the most direct or preferred
route; it can include the use of maps, GPS, signs, markers, wordof-mouth instructions, web / app utilities, visual indicators and past
experience; good way finding ensures visitors spend maximum time at a
site (activity-experience) thus minimising cost, travel time and risk.
Mid West Tourism Development Strategy
025
Challenges
• Shires in the subregion have been LGA-centric
in managing tourism and subsequently view
neighbouring shires as competitors, with
minimal collaboration across boundaries,
rather than utilising each Shire’s capacity to
extend the length of stay, increase expenditure
or encourage repeat visitation.
• The subregion hosts two fishing‑tourism
towns (i.e. Kalbarri and Dongara‑Port Denison)
and a port-industry-fishing regional city
(i.e. Geraldton), which are fundamentally
different in their tourism capacity, profile and
appeal creating challenges for subregional
branding. Sub-branding of the towns has
merit provided cross-town collaboration
is encouraged in daytrips, drive routes,
tour operators, accommodation sharing,
governance, planning, etc.
FT
• The subregion hosts excellent Vocational
Education and Training (VET) facilities but
achieves comparatively low levels of tourism
training, and with the subregion’s above average
employment participation and below-average
unemployment, tourism operators have difficulty
recruiting quality staff5 to facilitate the growth of
tourism. State / Federal government intervention
may be required to incentivise VET enrolment
in tourism-hospitality and/or encourage
mature-age (unemployed, casual employee)
residents to reconsider upgrading skills in
tourism‑hospitality.
• LGA-centric tourism has fostered
‘town‑destinations’ in visitors minds, resulting
in fragmented branding across the subregion,
to the detriment of having a regional
identity to compete with formidable regions
(e.g. Shark Bay, Ningaloo, Margaret River,
Goldfields, Kimberley). Batavia Coast
branding could be improved by including
Jurien, Green Head and northern sections of
the Indian Ocean Drive (IOD); making coastal
access, activities and experiences the basis
for a stronger proposition; and utilising inland
linkages to enhance the range of visitor
experiences on offer.
D
R
A
• The subregion’s hinterland is host to scenery,
niche ventures, quaint communities and
natural attractions yet is largely overlooked
and under developed as a destination for
day trips. The hinterland’s accommodation
capacity, hospitality services and RV amenities
are limited and restrictive.
Dongara sand dunes
5 Western Australian Regional Profile Mid West-Gascoyne, June 2012,
The Department of Training and Workforce Development. Mid West Gascoyne Profile. http://myregion.gov.au/profile/mid-west-gascoyne/data/
employment/unemployment
Mid West Tourism Development Strategy
026
• Investment is required to provide greater
choice for self-drive travellers who are selfcontained; and accommodation options
enhanced for those not self-contained (e.g. by
encouraging increased supply of farm stays,
B&B’s, rental holiday homes, refurbishment
of disused facilities, increased supply of park
homes/cabins, rezoning for mixed use, etc).
• Encourage investment in and development
of mixed accommodation; for example,
serviced apartments, B&B’s, farm stays,
backpacker / flashpacker (i.e. up market)
lodges, coastal caravan park and a high quality
resort-hotel.
• Encourage the development of a
conference‑function facility in Geraldton,
ideally colocated with a hotel‑resort facility
or within a hospitality / service oriented
precinct (e.g. WA Museum Geraldton, Batavia
Marina Stage Two).
• Encourage the development of tours, visitor
services, guides, hires / rentals and cultural
activities; increase the range of experiences
available to visitors.
• Develop a wider range of tour options
and shore-based activities for cruise ship
passengers; offering cruise ships a wider
range of options in hospitality, transport,
activities-experiences, tour duration and tour
themes (e.g. food, culture, heritage, industry,
nature, astronomy).
FT
• Geraldton is the regional city and yet
has a limited range of high quality
accommodation; has limited affordable
seafront accommodation; has limited budget
accommodation; has only 2 caravan parks
by the beach, and caravan park fees are
comparatively expensive; Geraldton is not
RV friendly; basic camps are limited in number
and not widely advertised or sign-posted;
no 24-hour free parking within 100kms of
Geraldton; and the City needs more serviced
accommodation, Bed and Breakfasts and
Retreats (e.g. day spa, health-wellness); In
the event of an upsurge in mining-resource
activity (especially construction) the City’s
accommodation supply would be overwhelmed
to the detriment of tourism and potential
growth therein.
Opportunities
• Develop a mix of accommodation options at
the Abrolhos, across the broader spectrum
of amenity and price / quality, offering a wide
range of visitors the chance to experience the
natural wonders of the islands.
R
A
• The Mid West and in particular the subregions
have limited tourism data to manage tourism
and inform decision making. It is important
that the Mid West and the subregions
commence a program of tourism data
collection and reporting that over time will
provide a richer understanding of trends to
inform future plans and strategies. National or
State tourism data should become secondary
to the primary data gathered within the region.
D
• The Batavia Coast could potentially extend
from Jurien Bay to Kalbarri. However, the
section from Jurien Bay to Green Head
is not within the Batavia Coast boundary.
Green Head currently lies within the
North Midlands whilst Jurien lies within
the Shire of Dandaragan and the Wheatbelt
Development Commission. Coordinated
development of tourism along the IOD from
Jurien Bay to Port Denison would require
a change of Development Commission
boundaries. If opportunity to realign
boundaries should arise it would be beneficial
to include Jurien and Green Head in the
Batavia Coast for consistent marketing and
development.
• Develop additional infrastructure at Kalbarri
National Park including an iconic ‘skywalk’
lookout, nature based eco camp, visitor’s
campground, additional walk / hike trails and
the completion of upgrades to roads into day
use areas.
• Encourage increased access to coastal day use
sites and develop coastal short stay campsites;
develop linkages between sites where possible.
• Continue to encourage the development of
Geraldton’s West End precinct including a
range of entertainment, hospitality, cultural
and social activities and services.
• Develop a coastal link between Kalbarri and
the Shark Bay World Heritage Area; encourage
a 4WD trail incorporating overnight rest areas,
lookouts, picnic areas, walk trails and visitor
amenities.
• Encourage half/full day self-drive routes into
the hinterland by providing detailed maps,
signage/markers, prominent stopovers and
interpretive materials;
• Encourage the development of Aboriginal
guided tours, hospitality / food experiences,
cultural displays / talks and art-craft
exhibitions / displays.
Mid West Tourism Development Strategy
027
MURCHISON TOURISM AUDIT FINDINGS
In this instance, the ‘Murchison’ subregion
includes the Shire of Upper Gascoyne, which is
in the neighbouring Gascoyne region. The term
‘Murchison’ refers to 8 LGA’s working together.
The Murchison subregion comprises eight
shires, seven towns, 4,500 residents, and covers
approximately 423,000km2. Towns within the
Murchison are mostly transit points for travellers’
enroute to farther destinations as the region itself is
largely undeveloped as a tourism destination.
• Boutique scale hotel-motels or upmarket
lodges-hostels suited to short stay families,
couples and small groups.
• Formal campgrounds on DPAW, Station, Shire
or freehold land to suit self-contained visitors
and self-drive travellers’ enroute and seeking
extended stays.
• Overnight (24 hour) rest areas in-near towns,
at roadside parking bays and / or near day
use sites to accommodate travellers and
self‑contained visitors.
• A wider variety of nature based activities
and attractions (e.g. billabongs, waterholes,
fossicking / prospecting sites, wildflower sites,
lookouts, short-loop drive trails, walk‑bike
trails, geo cache trails, shaded picnic sites,
cave / breakaway sites, Aboriginal art sites,
geological / land feature sites, fauna viewing
sites, mine viewing areas / lookouts and
river-creek confluences). Many of these
opportunities exist on pastoral and DPAW land.
FT
The Murchison has over thirty-five accommodation
facilities, mostly aged establishments of mixed
quality and standard along with a limited range of
low-cost or free camping sites. Access is primarily
by sealed road-highway between the main towns,
with a network of unsealed roads across the region,
along with three regular-service airports in the
larger towns, numerous airstrips for small aircraft
(e.g. some for RFDS) and regular public bus-coach
services in four towns.
Gaps
• Increased access to prominent landmarks,
natural landforms and geological features
enhanced with walk trails, lookouts,
interpretation and shaded rest areas.
• Improved range and quality of information
for visitors including half / full day itinerary
options, store-hospitality operating hours,
location of / directions to feature sites,
recommended ‘must see’ attractions, safety
information, recommended drive / 4WD trails
and the location of RV-camper amenities.
R
A
The region is host to over twenty-seven visitor
activities, mostly heritage, nature and trail based,
albeit with a high degree of sameness from
one town to the next. The region is host to
forty‑one attractions, mostly heritage, nature and
culture‑Aboriginal based, and these are generally
within proximity to each town. Using the CMCA’s
RV Friendly Town scheme as a benchmark, the
region’s amenities are generally limited to basic
facilities with the exception of Meekatharra, which is
a certified RV Friendly Town.
D
Awareness is driven mostly through two mediums
including printed holiday planners produced by the
AGO, ACC and RAC and LGA tourism brochures,
whilst tourism, self-drive and travel websites offer
limited details on stopover towns and LGA websites
provide details on local attractions, activities and
accommodation. Four of the towns have visitor
centres whilst the remainder have information
nodes in Shire offices or CRC’s.
• Suggestions for stopovers enroute to the
region, including stopover accommodation and
‘must see’ feature sites / places of interest.
• Enhanced range of RV / camper amenities in
or near to the towns.
• Detailed list of station stays within the
region including on-site facilities, tours,
accommodation and hospitality; readily
available on multiple mediums.
• Marked locations of low-cost / free camp sites
and dog-friendly destinations across the region.
Meekatharra sunset
Mid West Tourism Development Strategy
028
Challenges
Opportunities
• A limited amenity for RV and self-drive travellers
presents challenges to those potentially
looking to rest-up or stopover between towns,
discouraging visitors to lengthen a visit.
Town amenities could be upgraded to meet
CMCA RV Friendly Town standards or improved
to better support RV travellers.
• Helping to facilitate fossicking–prospecting
in designated areas using maps, signage,
providing information on licenses and permits,
facilitating guides or tours during peak
periods, and hiring metal detectors. This may
include establishing ‘prospecting reserves’
operated by the local Shire.
• The Outback Pathways (GMOP) is poorly
maintained and attracting low patronage.
Travellers of the GMOP are potentially sending
unfavourable messages of the trail, which can
lead to lower appeal for the region. Periodic
maintenance is required to ensure the GMOP
remains relevant to travellers.
• Encouraging Aboriginal artists to display their
wares in town (e.g. windows of vacant shops,
foyer of shire office, visitor centre and CRC)
with clear instructions on where to enquire
about buying art (e.g. at the Shire, visitor
centre or CRC).
FT
• Built accommodation is generally aged, of a
mixed standard and attuned to servicing miners
or workers rather than tourists. Station stays,
B&B’s and boutique-size lodges‑hostels need
to be encouraged and actively promoted to
catch a larger share of visitors.
• Using blackboards / whiteboards outside the
visitor centre to update travellers of recent
happenings such as flooded lakes attracting
birds, location of lookouts to view a rising
full moon, types of fauna spotted at certain
places, gems-metals found at certain places,
waterholes available for swimming, seasonal
campsites opened / closed, dates-times
of social events/gatherings at local clubs,
places‑venues where locals patronise on
certain days, etc to help show the region has
ever-changing features and spontaneous appeal.
• Hospitality such as cafe-restaurant-food
suppliers are limited in number, have varied
operating hours and generally not attuned to
servicing tourists.
• 1-in-3 RV-travellers consciously avoid caravan
parks. Creating places for RV/self-contained
travellers to stay for 2-4 days at low or no cost;
and providing information encouraging RV’ers
to engage with local communities, clubs and
regional gatherings and to purchase local food
and services.
R
A
• The vastness of the region and the distance
between towns requires a fair amount of
driving yet the reliability of printed maps and
GPS is limited and fail to show the location
of attractions, activities, amenities and
accommodation options – leaving travellers
to explore the region unsure if they’re driving
past something of importance.
D
• The towns share a ‘tourism monoculture’
offering a ‘sameness’ of visitor experiences
centred on heritage attractions notably
architecture and town heritage walks, historic
mining sites, heritage transport exhibits,
photographic collections and hotels-pubs. Town
differences need to be highlighted and reinforced.
• Encouraging hospitality operators to adopt
‘welcome’ programs during peak visitor
periods (e.g. for 3-4 months of the year)
and offer localised information, supporton-request, visitor-friendly service and
recommendations for day trips / site
visits / sightseeing etc.
4WDriving in the Mid West
Mid West Tourism Development Strategy
029
• Enhancing existing walk and drive trails with
maps-handouts, trail markers, directional
signage, geo caches, shaded picnic sites and
bike-loops around nearby places of interest.
• Each town offering visitors a postcard
size handout listing the top five must-see
attractions-activities with a map showing their
location on the reverse side (and each town
ensuring their offering is distinct and different
from neighbouring towns).
The Northern Midlands comprises six shires,
seven towns, 4,583 residents, covers approximately
23,269km2 and is predominantly a farming
and mining region three hour’s drive north of
Perth. Towns within the Northern Midlands are
comparatively short distances apart along two
sealed roads that take travellers north into the
Gascoyne or south towards Perth.
The region is highly regarded for its wildflower
displays July to September and it is during this
period that peak visitation and accommodation
shortages occur. The Northern Midlands has around
forty accommodation facilities with over half being
caravan parks, cabin facilities and camp sites, and
supplemented by a hotel-pub in each of the seven
towns. The region has a limited range of camp sites.
Access is primarily by sealed roads that are
all‑weather and serviceable year-round. The region
has several landing strips for small, light aircraft
but no facility for larger, regular-service aircraft.
Public bus-coach services pass through most of the
towns with links to Geraldton and Perth.
FT
• Preparation of a Murchison holiday planner
that guides visitors across the region,
in‑around towns and in-between towns and
provides travellers with a compendium of
itineraries, options and opportunities to
stop, stay and experience the region that are
otherwise overlooked (i.e. including places
frequented by locals).
NORTH MIDLANDS TOURISM AUDIT FINDINGS
The region is host to over forty visitor activities,
mostly nature, wildflowers, walks and self-drive
trails, art-culture and marine-aquatic based
activities that potentially support a day’s stay in each
town. The region is host to over 109 attractions
mostly heritage, nature, events, art-culture and
industrial tourism with each town having a range
of attractions within a short drive capable of
supporting a day’s stay.
A
• Encourage pastoralists with short stay
accommodation (e.g. buildings or campsites)
to package their station by listing the available
attractions, activities and experiences with
local visitor centres and combine all station
stays in a regional compendium that enables
travellers to view alternate places on a map,
comparing experiences on offer, prices,
location, travel distance, facilities, etc.
D
R
• Refurbish and/or redevelop disused
Shire‑owned buildings such as schools,
hospitals and halls as upmarket
accommodation for families, solo travellers
and small groups.
Using the CMCA’s RV Friendly Town scheme as a
benchmark, the region’s amenities are generally
limited to basic RV-traveller facilities with the
exception of Three Springs, Mingenew and Arrino,
which are RV Friendly Towns.
Awareness is driven mostly by two mediums
including printed holiday planners produced by
the AGO, ACC, RAC and Wildflower Country and
the LGA tourism brochures. Travel-tourism and
self-drive websites offer limited details on the
towns whilst the LGA websites provide further
details on shire‑specific attractions, activities and
accommodation. Four of the towns have visitor
centres, opened seasonally, whilst the remainder
have information nodes in Shire offices or CRC’s.
North Midlands farmland
Mid West Tourism Development Strategy
030
Gaps
Challenges
• A limited supply of quality accommodation will
be preventing high yield visitors from staying
overnight, from participating in packaged
tours or extending their stay in the region.
• During the wildflower season July to
September there is a high level of repeat
visitors, especially over 55 years of age.
There are significantly fewer young families,
international travellers or short-stay
holidaymakers, especially outside the peak
season.
• Self-drive routes, attractions and activities
are potentially bringing people to the region
however there is a limited range of places to
stay and limited places to eat. Alternative
approaches such as BBQ picnic sites, camp
kitchens or farm stays specialising in gourmet
food / cuisine experiences may be required,
ideally encouraging the use of local-regional
produce (e.g. lamb, lobster, fish, fresh
produce, olive oil, etc).
• The Wildflower Country holiday planner
identifies a range of places to visit (and some
of these will be signposted from the towns),
however, the Planner does not have all the
identified places shown on a map and the
Planner provides no directions to some of the
places mentioned. Travellers with GPS, maps
and guidebooks may discover they are unable
to find places of interest even though they are
identified in the Planner.
FT
• If visitation grows there will be a shortage
of accommodation and a lack of choice in
food-hospitality options. Alternatives need
investigating such as lettable homes, disused
dormitories/hospitals/lodges, increase in park
cabins/chalets and increased access to BBQ
facilities, camp kitchens and community club
facilities-hospitality, farm stays.
• Peak visitation July to September brings high
utilisation of the region’s accommodation
capacity contributing to shortages in van-camp
sites and/or rooms that will be discouraging
first-time and repeat visitors.
• Inconsistency of town amenities, visitor
services, RV facilities and visitor information
across the North Midlands making the towns
appear incongruous to tourism, which is
potentially a barrier for impromptu stopovers.
• Wildflowers are seasonally dependent on
rainfall, sunshine and accessibility and this
can give rise to good / bad years for visitor
experiences. Supplementing the visitor
experience with activities and amenities
that enable visitors to enjoy the region
with / without wildflowers will be critical in
sustaining tourism. For example the Artbelt
project, walk-bike trails, camp grounds,
mine tours, heritage trails and conservation
initiatives and improved amenities at known
local natural features.
A
• There are indications that locals patronise
a range of sites/places with friends and
family and many of these places are not
well signposted and/or not included in
visitor information, making the attraction of
otherwise small towns less appealing as a
short stay stopover destination.
R
• Windows of disused shops and offices could
potentially be used to display art/craft,
installations, displays-exhibits or curios to
‘liven’ up the appeal of the towns.
D
• Limited supply of amenities and facilities to
attract and engage families (i.e. with children)
such as mountain bike trails, hands-on
activities, learning – discovery opportunities or
creative-inspirational experiences.
Morphett Park boat launching facility, Green Head
Mid West Tourism Development Strategy
031
Opportunities
• Encouraging development of high quality
farmstays, B&B’s, self contained chalets or
boutique-scale hostels / lodges to host high
yielding travellers during the wildflower season
and potentially some of the mining-resource
visitors during the remainder of the year.
• The Wildflower Way and Midlands Road
self‑drive routes need promoting as a
daytrip or a two-day overnight ‘loop’ from
Perth travelling up the Wildflower Way and
back via the Midlands Road, with a range
of attractions / experiences on a self-guide
map with details provided for each potential
stopover.
• DPaW’s proposed upgrades to the ‘Karara Block’
will provide a significant addition to the regions
capacity to attract visitors outside of the
wildflower season, for example, for flora-fauna
appreciation, walk and bike trails, camping,
bird watching, 4WD’ing and weekend getaways.
• Mine tourism could emerge as a supplementary
attraction and could possibly include a range
of tours, lookouts, interpretive experiences and
displays, ideally bringing a year-round attraction
to supplement other non-wildflower themes.
FT
• Enhance existing walk and bike trails with
the addition of activities and amenities
such as shaded rest stops, geo cache
sites, lookouts, picnic sites, overnight huts,
water points, designated pick-up / drop-off
points, flora viewing sites, trail markers and
interpretive‑directional panels. Potentially
making the trails an overnight experience
for adventure travellers and enthusiasts,
especially May to October when southern
areas of the State are cooler.
• North Midland Shires are working on a range
of sustainability initiatives that could potentially
become a unique difference for the region and
lead to special interest tourism via nature and
environmental sustainability, hosting guest
speakers, researchers, research programs
for volunteer tourists, small conferences,
community pilot programs, field days or an
event linking sites and programs. These need
to be actively pursued, ideally in partnership.
• Moving towards CMCA’s RV Friendly Town
status for all towns across the North Midlands
by upgrading amenities and facilities for RV
travellers. Overnight areas for RV’ers can
include parking bays at race tracks, ovals,
recreation clubs and sporting grounds with a
2-4 day stay limit.
D
R
A
• Encourage travellers to stop for a few hours
or stay overnight and increase expenditure in
the region by developing and / or promoting
picnic sites, geo cache trails, walk-bike trails,
4WD tracks-trails, group camp sites (e.g. like
those at Lake Indoon), overnight rest areas or
designated flora viewing sites.
• Artbelt; priority could be given to projects
that will impact on the 5-A’s of tourism such
as events based art initiatives, interactive
family activities, sculpture park or playground,
street furniture, land art or recycled art signs
and ideally towns along the Midlands and
Mullewa‑Wubin Roads having Artbelt initiatives.
Exploring Wildflower Country, Morawa
Mid West Tourism Development Strategy
032
SUMMARY. SITUATION ANALYSIS
The situation analysis highlighted a range of factors
influencing tourism in the Mid West. Key points are
summarised below.
• The three subregions have their own
uniqueness and are at different stages in their
tourism lifecycle; historically the subregions
have competed as destinations with varying
features and appeal, seasonal differences and
infrastructure constraints; sustained growth in
visitation has been low and patchy.
• The region has identifiable markets and
niches to capture; collaborative approaches to
tourism have potential to significantly improve
the region’s competitiveness.
• Australia’s projected increase in the over‑65yo
age group of 2.0M (i.e. 2013 to 2028) and the
‘silver tsunami’; Australia’s 20,000+ new RV’s
annually, 500,000 registered RV’s across
Australia and 80,000 RV’s on the road at any
one time; this sector is highly organised and
growing strongly and the Mid West is well
placed to capture a larger share of this market.
FT
• The Mid West can differentiate itself based on
geo tourism, unique nature based tourism,^
self-drive routes, island eco tourism and
Aboriginal tourism. These different ‘appeals’
have potential to deliver an impressive variety
to discerning visitors.
• Similar to the Mid West, competing destinations
have seasonal capacity constraints; Ningaloo
and the Kimberley are near capacity June
to August; the mining-centric Pilbara has
limited tourism infrastructure and visitor
capacity, and relies on niche facilities
(e.g. Karijini, Millstream‑Chichester); the
Goldfields‑Esperance are developed tourism
destinations with periods of high demand as
well as being susceptible to economic cycles
(i.e. impacting on accommodation supply).
• A mixed outlook for tourism during 2014‑24.
Moderately high A$, high‑cost domestic
holidays, slow-steady rise in household
disposable incomes, favouring overseas
holidays; In 2013, 50% of Australia’s overnight
domestic visitor spend occurred in regional
areas and this will continue to increase;
Australia’s international visitor numbers are
expected to increase 40% from 6.6M in 2013
to 9.3M in 2023 with 60%+ return visitation,
including visitors favouring destinations
steeped in eco nature and a gourmet food focus.
D
R
A
• DPaW’s extensive conservation estate is
being enhanced with tourism infrastructure;
stations and farms are warming to tourism as
a supplementary activity; regional towns are
becoming RV Friendly; and the Indian Ocean
Drive is becoming a popular scenic route;
• Strong growth in self-contained travellers and
RV’s, and many are ‘tech-savvy’ in using social
media and internet forums to influence their
routes, destinations, stay and spend.
Canoeing, Kalbarri Gorge
^ For example, astronomy and the SKA, rain events and the flooding of vast catchments, conservation of former pastoral-farming lands, rich wildflower belts and
science-driven fauna rehabilitation.
Mid West Tourism Development Strategy
033
SECTION 3 – REGIONAL TOURISM
DEVELOPMENT
3.1 GOALS
The long term goals for the Mid West Tourism
Development Strategy are to achieve:
• 1
,000,000 overnight visitors and 616,000 day
trip visitor’s p.a. by 2050;
• 5,000,000 visitor nights p.a. by 2050;
• $
544,000,000 p.a. overnight visitor expenditure
and $67,000,000 p.a. day trip expenditure by 2050;
• 988,000 day-trip and overnight visitors by 2025;
and
3.2 STRATEGIC AIMS
Significant development options include an
interactive map / App, map-centric tourism
brochures and holiday planners, more
directional signage to popular sites, promoting
GPS coordinates of key sites, listing key sites
on Google Maps, establishing information
nodes in shops/outlets across towns, stronger
emphasis in Planners of itinerary / route
options for pre-trip planning, stronger
emphasis on day trip options, recommending
places to stopover and for accommodation
while enroute to the region, wider use of web
links connecting LGA/ Town websites, and
web downloads of information specifically for
pre‑trip planning and post-arrival planning.
4. Attract more high-yield visitors and the
growing self-drive and RV market
FT
• S
ustainable long term growth in visitation of
1.42% p.a. (avg).
3. Improve the quality and distribution of
information for pre-trip planning and
way finding
To grow tourism across the Mid West the strategy
aims to addresses five key areas including:
1. Increase accommodation capacity from
camping through to resorts
R
A
Significant development options include
develop coastal nodes – coastal campsites,
Port Denison Hotel-Resort, Batavia Marina
Hotel-Resort and conference facility, DPaW
campgrounds, station/farm stays, overnight
rest areas, refurbished heritage / disused
buildings, additional cabins within LGA‑owned
caravan parks, and encouragement
of B&B’s, holiday homes, lodges and
backpackers / flashpackers.
Significant development options include
a hotel-resort at the Wallabi Islands,
eco-camp experience at the Abrolhos,
hotel-resort at Batavia Marina, continued
development of Geraldton’s West End
cultural precinct (i.e. culture, hospitality,
art), conference‑event facility in Geraldton,
hotel-resort in Port Denison to complement
the conference facility, steady increase in
regional foods / cuisines in local venues,
packaged tours / holidays incorporating the
Abrolhos, Kalbarri, Geraldton, Dongara and
the Wildflower Country, a larger range of
up‑market station stays, and RV Friendly Towns
across the entire Mid West.
D
2. Open up sites and places previously
overlooked or under-developed to
enhance the Mid West’s appeal as a
destination
Significant development options include
geo park sites, prospecting sites, wildflower
rich sites, river-creek confluence sites, natural
lookouts, walk-bike-4WD trails, flora‑fauna
rich sites, camp sites, unique landform
sites for day use / overnight stay (e.g. Peace
Gorge, The Granites, Irwin River crossing),
heritage sites and (approved) cultural sites.
5. Increase the range of eco nature based
activities, attractions and experiences
Significant development options include
‘open up’ the Abrolhos Islands, finish
upgrading Kalbarri National Park, establish
the Zuytdorp Coast 4WD trail, upgrade DPaW’s
Karara and Murchison ‘blocks, establish sites
to view ‘flash’ events, establish a geo park in
the Murchison, establish coastal nodes for
day use and overnight stay, upgrade walk
and bike trails at flora / feature rich sites,
encourage pastoralists / farmers to open up
unique sites as day use areas, and encourage
wider promotion of drive routes / drive trails to
nature based day use sites.
Mid West Tourism Development Strategy
034
The top 21 development priorities are spread across the Mid West as shown below. Some priorities
occur at more than one site (e.g. geo parks (no 2) shown nine times across the Murchison). The numbers
correspond to those listed in the REMPLAN analysis in Appendix F.
FT
MID WEST REGION
TOP 21 TOURISM DEVELOPMENT PRIORITIES
21
A
black = activity
red = attraction
blue = accommodation
green = amenity & other
Prospecting reserves
2
Geo tourism across the region
3
DPAW’s Karara block tourism facilites
4
Pastoral property tourism infrastructure
5
6
7
Lookout and safe viewing sites for flash events
Kalbarri to Shark Bay 4WD trail
Half and full day self drive routes with rest and
overnight areas
New eco campgrounds
D
8
R
1
9
DPAWs three Murchison blocks tourism facilities
10
Upgrade selection of trails to multi use
11
Create wildlfower self drive loop along
Wildflower Way and Midlands Road
12
Interactive Artbelt project installations along
Mullewa-Wubin and Midlands Road
13
Kalbarri NP - seal roads, iconic skywalk,
naturbank eco camp, campgrounds, facilities
14/15 Develop cabins / chalets at Shire owned
caravan parks
16
Upgrade amenity of existing walk trails
17
Coastal campsite and visitor node development
18
Repair and refurbish selected heritage buildings
for tourism use
19
Abrolhos Islands eco tourism amenities
20
Mobile phone network upgrade
21
Geraldton conference centre / business event hub
*Refer to Appendix E for further information and details on REMPLAN data.
Mid West Tourism Development Strategy
035
3.3 REGIONAL TOURISM
DEVELOPMENT PRIORITIES
The top six regional tourism development priorities
for the Mid West include the following.
A primary objective of the Mid West Tourism
Development Strategy was to “identify tourism
opportunities, game changers, priorities and gaps
for the Mid West to inform future development and
investment.”
An extensive list of potential investment and
infrastructure development opportunities informed
the desktop study, consultation and analysis
phases of the project culminating in a short list
of recommended priorities for each subregion.
The recommended development priorities were
identified based on the following steps.
2. Develop Kalbarri national park by adding an
iconic ‘skywalk’ lookout, sealed access roads,
a naturebank eco camp, public campground
and trail upgrades.
3. Develop five coastal campsites and day use
visitor nodes from Green Head to Kalbarri.
4. 4WD trail along the Zuytdorp Coast linking
Kalbarri to the Shark Bay World Heritage Area.
5. Develop tourism-recreation infrastructure
across four of the Department of Parks and
Wildlife’s conservation blocks (i.e. Karara,
Muggon, Doolgunna-Mooloogool and
Dalgaranga).
FT
1. 50+ development options were identified
by MWTA, MWDC, desktop analysis and
consultations.
1. Develop the Abrolhos Islands maritime history
and nature based experiences.
2. The development options were assessed on
social, environmental, financial and economic
criteria; preliminary assessment against
gaps, competition, opportunities and trends;
approximately 10-12 options were identified
for each subregion.
The top six regional development priorities are
outlined below including a brief overview of the
business case (i.e. underlying rationale). The
results of a preliminary economic analysis using
REMPLAN are presented in the appendix for each
development priority.
A
3. Subregional workshops ranked the top 10‑12
development options for each subregion.
Feedback from the MWTA and the MWDC
highlighted regional preferences.
6. Develop geo tourism and a geo park in the
Murchison.
R
4. Further assessment against gaps,
opportunities, trends and competition
identified the top five options for each
subregion.
D
5. The Mid West’s top 21 development options
were assessed economically using REMPLAN
(see Appendix E for details). Preliminary
ranking was based on net benefit and
benefit‑cost ratio.
6. Final ranking was based on economic ranking
(i.e. Benefit-Cost ratio and Net Benefits)
and the response to gaps, opportunities,
competition and trends.
7. The top six development priorities for the
Mid West and the top five priorities for each
subregion were identified.
Snag Island Pier, Leeman
Mid West Tourism Development Strategy
036
1. ABROLHOS ISLANDS
The Abrolhos Islands are potentially a significant
drawcard for visitors to the Mid West – a potential
‘game changer’ for the region. The Abrolhos can
offer a diverse range of iconic experiences including:
• Snorkelling in coral-lined ‘sinks’ home to
fish, lobster, reef sharks and shells and
over coral‑covered atolls/anemones viewing
schools of prized table fish;
• Beach/rock fishing into deep trenches
(i.e. drop-offs);
• Canoeing, kayaking and stand-up-paddle
boarding over shallow coral coves viewing
marine life, coral, shells, etc;
The Master Visitor Plan for the Wallabi Group,
Abrolhos Islands (2013) set out approaches to
develop day trips centred on the Batavia history,
Beacon Island and nearby areas. The Master Plan
set out a range of recommendations including:
• the Department of Fisheries (DoF) remain
responsible for management of the aquatic
and terrestrial resources of the day use areas;
• a Management Committee be established,
made up of a senior manager from each of
DoF and the WA Museum, with responsibility
to deliver the new day visit experience;
FT
• Swimming in coral-enclosed bays and coves,
in warm tranquil water;
The experience and understanding of existing
charter boat operators and the Abrolhos community
need to be built on and the challenges of developing
tourism at the Abrolhos needs to be carefully
considered (i.e. high end tourism, severe weather,
testing environment, etc).
• Viewing colonies of birds on remote headlands
and isolated shores;
• Spotting whales, sharks and large marine life
in open waters;
• Diving on wreck sites including the Batavia
and others; and
• The preparation of a Master Visitor Plan for
the entire Abrolhos Islands identifying the
complete range of tourism opportunities
across all island groups.
A
• Experiencing the many different types of
fishermen’s huts, jetties and structures that
help make up the Abrolhos Islands ‘village’.
• Negotiate a memorandum of understanding
with DPaW to define their involvement in land
management activities (e.g. rangers), and
involve local community wherever possible
in a sub-contractor and volunteer capacity
(e.g. caretakers, guides, site protection,
rehabilitation);
Consultation highlighted challenges with governance
in enabling tourism at the Abrolhos, due mostly
to limitations within the Fisheries Resource
Management Act, which is primarily to manage fish
resources and extractive marine-activities. The Act
does not enable DoF to facilitate the development or
administration of non-extractive activities such as
tourism.
D
R
An immediate challenge is to resolve how tourism
at the Abrolhos can best be managed, given the
location and scale of tourism infrastructure required
to service day visits and overnight visitation and
the approaches required to ensure conservation,
tourism and commercial fishing can co-exist
sustainably.
Abrolhos Islands
Mid West Tourism Development Strategy
037
In comparison, the Conservation and Land
Management Act (administered by the Department
of Parks and Wildlife) enables the development and
administration of tourism activities for example,
in National Parks and World Heritage Areas
(e.g. Dirk Hartog Island, Shark Bay; Rottnest;
Bungle Bungles) using a range of commercial
systems, practices and resources. The Fisheries
legislation may require amending depending on how
the development of tourism at the Abrolhos is to be
facilitated and governed.
A key determinant of the governance approach is
what types of tourism might be established on the
Abrolhos Islands, which could potentially include:
5. Guided day trip visits facilitated by air or sea
travel (i.e. from Geraldton or Kalbarri) themed on
the Batavia with optional snorkelling / kayaking
or whale/dolphin experiences in the surrounding
area. Potentially a year-round offering, weather
permitting, subject to boat transfers being
available at the Abrolhos.
6. Privately owned power/sail boats using
designated moorings and anchorages for
short stays. Typically a seasonal program
from March to July and October-November.
Most boats are self-contained and self-reliant.
FT
1. Hotel-resort style facility on Wallabi Island,
catering to overnight visitors seeking 4-5 star
service, typically 2-5 nights stay. Seasonal
offering, influenced by weather conditions.
4. Charter boats. Currently around 200 charter
boats operate along WA’s western coast,
however, only 5-10 vessels regularly visit the
Abrolhos. Demand is currently seasonal,
niche-based and not sufficient to support
charter vessels year-round (i.e. boats follow
seasonal visitors/attractions up-down the
Western Australian coast).
2. Refurbished ex-fishermen’s Huts on
numerous islands, rustic ‘shanty’ style
holiday accommodation, for short stay visitors
(e.g. 4-10 nights), typically 3-4 people per
hut. Potentially a year-round offering albeit
demand will be determined by school holidays
and climate / weather conditions.
D
R
A
3. Nature based camping, very low impact
‘hikers huts’ on (5-6) selected islands offering
guided activities-experiences in the immediate
surrounds, visitors staying 1-2 nights then
ferried to the next ‘hut’ and experience,
hiking-style accommodation and hospitality
(e.g. 3-sided huts, limited water, solar power,
porta-loo’s, swags), typically Apr-Jun and
Oct‑Nov subject to weather conditions.
7. Orion Class^ cruise ships visiting the islands
seasonally (e.g. April-May, whilst northern
destinations are closed for the cyclone
season), offering eco nature based activities
and experiences, using their onboard facilities
(e.g. tenders, dive gear, helicopter, kayaks,
etc) and the specialist expertise of onboard
guides (e.g. scientists and conservationists).
Big Pigeon Island, Abrolhos
The Abrolhos Islands master visitor plan will
need to identify the staged development of
tourism infrastructure and how it can be managed
sustainably whilst also appealing to a broad
cross‑section of visitors to ensure sufficient
demand to reward investors and operators over the
medium‑long term. The Abrolhos could potentially
be a ‘green’ eco nature based destination where
facilities, visitors and governance subscribe to
world-leading sustainable tourism principles.
Management and governance of tourism needs to be
resolved foremost in the master visitor plan.
^ Orion Class cruise ships are much smaller than conventional
cruise ships; typically 100m LOA, 4m draft, 4000MT displacement,
75‑150 passengers, 30-50 crew, 8,000nm cruising range; regularly
cruising in the Kimberley, PNG, Solomon Islands, Great Barrier Reef,
Tasmania, NZ and Antarctica; often specialising in eco tourism and
adventure / expedition tourism.
Mid West Tourism Development Strategy
038
Potential governance approaches include the following.
1. An island management authority similar in style
to the Rottnest Island Management Authority.
2. A marine reserve administered by the WA
Department of Fisheries under a revised
legislative framework, if required, enabling
management of extractive and non-extractive
activities including tourism.
3. A conservation reserve administrated by the
WA Department of Parks and Wildlife under the
CALM Act, utilising systems and approaches
under the existing legislative framework in
respect to whale shark licenses, Bungle Bungles
eco-camps, helicopter flights at Mitchell Falls,
dolphin tour operators, Dirk Hartog Island
accommodation operators, etc.
Preliminary economic analysis has not been
developed for the Abrolhos Islands opportunity
due to further community consultation required
to determine the parameters for analysis. A full
feasibility would be recommended. This should
include the phased development of the Abrolhos into
an “eco-green” sustainable-tourism destination,
offering a range of accommodation, transport and
activity-experience options. The Abrolhos could
potentially rival the Ningaloo Coast and bring iconic
appeal to the Mid West. Development of tourism at
the Abrolhos Islands would be a medium-long term
initiative extending beyond the planning horizon of
this strategy.
D
R
A
FT
4. Extending the City of Greater Geraldton’s
boundaries to include the Abrolhos
(i.e. excising the islands from the Shire of
Northampton); with corporate bodies managing
private leasehold facilities on the respective
islands, serviced by local government and / or
sub‑contractors, and the Abrolhos Islands
Management Advisory Council having a role in
overseeing development and continuity of the
Islands integrity.
5. Status Quo. Working with DoF and potentially
enhanced with the establishment of a
community enterprise to develop and
grow tourism by combining fishing groups
(e.g. seafood processors, fishers), carrier
boat operators, hut leaseholders, charter
boat operators, visitor centres, inbound tour
wholesalers / specialist tour promoters, air
charter operators and vested-interest groups.
The existing FRMA legislation may need
revising to facilitate certain activities.
Abrolhos Islands
Mid West Tourism Development Strategy
039
2. Kalbarri National Park
Kalbarri National Park covers an area of
approximately 183,000 hectares and is located on
the lower reaches of the Murchison River in close
proximity to the coastal town of Kalbarri, around
6‑7 hours drive north of Perth.
The Park hosts spectacular wildflowers, coastal
landscapes and the Murchison Gorge, which
extends for 80km from the hinterland to the sea.
The gorge is home to popular formations such
as Nature’s Window, The Loop, Z-Bend and
Hawks Head and offers majestic views at the Ross
Graham lookout. Although famous for wildflowers
the Park also offers a variety of bushwalks, picnic
areas, hiking trails as well as canoeing, rafting,
fishing and sightseeing.
DPaW have also commenced concept designs
and preliminary planning for an iconic ‘Skywalk’
lookout that would offer visitors an exhilarating
and magnificent view from a cantilevered platform
extending out over the cliffs edge near The Loop.
Collectively, these upgrades have potential to
further raise the appeal and profile of the Park,
increasing visitation and stay in the region, and bring
iconic status to the Park and town.
D
R
A
FT
The Park’s Aboriginal cultural heritage, the history
of 17th century European exploration and pastoral
heritage provide visitor’s with a fascinating range
of appreciation and experiences. During 2008/09
to 2012/13 Kalbarri National Park averaged
approximately 305,000 visits annually and around
334,000 visits in 2012/13 with peak visitation being
from June to October.
Most of the roads into the park have recently been
sealed as well as public amenities and car parking
areas have been upgraded with the exception of the
21km access road into the Ross Graham lookout
and nearby amenities and car park. There are
no camping areas in the national park although
sites have been assessed and pre-feasibilities
undertaken for a naturebank eco retreat and DPaW
have commenced planning for a new campground in
the Park. Accommodation is available in Kalbarri,
however, during peak periods the seasonal influx
of visitors can result in accommodation shortages
giving rise to the need for additional capacity.
Kalbarri Gorge skywalk (concept)
Mid West Tourism Development Strategy
040
FT
A
R
Kalbarri Gorges
Need
Risks
Develop
an iconic
‘skywalk’
lookout in
Kalbarri
National Park,
seal access
roads,
facilitate a
Naturebank
eco resort, a
new public
campground
and upgrade
trails.
The gap is not having an iconic attraction in
the Mid West that visitors can gravitate to.
The fundamental problem is Ningaloo / Shark
Bay have very high appeal that outweighs the
Mid West. This project helps alleviate the
problem by introducing an iconic skywalk,
a high quality eco-resort and a wilderness
campground. Factors contributing to the
need include recent low growth in visitation
to Kalbarri and the National Park and no
wilderness eco-resort in the Mid West. This
project will be highly valued by international
visitors and high yielding ‘aspirational
achievers’ and ‘dedicated discoverers’
who account for approximately 20-30% of
Mid West Visitors. Beneficiaries of this project
include Kalbarri residents, businesses, tourism
operators and the broader visitor market. The
main drivers of this project include sustained
growth in eco-tourism, wilderness experiences
and packaged tours / holidays.
Elements not evaluated that
are potential risks include
technical – design issues of
the ‘skywalk’, investor interest
in a Naturebank site, size of
the campground, safety issues
associated with trails, and the
uncertainty of extra visitation.
Scenarios that could disrupt this
project that pose a risk include
delays in commencement,
significant fire or flood damage
to the Park, and a superior
‘iconic’ feature appearing
elsewhere. Broader risks
include cultural heritage issues,
feral animals, legal liability
and geo-technical engineering
constraints.
D
Timing
2015-2020
Benefit - Cost
B:C Ratio.
1.15
Net Benefit.
$17,794,000
Mid West Tourism Development Strategy
041
3. COASTAL NODES
The Mid West has around 340km of coast and yet
visitors have limited access to the coast, whilst
elsewhere around Australia the coast has proven
to be a major drawcard for visitors. There is
vast potential to ‘open up’ the Mid West coast by
increasing access (i.e. via tracks / unsealed roads)
and developing shore-side eco-camps and day use
sites. Potential sites for coastal eco-camps include
Lucky Bay, Bowes River mouth,^ Buller River
mouth, Shoal Point, Freshwater Point, Cliffs Head,
Gum Tree Bay and Illawong to name a few.
Preliminary economic assessment of developing
coastal eco camps (in a later section) adopted an
estimated $600,000 investment per coastal node,
which includes:
• $150,000 to supply/install a four-unit
Clivus Multrum* waterless composting
pre‑fabricated toilet block (including concrete
pad and disabled ramp);
• $100,000 to develop an unsealed access track
for year-round, all-weather use;
FT
The coastal nodes are potentially short stay
nature based eco campgrounds, similar to those
in National Parks, with minimal infrastructure
requiring minimal maintenance and servicing
but may require 4WD to access some camp sites.
Conservation and rehabilitation should be a
high priority facilitated by volunteers, site users,
seasonal caretakers and Shires.
The identified sites and other potential sites
require investigation of tenure, land management
responsibilities, access options, location / size
of eco-camps, walkways to the beach, day time
activity nodes, fire / risk assessment and a review of
subregional policies/by-laws required (e.g. number
of nights allowed to stay, dogs / pets, beach driving,
fires, rubbish, fees, conservation, volunteer
caretakers and servicing).
• $50,000 to develop unsealed all weather tracks
into each respective camp site / overnight bay
and parking for day use visitors;
• $40,000 to supply / install corten barrier-posts
marking camp sites, pathways, parking areas
and conservation-rehabilitation zones;
• $50,000 to supply/install a dump point and a
rubbish collection area (e.g. to suit an 8-10m3
bulk bin);
D
R
A
Seasonal camp caretakers, based on DPaW’s
volunteer program, should be encouraged and
adopted. The coastal nodes should enforce a strict
no-tolerance policy in respect to rubbish, damage to
flora / fauna, vehicle areas, pedestrian areas, visitor
safety, fires and restricted length of stay (i.e.14 day
maximum during holiday periods; 21 day maximum
outside holiday periods). Fees should apply when a
caretaker is in residence (e.g. $10 / night per site;
$70 / week per site; 1-2 nights stay free of charge)
and free of charge when no caretaker is in residence.
Dongara board walk
^ Bowes River is mainly privately owned, there is an environmental
strategy being developed that includes this area.
• $75,000 to supply / install communal benches
and fire-rings, signage and rehabilitation
planting/screening;
• $60,000 site planning to facilitate the
development of low impact eco-camps;
• $50,000 contingency; and
• OPTIONAL $75,000 to supply / install public
(gas) BBQ, shade shelter and communal seating.
* Delivered to site price A$85,000 for a four cubicle unit plus cost of
installation, concrete pad and disabled ramp; Estimated cost to supply
and install a prefabricated four cubicle unit is approximately $135,000.
Clivus Multrum WA. 08 9071 3126.
Mid West Tourism Development Strategy
042
Timing
Need
Risks
Five Coastal
campsites
and visitor
nodes from
Green Head to
Kalbarri.
The gap is having 340km of coast and very few
locations to camp near a beach. The problem
for the Mid West is visitors naturally gravitate
to the coast and yet coastal camping and
day use sites are limited. This project helps
alleviate the problem. Factors contributing to
the need include the IOD raising awareness
of coastal experiences, limited choice of
camping / RV options in the Mid West and
the popularity of coastal facilities in general.
This project will be highly valued by ‘dedicated
discoverers’, ‘family connectors’ RV’ers,
and 4WD / fishing enthusiasts, who may
account for approximately 50% of Mid West
Visitors. Beneficiaries of this project include
towns in proximity, and tourism operators.
The main drivers of this project include
growth in camping, 4WD’s, RV’s, fishing and
aquatic‑marine holidays.
Elements not evaluated that
are potential risks include
zoning, tenure, access, coastal
erosion, landscape‑environment
management and user conflicts.
Scenarios that could disrupt
this project that pose as a
risk include coastal erosion,
rare‑endangered flora, fire,
exposure to strong trade winds,
beach-ocean dangers and
extended stays. Broader risks
include climate change, legal
liability and technical site issues.
B:C Ratio.
0.50
Net Benefit.
$1,611,000
D
R
A
FT
2018-2023
Benefit - Cost
Port Denison
Mid West Tourism Development Strategy
043
4. ZUYTDORP COAST 4WD TRAIL
The Zuytdorp coast extends northwards from the
Murchison River mouth to Steep Point. Southern
access is via a seasonal river crossing near Kalbarri
at Murchison House Station ($50 fee payable).
A 4WD track leads from the river to the coast and
northwards for a distance of approximately 160km
to Tamala Station and Useless Loop Road (or an
additional 70km along the coast to Steep Point).
The 4WD trail could be a 3-4 day trip stopping at
sites of interest (e.g. Zuytdorp wreck, cliffs, caves,
southern beaches, cultural sites, ocean viewing
sites, fishing locations, picnic sites).
Risks
The problem is limited access to the coast
from Kalbarri to Shark Bay and the lack
of 4WD trails in the region. A fundamental
problem is the existing limited access
leads to under-utilisation of a potentially
‘iconic’ route. This project helps alleviate
these gaps and problems. Factors
contributing to the need include growth in
4WD’s and ‘outback’ adventure seekers.
This project will be highly valued by
visitors seeking wilderness experiences
as well as fishers, marine enthusiasts
and 4WD’ers. Beneficiaries of this project
include Kalbarri and Denham, tourism
operators and Batavia Coast tourism.
The main drivers of this project include
the growth in 4WD’s, camping/RV’s,
trails, outback tourism and wilderness
experiences.
Elements not evaluated that
are potential risks, include
visitor safety, health‑medical
amenities, feral animal
populations, access via
a river crossing, track
alignment-route, managing
visitor activities and pastoral
lease operations-facilities.
Scenarios that could disrupt
this project, and pose as a
risk, include extended stays,
difficulty servicing sites,
flood damage to tracks,
impassable river crossing,
cultural site restrictions, and
fire risk to national parks.
R
Develop a
4WD trail
along the
Zuytdorp
Coast from
Kalbarri to
Shark Bay.
Need
A
Timing
D
2018-2022
The cost of development may be higher than
estimated in the economic assessment. There are
also issues relating to the vermin proof fence reserve,
control of an invasive weed, impacts on pastoral
operations, the difficulty of the terrain, access, safety
and emergencies that need further investigation.
Considerable involvement of DPaW and Pastoral
stations is required to deliver on this priority.
FT
The coastline is one of the western most points of
Australia and the Zuytdorp cliffs are some of the
most dramatic. A northbound drive takes travellers
to Shark Bay World Heritage Area, Denham
and Monkey Mia or potentially (alternatively) to
False Entrance, Crayfish Bay and Steep Point
(i.e. renowned fishing destinations). The trail has
potential to be enhanced with interpretive panels,
trail markers, camp sites, lookouts and picnic areas.
Travellers southbound from Shark Bay and Denham
via Tamala Station could potentially gain access
to Kalbarri along a scenic 4WD coastal track (as
opposed to a 330km road trip). The trail has
potential to link two highly visited areas, Kalbarri
and Shark Bay, via a 4WD trail along cliffs, coast,
beaches and a vast wilderness area. The existing
through‑tracks are located well back from the
coast and are largely overgrown so would require
significant improvement as well as spur roads to the
coast.
Benefit - Cost
B:C Ratio.
4.00
Net Benefit.
$8, 392, 000
Mid West Tourism Development Strategy
044
5. DPaW CONSERVATION ESTATE
A
FT
An assessment of tourism assets on DPaW rangeland properties (2009) identified ‘spectacular and
unique landscapes, cultural heritage artefacts and wilderness style experiences’ at properties adjacent to
Mount Augustus and the Kennedy Range and former pastoral stations in the Murchison. In particular the
Muggon Block (6 properties), the Doolgunna Mooloogool Block (2 properties), Dalgaranga Block (4 properties)
and Karara Block (6 properties), covering an area of 1.95 million hectares (refer to the appendix for details).
D
R
The Gascoyne Murchison Outback Pathways
self-drive trail was viewed as a potentially
important conduit bringing visitors to tourism and
camping facilities at the rangeland properties.
A management presence would be required at
the properties and this could involve indigenous
stakeholders developing tourism products and
experiences to help realise the tourism potential of
the former pastoral stations. In the short-medium
term, DPaW is planning to develop a selection of
tourism projects in the Mid West including:
• Karara Block: Karara drive trail,
camping opportunities and visitor facility
improvements, extending across five
ex‑pastoral / farming properties.
• Moresby Range: Proposed Conservation Park.
Access road upgrade and visitor facilities.
The four Mid West DPaW blocks with tourism
potential for this strategy are indicated in the map
above. Of these, the ‘Karara’ block, is the largest
and is potentially a significant day trip and overnight
destination with scope for multi-use trails, lookouts,
flora / fauna appreciation, camping, homestead and
shearers quarters accommodation, drive trails and
conservation programs.
However, as a result of mining exploration and
former pastoral activity the Karara Block is not in
pristine condition and some of the landscape features
and access points have been subject to significant
alteration. Remediation and rehabilitation is
required in some areas. Considerable involvement of
Parks and Wildlife is required in developing this block
for conservation and tourism.
• Coalseam Conservation Park: Miners
campground expansion and upgrade.
Mid West Tourism Development Strategy
045
Three other potential ‘blocks’ are located in
the Murchison and represent large areas with
significant natural features, flora/fauna, river-creek
systems and built facilities that are largely underutilised as eco-tourism assets. The development of
these ‘blocks’ could potentially create a wide range
of choices for nature based eco tourists, similar to
the pastoral-tourism properties spread across the
Kimberley and Northern Territory.
R
A
FT
The ‘blocks’ could be linked via a drive trial
and could potentially accommodate over
200 vehicles / 600 visitors-campers daily and
employ local Aboriginal people as rangers. Their
relative location would support towns as hubs where
visitors seek replenishment, accommodation and
hospitality. Some of the ‘blocks’ have potential to
host geo tourism, the viewing of ‘flash’ rain events,
heritage appreciation and conservation programs.
The four ‘blocks’ are potential ‘game changers’ and
could become major destinations for visitors to the
Mid West’s hinterland. Considerable involvement of
DPaW is required to deliver on this priority.
Martu Rangers, Wiluna
Need
D
Timing
Karara Block
2015-2018
Muggon,
Doolgunna
Mooloogool
& Dalgaranga
Block
2016 - 2021
Yellow Everlastings, Coalseam Conservation Park (Mingenew)
Limited choice of conservation - wilderness
tourism properties in the Mid West.
Risks
Mining in the Karara area.
Benefit - Cost
Karara Block
Increase in tourist traffic, and the B:C Ratio 8.38
adequateness of health‑medical
Net Benefit
amenities in the area.
$46, 102, 000
Potential disruptors include
Growth in camping / RV’s, trails, outback
a surge in mining activity,
tourism, popularity of wilderness tourism
diseases / pests / feral animals, Muggon,
experiences (i.e. Kimberley and NT), and the
growing awareness of conservation-based and flood and access restrictions,
Doolgunna
cultural sites voiding areas and Mooloogool
geo-tourism.
24hr noise from mining.
and Dalgaranga
Meets the needs of eco nature based visitors,
Block
Extensive remediation and
adventure-seekers, geo tourists, RV’ers and
rehabilitation required in
day visitors.
B:C Ratio 3.04
some areas due to mining and
Potential market is approx. 20-30% of
Net Benefit
pastoralism
Mid West Visitors (Karara) and 30-40%
$21,282,000
(Murchison Blocks).
Limited accommodation capacity in the
Murchison.
Mid West Tourism Development Strategy
046
6. GEO TOURISM AND A GEO PARK
A geo park is an area or region that has geological
heritage of international significance. Some of
the oldest rocks on the planet have been found in
the Murchison and the Mid West. The Murchison
in particular has significant potential to develop a
geo park, which is a means to develop geo sites and
geo tourism.
A regional drive trail linking the sites and supported
by guides, tours, walk trails, geo activities and
educational materials would form the basis of the
Murchison Geo Park. The Murchison Geo Park
could also incorporate cultural and industrial
heritage, mining tourism and a reinforcement of the
earth sciences at a local level. A principal aim of
the geo park would be to build visitation, increase
expenditure, lengthen stay, promote tourism
development and raise the global profile of the
Murchison.
FT
A geo park is where geo heritage is promoted to
bring benefit to local communities. Geo tourism
promotes geo sites focusing on the conservation
of geo diversity and fosters an understanding of
earth sciences through appreciation and learning.
This is achieved through interpretation of sites,
walk trails, guided tours, geo activities, seminars,
educational materials and geo visitor centres
(e.g. Mount Magnet). Geo tourism and geo sites
focus on the geology and landscape of an area and
can include unique landforms, mineralisation and
evolutionary processes as features promoted to
visitors.
There are reportedly ‘hundreds’ of geo parks around
the world (e.g. over 320 in China) and UNESCO’s
geo park ‘brand’ has amassed global awareness
among travellers and tourists. In the Murchison there
is a range of potential geo sites that could support
a geo park including Mount Augustus, Windimurra,
Walga Rock, Dalgaranga meteorite crater, Jack Hills,
Mount Narryer, Peace Gorge, The Granites,
Wilgimia ochre, and Poona to name a few.
R
A
A geo park does not impose restrictions on any
economic activity within a geo park provided that
activity complies with local, regional or national
legislation (e.g. mining and pastoral can co-exist
in a geo park or at a geo site). The United Nations
Educational Scientific and Cultural Organization
(UNESCO) supports geo tourism and geo parks
as part of an integrated concept centred on the
protection, education and sustainable development
of geo sites and geo parks globally.
The Murchison has the option of establishing
geo sites gradually over several years, compiling
educational material, site infrastructure (e.g. signage,
panels, trails, picnic areas), a marketing program
and value‑added services. At a later stage, once
the region has established geo tourism as a niche
product, the Murchison can re-evaluate the notion
of becoming a UNESCO geo park or stay as an
independent geo region. There is no compulsion to
become a UNESCO certified geo park. During early
2014 the Australian Government indicated its interest
in reviewing its policy on geo parks and UNESCO
geo parks in particular.
Need
Risks
Develop a
Geo-Park in
the Murchison
(i.e. 10 sites)
with unsealed
access roads,
signage,
amenities,
educational &
promotional
material.
The gap is not having any geo tourism
attraction in the Mid West, which is a
prominent geology-intensive region. The
fundamental problem is the Murchison has
world-class geo tourism sites that are largely
unknown and unvisited. This project helps
alleviate the problem by introducing ten
geo tourism sites linked by a self-drive route.
Factors contributing to the need include
recent low visitation to the Murchison and
geo tourism being highly under-developed
in WA yet growing globally. This project will
be highly valued by international visitors,
‘dedicated discoverers’, ‘grey explorers’
and ‘family connectors’ who account for
approximately 60-70% of Mid West Visitors.
Beneficiaries of this project include Murchison
businesses, tourism operators and Mid West
tourism. The main drivers of this project
include growth in geo tourism, wilderness
experiences and nature based tourism.
Elements not evaluated
that are potential risks
include site access, pastoral
lease / operational implications,
safety issues associated with
self-drive trails and outdoor
activities, and cultural heritage
implications. Scenarios that
could disrupt this project that
pose a risk include delays in
commencement, significant fire
or flood damage to sites, and a
superior alternative geo tourism
area appearing elsewhere.
Broader risks include cultural
heritage issues, legal liability
and environmental / pest
control issues.
D
Timing
2015-2020
Benefit - Cost
B:C Ratio.
17.18
Net Benefit.
$11,169,000
Mid West Tourism Development Strategy
047
3.4 ADDITIONAL REGIONAL
TOURISM DEVELOPMENT OPTIONS
In addition to the six regional priorities outlined in
section 3.3, three other regional opportunities were
identified through consultation as having significant
merit in supporting tourism in the Mid West and
worth mentioning in this section. REMPLAN analysis
has not been conducted on the initiatives due to
uncertainty around the parameters that would apply.
However due consideration should be given to:
• Mid West events;
• Aboriginal tourism; and
• Way finding.
Mid West EVENTS
The region is host to a significant resource of
lobster, grains, beef, sheep, and goats and is
supplemented by niche ventures in olives, wine,
grapes, etc that collectively have potential to support
a food-based event celebrating the region.
An iconic event is required and recommended
for each subregion with complementary
sports / activities, evening entertainment programs,
local produce/culinary themes, interactive family
activities, spanning towns / venues and inspiring a
broad cross‑section of visitors, travellers, residents
and sponsors. An iconic event(s) has potential
to significantly enhance the region’s profile as a
tourism destination.
FT
The Mid West events calendar (on the following page)
provides a snapshot of events across the region,
however, some smaller events may have been
overlooked from the snapshot. The calendar
highlights the broad range of 43 regional events
and their timing. Most of the listed events have
prevailed over time at a local or subregional level.
Notably the Mid West does not have any iconic
events that attract large crowds, span subregions or
that generate a State or National profile.
Seasonal trade winds in the Mid West from
December to March are among the strongest in the
world and are well suited to events / competitions
in kite-boarding, windsurfing, sailing, kite flying,
hang gliding and land sailing. The ocean also lends
itself to competitions/events in fishing, free diving,
game fishing and endurance sports (e.g. triathlons,
ocean kayaking, long distance swimming).
• An Event Alliance or event leader’s network be
established ideally on a subregional basis as
resources permit; and
• The group should engage with regional
sporting groups, food producer groups, venue
operators and stakeholders to identify a
‘preferred list’ of themes /activities / venues
in developing an iconic event within the
short‑medium term.
D
R
A
The larger towns of Dongara and Geraldton have
excellent recreation facilities with the capacity to
host large sporting events such as golf, football,
lawn bowls, basketball, netball, martial arts and
indoor sports. Both towns (and some smaller
towns) have a horse racing track with potential to
host larger events such as music concerts, rodeos,
camp drafts, vehicle-machinery display events and
large scale outdoor hospitality events.
It is recommended that:
Consultations identified a possible ‘sea-fare’ event
incorporating a seafood festival, marine-leisure
sports activities and product launches, ocean-side
music, art and cultural venues, evening and daytime
programs (e.g. entertainment, hospitality, and
learning), industry involvement and regional produce.
Goo Fest, Yalgoo
Mid West Tourism Development Strategy
048
Mid West Events Calendar
EVENT / MONTH
JAN
FEB
MAR
HOLIDAYS
Peak Tourism Season
APR
MAY
JUN
JUL
AUG
SEPT
HOL’S
OCT
NOV
HOL’S
DEC
HOL’S
Mullewa Agricultural Show
Mid West Golden Bowls Carnival
Mullewa Rodeo & Muster
Mullewa Polocrosse Carnival
Mullewa Arts & Craft Fair
Geraldton Cup
Valley View Concert & Show
Perenjori Agricultural Show
Perenjori Bush Festival
Morawa Bi-annual Arts Festival
FT
Mingenew Races
Mingenew-Irwin Polocrosse
Mingenew Lions Mid West Expo
Three Springs Agric. Show
Western Desert Races
Geraldton Wind on Water Festival
Northampton’s Airing of the Quilts
Geraldton Sunshine Festival
Big Sky Readers & Writers
A
Mid West Art Prize
Nukara Music Festival
Dongara-Port Denison Kitestock
Nukara Music festival
R
Kalbarri Sports Fishing Classic
Kalbarri Zest Festival
Kalbarri Fishing Classic
Underage Music Festival Morawa
Geraldton Boat, Caravan &
Camping Show
D
Kalbarri Canoe-Cray Carnival
Chapman Valley Ag. Show
Northampton Agriculture Show
Geraldton Music Festival
Geraldton City to Surf Fun Run
Australasia Safari
Mount Magnet Ghymkana
Dongara-Denison Lobster Festival
Dongara Easter Horse Races
G-Fest
Yalgoo Emu Cup & Goo Fest
Red Hill Concert
Mount Magnet Astro Rocks Fest
Murchison Polocrosse Tournament
No of events / month
2
1
6
8
1
4
0
9
7
7
Mid West Tourism Development Strategy
1
0
049
An indication of the potential visitor expenditure
that could be attributed to an ‘iconic’ event in the
Mid West is shown below. The estimates are based
on ‘best guess’ patronage levels combined with
TRA’s visitor expenditure for day trip and overnight
visitors. The estimates include lower, median and
upper visitor expenditure.6 ^ The anticipated cost of
the event could be subtracted from the expenditure
estimates to provide an indication of the potential
net economic benefit from an event.
ESTIMATE OF VISITORS TO AN ICONIC EVENT IN THE MID WEST
Lower estimate Median Estimate Upper Estimate
of Visitors
of Visitors
of Visitors
5,000
7,500
9,000
Medium Event
12,000
16,000
18,000
Large Event
20,000
25,000
30,000
Consideration needs to be given to the sustainability
of such events and the limited ‘volunteer’ resources
available in the region. This may be somewhat
mitigated by a events leaders network to help share
resources. Recurrent funding is a common problem
faced by most events and it may be appropriate to
consider rationalising the funding of events on an
annual basis to those that are iconic. Seed funding
for new events that can prove sustainability beyond
the first year is sometimes an option through
small grant schemes. Nevertheless events must
have sustainable business models to ensure the
continuity and quality of the experience to the visitor.
FT
Small Event
In the short-medium term, the development of an
iconic event in the Mid West will need to address
seasonal limitations in accommodation, hospitality
and amenities for a potentially large influx of visitors
and the development of an event theme that can be
sustained and developed over time while support for
the event grows.
ESTIMATE OF VISITOR SPEND ATTRIBUTED TO AN ICONIC EVENT IN
THE MID WEST
Lower estimate Median Estimate Upper Estimate
of Visitor Spend of Visitor Spend of Visitor Spend
Small Event
$912,150
Medium Event
$1,459,440
$1,945,920
Large Event
$2,432,400
$3,040,500
$1,094,580
$2,189,160
$3,648,600
D
R
A
$608,100
Dongara Hotel
6 TRA Regional Profiles 2011/12.
^ Average day trip spend $110/visitor; average domestic overnight spend $142/visitor; average international overnight spend $52/visitor; weighted
average regional spend $122 per visitor. The origin of visitors at the event is based on averages from TRA Regional Profile for the Mid West
2009‑2012; day trip 44% (i.e. 44% local visitors); domestic overnight visitors 49% (i.e. 49% Perth, regional WA and interstate); 7% international visitors.
Mid West Tourism Development Strategy
050
Aboriginal TOURISM
Aboriginal tourism is under-developed across the
Mid West. TWA research has found that 59% of
visitors are seeking an Aboriginal tourism experience
in WA yet only 26% are participating, highlighting
the market gap (Tourism WA Industry Briefing,
June 2014). Consultations across the Mid West
identified a range of opportunities that could
potentially lead to a variety of Aboriginal tourism
ventures including:
1. Abandoned rail dams being used to farm
yabbies and Aboriginal guides offering ‘tucker’
and talks at the sites (i.e. Yalgoo Railway Dams).
There are several campgrounds in National Parks
across the Northern Territory (e.g. Nitmiluk, Kakadu,
Litchfield, King River, MacDonnell Ranges) where
local indigenous rangers facilitate evening talks,
slideshows and tastings for camp site visitors and
many of these events are well organised, well
patronised and invariably lead to additional stay and
expenditure in the local area. The existing Aboriginal
ranger program at the Kennedy Range National Park
is a good example of engaging the local community
in tourism development and could be extended
to selected reserves and properties across the
Murchison and Mid West.
FT
2. Walga rock, Wilgie Mia Mine and other
appropriate sites in the Murchison forming
part of a guided tour during the peak visitor
season. Such activities would work with
Traditional Owners already delivering
informal talks with tourists (i.e. Walga Rock)
and would ensure Aboriginal people were
supportive of development.
Alternative approaches are also required that provide
‘hands on’ assistance at community and individual
operator levels to build the capacity to establish new
tourism enterprises and new partnerships that can
be sustained over the long term. For example, an
Aboriginal tourism officer could be resourced to work
with relevant agencies, associations and communities
in helping Aboriginal entrepreneurs make the
transition towards new ventures (e.g. planning,
training, funding, administration, compliance,
marketing, operations, etc). Alternatively,
stakeholders could facilitate off-season mentoring
or training for Aboriginal people wanting to develop
tourism ventures, using recognised tourism
operators (e.g. WAITOC award recipients) possibly in
partnership with Indigenous Business Australia (IBA)
and others.
3. Resourcing an under‑utilised
kitchen / commercial space (i.e. Yalgoo Railway
Station building) to operate as a bush tucker
café / bakery, as a training and tourism facility.
A
4. 4-6 day bus tour covering Wiluna,
Meekatharra, Burringurrah, Mount Augustus,
Gascoyne Junction, Carnarvon, Shark Bay,
Kalbarri and Geraldton, with local indigenous
tours/talks/tucker at each stop, with an
Aboriginal guide accompanying the bus tour.
D
R
5. Campgrounds established on Aboriginal-owned
lands, mostly for self-contained RV’s and
campers, with a range of activities / experiences
offered such as talks, walks, art classes,
tucker‑meals, performances, star-gazing / night
sky interpretation and cultural appreciation;
mostly during the peak visitor periods. Ideally
development would go hand in hand with capacity
building and enterprise development support.
6. Establish a 4WD trail across Aboriginal owned
lands with a tour guide offering cultural
appreciation at selected sites and evenings.
7. Develop upgraded day use and camping facilities
at Peace Gorge, Meekatharra, and introduce
a range of guided tours, talks, bush tucker
catering, star gazing and cultural appreciation
within the area facilitated by local Aboriginal
groups. This could potentially be extended to
small bus tours in the surrounding area.
8. Implement existing plans for the Mount Magnet
Granites Walk Trails. Develop capacity so that
local people are able to utilise The Granites
as a cultural tourism product / experience in
partnership with the Badamia Land Aboriginal
Corporation and Shire of Mount Magnet.
Ilgarijjiri eggs, Geraldton Foreshore
~ Yamatji artist interpretation of the sky
Mid West Tourism Development Strategy
051
WAY FINDING
The Mid West road network extends across 4000km+
of sealed and unsealed roads, leading to over
150 sites and places of interest. Most towns have
printed maps, presented at a large scale and these
are invariably of limited use when trying to find sites.
Signage is not always reliable. GPS in cars and
smart phones/tablets and handheld GPS are
commonplace and widespread, however, the
maps in most GPS do not include tourism places
of interest and many do not include secondary or
unsealed roads. Visitor servicing via visitor centres
can be extremely helpful in getting directions to
places of interest, however, not all towns have
visitor centres open seven days per week.
• An audit of directional and informational
signs and an upgrade to address major gaps
(i.e. signs that are missing, illegible, damaged
or outdated);
• Inclusion in tourism brochures / planners
the GPS coordinates for all sites / places
(i.e. enabling visitors to input and get
directions from their GPS systems);
• Standardised formatting of tourism brochures
and planners that include maps, directions,
travel times, site descriptions and site
amenities;
• Gradual inclusion of sites and places of interest
on Google Maps, powered largely by satellites
rather than mobile phone networks; and
FT
Smart phones have advanced significantly, for
example Apps that greatly expand their functionality,
however large areas of the Mid West are ‘black
spots’ without phone coverage and satellite coverage
is all that remains to support the use of so-called
‘smart’ devices. With these limitations, visitors to
the Mid West, who are mostly self-drive travellers,
are vulnerable to driving around the region not
knowing precisely where places of interest are or
how long it should take to get there and back.
Way finding is a key factor limiting growth in tourism
visitation and stay across the Mid West. Suggested
approaches to improve way finding across the
Mid West include:
• Gradual inclusion of sites and places of interest
on TWA’s Experience Extraordinary App,
powered largely by mobile phone networks.
An example of an interactive map developed for
Gwalia town site is shown below. A similar map
could be developed for the entire Mid West that
utilises the GPS of ‘smart’ devices to show the
visitors location relative to sites-places (i.e. without
relying on the phone network in remote areas).
D
R
A
Development of an interactive map (or App) of the
Mid West that lists all sites / places relative to roads
and tracks and that ideally shows the vehicle’s
location using satellite and GPS systems.^
Interactive Gwalia townsite map
^ Average day trip spend $110/visitor; average domestic overnight
spend $142/visitor; average international overnight spend $52/visitor;
weighted average regional spend $122 per visitor. The origin of visitors
at the event is based on averages from TRA Regional Profile for the
Mid West 2009-2012; day trip 44% (i.e. 44% local visitors); domestic
overnight visitors 49% (i.e. 49% Perth, regional WA and interstate); 7%
international visitors.
Mid West Tourism Development Strategy
052
SECTION 4 - SUBREGIONAL
TOURISM DEVELOPMENT
4.1 SUBREGIONAL TOURISM
DEVELOPMENT PRIORITIES
Highly recommended development options for each
subregion that are not detailed elsewhere in this
report are outlined in this section. The results of
a subregional preliminary economic analysis are
included under each subregion.
BATAVIA COAST SUBREGION
Geraldton has a range of essential infrastructure to
support growth in fly-drive visitors however it does
not have facilities to host larger scale conferences,
seminars and functions that could potentially help
grow the visitor market. The City has recently
undergone significant upgrades that greatly enhance
its appeal to the business market (i.e. conference
patrons) including steady improvements to the
West End precinct, foreshore and town streetscape.
There remains however, challenges concerning
headworks at potential sites in around the City that
could host a conference-seminar facility adjacent
to or incorporated in a new hotel-resort. The cost
of installing or overhauling the required headworks
is prohibitive and a disincentive for developers.
Appropriate pre-planning and the installation of
headworks at a suitable site would be expected to
result in new facilities and significant growth in the
conference-seminar market in Geraldton.
FT
The recommended priorities for the Batavia Coast
subregion include:
CONFERENCE FACILITY HEADWORKS
CONSTRUCTION
PHASE
NET
BENEFIT
BENEFIT
COST
$M
RATIO
JOBS
OUTPUT
$M
JOBS
Kalbarri to Shark Bay 4WD trail along the Zuytdorp Coast to Tamala
/ Useless Loop Road (220km 4WD track, 2-3 overnight camps with
2018- eco-amenities, lookouts, trail markers). Investment $1.8M-$2.4M.
$2.322
2022 Estimated number of additional visitors p.a.: 800 daytrip, 12,000
overnight domestic, 1,500 overnight international. Average 2 nights
stay.
6
$8.170
37
$8.392
4.00
Seal roads into Kalbarri NP, install an iconic skywalk lookout, realise
a Naturebank eco-camp, develop a new campground & enhanced
2015trails. Investment $15M-$16M. Estimated number of additional
$17.141
2020
visitors p.a.: 14,000 daytrip, 20,000 overnight domestic, 4,000
overnight international. Average 3 nights stay.
41
$16.153
72
$17.794
1.15
$3.594
9
$1.267
6
$1.611
0.50
$6.082
15
$1.222
5
$1.804
0.33
$2.258
7
$0.008
0.00
BATAVIA COAST DEVELOPMENT PRIORITIES
R
A
TIMING
OUTPUT
$M
OPERATING
PHASE
D
Develop coastal campsites & visitor nodes from Greenhead to
Kalbarri (e.g. five new/upgraded sites with low level eco2018infrastructure). Investment $3.0M-$3.5M. Estimated number of
2023
additional visitors p.a.: 500 daytrip, 2,700 overnight domestic, 720
overnight international. Average 2 nights stay.
Eco accommodation & amenities on Abrolhos Islands (e.g. 6 x low
impact eco-camps, amenities, planning, moorings ). Investment
2017$5.0M to $6.0M. Estimated number of visitors p.a.: 900 daytrip,
2022 2200 overnight domestic, 800 overnight international. Average 2
nights stay.
Headworks and pre-approvals for a Geraldton cenference-function
2016- centre co-located with or adjacent to a hotel-resort. Investment
2019 $2.0 - $2.5M
**refer to Appendix E for assumptions behind REMPLAN analysis.
Mid West Tourism Development Strategy
053
MURCHISON Subregion
PROSPECTING RESERVES
The recommended priorities for the Murchison
subregion include:
The Murchison is steeped in history as a gold mining
area and even today remains a significant producer
of gold. Stories abound of prospectors discovering
rich veins of gold, nuggets and panning for gold dust
in the dry creek beds.
• Develop tourism infrastructure on DPaW’s
conservation blocks (e.g. Muggon Block six properties, Doolgunna Mooloogool Block
- two properties and Dalgaranga Block four properties);
• Develop a geo park across the subregion;
• Develop prospecting reserves for visitors;
• Support pastoral properties to develop tourism
infrastructure; and
• Develop lookouts and safe viewing sites for
flash rain events.
Abandoned mine shafts, including many that were
dug by hand, remain scattered across the landscape.
There are numerous books that invite and
instruct prospectors and fossickers to explore the
countryside in search of gold. Many of the regions
caravan parks are occupied by amateur prospectors
during the cooler months whilst many families and
travellers undoubtedly have interest in searching for
gold while in the region. Yet for many visitors this is
not easily achieved.
20162021
OUTPUT
$M
JOBS
NET
OUTPUT
JOBS BENEFIT
$M
$M
BENEFIT
COST
RATIO
$7.741
19
$20.541 92 $21.282
3.04
1
$11.321 51 $11.169
17.18
$0.387
1
$7.956
$7.993
22.84
Support pastoral properties to develop tourism infrastructure including
station stay accommodation, campgrounds and day use sites (e.g. 1012 properties). Investment $1.2M-$1.8M. Estimated number of
$1.216
visitors p.a: 1,000 daytrip, 8,000 overnight domestic, 1,000
international. Average 2 nights stay.
3
$10.914 49 $10.630
7.09
Develop lookouts and safe viewing sites for flash events (e.g. 8-10 sites,
designated viewing areas, rest areas / overnight camp areas, signs,
interpretive panels ). Investment $1.0M-$1.2M; Estimated number of $1.216
additional visitors p.a.: 2,000 daytrip, 6,000 overnight domestic, 2,000
international. Average 3 nights stay.
3
$4.397
4.10
MURCHISON DEVELOPMENT PRIORITIES
Develop tourism infrastructure on DPAW's three conservation blocks
including upgrades for station stay accommodation, nature-based
campgrounds, walk trails and flora/fauna appreciation. Investment
$6.0-$8.0M; Estimated number of visitors p.a: 2,000 daytrip, 30,000
overnight domestic, 10,000 internional. Average 3 nights stay.
A
TIMING
OPERATING
PHASE
FT
CONSTRUCTION
PHASE
Develop a Geo-Park across the region (i.e. 10 sites) with access,
2015 - signage, amenities, educational & promotional material. Investment
$0.498
2022 $0.5M-$0.8M. Estimated number of visitors p.a: 2,000 daytrip, 16,000
overnight domestic, 6,000 international. Average 3 nights stay.
D
20182022
Develop prospecting reserves for visitors (e.g. 3-4 reserves, site
infrastructure, promotional material), Investment: $0.3M-$0.4M;
Estimated number of additional visitors p.a: 1,000 daytrip, 12,000
overnight domestic, 3,000 international. Average 3 nights stay.
R
20162020
20192023
**refer to Appendix E for assumptions behind
REMPLAN analysis.
36
20
$4.513
The concept of establishing reserves for visitors to
go prospecting in proximity to the towns has recently
been considered by the Murchison LGA’s. Towns such
as Mount Magnet have a Registrars Office to issue
prospecting licenses and a local business hires metal
detectors. Scope may exist for the CRC’s in each
town to offer prospecting licenses via online portals
to the Mines Department / Registrars Office. The
concept of prospecting reserves in proximity to each
town would be expected to increase visitation and
stay during the cooler months.
Mid West Tourism Development Strategy
054
PASTORAL TOURISM
FLASH WEATHER EVENTS
Pastoral stations extend across the Murchison.
A small selection of stations are well advanced in
hosting visitors overnight and for day use activities.
However, there remain many stations that are host to
interesting landforms, waterholes, flora, geology and
scenery that are not accessible to visitors and could
potentially introduce tourism to improve their viability.
Climate change is affecting nature based tourism in
Western Australia as noted by DEC (2012). Visible
signs of climate change in the Mid West include
disappearing wetlands, increased coastal erosion,
changes in the flowering times of native plants,
changes to the arrival-departure times of some
bird species, a movement away from the usual
locations by native animals, a decline in trees due to
water stress (e.g. wandoo and tuart), changing fire
regimes and a greater spread of weeds and pests.
These impacts are expected to continue across
the Mid West over the long term (i.e. beyond 2024).
Conversely, the onset of extreme weather events
such as ‘flash’ flooding and extreme rain events are
arguably a side-effect of climate change that the
Mid West, and in particular the Murchison, could
turn into an opportunity by making the after effects
of ‘flash’ rain events an attraction-activity that
draws visitors to affected areas.
FT
However, given the limited financial sustainability
of some stations they will require assistance in
developing tourism infrastructure such as signage,
campsites, accommodation upgrades, public
amenities, track / trail enhancements, promotional
material and possibly mentoring. Financial
assistance may also be required to maintain tourism
infrastructure during the formative years whilst
stations grow their tourism profile and patronage.
The prospect of establishing a broader network of
station stays, campgrounds and day use sites across
the Murchison could significantly enhance visitation
and stay in the region.
D
R
A
The Murchison’s vast catchment areas and
associated river-creek systems come to life after
flash rain events as evidenced by the flowing/
flooding of rivers, creeks, lakes, waterholes and
dams and this in turn triggers immediate change
in wildlife movements (e.g. birds, kangaroos,
reptiles), sprouting of new flora, the ‘greening’ of
the countryside and invariably a boost in wildflowers
(albeit delayed).
Station mustering time
Yalgoo race course
The development of ‘safe’ viewing areas, utilising
existing roads and tracks largely unaffected by
flooding, the creation of maps showing ‘flash’ event
viewing sites, and promoted ‘live’ via social media
(e.g. Facebook, Twitter, Instagram) has potential
to attract and disperse visitors seeking eco nature
based experiences across the Murchison. Visitors
would be expected to stay in proximity to the ‘safe’
viewing areas for 3-4 days or until the ‘after effects’
begin to subside. There would be opportunity to
extend their stay by redirecting visitors elsewhere
across the Murchison and Mid West.
Mid West Tourism Development Strategy
055
NORTH MIDLANDS SUBREGION
WILDFLOWER WAY
The recommended priorities for the North Midlands
subregion include:
The Wildflower Way currently extends along the
Mullewa-Wubin Road and is supported by an
impressive array of signage, interpretive panels,
brochure / map and online promotion. However
the Wildflower Way is essentially one-way and the
return trip offers travellers no themed experience.
Extending the trail infrastructure along the
Midlands Road and promoting the Wildflower Way
as a ‘loop’ would be expected to disperse travellers
more broadly across the North Midlands. Further,
it would increase the scope to promote other
activities and experiences in each of the towns and
at sites / places of interest.
• Extend and enhance the Wildflower Way;
• Develop interactive components of the Artbelt
Project, creating a drive ‘loop’ with year-round
appeal;
• Develop half/full day self drive routes with rest
and overnight areas;
• Upgrade a selection of trails to multi use
(walk, bike, horse, 4WD) and/or create new
trails at popular sites; and
• Audit potential campsites and develop 4-5
eco campgrounds.
TIMING
OPERATING
PHASE
FT
CONSTRUCTION
PHASE
NORTH MIDLAND DEVELOPMENT PRIORITIES
BENEFIT
COST
RATIO
JOBS
$6.082
15
$45.520 204 $46.102
8.38
$2.765
7
$9.524
43
$9.789
3.92
Audit potential campsites and develop 4-5 eco-campgrounds (e.g. with
eco-amenities, fire rings, benches, designated bays, parking areas).
2015-2018 Investment $2.5M-$3.0M. Estimated number of additional visitors p.a.: $2.488
1600 daytrip, 15,000 overnight domestic, 2,400 international. Average
3 nights stay.
6
$9.264
42
$9.002
3.27
3
$2.995
13
$3.011
2.51
2
$1.472
7
$1.565
1.79
Develop DPAW's Karara Block into a tourism-conservation-recreation
destination (i.e. 5 ex-pastoral properties, farm stay, camping, trails,
2015-2020 recreation, etc). Investment $5.0M-$6.0M. Estimated number of
additional visitors p.a: 45,000 daytrip, 60,000 overnight domestic,
10,000 overnight international. Average 3 nights stay.
R
A
Develop half & full day self drive routes with rest and overnight areas
(e.g. 3-4 routes with signage/markers, interpretive panels, eco2018-2023 amenities, lookouts). Investment $2.0M-$3.0M. Estimated number of
additional visitors p.a.: 25,000 daytrip, 10,000 overnight domestic,
6,000 international. Average 2 nights stay.
D
Upgrade four trails to multi-use (e.g. walk, bike & horse) or create new
trails at popular sites. Investment: $1.2M-$1.4M. Estimated number of
2019-2024
$1.216
additional visitors p.a.: 3,000 daytrip, 6,000 overnight domestic, 800
international. Average 2 nights stay.
Extend the wildflower self-drive trail along the Wildflower Way &
Midlands rd (i.e. creating a loop with signs, markers, information panels,
2020-2025 rest areas, etc). Investment $0.75M-$1.0M. Estimated number of
$0.968
additional visitors p.a.: 2,400 daytrip, 4,400 overnight domestic, 2,000
overnight international. Average 1 nights stay.
OUTPUT
$M
NET
BENEFIT
$M
OUTPUT
$M
JOBS
*refer to Appendix E for assumptions behind
REMPLAN analysis.
Mid West Tourism Development Strategy
056
ARTBELT PROJECT
ALTERNATIVES TO WILDFLOWERS
Artbelt is an art-inspired project of 30+ art‑sculptural
installations and activities-events proposed for the
North Midlands. The project has been thoroughly
researched and reported and provides a unique
opportunity to provide visitors with an alternative
experience to wildflowers. The recommendation is to
focus on installing hands-on, interactive sculptures,
installations and displays that invites visitors to
engage with the artworks. Installations located
at strategic sites in / near towns, popular day use
sites, scenic locations, drive route junctions and trail
heads would encourage visitors to disperse across
the North Midlands. The Artbelt Project Report was
completed in 2012 and provides a detailed guide to
development approaches to help realise the project in
the short-medium term.
Wildflowers as a regional theme is inherently
seasonal, supports a short window of visitation
and is highly susceptible to the vagaries of
climate change and ‘poor’ wildflower seasons.
The development of alternative activities and
experiences would reduce the risk of over-relying on
wildflowers and could potentially extend the visitor
season. Alternative experiences and activities can
include multi-use trails for mountain bikes, walkers
and horse riding; picnic areas at lookouts or scenic
locations; heritage trails with maps and interpretive
panels; and short or half day self-drive trails with
rest areas or picnic sites at scenic locations; and
road-side promotion in towns of what’s happening in
the local community on a weekly basis (e.g. at sports
clubs, town halls, events, etc).
FT
ECO CAMPGROUNDS
R
A
Peak visitation July to September can result in
accommodation shortages. Additional ‘built’
accommodation is required, especially using
disused and under-utilised facilities. However the
region a limited range of camping facilities and
capacity. There are several areas of high natural
attraction and appeal that could potentially host an
eco campground and encourage higher levels of
visitation and stay.
D
Church, Mullewa
An audit of potential sites is required in identifying
locations for eco campgrounds. The campgrounds
would contain minimal infrastructure given that
an increasing number of visitors are largely
self-contained. Toilets and communal fire rings
and picnic benches would form the basis for an
eco campground of typically 8-10 sites suited to
vans, campers and tents.
Geraldton Art Gallery
Mid West Tourism Development Strategy
057
Mid West Tourism Development Strategy
058
R
D
Finish: 2016
Finish: ongoing
M Start: 2015
Shires via MOU
Shires via MOU
Shires via MOU
Shires via MOU
Finish: 2017
M Start: 2015
FT
Estimated cost: $10,000p.a.
Estimated cost:
$5000 graphic design;
$10,000p.a. signage, displays,
promotions, advertising.
Estimated Cost:
$50,000‑$100,000
Total: $25,000
Estimated cost:
<$1000 per town
ACC will match it with
$30,000p.a.
Approx: $8,500 each shire.
$10,000 / Shire;
Total $30,000p.a.
Positive feedback from visitors.
Entry statement installed.
Variety of promotional mediums
used.
Positive feedback from visitors.
Visible branding across the region.
Number of hits and downloads.
More outlets with tourism
information.
Website commissioned.
Increased visitation.
Targeted promotional campaign.
MEASURES
* H – high priority; M – medium priority; L – low priority
° For example, at interstate trade and consumer shows, in liftouts and special promotions in Statewide newspapers, at selected overseas trade fairs/consumer events, at trade promotions with wholesalers / promoters,
and at forums/events targeting intrastate travellers. Emphasis should be on promoting the Batavia Coast, Kalbarri to Green Head, and the main attractions/experiences.
^ Commencing with self-completion surveys in visitor centres, accommodation facilities and prominent places (e.g. Museum, Greenough Hamlet, etc); adding occasional intercept surveys at popular day use sites;
Establish pooled funding to support
subregional tourism data collection.^
A
Shires via MOU
Shires via MOU
RESPONSIBILITY TASKS & RESOURCES
M Start: 2016
Finish: ongoing
H Start: 2015
PRIORITY* &
TIME FRAME
M Start: 2015
Develop regional branding: a regional
name and a logo on signs, brochures,
Finish: ongoing
website, entry statements, billboards,
advertisements, etc.
Establish a Batavia Coast entry statement at M Start: 2015
northern and southern entry points.
Finish: 2016
Establish multiple outlets in towns to
display / distribute tourism brochures and
planners.
Establish a regional tourism website.
See appendix for details.
Assign Australia’s Coral Coast to manage
selected aspects of Batavia Coast
promotion.°
MARKETING, BRANDING & PROMOTION
ACTION
The following actions are prioritised and budgets are indicative ‘best estimates’ that could be jointly funded by Shire operating/capital budgets and
supplemented by grants or in-kind contributions. The Shires and the respective CEO’s may consider establishing a memorandum of understanding (MOU) to
provide a framework for ‘regionalising’ the Plan.
1. Marketing, branding and promotion;
2. Capacity building to better service higher levels of visitation; and
3. Improved standards and service delivery.
The action plan for the Batavia Coast subregion focuses on three key areas:
BATAVIA COAST Subregion
4.2 SubregionAL ACTION PLANS
Mid West Tourism Development Strategy
059
Shire Tourism
Officers and Staff
Finish: 2019
Estimated cost: $100,000p.a.
Businesses engaged with MWCCI.
New capacity / ventures introduced.
Wider range of quality day use sites.
Higher dispersal of visitors /
impacts.
Positive feedback from visitors.
Increased collaboration.
More efficient operations.
Increased capacity.
Higher quality service to visitors.
T.O. appointed full time.
Subregional initiatives actioned.
New sites opened up.
Regular visitation by tourists.
New campgrounds introduced.
Regular patronage and utilisation.
Positive feedback from visitors.
Broader membership.
Stronger input from industryoperators.
Sub-committee established.
Trail Plan developed.
Trails slowly upgraded / developed.
MEASURES
˜ For example, enhance sites with walk / bike trails, lookouts, bird hides, picnic areas / BBQ’s, interpretation panels, boardwalks, amenities/toilets, 4WD trail, overnight camping / 24hr rest areas, shade facilities, water, etc.
^ Working exclusively with tourism operators and prospective start-ups on planning, marketing, industry networking, training, business improvement, product/service standards, quality accreditation, etc..
° For example sites with permanent waterholes (i.e. for bird watching), lookouts-vistas, unique land formations, flora / fauna / bird hotspots, bush walking-biking, shaded picnic areas, cultural sites, heritage-history relics, etc.
* H – high priority; M – medium priority; L – low priority
Shires via MOU
Shires via MOU
M Start: 2016
Explore with MWCCI approaches to help grow M Start: 2015
tourism capacity in business and industry.
Finish: 2019
Explore upgrades˜ at nature / wildflower
rich sites and develop into destinations on
day trip drive trails-routes.
Explore ways for subregion VC’s to collaborate,
share resources / expertise, programs, etc.
Shire Tourism
Officers
Explore centralised training of Visitor Centre M Start: 2016
(VC) staff; building / sharing a pool of trained
Finish: 2019
VC staff.
VC Managers
Shires via MOU
Finish: 2018
Estimated cost: $40,000 camp
site audit and development
plan.
FT
Shire Tourism
Officers and Staff
M Start: 2015
Finish: 2018
Shire Tourism
Officers and Staff
M Start: 2015
Shires via MOU
A
MWTA
Investigate how Batavia Coast can fund and M Start: 2016
resource a Tourism Enterprise Development
Finish: 2019
Officer^ for 3-4yrs.
Investigate locations for RV / caravan
overflow areas during peak periods.
Investigate locations where undeveloped
or overlooked day use sites° can be
established.
Investigate coastal locations where new
H Start: 2015
nature based eco campgrounds can be
Finish: 2019
established for RV’s, campers and travellers
for 2-10 days stay.
Invite participation of operators and
H Start: 2015
stakeholders on MWTA to assist in managing
Finish: ongoing
this strategy.
Shire Tourism
Officers
Estimated cost:
$40,000 Trail Plan.
RESPONSIBILITY TASKS & RESOURCES
Shires via MOU
R
D
PRIORITY* &
TIME FRAME
Appoint a sub-committee to assist upgrading H Start: 2015
trails to multi-use, short/long, in partnership,
Finish: 2019
with/without day use amenities, etc.
CAPACITY BUILDING
ACTION
Mid West Tourism Development Strategy
060
Shire tourism
officers and staff.
M Start: 2016
Positive feedback from visitors.
Local seafood available in local
shops.
Positive feedback from visitors.
Sites displayed on Google Maps.
Training program commenced.
Training approach identified.
Increased visitation to selected sites.
Positive feedback from visitors.
Signage gaps addressed.
Signs installed. RV visitation and
stays.
RV Friendly Town Accreditation.
Shires committing to regional
tourism.
Agreement on tourism action plan.
MOU signed by all shires.
MEASURES
^ Examples include http://www.austrade.gov.au/Tourism/Tourism-and-business/T-QUAL/Accreditation ; http://aussie-host.com.au/en-us/ourproducts/courseprofiles.aspx ; http://www.ahawa.asn.au/training/wa_
service_with_a_smile.phtml ; http://www.tourismcouncilwa.com.au/events ; Creating new could be in partnership with groups such as CMCA, Tourism Council WA, WA TAFE.
° Dongara and Geraldton have commenced the process. Northampton should consider becoming RV Friendly, especially if Kalbarri continues to reject the concept.
* H – high priority; M – medium priority; L – low priority
Finish: 2016
Shire CEO’s
L Start: 2015
Investigate with seafood processors
the supply of lower-priced ‘seconds’
grade seafood to local shops, cafes and
restaurants.
Shire CEO’s
Investigate re-aligning boundaries to include M Start: 2016
Jurien-Green Head in the Batavia Coast.
Finish: 2018
Record GPS coordinates of ALL subregional
tourism sites and upload to Google Maps.
Create new or access existing
programs,^ online or in
workshops.
Estimated cost:
$40,000‑$50,000 sign audit.
$500,000 signs and panels.
CMCA and TWA’s subsidised
dump points; CMCA’s State
Representative.
FT
Shire CEO’s
Finish: Ongoing
Shires via MOU
Shires via MOU
M Start: 2016
Develop subregional famils for visitor centre
staff (i.e. visiting towns / sites across the
region.
Finish: Ongoing
Shire CEO’s
Finish: Ongoing
A
Shires via MOU
Explore delivering region-wide training in
service, quality, tourism value and visitor
safety.
M Start: 2016
Shire CEO’s
Shires via MOU
Finish: 2017
H Start: 2015
Audit signage across the subregion, address M Start: 2016
gaps in directional, informational and
Finish: 2018
interpretative signs.
Gain accreditation to CMCA’s RV Friendly
Town program.°
RESPONSIBILITY TASKS & RESOURCES
Shire CEO’s
R
D
PRIORITY* &
TIME FRAME
Shires enter a Memorandum of
H Start: 2015
Understanding to guide subregional tourism
Finish: ongoing
development.
STANDARDS & SERVICE DELIVERY
ACTION
Initiatives that individual Shires should monitor and / or
develop into new infrastructure/ activities / experiences,
independently or in partnership with respective
authorities or land owners, are listed below (note
that significant initiatives such as Abrolhos islands
tourism opportunities, coastal node development,
proposed Geraldton conference-function centre etc
are included in the subregional and regional priority
sections of the document):
CITY OF GREATER GERALDTON
• Completion of Batavia Coast Marina stage 2.
• Expansion of the WA Museum.
• Development of leisure, recreation and
conservation amenities on the Moresby
Ranges, including DPAW and Private holdings.
• Continue to encourage the development
of a 4-5 star hotel-resort at the former
Kailis plant site near the foreshore; ideally
40‑50 rooms to support events / seminars
using the conference facilities within the
recreation centre. Encourage TWA to
co‑promote the site to investors.
• Encourage the development of additional
farmstays, holiday homes, B&B’s and
lodges‑hostels; encourage growth in visitation
during the peak periods.
• Investigate the development of a fortnightly
or monthly farmers market in-near town;
encouraging local producers, entrepreneurs
and businesses to deliver a variety of produce
and products.
FT
• Formalise and upgrade selected sites
currently used for mountain bike riding by
implementing MBT standards and facilities;
promoting as dedicated venues, appealing
to enthusiasts and recreational users; and
supporting events that help grow visitation to
the region.
SHIRE OF IRWIN
• Continue to explore the sustainability of an
ocean pool as an attraction.
• Investigate greater use of the river, the
riverbanks and surrounding areas, including
day time activities (e.g. trails, picnic areas,
benches, pathways, canoeing, swimming) and
evening activities (e.g. BBQ’s, rest areas).
A
• Continue to support development of the
West End cultural precinct, enhanced with
events, performances, installations, light
shows, displays-exhibitions, social-cultural
gatherings, galleries / artisans, etc. Promote
to visitors as the cultural epicentre of
Geraldton hospitality and entertainment.
• Investigate parking for long vehicles near the
main street, with appropriate signage;
R
• Continue to explore the development of tours,
activities, experiences, hospitality, guides,
trails and shopping as packages / itinerary
options for cruise ship passengers; continue
to promote strongly to cruise ship companies;
encourage (offer) increased capacity in buses,
guides and visitor service delivery.
D
• Continue to investigate the development of an
additional caravan park within proximity to the
coast, in the township of Geraldton, preferably
with a limited number of permanent residents
and a mix of cabins, powered sites, unpowered
sites and basic amenities for travellers.
• Investigate larger, more prominent signage on
the Brand Highway / Kailis Drive junction to
encourage higher volume of visitors / vehicles
into Port Denison.
• Investigate re-branding as Dongara with
a strong emphasis on ocean/coast, river,
heritage, country town, fishing and marine
activities. Phase out Port Denison and
Shire of Irwin from all branding and tourism
promotion. Introduce a logo and tag line and
incorporate into all promotional mediums.
• Investigate upgrading directional signage
in-around Geraldton to the visitor centre,
day use sites, attractions / places of interest,
hospitality, parking (for long and short
vehicles), trails and sport-rec facilities.
• Investigate the development of 24hr overnight
rest bays within 25-75km of Geraldton.
• Continue to progress the Port Denison
Foreshore master plan.
• Investigate the upgrading and / or
development of short stay camp sites within
the regional hinterland; install signage,
promote in planners / brochures, and include
on website listings; encourage growth in
travellers staying overnight in the region.
• Continue to progress the Town centre
revitalisation plan including the RV park, the
relocated Visitor Centre and visitor amenities
at the Park.
• Continue to progress the development of
tourism nodes along the coast both as day use
sites and overnight short stay sites.
Mid West Tourism Development Strategy
061
SHIRE OF NORTHAMPTON
SHIRE OF CHAPMAN VALLEY
• Investigate the installation of additional water
fountains, public toilets, shade shelters,
BBQ’s, bike racks and benches along the main
foreshore (Kalbarri).
• Investigate with DPAW the development of a
walk / bike trail from town to Meanara Hill
through the reserve / bush (Kalbarri).
• Encourage upgrades to fishing amenities
such as boat ramps, jetties, shore-side
platforms, car‑trailer parking bays and safety
signs messages.
• Investigate free Wi-Fi at public venues across
Kalbarri township.
• Continue to investigate and develop
construction of White Peak road linking the
coast to the Valley.
• Encourage the refurbishment / redevelopment
of short term accommodation at farms,
homes, lodges and under-utilised buildings.
• Investigate the development of walking,
riding, cycling trails along the old railway line
between Yuna and the Moresby Ranges.
• Investigate upgrading access, facilities and
capacity at the Buller river mouth for short
stay camping and day use activities.
• Investigate a guided route / self-drive trail
off NW Coastal Highway through the Valley
highlighting heritage, landforms, river / creek,
views / lookouts, rest / picnic areas, overnight
accommodation and local businesses;
incorporate trail markers along the route.
FT
• Install visitor information displays
(i.e. brochures and maps) at shops throughout
Northampton, promoting local visitor
attractions and activities.
• Continue to investigate and develop sites for
overnight caravan / RV stays.
• Investigate Northampton township becoming
RV Friendly to encourage stopovers and
2-3 day stays.
• Investigate establishing an overnight rest area
adjacent / near to Naraling Hall; incorporate
a short walk trail to surrounding wildflower
‘hot spots’.
R
A
• Investigate better utilisation of disused railway
reserves as overnight stays, picnic areas,
wildflower viewing areas, cycle / walk trails or
rest areas.
• Investigate the re-activation of disused
farmhouses as farmstays, B&B’s or holiday
rentals; encourage landlords / owners to
utilise houses for short stay.
D
Oakabella, Northampton
Dongara orchard
Mid West Tourism Development Strategy
062
Mid West Tourism Development Strategy
063
D
* H – high priority; M – medium priority; L – low priority
A
Finish: ongoing
L Start: 2015
Finish: ongoing
M Start: 2015
Shires via MOU
Shires via MOU
Shires via MOU
Shire CEO’s
Finish: 2017
M Start: 2015
Finish: 2016
Shires via MOU
Shires via MOU
Shire CEO’s
Shires via MOU
FT
List-register of station stays.
Estimated cost: <$100
Phone enquiries to
pastoralists.
Estimated cost:
$5000 graphic design;
$10,000 signage and displays.
Total: $30,000
Estimated cost:
<$500 per town
Approx: $4,000 each shire.
AGO will match it with
$40,000p.a.
Standardised template.
Graphic designer.
$4,000 for 8000 brochures.
Estimated cost: $15,000
$5,000 each Shire;
Total $40,000p.a.
RESPONSIBILITY TASKS & RESOURCES
M Start: 2016
Finish: Ongoing
H Start: 2016
Finish: 2017
H Start: 2015
Finish: ongoing
H Start: 2015
PRIORITY* &
TIME FRAME
Establish a Facebook page titled “Everything L Start: 2015
Murchison” and update regularly.
Finish: Ongoing
Establish and maintain a register of UGM
station stays.
Adopt regional branding: a regional name,
Billy Bungarra on signs, brochures,
websites etc.
Establish multiple outlets in towns to
distribute brochures/planners and tourism
information.
Re-design and standardise each Shire’s
(DL‑size) Tourism Brochures.
See appendix for details.
Develop a regional holiday planner
combining Shire tourism brochures and
maps. See appendix.
Establish a regional tourism website.
See appendix for details.
Assign Australia’s Golden Outback to
manage promotion of the Upper Murchison.
MARKETING, BRANDING & PROMOTION
ACTION
Growing number of ‘likes’.
Facebook page established.
Visitation-stays at station stays.
Promotional mediums displaying
Billy Bungarra.
Up-to-date register of station stays.
Positive feedback from visitors.
Billy Bungara visible across the UGM.
Number of hits and downloads.
More outlets with tourism
information.
Website commissioned.
Positive feedback from visitors.
Holiday Planner published.
Positive feedback from visitors.
Common format-layout of brochures.
Increased visitation.
Targeted promotional campaign.
MEASURES
The following actions are prioritised and budgets are indicative ‘best estimates’ that could be jointly funded by Shire operating-capital budgets and supplemented by
grants or in-kind contributions. The Shires and the respective CEO’s may consider establishing a memorandum of understanding (MOU) to provide a framework for
‘regionalising’ the Plan. Action plans for each shire have been presented in a separate document and provide specific actions for each LGA.
R
1. Marketing, branding and promotion;
2. Capacity building to attract and service higher levels of visitation; and
3. Improved standards and service delivery.
The action plan for the Murchison subregion focuses on three key areas:
MURCHISON Subregion
Mid West Tourism Development Strategy
064
D
Finish: 2019
H Start: 2015
Shires via MOU
Shire CEO’s
Finish: 2016
Shire CEO’s
M Start: 2015
Finish: 2018
H Start: 2015
Shire CEO’s
Shires via MOU
H Start: 2015
Finish: 2018
Shire CEO’s
Finish: ongoing
FT
Estimated cost:
$10,000 per site p.a.
Estimated cost:
$20,000‑$50,000
per campground.
Estimated cost: $100,000p.a.
In-kind support where
appropriate.
Positive feedback from visitors /
users.
Prospecting reserve established.
Regular visitation by tourists.
New sites opened up.
Positive feedback from visitors.
Regular patronage–utilisation.
New campgrounds introduced.
Regional tourism initiatives actioned.
TDO appointed full or part time.
Increase in visitation to stations.
Increase in station stay network.
° For example sites with permanent waterholes, lookouts-vistas, unique land formations, flora/fauna/bird hotspots, fossicking – prospecting, walking-biking, shaded picnic areas, cultural sites, unique flora, etc.
* H – high priority; M – medium priority; L – low priority
Explore how UGM can create prospecting
reserves for visitors to enjoy prospecting.
Investigate locations where undeveloped
or overlooked day use sites° can be
established.
A
Shires via MOU
Murchison Tourism Association Roles-Responsibilities assigned.
Constitution
UGM residents and community. Committee formed and activated.
Visitors attending flash event sites.
Site visits to survey sites and
access.
Shires via MOU
Print material promoting flash events.
Local knowledge and input.
H Start: 2015
Finish: ongoing
H Start: 2015
Investigate locations where new
H Start: 2015
campgrounds can be established for RV’s,
Finish: 2019
campers and travellers for 2-10 days stay on
Shire, pastoral or UCL.
Investigate how UGM can fund and resource
a tourism development officer for 3-4yrs
Encourage pastoral stations to allow
visitor access, day-use visits, tours and/or
camping.
Establish UGM Tourism Committee of
operators, and community to assist
implement this strategy.
Routes linking ‘flash’ event sites.
UGM Topographical maps.
Sites identified, information and
collateral developed and operational.
Sub-committee established.
MEASURES
Shire CEO’s
Shires via MOU
Estimated cost: $250,000
RESPONSIBILITY TASKS & RESOURCES
R
PRIORITY* &
TIME FRAME
Identify and establish a series of
H Start: 2015
sites‑places‑lookouts to safely view the
Finish: 2019
after-effects of significant ‘flash’ rain events
across the UGM.
Appoint a sub-committee to coordinate
the establishment of a geo park across the
UGM. See appendix for details.
CAPACITY BUILDING
ACTION
Mid West Tourism Development Strategy
065
R
Shire CEO’s
Finish: Ongoing
Estimated cost:
$40,000-$60,000 sign audit.
$100,000 signs and panels.
CMCA and TWA’s subsidised
dump points; CMCA’s State
Representative
Create new or access existing
programs.°
FT
A
Shires via MOU
M Start: 2016
Finish: 2017
Shires via MOU
Finish: 2017
M Start: 2016
Shire CEO’s
Shire CEO’s
H Start: 2015
Finish: 2015
H Start: 2014
Undertaken during MEG
meetings.
RESPONSIBILITY TASKS & RESOURCES
Training program commenced.
Training approach identified.
Increased visitation to selected sites.
Positive feedback from visitors.
Signage gaps addressed.
Signs installed. RV acknowledgement.
RV Friendly Town Accreditation.
Shires committing to regional tourism.
Agreement on tourism action plan.
MOU signed by all shires.
MEASURES
Austin Street Post Office, Cue
° Examples include http://www.austrade.gov.au/Tourism/Tourism-and-business/T-QUAL/Accreditation ; http://aussie-host.com.au/en-us/ourproducts/courseprofiles.aspx;
http://www.ahawa.asn.au/training/wa_service_with_a_smile.phtml ; http://www.tourismcouncilwa.com.au/events ; Creating new could be in partnership with groups such as CMCA, Tourism Council WA, WA TAFE.
* H – high priority; M – medium priority; L – low priority
Explore delivering region-wide training in
service, quality, tourism value and visitor
safety.
Audit signage across the UGM, address
gaps in directional, informational and
interpretative signs. No replacing of
existing, functional signs.
PRIORITY*&
TIME FRAME
D
Gain accreditation to CMCA’s RV Friendly
Town program.
See appendix for details.
UGM Shires enter a Memorandum of
Understanding to guide regional tourism.
STANDARDS & SERVICE DELIVERY
ACTION
Initiatives that individual Shires should monitor and / or
develop into new infrastructure / activities / experiences,
independently or in partnership with respective
authorities or land owners, are listed below (note that
significant initiatives such as upgrades to DPaW's
conservation estate, developing prospecting reserves,
geo park etc are included in the subregional and
regional priority sections of the document).
SHIRE OF CUE
• Investigate with CMCA the gaps to address for
Cue to become an ‘RV Friendly Town’.
• Investigate increasing short stay options
e.g. camping, Station stay, Pensioner Huts, etc.
• Investigate sites for potential use as a
caravan / RV overflow area during peak periods.
• Create a geo cache trail in around town.
• Investigate developing a half-day 4WD trail to
key sites in close proximity to town.
• Investigate free Wi-Fi in town.
SHIRE OF MEEKATHARRA
• Create geo cache trails in around town and / or
at popular day use sites (e.g. Errabiddy Bluff).
• Investigate with CMCA the gaps to address for
Murchison to be an ‘RV Friendly Destination’.
• Investigate establishing a half-day 4WD trail to
feature sites / places in proximity to the town.
• Investigate day use amenities at Errabiddy Bluff
and a mountain bike trail from town to the Bluff.
• Establish an astronomy ‘kit’ for visitors
using the telescope e.g. Star Chart ,
App‑GoSkyWatch, etc.
• Continue exploring funding AND concepts for
the SKA-Astronomy Interpretive Centre.
• Investigate ways to build visitation to the
Museum (e.g. flexi-opening hours; events, talks)
FT
• Investigate sites to promote as ‘bird viewing’
sites (e.g. 2-10km from town). SHIRE OF MURCHISON
• Investigate free Wi-Fi at the Caravan Park
store and in the adjacent parking area.
• Investigate development of a mountain bike trail
from town to Peace Gorge, via ‘back tracks’.
• Create a geo cache trail in around town.
A
• Investigate sites to promote as ‘bird viewing’
sites (e.g. 2-10km from town). • Investigate with land owners the establishment
of short stay (2-4 day) camping at Peace Gorge.
• Investigate free Wi-Fi in the town.
R
• Investigate funding for a native food forest as a
community project and tourism feature.
• Investigate developing a half-day 4WD trail to
key sites in close proximity to town.
D
• Investigate using a Shire bus to run a guided
tour to ex-mine pits / sites / relics.
SHIRE OF MOUNT MAGNET
• Investigate with CMCA the gaps to address for
Mount Magnet to achieve ‘RV Friendly Town’ status.
• Investigate re-development of the Old Hospital
into a ‘flashpackers’ for families and backpackers
• Investigate The Granites for camping, trails,
guided tours and interpretation (e.g. geo park).
• Investigate ridges, breakaways and prominent
landforms as day use, camping and lookout sites.
• Enhance existing day use sites by adding short
bike / walk trails, picnic areas and BBQ’s where
appropriate.
• Explore the use of a Shire bus to trial guided
art‑culture tours in collaboration with
Wirnda Barna.
• Investigate free Wi-Fi at selected sites within the
Town and / or at popular day sites e.g. Granites.
Bungarra at Murchison Settlement
Mid West Tourism Development Strategy
066
SHIRE OF SANDSTONE
SHIRE OF YALGOO
• Investigate the development of a botanical
walk trail in-around Sandstone.
• Investigate with CMCA the gaps to address for
Yalgoo to achieve ‘RV Friendly Town’ status.
• Investigate with CMCA the gaps to address for
Sandstone to achieve ‘RV Friendly Town’ status.
• Investigate potential new day-use sites
that have been overlooked, inaccessible or
undeveloped.
• Investigate re-developing the school into
a camp school and/or ‘flashpackers’
accommodation for families.
• Investigate ridges, breakaways, waterholes
and prominent landforms as day use and
camping sites
• Investigate the addition of Chalets / Park Homes
at the Caravan park.
• Investigate free Wi-Fi at selected sites within
the Town.
• Investigate a new food themed event “Goat and Roo Festival”.
• Investigate ridges, breakaways and prominent
landforms as potential camp sites.
• Create a geo cache trail in around town
and / or at popular visitor sites.
• Upgrade the Rotunda area next to the Shire
offices into a day use visitor-picnic area.
FT
• Investigate installation of a second dump point
in town (i.e. outside the caravan park).
• Investigate a half-day 4WD trail in-around
Sandstone to key sites.
SHIRE OF WILUNA
• Investigate with CMCA the gaps to address
for Wiluna to become an ‘RV Friendly Town’.
A
• Investigate potential new day-use sites
that have been overlooked, undeveloped or
inaccessible .
• Investigate potential camping sites
on Pastoral, Reserve and Shire land
(e.g. Lake Violet and Lake Way)
R
• Investigate using under-utilised areas of the
Old Hospital as short stay accommodation,
hospitality, etc.
• Create geo cache trails in around town and/or
at popular visitor sites.
D
• Finalise plans for the Heritage-Interpretive
Centre and proceed to develop and
commission a new facility.
• Investigate the development of North Pool and
‘The Crossing’ as day use sites.
• Develop a 4-day 4WD Loop along CSR,
Access Track #2 and Wiluna-Granite Peak Road
via Lorna Glen.
• Investigate free Wi-Fi within Town.
Warri and Yatungka - "last of the nomads", Wiluna
Mid West Tourism Development Strategy
067
SHIRE OF UPPER-GASCOYNE
• Investigate with CMCA the gaps to address
for Gascoyne Junction to be an ‘RV Friendly
Destination’.
• Investigate potential day-use sites that have
been overlooked, undeveloped or inaccessible.
• Investigate establishing an eco nature walk
trail in proximity to town (e.g. along the river
to the river junction, back to town, 6-8km,
2-3hr walk).
• Investigate potential sites across the Shire
for short stay camping including on Pastoral,
Reserve and Shire land.
• Investigate free Wi-Fi near the Precinct store
and in the adjacent parking area.
FT
• Investigate sites for a visitor day use area near
town with shade, BBQ, seating and eco toilet.
• Create a geo cache trail in around town.
Eremophila, Kennedy Ranges
D
R
A
• Investigate sites in proximity to town to
promote as ‘bird viewing’ sites (e.g. 2-10km
from town).
River in the Gascoyne
Mid West Tourism Development Strategy
068
Mid West Tourism Development Strategy
069
D
Finish: 2017
M Start: 2015
Finish: 2016
M Start: 2015
Finish: 2016
M Start: 2015
Finish: 2016
M Start: 2015
Finish: 2017
H Start: 2015
Finish: ongoing
H Start: 2015
PRIORITY* &
TIME FRAME
A
Shire CEO’s
Shire CEO’s
Shire CEO’s
Shire CEO’s
Shire CEO’s
Shires via MOU
FT
Positive feedback from visitors.
Common format-layout of brochures.
Increased visitation.
Targeted promotional campaign.
MEASURES
Estimated cost: <$500
Estimated Cost: <$500
Positive feedback from visitors.
Increase in visitation and stays.
Positive feedback from visitors.
Number of Likes / Comments.
Positive feedback from visitors.
Estimated cost: <$500 per town More outlets with tourism
information.
Standardised template.
Graphic designer. $4,000 for
8000 brochures.
AGO will match it with
$30,000p.a.
$5,000 each Shire;
Total $30,000p.a.
RESPONSIBILITY TASKS & RESOURCES
^ For example, assign each town a two-page spread / map showing major-minor routes, key sites / places of interest, half-full-2 day itinerary options, accommodation-RV-camping sites, hospitality sites, walk trails, etc
° For example, at interstate trade and consumer shows, in lift-outs and special promotions in Statewide newspapers, at selected overseas trade fairs/consumer events, at trade promotions with wholesalers / promoters,
and at forums/events targeting intrastate travellers. Emphasis should be on promoting Wildflower Country and the North Midlands.
* H – high priority; M – medium priority; L – low priority
Establish links to / from each LGA’s
website, the Wildflower Way website,
Facebook page, etc.
Redesign Wildflower Way Planner^ with
stronger emphasis on maps, site locations,
way finding, itinerary options, suggested
routes, etc.
Establish a Facebook page “Everything
Wildflower Way” and update regularly.
Establish multiple outlets in towns to
distribute brochures / planners and tourism
information.
Re-design and standardise each Shire’s
(DL‑size) Tourism Brochures.
Assign Australia’s Golden Outback
to co‑manage promotion° of the
North Midlands and Wildflower Country.
MARKETING, BRANDING & PROMOTION
ACTION
The following actions are prioritised and budgets are indicative ‘best estimates’ that could be jointly funded by Shire operating/capital budgets and
supplemented by grants or in-kind contributions. The Shires and the respective CEO’s may consider establishing a memorandum of understanding (MOU) to
provide a framework for ‘regionalising’ the Plan. Actions for each respective shire have been listed on the following page.
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1. Marketing, branding and promotion;
2. Capacity building to attract and service higher levels of visitation; and
3. Improved standards and service delivery.
The action plan for the North Midlands subregion focuses on three key areas:
NORTH MIDLANDS Subregion
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070
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Community
Shire CEO’s
Shire CEO’s
Finish: 2016
M Start: 2015
Finish: 2019
M Start: 2015
Finish: 2019
L Start: 2016
Finish: 2018
M Start: 2015
Finish: 2018
M Start: 2015
Shire CEO’s
Shire CEO’s
Shire CEO’s
Shire CEO’s
Finish: 2018
M Start: 2015
Finish: 2017
Shires via MOU
M Start: 2015
Finish: ongoing
Shire CEO’s
Estimated cost:
$5,000-$10,000. Dump points
available from TWA / CMCA.
Estimated cost: $100,000p.a.
FT
A
Shire CEO’s
Shire CEO’s
H Start: 2015
Finish: 2019
H Start: 2015
Finish: 2019
H Start: 2015
Estimated cost: $20,000 audit
and development plan
RESPONSIBILITY TASKS & RESOURCES
New events / activities introduced.
Patronised by tourists.
Positive feedback from visitors.
Local shops participating.
Increase in sales / visits by tourists.
RV Friendly accredited.
Increased visitation / stay by RV’s.
Positive feedback from visitors.
New sites opened up.
Regular visitation by tourists.
Increase in places to visit /
attractions.
Increase in visitation and stays.
TDO appointed full or part time.
Regional tourism initiatives actioned.
Increase in camp sites / capacity.
Positive feedback from visitors.
New members & structure enacted.
Actions implemented.
Increase in camp sites / capacity.
Positive feedback from visitors.
Increase in accommodation capacity.
Positive feedback from visitors.
MEASURES
˜ For example sites with permanent waterholes, lookouts-vistas, unique land formations, flora / fauna / bird hotspots, fossicking – prospecting, walking-biking, shaded picnic areas, cultural sites, unique flora, etc.
^ For example, a recent graduate or ‘junior officer’ shared across Shires; co-funded by in-kind, cash and community support; mentored by local leaders / champions and Shire executives; working on
regional‑collaborative tourism projects (e.g. grants, planning, project management, reporting); participating in the Wildflower Country Group and MWTA;
° Standardise meeting dates (2nd Tues, bi-monthly), standardise agenda, establish a secretariat, 1 x LGA CEO attendance at each meeting, encourage proxies (stand-ins), invite members from other
economic / business roups, adopt 12-18 month action plan and focus on achievable outcomes, aim to deliver sub-regional benefits
* H – high priority; M – medium priority; L – low priority
Investigate locations where undeveloped
or overlooked day use sites˜ can be made
accessible and amenity improved.
Investigate free Wi-Fi in towns for visitors
who patronise local stores
(i.e. receipt shows password)
Investigate how local sustainability
initiatives can be leveraged via seminars,
voluntourism, research events, etc.
Investigate becoming RV Friendly Towns
(i.e. those not already RV Friendly).
Investigate how the region can fund &
resource an EDO / CDO / TDO for 3-4yrs.^
Encourage farms / landowners to allow visitor
access to day-use visits / places of interest.
Investigate upgrading existing or developing
new trails that help lengthen stay in the region.
PRIORITY* &
TIME FRAME
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Investigate and encourage refurbishment
of under-utilised Shire-owned buildings for
short stay accommodation.
Conduct an audit of potential and existing
camp sites and develop/upgrade suitable
sites.
Re-invigorate the Wildflower Country Group°
CAPACITY BUILDING
ACTION
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071
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Shires via MOU
Finish: 2017
M Start: 2016
A
Finish: Ongoing Shire CEO’s
Shire CEO’s
H Start: 2015
Create new or access existing
programs.°
RESPONSIBILITY TASKS & RESOURCES
Training program commenced.
Positive feedback from visitors.
Training approach identified.
T-Qual Accreditations.
MEASURES
Coorow Hotel
FT
° Examples include http://www.austrade.gov.au/Tourism/Tourism-and-business/T-QUAL/Accreditation ; http://aussie-host.com.au/en-us/ourproducts/courseprofiles.aspx ; http://www.ahawa.asn.au/training/wa_
service_with_a_smile.phtml ; http://www.tourismcouncilwa.com.au/events ; Creating new could be in partnership with groups such as CMCA, Tourism Council WA, WA TAFE.
* H – high priority; M – medium priority; L – low priority
PRIORITY* &
TIME FRAME
D
Explore delivering region-wide training in
service, quality, tourism value and visitor
safety.
Encourage – support local businesses in
achieving T-QUAL accreditation.
STANDARDS & SERVICE DELIVERY
ACTION
Initiatives that individual Shires should monitor and / or
develop into new infrastructure / activities / experiences,
independently or in partnership with respective
authorities or land owners, are listed below.
SHIRE OF MORAWA
• Continue to work towards gaining
accreditation as an RV Friendly Town.
• Continue to explore upgrading and promoting
the airstrip / airport as a destination
for recreational flyers; and packaged
meals / accommodation in town.
• Continue to support MEEDAC and the possible
development of food tourism and / or visitor
engagement.
• Continue supporting and growing the
‘Blues for The Bush’ event; explore additional
partnerships and event features that build
awareness and patronage.
• Investigate trialling movie nights with
hired / loaned equipment, either during peak
visitor periods or to coincide with local events.
• Investigate the development of local tours, on
foot or guided self-drive, visiting places steeped
in local history, folklore and nature, and / or
including farms to view relics / machinery /
landforms / local produce / cuisines.
• Commence working towards gaining
accreditation as an RV Friendly Town; identify
potential overnight stay and overflow areas
and long vehicle parking.
FT
• Continue to pursue development of the
Morawa-Perenjori Trail project.
SHIRE OF PERENJORI
• Continue to explore the development of
activities-experiences for kids as an avenue
to attract families; promote the youth centre,
pool and skate park in day trips / itineraries;
explore movie nights for kids during school
holidays.
SHIRE OF COOROW
• Audit potential and existing campsites and identify
the priorities to upgrade / formalise / promote
for short stay visitors; subject to funding install
directional signage, communal fire rings, benches
and amenities.
A
• Continue to explore initiatives that
support / grow local businesses and / or
encourage start-ups including training,
workshops, mentors and networking.
• Encourage shops, stores and outlets in town
to become as information nodes, displaying
tourism brochures, planners and maps and
offering assistance to visitors.
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• Continue to explore the development of road
side rest areas with amenities and day use
facilities.
• Audit potential and existing day use sites and
attractions and identify priorities to upgrade
with directional signage, amenities, walk / bike
trail, picnic area, amenities, lookouts,
bird hides where appropriate.
• Continue to upgrade coastal campsites;
e.g. Little Anchorage and Billy Goat Bay;
install signage and promote; appoint a
seasonal caretaker during peak periods.
D
• Continue to work towards Coorow gaining
accreditation as an RV Friendly Town.
• Encourage shops, stores and outlets in town
to become as information nodes, displaying
tourism brochures, planners and maps and
offering assistance to visitors.
• Develop a collection of self drive routes to
caves, windfarm, wildflowers, coast, nature
reserves, heritage sites, etc with overnight
accommodation options at campgrounds,
caravan park, hotel, farm stays, etc and
promote in the brochure and Planner.
• Investigate potential sites / places of interest
within the Shire that could be added to
self‑drive routes or itinerary options; explore
sites / places on private land.
North Midlands
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072
SHIRE OF MINGENEW
SHIRE OF THREE SPRINGS
• Continue to upgrade tourist facilities / amenities
at the Depot Hill / Irwin River crossing;
consider installing picnic area, short walk
trail, BBQ, toilets, 24hr rest area, long vehicle
parking bay, shade shelter, etc.
• Continue working with Aboriginal groups
upgrading Little Well site and include in
promotional materials; investigate guided
tours during peak periods (i.e. school holidays)
facilitated by local Aboriginals; investigate
linking similar Aboriginal heritage sites into a
self-drive trail across the North Midlands.
• Encourage shops, stores and outlets in town
to become as information nodes, displaying
tourism brochures, planners and maps and
offering assistance to visitors.
• Continue to run competitive events such as the
Western Desert Races Qualifier.
• Investigate screening Silo movies during
school holidays and promote widely across the
subregion.
• Continue to develop and implement the
Heritage Trail; promote widely in the Planner,
brochure, maps and website; and explore the
use of (volunteer) trail guides during peak
visitor periods.
• Continue to support development of the
Mullewa-Wubin Road and Midlands Road as a
Wildflower Way ‘loop’.
FT
• Continue to promote-advertise
accommodation options across the shire
including caravan parks, farm stays,
hotel‑motel, B&B’s, campgrounds, overnight
rest bays and RV friendly sites.
• Continue to develop mine tourism
opportunities such as the Talc Mine Lookout
and promote widely in the Planner, brochure,
maps and website.
• Continue to enhance amenities at the
eco caravan park and continue to promote the
RV Friendly Town accreditation.
• Investigate co-funding 24hr ‘swipe card’
amenity at a local service station to ensure
24hr fuel supplies (i.e. when the service
stations are otherwise closed).
A
• Investigate upgrading the Shire website with
more detailed information for visitors; map
downloads, accommodation lists / contacts,
half-full-two day itinerary options, self-drive
route options, picnic rest areas / bush walk
sites, RV Friendly sites and amenities / dump
point sites and walk/bike trails.
• Encourage shops, stores and outlets in town
to become as information nodes, displaying
tourism brochures, planners and maps and
offering assistance to visitors.
SHIRE OF CARNAMAH
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• Continue to promote accommodation options
across the shire including caravan parks, farm
stays, hotel-motel, B&B’s, campgrounds,
overnight rest bays and RV friendly sites.
• Continue to develop overnight rest bays, RV
stopover sites and free camp sites within
proximity to major attractions and places of
interest.
D
• Encourage shops, stores and outlets in town
to become as information nodes, displaying
tourism brochures, planners and maps and
offering assistance to visitors.
• Continue to investigate access to sections of
coastline currently inaccessible by vehicle;
explore the development of picnic areas / day
use sites, short stay camp sites, small
boat / dinghy launch sites, shaded rest areas,
BBQ sites, etc.
• Continue to develop / upgrade walk trails in
Carnamah, including the creation of multi-use
trails where appropriate.
• Investigate upgrading the Shire website with
more detailed information for visitors; map
downloads, accommodation lists / contacts,
half-full-two day itinerary options, self-drive
route options, picnic rest areas / bush walk
sites, RV Friendly sites and amenities / dump
point sites and walk/bike trails.
Artbelt sculpture, North Midlands
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073
SECTION 5 - GOVERNANCE
5.1 MANAGEMENT FRAMEWORK
Tourism in the Mid West has historically been
administered by Shires working independently with
minimal collaboration at the subregion or regional
level. This has contributed to the Mid West’s
LGA‑centric tourism approaches, disparate tourism
aims, varied tourism resources and a comparatively
low priority afforded to tourism.
4. Subregional tourism ‘groups’. Mostly informal
groups comprising shire staff, tourism operators
and community stakeholders with responsibility
and/or a commitment to action initiatives
within their respective Shire and/or collaborate
with neighbouring Shires and subregional
stakeholders in sharing expertise, resources and
capacity to implement subregional initiatives that
extend across shire boundaries. Subregional
tourism groups include the Wildflower Country,
Gascoyne Murchison Tourism Inc. and the
Upper Gascoyne Murchison Tourism Consortium.
FT
Historically, the development of Mid West tourism
has largely been the domain of seventeen LGA’s,
Visitor Centres, the Midlands Wildflower group,
the GMOP group and Gascoyne Murchison Tourism
Incorporated, the Kalbarri Tourism Association
and the Department of Parks and Wildlife.^ More
recently the MWDC and the MWTA have taken a
more proactive role in facilitating a collaborative
approach to regional tourism development.
Consultation with stakeholders across the Mid West
investigated alternate management frameworks and
the following is recommended as a way forward.
3. Local government. Councillors endorsing
the subregional and LGA action plans and
assigning resources to initiatives falling within
their shire and contributing towards the
resourcing of subregional initiatives. CEO’s
and staff being responsible to implement the
recommendations and initiatives in the plan,
including initiatives that extend across shire
boundaries (i.e. subregional outcomes).
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1. The Mid West Tourism Alliance (MWTA),
comprising representatives from government
agencies, local government, non-government
organisations (e.g. CCI, ACC, AGO, AIMAC,
MWAOA, Yamatji Regional Council), tourism
industry representatives (i.e. operators), small
business owners and regional stakeholders
(e.g. industry, community, volunteers, NFP’s,
etc); collectively becoming a driving force in
facilitating collaboration-cooperation among
tourism stakeholders. The MWTA has a term
of reference, charter, executive officer support,
stakeholder representation and potential to
solicit ‘champions / community leaders’ to be
members. The MWTA will be instrumental in
helping to facilitate support for the adoption
of this tourism development strategy and in
monitoring progress-performance during
implementation of the strategy.
5. OPTIONAL: Regional Tourism Officer. A full or
part time position dedicated to implementing
initiatives in this plan and resourced by
collaborative Shires within a subregion. Primary
role is to assist with grant funding, project
administration and delivery and evaluation and
monitoring of subregional tourism initiatives at
the Shire and subregional level. Primary purpose
is to boost capacity at the LGA / subregional level
to help realise the desired outcomes of this plan.
The officer position may be resourced by cash and
in-kind contributions of several shires.
2. State government agencies such as DPAW,
DoF, DCA and DOT have potential capacity
to implement initiatives such as those
recommended within this strategy and
through government processes may receive
funding to implement initiatives in the plan.
Their participation and/or involvement during
implementation will be critical.
^ Across the Mid West and the Gascoyne DPAW manages 5.7M hectares of
land and water with $54M of recreational assets and 7,800km of roads also
valued at $54M. DPAW recorded 1,589,120 visits in 2012/13.
6. OPTIONAL: Regional Aboriginal Tourism
Officer. A full or part time position dedicated
to implementing ‘Aboriginal tourism’ initiatives
in this plan and resourced by collaborative
Shires within a subregion. Primary role is
to work with Aboriginal Bodies / Entities,
Communities and Aboriginal entrepreneurs
building capacity to establish new Aboriginal
tourism ventures, services and products across
the region. Primary purpose is to help facilitate
training‑mentoring, external advice-support,
grant funding and business development.
7. OPTIONAL: Subregional Tourism Enterprise
Development Officer. A full or part time
position within the Batavia Coast dedicated to
helping facilitate the growth and development
of tourism enterprises, start-ups and
community projects. Primary role is to work
with existing SME’s, entrepreneurs, business
networks and community leaders / champions
to help with planning, start-up, marketing,
quality, operations, etc. Primary purpose
is to encourage the growth of new tourism
products, services and capacity by helping
foster enterprise growth and development.
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074
Some LGA’s may choose not to support the
appointment of ‘shared’ regional tourism officers
and may instead opt to enhance the tourism roles
of existing staff-personnel by adding tasks relating
to initiatives in this plan. Other LGA’s have capacity
to partly fund a ‘tourism officer position’ either in
cash or kind and may collaborate with neighbouring
shires by contributing staff resources, vehicles,
office facilities and staff housing to collectively
resource a tourism officer position.
A suggested management framework to facilitate
Mid West tourism development, based on the
suggested approach, is shown below.
D
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FT
LGA’s in the Murchison subregion are working
towards developing a memorandum of
understanding (MOU) outlining the aims and
principles of working collaboratively in developing
tourism infrastructure, product and capacity across
the region.
An MOU may eventuate within the Batavia Coast
and North Midlands and may include for example,
endorsing a tourism enterprise development
officer or the basis (i.e. funding) to utilise a third
party such as the MWCCI, Enterprise Connect or
local specialists to act as facilitators of tourism
enterprise, tourism infrastructure / product
development and economic development initiatives
outlined in this plan.
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075
5.2 KEY SUCCESS FACTORS
The success of this strategy is contingent upon a number
of key success factors listed and outlined below:
• Collaboration;
• Region-wide promotion of visitor safety,
‘Leave no Trace’, conservation and engaging
with local communities at clubs, venues,
facilities, markets and events.
• Establish a website to facilitate online training
in customer service, quality practices, tourism
friendly, visitor safety, conservation and
community; accessible to the broader Mid West
tourism community and with capacity to
support beginner to advanced levels.
• Regional linkages;
• Market research;
• Marketing;
• Visitor Centres;
• Memorandum of Understanding;
• Key Performance Indicators, and
• Funding priority projects.
COLLABORATION
FT
A regional approach to tourism will be important, if
not critical, in bringing change across the Mid West.
A program of gradually introducing a collaborative
regional approach should be possible given the
recent enthusiasm to establish the Mid West
Tourism Alliance, the Murchison Upper Gascoyne
Tourism Consortium and the continuity of the
Wildflower Country Group. Potential approaches
that could foster regional collaboration include:
• Establishing free Wi-Fi within regional towns to
foster visitor’s communication and promotion
and to help overcome ‘blackspots’ in mobile
coverage; enabling region-wide communication
via towns as hubs; encouraging the use of
social media and apps to aid travel planning;
digitising the region’s ‘bush telegraph’. This
may require a regional partnership with Telstra
or iinet to host the Wi-Fi service.
A
• Adopting a standardised format holiday
planner and brochure (i.e. across the
Mid West) focusing on pre-trip planning,
itinerary options (half / full day and 2-4 days),
way finding information, conservation, visitor
safety and engaging with the local community.
D
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• Better utilise ACC and AGO to promote the
Mid West with Shires contributing to an annual
marketing fund for targeted promotion using
newspaper / magazine advertisements,
printed lift-outs, billboards, online banners,
magazines, trade / consumer shows and
collaborative marketing campaigns.
• Encourage broader distribution of information
for visitors via visitor centres, CRC’s, Shire
Offices, libraries and local shops (e.g.
service stations, newsagents, supermarkets,
hospitality outlets). Creating ‘information
nodes’ wherever visitors replenish after
• Become an RV Friendly region and encourage
the dispersal of RV’ers to neighbouring towns
and shires and promote travel across the
region via the CMCA, clubs, forums, press and
regional initiatives.
• Develop a range of east-west and north-south
drive trails that extend across shires and
subregions linking experiences, activities and
accommodation and that reinforce a stronger
focus on travel route options for RV’s, 4WD’s
and cars.
Point Moore, Geraldton
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076
REGIONAL LINKAGES
MARKET RESEARCH
The vastness of the Mid West means regional
linkages are potentially critical in growing
tourism. Opportunities to facilitate linkages with
neighbouring regions include:
The existing Mid West visitor data is based on
Tourism Research Australia’s (TRA) visitor survey
program (i.e. IVS and NVS), which has recently
changed by adopting ABS geography-population
boundaries to collect and report regional tourism
(i.e. geographic rather than LGA boundaries).
Further, it is no longer able to provide reliable,
consistent data on specific towns or subregions
of the Mid West (i.e. that are based on LGA
boundaries). Alternative ‘local’ approaches to
tourism data should be adopted including:
• A self-drive route via Perth-KalgoorlieLeinster-Geraldton-Perth, with diversion
linkages to key sites across the Mid West;
• Promoting 4WD trails to / from northern
and central Australia that start / end in or
near the Murchison (e.g. CSR, Gunbarrel
Highway, Talawana, Great Central Road) and
linking them to quality stopovers where 4WD
travellers can convene, replenish and/or make
repairs;
FT
• Geo park extending from the Murchison into
the Gascoyne (e.g. Mount Augustus);
1. Introduce a multi-faceted data gathering
approach to provide localised data on
Mid West visitors (e.g. an ongoing survey at
selected popular sites, traffic counters at
popular sites, feedback forms at popular
venues / establishments, intercept surveys at
popular events).
• Promoting the wildflower way from Moora
to Mullewa via the Midlands Road and a
return loop via the Mullewa-Wubin Road and
New Norcia etc;
• Kalbarri 4WD trail along the Zuytdorp coast
linking with Shark Bay and the Ningaloo
coast (i.e. and promoting it to southbound
travellers);
3. Collate VIC Bookeasy data, door-count data
and in-store data from the larger VIC’s and
supplement it with data from the smaller
VIC’s (e.g. door counts and number of
desk / email / phone inquiries).
A
• Mid West travel planners utilising feeder routes
into the region to accommodate visitors enroute
to the Mid West (e.g. recommending places to
stop overnight while enroute to the region);
2. Utilise the VIC’s and selected operators across
the region to continuously gather data from
visitors using a standardised questionnaire.
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• WAITOC and successful Aboriginal tourism
operators (from other regions) helping develop
new Aboriginal tourism ventures / products in
the Mid West;
The collection of 1,500-2,000 valid survey responses
annually would provide reliable, high quality data
from across the region. The Mid West is encouraged
to adopt a data gathering approach that over time
highlights trends in visitor movements, routes,
activities, profiles, preferences, expenditure, length
of stay and visitor servicing.
D
• Promotion of the Indian Ocean Drive as a feeder
route to the Mid West and linking in with coastal
towns, sites and scenery while enroute.
4. A continuous survey of visitors using a pre paid
mail questionnaire distributed from VIC’s and
selected outlets across the Mid West.
• Promotion of self drive routes from the
Gascoyne into the Murchison via
Gascoyne Junction, Mount Augustus and
Kennedy Ranges.
• Development of a geo trail Port Hedland
to Mount Magnet via Marble Bar (and
Rippon Hills / Skulls Spring Rd, aided by a
detailed geology guide) and Newman.
• Promotion of regional airstrips suited
to recreational light aircraft where
accommodation is within close proximity;
this could be developed into an aerial ‘trail’
stopping over at pastoral stations, regional
towns and remote sites; utilising the collection
of airstrips within the Mid West.
Lattitude Gallery, Geraldton
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077
MARKETING
VISITOR CENTRES
Tourism marketing and promotion across the
Mid West is mostly LGA-centric with the exception
of the Wildflower Country where a subregional
marketing approach is used and recommended.
The Upper Murchison is moving towards a
subregional marketing approach for 2015 onwards.
Visitor centres (VC) across the Mid West are either
partly or fully funded by local government. The
primary purpose of a VC is distributing information,
facilitating bookings, helping visitors enjoy a town
or region, and to promote a town or region. The
net benefit VCs deliver to a town or region is
generally not measured but indications are their
economic value can be significant and is often
undervalued. However, financial sustainability is an
elusive goal for VCs and rationalising-downsizing is
commonplace. Technology has reconfigured the way
information is distributed to visitors.
The ‘next wave’ of re-inventing the business model
of VCs is by reconfiguring the way VCs interact with
local tourism operators. Across the Mid West, the
larger VCs should invest in delivering services that
foster growth for existing and potential operators in
a way that helps create and grow tourism ventures.
The change is akin to VCs becoming a co-operative^
delivering a range of services to members who are
left to specialise in what they do best (i.e. run tours,
accommodation, hire services, hospitality, etc).
Creating a range of ‘information nodes’ across the
Mid West will be pivotal in delivering visitor services
(i.e. visitor information) and this will benefit from
towns having free Wi-Fi that will enable visitors to
access websites, social media, downloads and to
communicate with peers.
FT
Scope exists for the Batavia Coast to introduce a
holiday planner that combines Dongara, Geraldton
and Kalbarri with a stronger emphasis on pre-trip
planning (e.g. itinerary, accommodation, route,
activity-experience options, budget options) and
way finding (e.g. locations / directions / travelling to
day trip sites, hospitality, tours, activity-experience
site, trails). The Batavia Coast Planner could be
produced twice yearly to suit peak and off-peak
visitor periods, combining advertising support from
across the Batavia Coast to offset production costs.
Collaborative marketing with Australia’s Coral Coast
and Australia’s Golden Outback would broaden the
communication reach, help target specific visitors
and strengthen subregional branding-identity.
D
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Additional marketing approaches (options) include
adding a minimum 4-5 sites / places from each
shire to TWA’s Experience Extraordinary App;
installing large roadside billboards showing
visitors experiencing idyllic Mid West locations;
establishing social media programs for each
subregion (e.g. Facebook page, Instagram, Twitter,
You Tube channel); establishing subregional
websites focusing on pre-trip planning and
in‑region way finding and holidaying (e.g. including
information on weather, local news, transport / road
condition, banking / ATM’s, accommodation,
health‑medical and social / hospitality).
Season Tree Cafe, Dongara
^ For example, Broome VC offers a range of services to members
including phone/email answering, bookings, managing daily tour
schedules / accommodation loadings, collecting / remitting payments
and co-designing marketing. Broome VC is aiming to further develop
the way it collaborates with members in becoming more proficient in
delivering services that members can safely outsource and yet continue
to grow their business.
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078
MEMORANDUM OF UNDERSTANDING
KEY PERFORMANCE INDICATORS
To assist in making the transition to a more
collaborative approach to regional tourism
development it is recommended that an agreement
is established between LGA’s in each subregion.
The agreement or ‘Memorandum of Understanding’
(MOU) is expected to identify the primary areas for
the LGA’s to share resources, capacity and expertise
in implementing initiatives that bring subregional
benefits.
Monitoring implementation and progress of the
strategy will require a range of key performance
indicators. The action plans include measures
for each initiative. In addition, there is often
data that exists within a region and if captured
in a subregional or regional reporting format
(i.e. annually) could provide effective indicators of
progress towards achieving the goals and objectives
of the strategy. The recommended key performance
indicators include:
The MOU would include as a minimum:
• care-maintenance roles and resourcing for
trails and sites crossing LGA boundaries;
FT
• shire tourism staff undertaking familiarisation
visits during low periods (i.e. to familiarise
with the tourism offering of neighbouring
shires);
• Shire-owned caravan park occupancy rates
(supplemented with ABS accommodation data).
• Number of nights the overflow facilities are
used and the number of campers-vehicles
accommodated annually;
• Number of tourism brochures and holiday
planners distributed annually via visitor
centres and ‘information nodes’ within the
towns (i.e. during peak and off-peak periods);
• Shire operated road traffic (vehicle) counters
at popular day use sites, information bays and
rest areas in towns;
• Number of visitor enquiries received by phone
and/or email at the visitor centres, Shire
offices and CRCs, annually;
• Tourism-related merchandise sales ($) at the
visitor centres and/or CRCs annually;
• Number of visitors accessing / entering the local
museums and/or heritage displays annually
(i.e. especially those operated by the LGA’s); and
• Anecdotal measures from local business
owners-operators e.g. sales, opening hours,
stock levels, profitability, staffing levels,
expansion plans, etc.
• appointing Australia’s Coral Coast and /or
Australia’s Golden Outback as the tourism
marketing facilitator to implement an agreed
promotion program with KPI’s;
• shared cost and input to a subregional tourism
website and holiday planner;
A
• achieving and maintaining RV Friendly Town
accreditation across the subregion;
• jointly developing and adopting regional
branding across multiple formats;
R
• endorsing regional support and steps to
establish overnight accommodation at the
Abrolhos Islands;
• establishing multiple outlets in each town
distributing visitor information;
D
• endorsement of LGA participation in the
Mid West Tourism Alliance and where
necessary the establishment of LGA
tourism sub-committees^ in respect to the
implementation of subregional tourism
initiatives;
• encouragement for operators and business
owners to work towards accreditation as a
quality tourism venture (e.g. T-QUAL); and
• outline the basis for the appointment
of a shared tourism development
officer / enterprise development officer and
endorsement of the strategies within the
respective subregional tourism action plans.
FUNDING PRIORITY PROJECTS
Alternative funding mechanisms are important and
are encouraged in realising the development of
tourism priorities and include:
•
•
•
•
•
The MOU should have a minimum five year term
with an agreed minimum level of financial support
from each shire annually.
•
•
•
^ This may include re-activation of Murchison Tourism Inc. as the
principal mechanism for operators, residents and stakeholders wanting
to grow tourism across the region.
•
local government budget processes;
private investment;
public private partnerships;
federal grants (e.g. Tourism Demand Driver
Infrastructure funds);
Royalties for Regions (Mid West Investment Plan,
Regional Grant Scheme, WAITOC and TWAs
proposed Aboriginal product development
program);
TWA’s regional events funding scheme;
Lotterywest;
Partnering with community / social
enterprises; and
Miscellaneous State Government grants
(http://grantsdirectory.dlg.wa.gov.au/GrantsSearch.aspx).
Mid West Tourism Development Strategy
079
FT
SECTION 6
A
APPENDICES
A. TOURISM AUDIT DATA
B. SWOT ANALYSIS
C. PREFERRED WA DESTINATIONS
R
D. COMPETITIVE ADVANTAGES
E. REMPLAN
F. top 21 tourism development opportunities
D
G. DPAW CONSERVATION ESTATE
Mid West Tourism Development Strategy
080
A. TOURISM AUDIT DATA
The tourism audit investigated the number and type of activities, attractions and accommodation in the
subregions, which are shown in the following tables.
BATAVIA COAST
ACTIVITY
ATTRACTION
ACCOMMODATION
46
46
176
ACTIVITIES
HERITAGE
NATURE
INDUSTRY
ADVENTURE
MARINE
WALK TRAIL
SPORT
4
10
1
8
10
4
9
HERITAGE
NATURE
ARTCULTURE
ADVENTURE
Aboriginal
EVENT
FOOD
19
8
2
4
ACCOMMODATION
FT
ATTRACTIONS
1
HOTEL
MOTEL
CARAVAN PARK
HOLIDAY
HOMES/UNITS
14
9
17
96
8
2
CABINS /
B&B AND
CAMPSITES
BACKPACKERS
AND FARMSTAY
24
A
16
MURCHISON
ACTIVITY
ACCOMMODATION
41
35
R
14
ATTRACTION
ACTIVITIES
NATURE
ARTCULTURE
ADVENTURE
SELF-DRIVE
TRAIL
WALK TRAIL
Aboriginal
6
7
1
4
4
4
2
RECREATION
D
HERITAGE
ATTRACTIONS
HERITAGE
NATURE
ARTCULTURE
ADVENTURE
Aboriginal
EVENT
25
12
4
2
3
4
HOTEL - PUB
MOTEL
CARAVAN
PARK
STATION
STAY
CABINS /
CAMPSITES
B&B AND
OTHER
9
2
7
8
3
2
ACCOMMODATION
Mid West Tourism Development Strategy
081
NORTH MIDLANDS
ACTIVITY
ATTRACTION
ACCOMMODATION
40
109
40
ACTIVITIES
HERITAGE NATURE
2
ARTADVENTURE SELFCULTURE
DRIVE
TRAIL
7
3
0
7
WALK
TRAIL
Aboriginal
15
2
MARINE / SUSTAINABILITY
AQUATIC
3
1
ATTRACTIONS
NATURE
ART-CULTURE
Aboriginal
EVENT
RECREATION
30
25
7
3
28
2
ATTRACTIONS CONTINUED
SUSTAINABILITY
5
ACCOMMODATION
INDUSTRIAL TOURISM
3
6
CARAVAN PARK
STATION STAY
1
11
1
CABINS/
CAMPSITES
B&B AND
OTHER
15
5
D
R
7
MOTEL
MARINE/AQUATIC
A
HOTEL -PUB
FT
HERITAGE
Geraldton Foreshore
Mid West Tourism Development Strategy
082
D
A
FT
Mid West Tourism Development Strategy
• Increased development of events Statewide leading to saturation and visitor apathy.
• Limited resources of smaller Mid West LGA’s slowing the development of tourism.
• Mid West LGA’s not collaborating-cooperating in building regional tourism.
• Stations / farms shying away from tourism due to liability risks, staff shortages and costs.
• Impost of licensing / regulations for nature based caravan-camp sites limiting uptake.
• Slow or inadequate improvements to ‘way finding’ resulting in low / no growth in visitors.
• Continued emphasis on mining-resource growth rather than development of tourism.
• Small pool of volunteers in hinterland limiting community involvement in governance.
• Sustained high Australian dollar making it cheaper for Australians to holiday abroad.
• Sustained reliance on old accommodation facilities reducing regional competitiveness.
• Increased camping impacting on biodiversity, flora and local ecosystems.
• Inability to foster new tourism enterprises, defaulting to low-growth status quo.
• Over-investing in urbanised areas rather than stimulating growth in the hinterland.
• RV Friendly status and increased camping options across the Mid West.
• DPaW’s conservation sites and eco-experiences expanding across entire Mid West.
• Growing network of station stays with eco-geo-adventure tourism.
• Very low impact eco-camps on Abrolhos enabling a range of ‘iconic’ experiences.
• Leveraging coastal nodes Green Head to Kalbarri, capturing the appeal of the coast.
• Events that extend across subregions and leverage key advantages of towns/areas.
• Steady improvements to service, quality, visitor servicing, safety & conservation.
• More diverse offerings to cruise ships resulting in 20+ visits to Geraldton annually.
• Capturing innovative / adventurous Chinese visitors seeking eco outback experiences
• Geraldton becoming a leading destination with diverse ‘city’ offerings & experiences.
• Upper Murchison becoming a leading ‘geo Park’ of international repute.
• Aboriginal communities creating a network of tours-offerings across a range of sites.
• Upper Murchison becoming a leading astronomy destination (e.g. SKA).
• Strong visitation year-round either in Mid West coastal or inland-outback areas.
• Free/short-stay camping being discouraged and self-drive visitors bypassing the region.
THREATS
• Cost of air travel to/from the Mid West is expensive and uncompetitive.
• Small towns in early stage of tourism lifecycle, with limited infrastructure & capacity
• In the hinterland, mobile phone networks are town-based, limiting use by visitors.
• Operators & stakeholders under-estimate the value of tourism in local economies.
• Way finding, maps and signage are patchy making it trying for time-conscious visitors.
• More effective communication of a broader range of activities-experiences-amenities
OPPORTUNITIES
• Favourable weather during seasons otherwise unattractive further south
• Inextricably linked to the Canning Stock Route and Gunbarrel Highway.
• Large network of sealed / unsealed roads to support a diversity of car / 4WD routes.
• Airport-airstrip network capable of delivering visitors near to places of interest.
• Impressive range of marine and terrestrial features to support year-round appeal.
• Growing seasonal migration of travellers passing north-south through the Mid West.
• Mid West has no definitive branding / identity; lacks prominence in the minds of visitors.
• Long drive to the northern hinterland and yet limited accommodation-camping options.
• 478,000km2, from urban to rural to remote, city to towns to stations. Diversity.
• Coastal towns are mature destinations with developed tourism infrastructure.
• Mining and pastoral operations ‘lock up’ land thus reducing the supply of sites/places.
• Kalbarri is an iconic drawcard, a leisure-recreation epicentre and continues to improve.
• Hinterland’s open spaces, abundant nature, clear night skies and network of towns.
R
• Mid West has lacked a compelling reason to attract visitors vis-a-vis its competitors.
• Climatic differences give year-round options at inland and coastal destinations.
• Towns have competed with each other in striving to be stand-alone destinations.
• Kalbarri and the Murchison, 600+km from Perth, have reduced appeal for weekend trips.
WEAKNESSES
• 4-5 hours drive from Perth, southern Mid West is close enough for weekend escapes.
STRENGTHS
B. SWOT ANALYSIS
083
C. PREFERRED WA DESTINATIONS
R
A
FT
Preferred WA destinations of selected visitor segments based on findings from the Roy Morgan Holiday
Tracking Survey April 2012 to March 2013.
D
Preferred destinations in WA of selected visitor segments based on findings from the Roy Morgan Holiday
Tracking Survey April 2012 to March 2013. Continued.
Mid West Tourism Development Strategy
084
D. COMPETITIVE ADVANTAGES
Competitive advantages are the unique factors
(i.e. resources, attributes or features) that a
destination has vis-à-vis its competitors; they are
important in how they are used to drive progress
or performance at a consistently high level. The
competitive advantages of the Mid West include:
1. 340km of coastline including protected
beaches, dramatic cliffs, surf-coast, reef-lined
shores, a port, safe anchorages, untouched
coastal scrub, dunes and stretches of isolated
beaches and shoreline.
2. The Abrolhos Islands complete with
world‑scale fishery resources, protected
islands and coral atolls, significant heritage
and under‑utilised infrastructure.
FT
3. Geological diversity including world scale
mineralisation (e.g. mining, prospecting,
fossicking), unique landforms, significant
gorges and ranges, and the oldest rocks on
earth.
A
4. Extensive land area including large swathes
rich in wildflowers, native flora and fauna,
extensive river and creek systems and a large
conservation estate; linked by a vast road
network and a variety of airports.
R
5. Fifteen-plus towns, large and small, hosting
a population of over 56,000 residents, spread
across 478,000km2, enabling ‘hub and spoke’
travelling across the region year-round,
accessible from practically all points on the
compass.
6. Established tourism destinations of Kalbarri,
Dongara-Port Denison and Geraldton,
with capacity to host significant visitation
year‑round.
D
7. A Mediterranean climate of cool wet winters
and dry hot summers; strong coastal sea
breezes in summer; and around 260 sunny
days annually.
Nabawa, Chapman Valley
Mid West Tourism Development Strategy
085
E. REMPLAN
Economic assessment of the investment priorities
employed REMPLAN,^ Regional Economic Modelling
and Planning System. The investment priorities for
each subregion were scoped in terms of estimated
incremental (i.e. additional) visitor numbers, visitor
nights stayed and estimated investment cost.
The results from the REMPLAN analysis for the
top 5-6 development priorities of each subregion are
shown on a following page.
FT
Based on a comprehensive economic and industry
database, REMPLAN uses economic modelling
to estimate the economic outputs of investment
options. In this instance the priorities were
analysed and ranked based on the benefit-cost ratio,
net benefit, sum of economic outcomes and the
number of jobs created and later re-ranked against
each priorities response to gaps, competition,
trends and opportunities. A brief overview of the
REMPLAN outputs follows.
• Modelling assumptions include: 50% of
the capital expenditure and 100% of the
recurrent costs (10%p.a.) are retained in the
Mid West. All investment is fulfilled within
one year’s development program (i.e. the
proposed developments are constructed and
commissioned within a 12 month period).
• The economic outputs (e.g. benefits, jobs,
value added) of each priority include the
‘construction phase’ (assumed to be one year’s
duration) and the ‘tourism operating’ phase,
which typically extends for 20 years.
• Output is the quantity of goods or services
produced in a given time period by a firm,
industry or region.
D
R
A
• The number of jobs created includes the direct
(e.g. sub-contractors, professionals, service
providers, tour operators, etc) and indirect jobs
(e.g. retail employees, cleaners, tradesmen,
pilots, truck drivers, medical / health staff, etc)
from the construction phase and from the
operating phase arising from the flow-on
effect of the investment and the operations.
The number of estimated jobs reflects the
broader range of employment generated
during the construction and operating phases
and includes much more than the personnel
employed ‘constructing’ the proposed facility.
• The summation of economic benefits minus the
estimated investment provides the net benefit.
Benefit minus cost equals net benefit.
• The ratio of net benefit to investment provides
the benefit-cost ratio.* In economic terms, a
project with a net benefit and/or benefit-cost
ratio greater than one is deemed a favourable
use of scarce resources with net benefits
exceeding the net costs.
^ REMPLAN uses data from the Australia Bureau of Statistics and other
government agencies in modelling a wide range of industry sectors
within a regional economy. https://www.remplan.com.au/
* The benefit-cost ratio is the value of benefits generated for every one
dollar invested in developing the tourism priority. A positive benefit-cost
ratio (i.e. greater than one) indicates a potentially beneficial investment.
The net benefit is the dollar value of outcomes from investing in the
tourism priority less the cost of the investment. The higher the net
benefits the more beneficial is the investment.
Abrolhos Islands
Mid West Tourism Development Strategy
086
F. top 21 tourism development opportunities
REMPLAN
RANKING
MID WEST DEVELOPMENT PRIORITIES
NET
BENEFIT
BENEFIT COST
$M
RATIO
Develop prospecting reserves in the Murchison
$7.993
22.84
2
Develop geo tourism across the Murchison
$11.169
17.18
3
Develop DPAW's Karara Block into a tourism conservation destination
$46.102
8.38
4
Support Murchison pastoral properties to develop tourism infrastructure
(e.g. 10-12 properties)
$10.630
7.09
5
Develop 8-10 lookouts and safe viewing sites across the Murchison for flash events
$4.513
4.10
6
Kalbarri to Shark Bay 4WD trail along the Zuytdorp Coast to Tamala / Useless Loop Road
$8.392
4.00
7
Develop 3-4 half and full day self drive routes in the North Midlands with rest and
overnight areas
$9.789
3.92
8
Develop 4-5 eco campgrounds in the North Midlands
$9.002
3.27
9
Develop tourism infrastructure on DPAW's three Murchison conservation blocks
$21.282
3.04
10
Upgrade 3-4 North Midlands trails to multi-use (e.g. walk, bike and horse) to create
new trails at popular sites
$3.011
2.51
11
Extend the wildflower self drive trail along the Wildflower Way and Midlands Road
creating a loop
$1.565
1.79
12
Develop the Artbelt Project with hands on / interactive installations along the
Mullewa-Wubin and Midlands Roads
$2.174
1.74
13
Install an iconic skywalk lookout in Kalbarri National Park, finish sealing access roads, $17.794
facilitate a naturebank eco camp, a new campground and enhanced trails
1.15
A
Develop cabins / chalets in North Midlands Shire owned caravan parks
(e.g. install five ensuite cabines in each of five parks)
$4.123
0.87
Develop cabins / chalets in Murchison Shire owned caravan parks
(e.g. install five ensuite cabines in five parks - total 25 cabins)
$4.123
0.87
D
15
R
14
FT
1
16
Upgrade and enhance the amenity of 8-10 existing walk trails across the Murchison
$2.251
0.64
17
Develop five coastal campsites and visitor nodes from Green Head to Kalbarri
$1.611
0.50
18
Repair and refurbish 5-6 heritage buildings in Murchison towns for tourism use
$4.551
0.43
19
Develop eco accommodation facilities on Abrolhos Islands (e.g. six 'micro' eco camps)
$1.804
0.33
20
Upgrade the mobile phone network across the North Midlands
$1.281
0.28
21
Headworks and pre-approvals for a Geraldton conference centre / business event hub
$0.008
0.00
Mid West Tourism Development Strategy
087
G. DPAW CONSERVATION ESTATE
The four ‘Blocks’ managed by DPaW in the Mid West that have potential to help grow tourism in the
subregions are as outlined in the following table.
Area
Property
(ha)
Status
Shire
MID WEST REGION
Muggon Block
182,743
UCL
Murchison
Narloo
14,998
UCL
Yalgoo
Twin Peaks (Part)
27,300
UCL
Murchison
Wooleen (Part)
8,785
UCL
Murchison
Woolgorong
115,974
UCL
Murchison
Yuin (“Tardie”) (Part)
59,977
UCL
Yalgoo
Total 6 properties
409,777
UCL
Meekatharra
UCL
Meekatharra
UCL
City of Greater Geraldton, Yalgoo
102,549
UCL
Yalgoo
51,528
UCL
Cue
71,069
UCL
Yalgoo
R
Doolgunna Mooloogool Block
Doolgunna
189,342
Mooloogool
402,467
Total 2 properties
591,809
FT
Muggon
Dalgaranga Block
168,146
Dalgaranga
Lakeside
Noongal
Total 4 properties
A
Barnong
393,292
Karara Block
Burnerbinmah
59,908
UCL
Yalgoo
Kadji Kadji
46,915
UCL
Morawa
Karara
109,291
UCL
Perenjori
114,581
UCL
Perenjori
Thundelarra
156,128
UCL
Yalgoo
Warriedar
72,219
UCL
Yalgoo
Total 6 properties
559,042
TOTAL
1,953,520
D
Lochada
Mid West Tourism Development Strategy
088
REFERENCES
1.
2.
3.
4.
5.
6.
Edquist, C. ‘The Systems of Innovation Approach and Innovation Policy: an account of the state of the art’,
Proceedings of DRUID Conference Aalborg. June 12-15, 2001.
Brighthouse & Starfish Business Solutions. A Strategic Approach to Caravan & Camping Tourism in
Western Australia. February 2012. Prepared for Tourism WA.
J. Blanke and T, Chiesa (editors). The Travel & Tourism Competitiveness Report 2013. World Economic
Forum. February 2013.
Department of Planning. Western Australia Tomorrow. Population Report No. 7, 2006 to 2026. Forecast
Profile for the Mid West Planning Region. Feb 2012. Band C, median values, are used in this instance.
Western Australian Regional Profile Mid West-Gascoyne, June 2012, The Department of Training and
Workforce Development. Mid West Gascoyne Profile.
http://myregion.gov.au/profile/mid-west-gascoyne/data/employment/unemployment
Source: TRA Regional Profiles 2011/12.
bibliography
•
•
•
•
•
D
•
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•
A
•
•
2029 and Beyond (n.d.) World Café Combined Results September 2010
Greater Geraldton Economic Development Strategy 2013 - 2023 (n.d.) City of Greater Geraldton: Geraldton.
Jones Lang Lasalle Hotels (2008) Accommodation Study Geraldton.
Planning for People (2009) GERALDTON-GREENOUGH TOURISM STRATEGY: A 10 year vision for tourism
development in Geraldton-Greenough and surrounds. Mid West Development Commission: Geraldton.
Tourism Key (2012) Summary Report to the Mid West Tourism Group
TRC (2014) Master Visitor Plan for the Wallabi Group, Abrolhos Islands. The West Australian Museum:
Geraldton.
Trish Palmonari & Emily Sutherland (2007) Revitalising the Geraldton Greenough Sunshine Festival.
A Five Year Strategic Plan 2008-2012. Left of Centre: Concepts and Events.
Shire of Irwin (2013) Draft Tourism Development Plan 2013-2018.
Shire of Chapman Valley (2013) Corporate Business Plan 2013-2017.
Shire of Northampton Community Strategic Plan (2009) revised 2013.
Department of Resources, Energy and Tourism. The Guide to Best Practice Destination Management.
September 2012. Authored by Knowledge Transfer Services Pty Ltd for the Australian Regional Tourism
Network.
Western Australian Planning Commission. Population Report No. 7. Western Australia Tomorrow.
Forecast Profile for the Mid-West Planning. February 2012.
Department of Environment and Conservation. Mid West Region Business Plan. Parks and Visitor
Services. April 2012.
Australian Government Department of Industry. The National Long Term Tourism Strategy. Tourism 2020.
December 2011
Tourism WA. State Government Strategy For Tourism In Western Australia 2020. November 2012.
WAITOC and Tourism WA. Making a Difference. Aboriginal Tourism Strategy for Western Australia 20112015. April 2011.
Government of Western Australia. Western Australian Caravan and Camping Action Plan. 2013-2018.
October 2013.
A Smith, M Hughes, D Wood and J Glasson. Inventory of Tourism Assets on Department of Environment
and Conservation Rangelands Properties, Gascoyne and Murchison Regions, Western Australia. STCRC,
September 2009.
WA Department of Parks and Wildlife. Parks for People and Caravan and Camping Action Plan. Proposed
Projects 2013-2017. November 2013.
Tourism Western Australia. Western Australia’s Pastoral Lands. Tourism Development. December 2009.
Tourism Research Australia. Overseas Consumers Views of Australia the Destination. June 2013.
Tourism Research Australia. Destination Visitor Survey: Strategic Regional Research - Western Australia.
Eco accommodation product development research: Summary of results. October 2011.
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Mid West Tourism Development Strategy
MID WEST TOURISM ALLIANCE
Terms of Reference
PREAMBLE
Mid West Development Commission (MWDC), in partnership with Tourism WA (TWA), the City of Greater Geraldton
(CGG), Regional Development Australia Mid West Gascoyne (RDAMWG) and the Mid West Chamber of Commerce
and Industry (MWCCI), has established a collaborative working group to identify and progress major tourism priorities
for the region known as the Mid West Tourism Alliance (MWTA).
The tourism region for this initiative is defined as the current boundaries of the Mid West Development Commission.
The alliance recognises that marketing and promotion for the region is undertaken by Tourism WA, the Regional
Tourism Organisation Australia’s Coral Coast, Australia’s Golden Outback and others. As such the focus for the alliance
is identifying opportunities for new and refreshed tourism developments, and how other priorities for the region can be
aligned.
PURPOSE
Develop a long-term vision for tourism that is based on consensus and collaboration from relevant stakeholders and
aligns to the broader economic and community objectives for the region. The vision should align with the State’s goal of
growing the value of tourism in WA to $12 billion by 2020.
OUTCOMES
The outcomes of this alliance’s work will be:



A regional tourism strategy which guides project development and investment attraction; identifies gaps in tourism
development and products; builds on existing subregional strategies where they exist; and feeds into individual
stakeholders’ strategies (i.e. MWDC’s and RDAMWG’s Regional Blueprint, CGG Tourism Strategy, MWCCI Retail
Strategy, Murchison Upper Gascoyne Tourism Strategy).
Recommendations to industry and Government (Federal, State, Local) on major tourism developments and
priorities for the Midwest region; stakeholders that need to be engaged and influenced to progress them; and
appropriate ways for the various levels of Government to be involved.
Facilitation or championing of priority projects that are not currently covered by existing government and privatesector initiatives (gaps) for the benefit of the Midwest tourism industry.
COMPOSITION
The alliance is comprised of representatives from:






Mid West Development Commission
Tourism WA
City of Greater Geraldton and other Mid West Local Government Authorities (as required)
Mid West Chamber of Commerce and Industry
Regional Development Australia (Midwest & Gascoyne)
Industry & Business (as required)
Mid West Development Commission CEO is Chair of the working group. Mid West Development Commission also
provides Secretariat support.
The Chair may invite other stakeholders to meet with the working group to assist in deliberations and provide advice on
specific issues and matters.
MEETING FREQUENCY
To meet monthly on the 2nd Monday (10am to 12 pm) until otherwise reviewed by the group
MEETING PROTOCOLS
Agendas, Minutes, Actions Arising
Attachment
14086
1. Project Status Report
Ordinary Council Meeting
21st August 2014
Project Status Report August 2014
STATUS
REFERENCE
ISSUE
Council Res. Early Childhood Centre Geraldton Building and Cabinet Services have been awarded the contract
with DCPM as the architects. A first meeting has been held with the
architects and the working group to work the design. All had good input
and quite a range of points were made. CEO has met with the Builders to
welcome them on board and to confirm timelines and building process.
Council Res. Business Incubator
Council Res. Caravan Park New
Ablution Block
Council's Building maintenance Officer has been reviewing the plans and
identifying areas for improvement.
Two formal complaints have been lodged with the Builders Registration
Board of WA and advice is being sought from the BRB to ascertain process
to follow. Councils solicitors Civic legal are dealing with a claim from
Fortress Homes for final payment. A hearing well be held in March in an
attempt to negotiate pre a court appearance.
OFFICER
ACTION REQUIRED
CEO The pad has been laid, builders are now waiting on steel to
arrive for frame to be built. Signs have been erected and a site
meeting was held on the 1st August.
CEO
New concrete laid. Materials have been purchased and extra
assistance has been obtained.
MCDS Attended the State Administrative Tribunal and the magistrates
Court hearing. The SAT hearing is deferred until 22nd May. The
matter before the Magistrates Court is subject to a Council
direction on 17th April.
Further serious defects have
been discovered in the building. 07/05/2014 - Councils offer
for a walk-away arrangement is not yet confirmed. FH Director
has a current health issue and an answer to the Council offer
may be a week or two away. 13/06/2014 - Waiting on the
receipt of the Deed of Settlement from the Fortress lawyer. The
cost for the Deed will be around $1,000 and will be shared
50/50 between the Shire & Fortress.
This matter is finalised.
File No.
Industrial Land
(existing)
The owners of Lots 156,158 and 159 England Cres. have commenced
developments in accordance with the Conditions of Sale. Lots
157,160,161,162 remain undeveloped and lot 163 is leased. A consultant is
contracted to assist in sorting this area and has arranged for valuations on
each to be conducted. Valuations have been conducted with one property
owner being made an offer for Council to re-purchase. Other landowners
have been written to regarding their responsibilities requesting information
on their intentions.
CEO
Follow up on progress with the developments on lots
156,158,159 to see if Practical Completion will be achieved
within the 30 month timeframe. Contact owners of Lots
157,160,161,162 to see what they intend to do with their lots
prior to the 30 month development condition timeframe
expiring. Negotiate an early determination of the Lease and put
this lot up for sale. A request is being presented to allow the
owners of lot 157 to sell without meeting the development
timeframes.
File No.
Industrial Land (new)
Additional Light and General Industrial Zoned land will need to be secured
for future growth potential
CEO
Investigate possibility of zoning land located to the South East
of the Perenjori Town site that is services by road/power and
water.
Project Status Report August 2014
File No.
Residential Land
(serviced)
The Shire currently has nine serviced lots available for sale in the John St
subdivision. Discussions have taken place with private builders whom may
be interested in rural housing and land development.
File No.
CLGF - Regional Funds Nordic Homes has signed the contract and commenced off site construction
of the units.
File No.
Telecommunications
Shire President, Cr Hirsch and Cr Waterhouse attended a meeting with
Department of Communications Parliament Rep's, to state our case.
CEO
Make preliminary enquiries about the options for the
development of future services residential land
MCDS Building is underway and should arrive on site in early May.
Building and septic plans are with the City of Greater Geraldton
awaiting approvals. 13/06/2014 - the buildings are expected
prior to 30/06/2014. We have only just received the septic
approval from the Dept of Health. Fill has been delivered to the
site in preparation for the buildings. The houses are expected
to arrive on-site on 17th July and will require a few days
completion work. Plumbing quotes have been received and this
work can start as soon as we can access the site. Quotes for the
floor coverings have been acquired and an electrical connection
arranged.
14.08.2014 - Nordic will finalise their work by 22nd August.
Concrete for carports & patios is arranged for the following
week and floor coverings for the week after than. The houses
should be rady for occupancy by about 4th September.
CEO
CEO has had communications with the Commonwealth Dept
which has indicated their process will take approx 9 months.
DRD have contacted the CEO advising that theses funds must
be expended by the end of the 2014/15 financial year, leaving
the time frame to receive funding and implement very short.
Communications has occurred with Shane Loves office to see if
they can assist in any way. Options are being investigated on
whether we can build our own tower to assist with reducing
costs, along with Water Corporation installing power. Local MP
Shane Love has indicated we will have more opportunity of
funding from the State Govt funds, and indicated patience
would be needed.
Project Status Report August 2014
File No.
Blues for the Bush
Steering group has been meeting regularly, and appointed an event
manager in March 2014. Appointed a site manager to the project.
File No.
Revitalisation Project
Consultation with community and Council was well attended, with good
ideas and feedback being received
ECDC
Continued feedback to Council via monthly agenda item.
Communications MOU has been developed and agreed by BHA
and Shire of Perenjori on key themes and messages. Marketing
plan now being implemented. At present all key milestones
are on track to be completed within the specified timeframe.
Regular meetings will continue to be undertaken by the
steering group and further updates will be presented. A
Platinum sponsor has been secured and the first draft of the
site plans are due in the coming weeks.
Report to be received and presented to Council.
Attachment
14087
1. Status Report
Ordinary Council Meeting
21st August 2014
Status Report August 2014
REFERENC
E
13105.2
13106.2
13123.1
14045.1
14048.4
13106.2
ISSUE
ACTION PLAN
OFFICER
STATUS
Draft Road Use Policy
That Council support the development of a Shire of Perenjori Road Use Policy and
MIS Still in progress
Agreement.
Department of Lands That Council
MCDS The Management Order has been issued.
Request for Reserve 1. Formally request to the Department of lands (DOL) that the Shire of Perenjori be
Currently waiting for the lease approval.
21977
provided with the power to lease and licence be added to the Management Order for
The lease is prepared and being considered by
Reserve 21977.
the applicant.
2. Upon receipt of confirmation of the Shire of Perenjori’s power to lease and licence,
14.08.2014 - the lease remains with the
develop a lease agreement with the proponent Mr John Sparkman for the leasing of land
applicant who is yet to advise the Shire he is
for the Hangar.
satisfied with the document.
MOUNT GIBSON PUBLIC 1. Council to receive the minutes of the meeting dated 13th November 2013.
2.
ECDC Agreement has been signed by Sinosteel
BENEFIT TRUST Council approve the establishment of a trust account to contain unallocated Mount Gibson
waiting for it to be returned to Shire.
ALLOCATIONS
Public Benefit Trust funding.
3. MGPBTC
will prepare a policy and process for the use of these unallocated funds, and present to
Council for endorsement.
Perenjori Procurement That Council accept the Shire of Perenjori Procurement Probity Review, February 2014 and
CEO In progress
Probity Review
support the CEO to implement the recommendations to ensure compliance and benefit to
the Shire’s operations.
Yarra Yarra Catchment
That Council make a donation to the YYCMG conditional to: A surplus being received from CEO Council declined seeking more information.
Management Group YYCRC, The donation is up to $10,000 only, Council’s budget has capacity to accommodate
Request for Surplus
the amount, An agreement being established with YYCMG which addresses expectations,
Funds
responsibilities,
timing
and
financial
accountability.
Option 2: That Council declines the request from YYCMG for surplus funds from YYCRC in
this instance and considers an allocation in the 2014/15 budget.
Department of Lands
Request for Reserve
21977
That Council
1. Formally request to the Department of lands (DOL) that the Shire of Perenjori be
provided with the power to lease and licence be added to the Management Order for
Reserve 21977.
2. Upon receipt of confirmation of the Shire of Perenjori’s power to lease and licence,
develop a lease agreement with the proponent Mr John Sparkman for the leasing of land
for the Hangar.
MCDS The Management Order has been issued.
Currently waiting for the lease approval.
The lease is prepared and being considered by
the applicant.
Status Report August 2014
13114.2
14022.9
Amendment to Local
Planning Scheme No 2 Lots 95-97 Farrell Street,
Perenjori
That Council initiates the amendment to the Shire of Perenjori Local Planning Scheme No.
2, in accordance with the following: PLANNING AND DEVELOPMENT ACT 2005
RESOLUTION DECIDING TO AMEND A LOCAL PLANNING SCHEME
SHIRE OF PERENJORI
LOCAL PLANNING SCHEME NO. 2
AMENDMENT NO. #
Resolved that Council, in pursuance of Part 5 of the Planning and Development Act 2005,
amends the above Local Planning Scheme as follows:
(a) Amending Schedule 2 (Additional Uses) by including the following provision:
NO. DESCRIPTION OF LAND ADDITIONAL USE CONDITIONS
A2 Lots 95-97 Farrell Street, Perenjori Transport Depot
Office
The uses are not permitted unless approval is granted by the Local Government (“D”)
Lot 96 Farrell Street, Perenjori Second Dwelling
The documents being adopted by Council and the Amendment being formally advertised
for 42 days in accordance with the provisions of the Town Planning Regulations 1967,
without reference to the Western Australian Planning Commission.
CEO
Confirmation from EPA has indicated they have
no cause for concern with the proposed
amendment.
14.08.2014 - a formal advertisement has been
made and closes for submissions on 11.09.2014
after which there will be a further report to the
Council.
Realignment of Airfield That Council:
Reserve
1.
Requests the Department of Lands to issues a Section 18 Ministerial consent to
finalise the proposed lease of a portion of Reserve 21977 which will amend the
Management Order permitting the lease of a portion of the Reserve to Aero Surveys Pty
Ltd; and
2.
Requests the Department of Lands to realign the northern boundary of Reserve
17056 “Recreation and Showground” to coordinates 29°25’ 28.82” S and 116° 16’ 49.26”
E as shown on the maps below and incorporate that portion of R17056 into Airfield
Reserve R21977.
14064.2
Proposed Plant
Replacement Budget
14064.3
Draft Road Program
2014/2015
MCDS The Management Order has been received.
Currently waiting for lease agreement and the
change of alignment for the two Reserves.
13/06/2014 Landgate have been advised of a
surveyor company who will survey the changes.
Effectively we have approval for the
realignment - we now wait on formal
notification. 09.07.2014 - no further
notification as yet.
14.08.2014 - this is
to finalisation
with and
the DoL.
No final date
That the Plant and Works Committee receives the review of the proposed 10 year plant MIS close
Item has
been reviewed
has been
replacement program for 2014/2015 Budget.
resubmitted to July's Council Meeting
Council decided that Item 14064.3 lay on the table until the next Council meeting due to
new information just arriving from Main Roads which will impact on the Road Program
presented.
MIS
The road program for 2014/15 has been
adopted by Council
Status Report August 2014
14064.4
Restricted Access Vehicle That the comments regarding the Restricted Access Vehicle re-assessments be noted and
Route Re Assessments the upgrade works for the following roads be approved to allow the roads to be either
accepted for their RAV changes or remain as they are:
1. Keogh road – Upgrade
works the pavement width and intersection swept path with Solomon road be approved,
to allow for the network upgrade to network 6.
2. Morawa South road – Upgrade works to intersection with Hill road be approved, to
allow for the network upgrade to network 7. When funding becomes available.
3. Boundary road – Upgrade works to the pavement width be approved, to allow for the
network upgrade to network 7. When funding becomes available.
4. Hill road – Upgrade works to the pavement width and intersection swept paths with
Morawa South road be approved, to allow for the network upgrade of a network 7. When
funding becomes available.
5. Parkwood road – Upgrade works to the pavement width and intersection swept paths
with Hill/ Young roads be approved, to allow for the network upgrade to network 5. Once
clearing permits have been obtained and funding becomes available.
6. Sutherland road – Upgrade works to the intersection swept paths with Boundary road
be approved to allow for the network upgrade to a network 5.
MIS
Ongoing will be reported as roads are up
graded and approved for their appropriate RAV
classification
14072.3
Write off - Bad Debts
That Council authorises the write off of the following sundry debtors, totalling $2,773.50:
1. 80457 $1,560.00
2. 80497 $110.00
3. 80280 $1,103.50
MCDS Finalised
14072.4
Application for
Miscellaneous License
Extension Hill
Council acknowledges the application for Miscellaneous Licenses 70/153 and 70/154 from
Extension Hill Pty Ltd and requests that conditions 2, 527, 606, 607, 608, , 610, 612 of the
DMP Standard Conditions/Endorsements be imposed by the Department of Mines and
Petroleum if the licenses are to be issued:
MCDS Finalised
14072.5
Planning Application Redland Mining
That planning approval be granted to Redland Mining Pty Ltd for the installation of five
additional transportable accommodation units totalling 20 rooms at Lot 180, no. 2 Downer
Street Perenjori in accordance with the plans provided and with the following conditions;
MCDS Finalised
Status Report August 2014
14072.6
Application for
Miscellaneous License
Sinosteel
14075.1
Shires of Morawa and
Perenjori Strategic Waste
Management Plan 20142018
That Council:
1. Resolves to formally become a regional grouping known as the Shires of Morawa and
Perenjori Regional Waste Group for the purpose of addressing waste management in the
Shires of Morawa and Perenjori.
2. Endorse “The Shires of Morawa and Perenjori Strategic Waste Management Plan
(SWMP) 2014 – 2018” (June 2014) as presented and prepared by Dallywater Consultancy.
3. Endorses Councillor J Cunningham to represent the Council with the CEO on the Shires
of Morawa and Perenjori Regional Waste Group.
CEO
Shire of Morawa notified of adopted
recommendations
14075.2
Shires of Morawa and
Perenjori Regional Group
Regional Group Regional Materials
Recovery project Funding Application
Yarra Yarra Catchment
Management Group Request For Support
That Council authorize the Chief Executive Officer to be a joint signatory with the Chief
Executive Officer from the Shire of Morawa for the Morawa Perenjori Materials Recovery
Project funding application 2014.
CEO
Document signed
That Council:
1. Resolves to support the YYCMG efforts to maintain the existing drain system and writes
a letter of support formally stating this.
CEO
YYCMG invited to address Council at the August
meeting
CEO
Top Iron notified of outcomes
14075.3
That Council acknowledges the application for Miscellaneous Licenses 59/148 from MCDS Finalised
Sinosteel Midwest Corporation Limited and requests that conditions 2, 527, 606, 607, 608,
, 610, 612 of the DMP Standard Conditions/Endorsements be imposed by the Department
of Mines and Petroleum if the licence is to be issued:
2. Increases rural property rates to 7% for the purpose of Land Care Management
strategies including Bio Diversity programs, and to allocate the funds raised to a special
account.
3. Seeks further information from YYCMG regarding their proposal, accountability, funding
opportunities, structure of the group including management and staffing.
14078.7
Road Use Agreement
Top Iron
That Councillors review the Draft Road Agreement between the Shire of Perenjori and Top
Iron Pty Ltd and provide feedback for any changes to be made by Friday the 8th August
2014.
Status Report August 2014
14078.8
Proposed Road Haulage That Council in principle approve the request from Top Iron conditional to:
Top Iron
1. Hauling through town for a period of 12 months only;
2. Continued negotiations to occur to establish a Road Access Agreement to meet the
community’s and Council’s expectations;
3. A pavement assessment being conducted to ascertain the current state of the Wanarra
and Rothsay Roads, at the cost of Mining companies;
4. Community engagement on this matter takes place in liaison with Councils CDO
CEO
Top Iron notified of Outcomes
Draft Minutes
Ordinary Council Meeting
17th July 2014
Draft Minutes
Ordinary Council Meeting
17th July 2014
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Shire of Perenjori
MINUTES
Ordinary Council Meeting
Held in the Shire of Perenjori Council Chambers, Fowler Street, Perenjori on 17th July 2014,
At 1.36pm.
Table of Contents
14071
PRELIMINARIES ................................................................................................ 3
14071.1
DECLARATION OF OPENING AND ANNOUNCEMENT OF VISITORS................................... 3
14071.2
OPENING PRAYER ............................................................................................................. 3
14071.3
DISCLAIMER READING ...................................................................................................... 3
14071.4
RECORD OF ATTENDANCE, APOLOGIES AND LEAVE OF ABSENCE.................................... 3
14071.5
RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE ................................... 3
14071.6
PUBLIC QUESTION TIME ................................................................................................... 3
14071.7
NOTATIONS OF INTEREST ................................................................................................. 3
14071.8
APPLICATIONS FOR LEAVE OF ABSENCE ........................................................................... 4
14071.9
CONFIRMATION OF MINUTES .......................................................................................... 4
14071.10
ANNOUNCEMENTS BY PERSON PRESIDING WITHOUT DISCUSSION ................................ 4
14071.11
PETITIONS / DEPUTATIONS / PRESENTATIONS ................................................................. 4
14072
CORPORATE AND DEVELOPMENT SERVICES ...................................................... 4
14072.1
FINANCIAL STATEMENTS – JUNE 2014 ............................................................................. 4
14072.2
ACCOUNTS FOR PAYMENT – JUNE 2014 .......................................................................... 7
14072.3
WRITE OFF - BAD DEBTS ................................................................................................. 10
14072.4
APPLICATION FOR MISCELLANEOUS LICENSES – EXTENSION HILL ................................. 12
14072.5
PLANNING APPLICATION – REDLAND MINING ............................................................... 16
14072.6
APPLICATION FOR MISCELLANEOUS LICENCE – SINOSTEEL ........................................... 21
14073
14073.1
14074
ECONOMIC AND COMMUNITY DEVELOPMENT ............................................... 24
BLUES FOR THE BUSH CONCERT AND OPEN DAY PROGRESS REPORT ........................... 24
INFRASTRUCTURE SERVICES ........................................................................... 33
14074.1
ROAD MAINTENANCE JUNE 2014 ................................................................................... 33
14074.2
PROPOSED PLANT REPLACEMENT BUDGET.................................................................... 36
14074.3
DRAFT ROAD PROGRAM 2014/15 ......................................................................................
14075
14075.1
GOVERNANCE ................................................................................................ 43
SHIRE OF MORAWA-PERENJORI STRATEGIC WASTE MANAGEMENT PLAN 2014-2018 . 43
1
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
14075.2
SHIRE OF MORAWA-PERENJORI REGIONAL COUNCIL GROUP (RCG) REGIONAL
MATERIALS RECOVERY PROJECT – FUNDING APPLICATION .............................................................. 47
14075.3
YARRA YARRA CATCHMENT MANAGEMENT GROUP (YYCMG) – REQUEST FOR SUPPORT
........................................................................................................................................ 50
14076
PROJECT STATUS REPORT ............................................................................... 55
14077
STATUS REPORT ............................................................................................. 55
14079
OTHER BUSINESS ........................................................................................... 56
14079.1
MOTIONS OF WHICH DUE NOTICE HAVE BEEN GIVEN ................................................... 56
14079.2
QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN............................ 56
14079.3
URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY DECISION ............... 56
14079.4
MATTERS BEHIND CLOSED DOORS ................................................................................. 76
14068.5
CONFIDENTIAL ROAD USE AGREEMENT TOP IRON ........................................................ 76
14068.6
CONFIDENTIAL PROPOSED ROAD HAULAGE, TOP IRON ................................................. 76
14068.7
CONFIDENTIAL TENDER RESULTS – IT SERVICES ............................................................. 77
14068.8 DATE OF NEXT MEETING / MEETINGS.................................................................................. 78
14068.9 CLOSURE ............................................................................................................................... 78
2
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
14071
PRELIMINARIES
14071.1
DECLARATION OF OPENING AND ANNOUNCEMENT OF VISITORS
Cr C King declared the meeting open at 1.36 pm.
14071.2
OPENING PRAYER
Cr J Cunningham lead Council in the opening prayer.
14071.3
DISCLAIMER READING
Nil
14071.4
RECORD OF ATTENDANCE, APOLOGIES AND LEAVE OF ABSENCE
Present
Cr C King
Cr J Cunningham
Cr G Reid
Cr L Butler
Cr H Wass
Cr P Waterhouse
Cr J Hirsch
Ali Mills
Peter Money
Ken Markham
David Fong
Liz Markham
Carla Parker
Apologies
Cr L Smith
Leave of Absence
Cr R Desmond
14071.5
RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE
Nil
14071.6
PUBLIC QUESTION TIME
Nil
14071.7
NOTATIONS OF INTEREST
FINANCIAL INTEREST – LOCAL GOVERNMENT ACT S 5.60A
PROXIMITY INTEREST – LOCAL GOVERNMENT ACT S 5.60B
INTEREST AFFECTING IMPARTIALITY – LOCAL GOVERNMENT - CODE OF
CONDUCT.
3
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
14071.8
APPLICATIONS FOR LEAVE OF ABSENCE
Nil
14071.9
CONFIRMATION OF MINUTES
Minutes of Ordinary Council Meeting held 19th June 2014 are attached.
COUNCIL RESOLUTION – ITEM 14071.9
Moved: Cr J Cunningham
Seconded: Cr P Waterhouse
That the minutes from the Ordinary Council Meeting held on 19th June 2014 be accepted as
a true and accurate record.
Carried: 7/0
14071.10 ANNOUNCEMENTS BY PERSON PRESIDING WITHOUT DISCUSSION
Nil
14071.11 PETITIONS / DEPUTATIONS / PRESENTATIONS
Nil
Cr P Waterhouse left meeting at 1.55pm
14072
CORPORATE AND DEVELOPMENT SERVICES
14072.1
FINANCIAL STATEMENTS – JUNE 2014
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0081
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
DAVID FONG – SFO
RESPONSIBLE OFFICER:
PETER MONEY – MCDS
REPORT DATE:
9th JULY 2014
ATTACHMENTS
MONTHLY FINANCIAL REPORT
Executive Summary
This item recommends the acceptance of the Financial Activity Statement Report which is
presented for the period ending 30 June 2014. The report complies with the requirements of
Regulation 34 (Financial activity statement report) of the Local Government (Financial
Management) Regulations 1996.
Background
Each month officers are required to prepare monthly financial reports, covering prescribed
information, and present these to Council for acceptance.
Details
4
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Presented is the Financial Activity Statement Report for the period ending 30 June 2014.
The following statements are presented to Council:

Statement of Financial Activity (Statutory Reporting by Program) - This provides the
budget and actual income and expenditure for operating and non- recurrent as well and
the closing surplus to date. (FM Reg 34(1))

Net Current (Assets) Funding Position (Note 3.)-This provides the amount of assets over
liabilities within the Balance Sheet. (FM Reg 34 (1)(e))

Notes to the Financial Statements include:
o
Note 1.- Significant Accounting Policies
o
Note 2. - Graphical Representation
o
Note 3. – Net Current Funding Position
o
Note 4. – Cash & Investments
o
Note 5. – Major Variances
o
Note 6. – Budget Amendments
o
Note 7. – Receivables & Rates Information
o
Note 8. – Payables - Borrowings
o
Note 9. – Grants and Contributions
o
Note 10. – Cash Back Reserves
o
Note 11. - Capital Disposals and Acquisitions
o
Note 12.- Trust Fund
Legal Compliance
Regulation 34 (Financial activity statement report) of the Local Government (Financial
Management) Regulations 1996 states –
(1) A local government is to prepare each month a statement of financial activity
reporting on the revenue and expenditure, as set out in the annual budget under
regulation 22(1)(d), for that month in the following detail —
(a)
Annual budget estimates, taking into account any expenditure incurred for an
additional purpose under section 6.8(1) (b) or (c);
(b)
budget estimates to the end of the month to which the statement relates;
(c)
actual amounts of expenditure, revenue and income to the end of the month
to which the statement relates;
(d)
material variances between the comparable amounts referred to in
paragraphs (b) and (c); and
(e)
the net current assets at the end of the month to which the statement
relates.
(2) Each statement of financial activity is to be accompanied by documents containing —
(a) an explanation of the composition of the net current assets of the month to
which the statement relates, less committed assets and restricted assets;
5
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
(b) an explanation of each of the material variances referred to in subregulation (1)
(d); and (c)
such other supporting information as is considered relevant by the
local government.
(3) The information in a statement of financial activity may be shown —
(a) according to nature and type classification; or
(b) by program; or
(4)
(5)
(c) by business unit
A statement of financial activity, and the accompanying documents referred to in
subregulation (2), are to be —
(a) presented at an ordinary meeting of the council within 2 months after the end of
the month to which the statement relates; and
(b) recorded in the minutes of the meeting at which it is presented.
Each financial year, a local government is to adopt a percentage or value,
calculated in accordance with the AAS, to be used in statements of financial activity
for reporting material variances.
Section 6.8 of the Local Government Act 1995 (Expenditure from municipal fund not included
in annual budget) states –
(1) A local government is not to incur expenditure from its municipal fund for an
additional purpose except where the expenditure —
a. is incurred in a financial year before the adoption of the annual budget by the
local government; or
b. is authorised in advance by resolution*; or
c. is authorised in advance by the mayor or president in an emergency.
Policy Implications
Nil
Financial Implications
Nil
Strategic Implications
Area 5: Investing in Councils Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government
providing excellence in all areas of governance, management and leadership.
Consultation
Liaison with CEO, MCDS, ECDC, and MIS.
Comment
It is recommended that the Financial Activity Statement Report for the period ending 30 June 2014 be
accepted.
Voting Requirements – Simple Majority
6
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
1.57 pm Cr P Waterhouse re-enters meeting
Officers and Committees Recommendation – Item 14072.1
That Council, pursuant to Regulation 34 of the Local Government (Financial Management)
Regulations 1996, accepts the Financial Activity Statement Report for the period ending 30
June 2014.
COUNCIL RESOLUTION – ITEM 14072.1
Moved: Cr J Hirsch
Seconded: Cr J Cunningham
That Council, pursuant to Regulation 34 of the Local Government (Financial Management)
Regulations 1996, accepts the Financial Activity Statement Report for the period ending 30
June 2014.
Carried: 7/0
1.59pm Ken Markham leaves meeting
14072.2
ACCOUNTS FOR PAYMENT – JUNE 2014
APPLICANT:
SHIRE OF PERENJORI
FILE:
1306P
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
DAVID FONG – SFO
RESPONSIBLE OFFICER:
PETER MONEY - MCDS
REPORT DATE:
9th JULY 2014
ATTACHMENTS:
ACCOUNTS FOR PAYMENT
Executive Summary
This item recommends that Council confirms the accounts paid for the month ending
30 June 2014 from the Municipal and Trust funds.
Background
Council has delegated to the Chief Executive Officer the authority to make payments from the
Municipal and Trust funds in accordance with the Local Government (Financial Management)
Regulations 1996.
Under Regulation 13(1) of the Local Government (Financial Management) Regulations 1996,
where a local government has delegated to the Chief Executive Officer the exercise of its
power to make payments from the Municipal fund or the Trust fund, each payment from the
Municipal fund or the Trust fund is to be noted on a list compiled for each month showing:
a)
b)
c)
d)
The payee’s name;
The amount of the payment
The date of the payment; and
Sufficient information to identify the transaction
That list should then be presented at the next Ordinary Meeting of the Council following the
preparation of the list, and recorded in the minutes of the meeting at which it is presented.
Legal Compliance
Section 6.10 (d) of the Local Government Act 1995 refers, i.e.-
7
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
6.10. financial management regulations
Regulations may provide for —
(d) the general management of, and the authorisation of payments out of —
(i) the municipal fund; and
(ii) the trust fund,
of a local government.
Regulation 13(1), (3) & (4) of the Local Government (Financial Management) Regulations 1996 refers,
i.e. 13. Lists of Accounts
(1) If the local government has delegated to the CEO the exercise of its power to make payments
from the municipal fund or the trust fund, a list of accounts paid by the CEO is to be prepared
each month showing for each account paid since the last such list was prepared —
(a) the payee’s name;
(b) the amount of the payment;
(c) the date of the payment; and
(d) sufficient information to identify the transaction.
(3) A list prepared under subregulation (1) is to be —
(a) presented to the council at the next ordinary meeting of the council after the list is
prepared; and
(b) recorded in the minutes of that meeting.
Policy Implications
All accounts paid have been duly incurred and authorised for payment as per approved purchasing
and payment procedures.
Financial Implications
Ongoing management of Council funds by providing Council with sufficient information to
monitor and review payments made
Strategic Implications
Area 5: Investing in Councils Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government
providing excellence in all areas of governance, management and leadership
Consultation
Nil
Comment
All accounts paid have been duly incurred and authorised for payment as per approved
purchasing and payment procedures and it is therefore recommended that the payments, as
contained within the Appendices, be confirmed.
2.01pm Ken Markham re-enters meeting
Voting Requirements – Simple Majority
8
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Officer and Committee Recommendation – Item 14072.2
That Council, pursuant to Regulation 13 of the Local Government (Financial Management)
Regulations 1996 (as amended), confirms the accounts paid for the month ending 30 June
2014 as attached to and forming part of this report.
Municipal Account
EFT
$474,717.10
Direct Debits
$51,388.07
Cheques
$57,312.37
Corporate MasterCard
$7,214.42
Bank Fees
$215.12
Total
$590,847.08
Trust Account – Shire
EFT
$0
Cheques
$10,030.00
Bank Fees
$0
Total
$10,030.00
Trust Account – Mt Gibson Public Benefit Funds
EFT
$46,922.64
Cheques
$0
Bank Fees
$0
Total
$46,922.64
Totalling $647,799.72 from Muni and Trust Accounts for the month ending 30 June 2014
9
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
COUNCIL RESOLUTION – ITEM 14072.2
Moved: Cr H Wass
Seconded: Cr G Reid
That Council, pursuant to Regulation 13 of the Local Government (Financial Management)
Regulations 1996 (as amended), confirms the accounts paid for the month ending 30 June
2014 as attached to and forming part of this report. Totalling $647,799.72 from Muni and
Trust Accounts for the month ending 30 June 2014
Carried: 7/0
14072.3
BAD DEBTS – WRITE OFF
APPLICANT:
SHIRE OF PERENJORI
FILE:
1306P
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
DAVID FONG – SFO
RESPONSIBLE OFFICER:
PETER MONEY - MCDS
REPORT DATE:
9th JULY 2014
ATTACHMENTS:
NIL
Purpose of Report
The purpose of this report is to seek Council approval to write off bad debts, which have been
outstanding for an excessive period of time and are considered unrecoverable.
Background
There are three outstanding accounts that have remained unpaid for as far back as December
2011 and despite numerous attempts by the Shire to recoup those outstanding debts they
have remained unrecoverable. It is considered that expending further funds to try to recover
the debts would be unjustified.
A schedule of sundry debts to be written off is detailed below:
Debtor #
Details
Amount
80457
Outstanding since June 2012. The $1,560.00
invoice was raised several months after
the event and was raised by the former
DCEO. There is no supporting
information to say the accommodation
was used or if the debt had been raised
twice – at the Park also. It relates the
period Dec 2011 and Jan 2012.
80497
Outstanding since March 2013. It $110.00
relates
to
the
Caravan
Park
Accommodation Village fees charged in
10
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
March 13 – the debtor has gone into
administration.
80280
Outstanding since Aug 2012 and it was $1,103.50
referred to the debts collectors. It
relates to rental fees charged in Aug
and Sept 2012. In May 2013, the debtor
went into bankruptcy.
$2,773.50
Legal Compliance
Section 6.12(1) (c) of the Local Government Act states:1) Subject to subsection (2) and any other written law, a local government may –
(c) Write off any amount of money, which is owed to the local government.
Policy Implication
Nil
Financial Implication
It is recommended that a total of $2,773.50 be written off. This will affect the Council’s
surplus/deficit position in the 2013/2014 financial year by reducing the amount of current
receivables.
Strategic Implications
There are no strategic implications for this report.
Consultation
Liaison with MCDS and FO.
Comment
The current debts recovery has improved significantly due to the new processes in place and
the Sundry Debts is healthier with debts recovered within 30 days, compared to +60 days in
April 2013.
Voting Requirements – Simple Majority
Officers and Committees Recommendation – Item 14072.3
That Council authorises the write off of the following sundry debtors, totalling $2,773.50:
1. 80457
$1,560.00
2. 80497
$110.00
3. 80280
$1,103.50
11
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
COUNCIL RESOLUTION – ITEM 14072.3
Moved: Cr J Hirsch
Seconded: Cr H Wass
That Council authorises the write off of the following sundry debtors, totalling $2,773.50:
1. 80457
$1,560.00
2. 80497
$110.00
3. 80280
$1,103.50
Carried: 7/0
14072.4
APPLICATION FOR MISCELLANEOUS LICENSES – EXTENSION HILL
APPLICANT:
EXTENSION HILL PTY LTD
FILE:
ADM 0216
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
PETER MONEY – MCDS
RESPONSIBLE OFFICER:
PETER MONEY – MCDS
REPORT DATE:
17th JULY 2014
ATTACHMENTS:
MAPS AND LETTERS
Executive Summary
This report recommends that Council acknowledges the applications for two miscellaneous
mining licenses from Extension Hill Pty Ltd and recommends to the DMP that certain
conditions be imposed
Background
This report recommends that Council acknowledges the applications for two miscellaneous
mining licenses from Extension Hill Pty Ltd and recommends to the DMP that certain
conditions be imposed
Statutory Environment
Mining Act 1978
33. Application for mining tenement by permit holder
1) Subject to subsection (1a), where an application is made in accordance with this Act for a
mining tenement that relates to private land notice of the application shall be given in the
prescribed manner by the applicant to —
a) The Chief Executive Officer of the local government;
b) The owner and occupier of the private land;
c) Each mortgagee of the land under a mortgage endorsed or noted on the title or land
register or record relating to that land, but if there is no occupier of the land, or no such
occupier can be found, the notice of the application shall be affixed in some conspicuous
manner on the land
Policy Implications
12
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Nil
Financial Implications
Nil
Strategic Implications
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs
Consultation
Nil
Comment
Whilst Council has minimal power over whether exploration licences are approved or not it is
recommended that certain conditions be presented
Voting Requirements – Simple Majority
Officers Recommendation – Item 14072.4
Council acknowledges the application for Miscellaneous Licenses 70/153 and 70/154 from
Extension Hill Pty Ltd and requests that conditions 2, 527, 606, 607, 608, , 610, 612 of the
DMP Standard Conditions/Endorsements be imposed by the Department of Mines and
Petroleum if the licenses are to be issued:
1.
The lessee notifying the holder of any underlying pastoral or grazing lease by
telephone or in person, or by registered post if contact cannot be made, prior to
undertaking airborne geophysical surveys or any ground disturbing activities utilising
equipment such as scrapers, graders, bulldozers, backhoes, drilling rigs; water carting
equipment or other mechanised equipment.
2.
The lessee's attention is drawn to the Environmental Protection Act 1986 and the
Environmental Protection (Clearing of Native Vegetation) Regulations 2004, which provides
for the protection of all native vegetation from damage unless prior permission is obtained
3.
The lessee attention is drawn to the provisions of the:
• Waterways Conservation Act, 1976
• Rights in Water and Irrigation Act, 1914
• Metropolitan Water Supply, Sewerage and Drainage Act, 1909
• Country Areas Water Supply Act, 1947
• Water Agencies (Powers) Act 1984
• Water Resources Legislation Amendment Act 2007
13
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
4.
The rights of ingress to and egress from the mining tenement being at all reasonable
times preserved to officers of Department of Water (DoW) for inspection and investigation
purposes.
5.
The storage and disposal of petroleum hydrocarbons, chemicals and potentially
hazardous substances being in accordance with the current published version of the DoWs
relevant Water Quality Protection Notes and Guidelines for mining and mineral processing
6.
The abstraction of groundwater from an artesian well and the construction,
enlargement, deepening or altering of any artesian well is prohibited unless a current
licence for these activities has been issued by the DoW.
7.
Advice shall be sought from the DoW if proposing any option within a defined
waterway and within a lateral distance of:
• 50 metres from the outer-most water dependent vegetation of any perennial waterway,
and
• 30 metres from the outer-most water dependent vegetation of any seasonal waterway.
14
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
COUNCIL RESOLUTION – ITEM 14072.4
Moved: Cr P Waterhouse
Seconded: Cr H Wass
Council acknowledges the application for Miscellaneous Licenses 70/153 and 70/154 from
Extension Hill Pty Ltd and requests that conditions 2, 527, 606, 607, 608, , 610, 612 of the
DMP Standard Conditions/Endorsements be imposed by the Department of Mines and
Petroleum if the licenses are to be issued:
1. The lessee notifying the holder of any underlying pastoral or grazing lease by
telephone or in person, or by registered post if contact cannot be made, prior to
undertaking airborne geophysical surveys or any ground disturbing activities
utilising equipment such as scrapers, graders, bulldozers, backhoes, drilling rigs;
water carting equipment or other mechanised equipment.
2. The lessee's attention is drawn to the Environmental Protection Act 1986 and the
Environmental Protection (Clearing of Native Vegetation) Regulations 2004, which
provides for the protection of all native vegetation from damage unless prior
permission is obtained
3. The lessee attention is drawn to the provisions of the:
· Waterways Conservation Act, 1976
· Rights in Water and Irrigation Act, 1914
· Metropolitan Water Supply, Sewerage and Drainage Act, 1909
· Country Areas Water Supply Act, 1947
· Water Agencies (Powers) Act 1984
· Water Resources Legislation Amendment Act 2007
4. The rights of ingress to and egress from the mining tenement being at all
reasonable times preserved to officers of Department of Water (DoW) for
inspection and investigation purposes.
5. The storage and disposal of petroleum hydrocarbons, chemicals and potentially
hazardous substances being in accordance with the current published version of
the DoWs relevant Water Quality Protection Notes and Guidelines for mining and
mineral processing
6. The abstraction of groundwater from an artesian well and the construction,
enlargement, deepening or altering of any artesian well is prohibited unless a
current licence for these activities has been issued by the DoW.
7. Advice shall be sought from the DoW if proposing any option within a defined
waterway and within a lateral distance of:
· 50 metres from the outer-most water dependent vegetation of any perennial
waterway, and
· 30 metres from the outer-most water dependent vegetation of any seasonal
waterway.
Carried: 7/0
15
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
14072.5
PLANNING APPLICATION – REDLAND MINING
APPLICANT:
Redland Mining Pty Ltd
FILE:
ADM 0153
DISCLOSURE OF INTEREST:
Nil
AUTHOR:
Peter Money - MCDS
RESPONSIBLE OFFICER:
Peter Money - MCDS
REPORT DATE:
17th July 2014
ATTACHMENTS:
Development Application
Executive Summary
This item recommends the Council approve the issue of a Planning Permit to Redland Mining
Pty Ltd for further developments at Lot 180, 2 Downer Street Perenjori subject to the
conditions listed below.
Background
This proposal is seeking planning approval to install a further five transportable
accommodation units each accommodating 4 people at Lot 180, 2 Downer Street Perenjori.
The units will have their own ablutions and will connect to the existing sewerage disposal
system. This system will be assessed for compliance with the additional units at the time of
the building application.
It is also proposed to install more covered verandas between the units and concrete
footpaths.
The parking area is considered adequate and most of the occupants are bussed into the
campsite.
Generally the proposed development is consistent with the Town Planning Scheme 2 and the
Moveable Building Policy in that the development, though in a residential area, is for
accommodating a transient workforce and is therefore not of a permanent nature.
The Policy therefore permits the erection of the donga type development provided it does
not detract amenity of the surrounding area. As this is an extension to existing camp
accommodation and provided the proposed buildings are of a suitable standard, this proposal
should not have any effect of the surrounding neighbours.
At this time this application is for a Planning Permit and the placement of buildings will be
subject to a building application.
A future application will also include details of the on-site sewerage disposal which will be
subject to review by a qualified Environmental Health Officer.
Extract – Moveable Buildings Policy
2.1 Council Policy on Moveable Buildings
a) All applications for moveable buildings, as defined above, shall require the Council's
Planning Consent prior to the issue of a Building Licence. Generally the Council is not
in favour of the use of moveable buildings, especially in the townsite areas, however
the Council will consider each application on its merits.
b) The Council shall not permit the establishment, occupation or erection of donga
type structures for residential purposes within a Townsite Boundary in Scheme Area,
16
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
unless the site is set aside for Group Housing Accommodation and used as a camp site
for accommodating a workforce. In these circumstances it may be argued that the
development is not a permanent improvement, and may justify the use of such
structures. In this case the Council must be satisfied that the development will not
detract from the amenity of the surrounding area.
c) The Council will only permit donga type structures for uses other than residential
uses where it considers the use or establishment of the structure will not be in conflict
with the objectives of this policy.
d) The Council will only permit site built and relocated structures where it is satisfied that the
standard and quality of building can satisfactorily be integrated into a residential area, and
that the buildings do not contain unacceptable materials.
Statutory Environment
Town Planning Scheme 2
Residential Design Codes
Policy Implications
Local Planning Scheme PS2 – Moveable Buildings Policy
Financial Implications
Nil
Strategic Implications
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs
Area 2: Industry and Business Development – Our Economy
Goal: Fostering and maximising growth across the economy, embracing opportunities for
diversifying and strengthening our economic base.
Consultation
CEO
Patience Transport
Redland Mining Pty Ltd
Comment
The use and reuse of moveable buildings is common. The downside of this trend is that the
building stock may be second-hand, may contain undesirable materials like asbestos, and may
be visually out of harmony with existing buildings in the locality. Many other local
governments are not permitting buildings within their districts which contain asbestos.
Without the appropriate controls Perenjori could become a 'dumping ground' for such
structures.
To ensure that the Council has the opportunity to consider such proposals, all applications for
moveable buildings, as defined above, shall require the Council's Planning Consent prior to
the issue of a Building Licence.
17
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Voting Requirements – Simple Majority
Officers Recommendation – Item 14072.5
That planning approval be granted to Redland Mining Pty Ltd for the installation of five
additional transportable accommodation units totalling 20 rooms at Lot 180, no. 2 Downer
Street Perenjori in accordance with the plans provided and with the following conditions;
1. All parking of vehicles such as boats and trailers associated with the guests to be
provided for within the property boundary and the street verge area is to be kept free
of such vehicles.
2. Vehicle access roads and designated car parking areas shall be constructed and
drained to a compacted gravel standard, and thereafter maintained to the approval
of the local government.
3. All stormwater is to be disposed of on-site to the approval of the local government.
4. With regard to Condition No.3 on application for a building permit a detailed design
of stormwater collection and disposal system of developed areas is to be supplied.
5. The landowner/proponent is responsible to ensure the installation and maintenance
at all times of a drainage system for the disposal of surface water which:
a)
conveys water to an appropriate outfall;
b)
avoids the entry of water into a building; and
c)
avoids water damaging the building.
6. The landowner/proponent from time to time is responsible to ensure that the
development/land use is carried out at all times to avoid the creation of a dust
nuisance.
7. Structures are not permitted to be erected above any septic tank, aerobic treatment
unit or drainage line if that structure:
a) obstructs free access to the septic tank, aerobic treatment unit or drainage line;
or
b) has walls on more than three sides.
8. Any lighting device is to be positioned and shielded as not to cause any direct,
reflected or incidental light to encroach beyond the property boundaries or cause any
glare nuisance to any nearby residents or passing motorists.
9. All mechanical service systems (including air conditioners, pool filters etc.) are to be
designed and installed to prevent emitted noise levels from exceeding the relevant
decibel levels as set out in the Environmental Protection (Noise) Regulations 1997 (as
amended).
10. Compliance with Moveable Buildings Policy.
11. The development is to comply with the National Construction Code.
12. The landowner/proponent is required to submit, along with a Building Permit
Application, the soil classification of the subject property and construction is to
achieve the requirements of the National Construction Code Series and Australian
Standard AS2870 with regard to the soil classification for the subject property.
18
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
13. Plans and specifications for the project must be deposited with the Fire and Rescue
Service of Western Australia to enable them to assess their compliance with the fire
requirements of the National Construction Code Series (Postal Address: PO Box
P1174, Perth WA 6844).
14. Adequate notification and protection must be given to adjoining properties and
buildings where compaction/vibrating equipment is to be used.
15. All operations upon this site are to comply with the requirements of the
Environmental Protection (Noise) Regulations 1997 and the Environmental Protection
Act in respect to noise emissions. No activities associated with the construction,
establishment or installation of the development/land use shall take place between
the hours of 5:00pm and 7:00am unless otherwise approved in writing by the local
government.
16. The landowner/proponent is to comply with the Health (Public Buildings) Regulations
1992. In addition to this planning approval, the landowner/proponent is to submit an
application to construct/alter a public building, and is to obtain approval to that
application before proceeding.
17. The landowner/proponent is advised that the development will require the
installation of a septic tank, which requires the approval of the local government
pursuant to the Health (Treatment of Sewerage and Disposal of Effluent and Liquid
Waste) Regulations 1974. The landowner/proponent is advised that septic tanks will
not be approved closer than 1.2m to the foundations of any building, or the boundary
of any lot. Disposal systems (ie. soakwell, leach drain) are not to be closer than 1.8m
to any boundary of a lot, building, septic tank or disposal system.
COUNCIL RESOLUTION – ITEM 14072.5
Moved: Cr G Reid
Seconded: Cr H Wass
That planning approval be granted to Redland Mining Pty Ltd for the installation of five
additional transportable accommodation units totalling 20 rooms at Lot 180, no. 2 Downer
Street Perenjori in accordance with the plans provided and with the following conditions;
1. All parking of vehicles such as boats and trailers associated with the guests to be
provided for within the property boundary and the street verge area is to be kept
free of such vehicles.
2. Vehicle access roads and designated car parking areas shall be constructed and
drained to a compacted gravel standard, and thereafter maintained to the approval
of the local government.
3. All stormwater is to be disposed of on-site to the approval of the local government.
4. With regard to Condition No.3 on application for a building permit a detailed design
of stormwater collection and disposal system of developed areas is to be supplied.
5. The landowner/proponent is responsible to ensure the installation and
maintenance at all times of a drainage system for the disposal of surface water
which:
d)
conveys water to an appropriate outfall;
19
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
e)
f)
avoids the entry of water into a building; and
avoids water damaging the building.
6. The landowner/proponent from time to time is responsible to ensure that the
development/land use is carried out at all times to avoid the creation of a dust
nuisance.
7. Structures are not permitted to be erected above any septic tank, aerobic
treatment unit or drainage line if that structure:
c) obstructs free access to the septic tank, aerobic treatment unit or drainage line;
or
d) has walls on more than three sides.
8. Any lighting device is to be positioned and shielded as not to cause any direct,
reflected or incidental light to encroach beyond the property boundaries or cause
any glare nuisance to any nearby residents or passing motorists.
9. All mechanical service systems (including air conditioners, pool filters etc.) are to be
designed and installed to prevent emitted noise levels from exceeding the relevant
decibel levels as set out in the Environmental Protection (Noise) Regulations 1997
(as amended).
10. Compliance with Moveable Buildings Policy.
11. The development is to comply with the National Construction Code.
12. The landowner/proponent is required to submit, along with a Building Permit
Application, the soil classification of the subject property and construction is to
achieve the requirements of the National Construction Code Series and Australian
Standard AS2870 with regard to the soil classification for the subject property.
13. Plans and specifications for the project must be deposited with the Fire and Rescue
Service of Western Australia to enable them to assess their compliance with the fire
requirements of the National Construction Code Series (Postal Address: PO Box
P1174, Perth WA 6844).
14. Adequate notification and protection must be given to adjoining properties and
buildings where compaction/vibrating equipment is to be used.
15. All operations upon this site are to comply with the requirements of the
Environmental Protection (Noise) Regulations 1997 and the Environmental
Protection Act in respect to noise emissions. No activities associated with the
construction, establishment or installation of the development/land use shall take
place between the hours of 5:00pm and 7:00am unless otherwise approved in
writing by the local government.
16. The landowner/proponent is to comply with the Health (Public Buildings)
Regulations 1992. In addition to this planning approval, the landowner/proponent
is to submit an application to construct/alter a public building, and is to obtain
approval to that application before proceeding.
17. The landowner/proponent is advised that the development will require the
installation of a septic tank, which requires the approval of the local government
pursuant to the Health (Treatment of Sewerage and Disposal of Effluent and Liquid
20
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Waste) Regulations 1974. The landowner/proponent is advised that septic tanks
will not be approved closer than 1.2m to the foundations of any building, or the
boundary of any lot. Disposal systems (ie. soakwell, leach drain) are not to be
closer than 1.8m to any boundary of a lot, building, septic tank or disposal system.
Carried: 7/0
Cr Cunningham declared a financial interest in the next item 14072.6. As he maybe engaged
in excavation works from the applicant.
2.16pm Cr J Cunningham left the meeting.
14072.6
APPLICATION FOR MISCELLANEOUS LICENCE – SINOSTEEL
APPLICANT:
SINOSTEEL MIDWEST CORPORATION LIMITED
FILE:
ADM 0216
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
PETER MONEY – MCDS
RESPONSIBLE OFFICER:
PETER MONEY – MCDS
REPORT DATE:
17th JULY 2014
ATTACHMENTS:
MAPS
Executive Summary
This report recommends that Council acknowledges the application a miscellaneous mining
license 59/148 for Sinosteel Midwest Corporation Limited and recommends to the DMP that
certain conditions be imposed
Background
Correspondence has been received from Hetherington Exploration & Mining Title Services
advising the Shire that an application for a miscellaneous license that has been submitted to
the Department of Mines and Petroleum (DMP) on behalf of Sinosteel Midwest Corporation
Limited. The licence number is 59/148.
All applicants have a requirement to notify the respective local government of applications
for the licences. They have provided location plans detailing land area to be explored.
Details of the application is attached to this report.
Statutory Environment
Mining Act 1978
33. Application for mining tenement by permit holder
1) Subject to subsection (1a), where an application is made in accordance with this Act for a
mining tenement that relates to private land notice of the application shall be given in the
prescribed manner by the applicant to —
a) The Chief Executive Officer of the local government;
b) The owner and occupier of the private land;
c) Each mortgagee of the land under a mortgage endorsed or noted on the title or land
register or record relating to that land, but if there is no occupier of the land, or no such
21
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
occupier can be found, the notice of the application shall be affixed in some conspicuous
manner on the land
Policy Implications
Nil
Financial Implications
Nil
Strategic Implications
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs
Consultation
Nil
Comment
Whilst Council has minimal power over whether exploration licences are approved or not it is
recommended that certain conditions be presented
Voting Requirements – Simple Majority
Officers Recommendation – Item 14072.6
That Council acknowledges the application for Miscellaneous Licenses 59/148 from Sinosteel
Midwest Corporation Limited and requests that conditions 2, 527, 606, 607, 608, , 610, 612 of the
DMP Standard Conditions/Endorsements be imposed by the Department of Mines and Petroleum
if the licence is to be issued:
1. The lessee notifying the holder of any underlying pastoral or grazing lease by telephone or
in person, or by registered post if contact cannot be made, prior to undertaking airborne
geophysical surveys or any ground disturbing activities utilising equipment such as
scrapers, graders, bulldozers, backhoes, drilling rigs; water carting equipment or other
mechanised equipment.
2. The lessee's attention is drawn to the Environmental Protection Act 1986 and the
Environmental Protection (Clearing of Native Vegetation) Regulations 2004, which
provides for the protection of all native vegetation from damage unless prior permission is
obtained
3. The lessee attention is drawn to the provisions of the:
· Waterways Conservation Act, 1976
· Rights in Water and Irrigation Act, 1914
· Metropolitan Water Supply, Sewerage and Drainage Act, 1909
· Country Areas Water Supply Act, 1947
· Water Agencies (Powers) Act 1984
· Water Resources Legislation Amendment Act 2007
22
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Ordinary Council Meeting
17TH July 2014
MINUTES
4. The rights of ingress to and egress from the mining tenement being at all reasonable times
preserved to officers of Department of Water (DoW) for inspection and investigation
purposes.
5. The storage and disposal of petroleum hydrocarbons, chemicals and potentially hazardous
substances being in accordance with the current published version of the DoWs relevant
Water Quality Protection Notes and Guidelines for mining and mineral processing
6. The abstraction of groundwater from an artesian well and the construction, enlargement,
deepening or altering of any artesian well is prohibited unless a current licence for these
activities has been issued by the DoW.
7. Advice shall be sought from the DoW if proposing any option within a defined waterway
and within a lateral distance of:
· 50 metres from the outer-most water dependent vegetation of any perennial waterway, and
· 30 metres from the outer-most water dependent vegetation of any seasonal waterway.
COUNCIL RESOLUTION – ITEM 14062.6
Moved: Cr L Butler
Seconded: Cr H Wass
That Council acknowledges the application for Miscellaneous Licenses 59/148 from
Sinosteel Midwest Corporation Limited and requests that conditions 2, 527, 606, 607, 608, ,
610, 612 of the DMP Standard Conditions/Endorsements be imposed by the Department of
Mines and Petroleum if the licence is to be issued:
1. The lessee notifying the holder of any underlying pastoral or grazing lease by
telephone or in person, or by registered post if contact cannot be made, prior to
undertaking airborne geophysical surveys or any ground disturbing activities
utilising equipment such as scrapers, graders, bulldozers, backhoes, drilling rigs;
water carting equipment or other mechanised equipment.
2. The lessee's attention is drawn to the Environmental Protection Act 1986 and the
Environmental Protection (Clearing of Native Vegetation) Regulations 2004, which
provides for the protection of all native vegetation from damage unless prior
permission is obtained
3. The lessee attention is drawn to the provisions of the:
· Waterways Conservation Act, 1976
· Rights in Water and Irrigation Act, 1914
· Metropolitan Water Supply, Sewerage and Drainage Act, 1909
· Country Areas Water Supply Act, 1947
· Water Agencies (Powers) Act 1984
· Water Resources Legislation Amendment Act 2007
23
Shire of Perenjori
Ordinary Council Meeting
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MINUTES
4. The rights of ingress to and egress from the mining tenement being at all
reasonable times preserved to officers of Department of Water (DoW) for
inspection and investigation purposes.
5. The storage and disposal of petroleum hydrocarbons, chemicals and potentially
hazardous substances being in accordance with the current published version of the
DoWs relevant Water Quality Protection Notes and Guidelines for mining and
mineral processing
6. The abstraction of groundwater from an artesian well and the construction,
enlargement, deepening or altering of any artesian well is prohibited unless a
current licence for these activities has been issued by the DoW.
7. Advice shall be sought from the DoW if proposing any option within a defined
waterway and within a lateral distance of:
· 50 metres from the outer-most water dependent vegetation of any perennial
waterway, and
· 30 metres from the outer-most water dependent vegetation of any seasonal
waterway.
Carried: 6/0
Cr J Cunningham re-entered meeting at 2.18pm
14073
ECONOMIC AND COMMUNITY DEVELOPMENT
14073.1
BLUES FOR THE BUSH CONCERT AND OPEN DAY PROGRESS REPORT
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0494
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
SAM PARKER – ECDC
RESPONSIBLE OFFICER:
ALI MILLS - CEO
REPORT DATE:
17th July 2014
ATTACHMENTS:
MILESTONE TABLE AND BLUES FOR THE BUSH SUPPLIERS
SECURED TO DATE.
Executive Summary
This item seeks Council’s acceptance of the Blues for the Bush Concert and Open Day report
for the month of June 2014.
Background
Council made a 3 year commitment to conduct of the Blues for the bush event, in partnership
with Bush Heritage Australia at the ordinary Council meeting held on the 19th December
2013, endorsing the following recommendations:
1. Council endorse the conduct of the Blues for the Bush and Community Open Day to be run
in October 2014 and furthermore in 2015 and 2016 in partnership with Bush Heritage
Australia.
2. That the Shire of Perenjori CEO be authorised to sign the MOU between Bush Heritage
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Australia and Shire of Perenjori for 2014 -2016.
The following information provides a summary of actions to date:
Event Status:
During June, the Event Team has moved its focus from planning, into the second phase which
is the implementation of the Marketing and Promotional Plan for the event as well as
ensuring the logistics and site supply requirements of the event are in place.
Site planning has been a focus this past month with the newly contracted Site Manager
visiting Charles Darwin Reserve to conduct a thorough audit of the site. The Event Team used
this visit to develop an initial scope for the event site and also to discuss the creative aspects
for both the program and event site.
June has seen the Marketing and Media schedule for the event being rolled-out with steps in
place to ensure the promotional campaign (from July-October) will be implemented
smoothly. July will be an exciting period in the development of the event with the focus
turning from the logistical and infrastructure requirements to the creative elements that will
assist in delivering a standout event.
To date, all key Event Milestones (as per accompanying document) have been met.
Budget and Expenditure:
To date, the following income and expenditure has been registered for the event.
INCOME
$5000 Brookfield Rail
EXPENDITURE
$4285 Project Management Fees
$1940 Marketing and design
$150 Advertising in local print
Sponsorship:
With the start of the new financial year the sponsorship team have secured a Platinum
Sponsor for the Blues for the Bush Concert and Open Day. This sponsor is Mount Gibson
Mining Ltd and they are contributing $50,000.
Additional sponsorship that has been confirmed includes:
Aurizon
$2,000
Sinosteel
$5,000
Coates Hire
value equivalent to Bronze sponsorship (up to $9,999)
Top Iron
$5000
Key Event Logistics:
Key Event Logistics and ‘big ticket’ items are all but confirmed and locked in with suppliers.
This includes, but is not limited to:
• Ablutions
• Fencing
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• Event Security
• Waste Management
• Stage & Sound Production
• Power requirements
Please refer to the accompanying detailed planning spreadsheet ‘suppliers booked to date’
which details the suppliers who have been contracted, the services/products they will provide
costs and budget area.
Bar and Catering:
The Carnamah Perenjori Football Club (CPFC) has expressed an interest in running the bar at
the event. Letters were sent out to local groups and posters placed around the Shire inviting
groups to communicate their interest. They are the only community group/organisation to
express a desire to undertake this responsibility.
The CPFC have successfully undertaken similar bar management roles in the past and as such
the Event Team are confident the organisation can provide a well-run service at the event
The Event Team will oversee the process of engagement of the bar managers to ensure all
stipulated requirements can be met. These requirements include adhering to all liquor
licensing requirements as well as the purchase of alcohol for the event from a local supplier.
Angela the events Catering Coordinator and Theaker, Creative Director, have developed a
vision for the catering ‘hub’ at the event. This will be shown in more detail in the site Plan at a
later date however it encourages communal dining in a well shaded area (during the day)
with festive bunting and lighting used to create a ‘carnival’ or ‘laneway’ feel.
To date food options for the event will include:
• Mexican fare
• Wood fired pizza
• Gourmet Burgers
• Vegetarian & vegan food (salads, curries and pasta dishes)
• Freshly squeezed juices and smoothies and fresh brewed coffee
• Ice cream
Angela has been in contact with a catering company from Kellerberrin who are capable of
providing goods and services to the VIP’s at the event as well as holding a food stall (gourmet
burgers). They also plan on offering breakfasts on Sunday morning. VIP menu options will be
confirmed in the coming weeks.
Site Development and Safety:
The visit to the Event Site has led to the development of the first version of the Site Plan. The
Site Manager is currently formatting the plan to ensure it is a comprehensive and user
friendly document that can be applied to the many necessary different applications. The
updated version of the Site Plan will be presented to the Steering Committee by the 14th of
July.
It will then be reviewed by the Steering Committee, before being sent through to LGIS for
feedback to ensure the event meets the requirements of the insurance being providing.
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The main changes expected in the development of the event site, as compared to the 2013
event are:
• The combination of the day and night event sites into the one arena.
• The inclusion of less intrusive fencing materials instead of the high weld mesh panels used
in 2013.
• A catering ‘hub’.
• Open vistas and the natural bushland incorporated into the design.
• Creative use of lighting.
Ticket Sales:
The ticketing platform ‘EventBrite’ has been set up as an easy and accessible option for
people to purchase their tickets online. Tickets will automatically go on sale from 9.00am on
the 1st July 2014. Last year, we sold 700 tickets. This year our aim is to issue 1,000.
‘EventBrite’ is a proven and robust platform that, amongst other features, will allow attendee
data to be collected for future use.
A meeting has been planned with the Event Manager and Shire of Perenjori administrative
and finance staff to ensure the manual ticketing system works just as well.
Ticket prices have been set at $50 for adults and $15 for children (4-17). Tickets include event
entry (no meal voucher). There is only the one type of ticket for sale. VIP tickets will be
distributed at the discretion of the Steering Committee and Project Sponsors.
Ticket sales are not expected until the marketing campaign is in full swing.
Program:
The first draft of the Open Day program is attached. This has been developed with the
direction and input from the Creative Director and Steering Committee. Key note speakers
are due to come on board in the near future enabling the Gundawa program to be finalised.
The program contains these key areas or themes:
• Children’s Entertainment & Youth Tent
• The Gundawa Program ‘Collaboration across landscapes’
• The Good Life – ‘The butcher, the baker and the candlestick maker’
• Event Hub – official opening, afternoon tea and displays
• Reserve Tours
The lineup for the concert has been confirmed, and has one space available to open the
Show. The Event Team is seeking a local act to fill this spot and is in discussions with some
possible performers.
The concert will include performances from:
• The Yearlings & Sara Tindley (SA)
• Chris Russell’s Chicken Walk (VIC)
• Hat Fitz and Cara (QLD)
• Junior Bowles & Band (WA)
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Marketing:
The Marketing and Communications Plan is now being implemented. The concentration of
marketing and media activities will be in line with the Ticket Sales period being from 1st July
to the event.
The www.bluesforthebush.org.au website has been redeveloped and will continue to be
updated in the lead up to the event. The first media release for the event was distributed on
the 30th June. A well thought out and staggered approach will be adopted in relation to the
announcement of the concert performers and key elements of the open day. These
announcements will happen concurrently across all identified media channels to ensure
maximum exposure.
During July, the marketing of the event will focus on selling tickets and will include paid
advertising in the Mid-West Times and Geraldton Guardian as well as Facebook campaigns,
poster campaigns and competitions.
Key Milestones:
Key milestones achieved for this project this past month, as per the attached document,
include:
• 1st Draft of the Open Day Program (as accompanying)
• 1st Site Plan Developed (will be available for distribution from 14th July)
• Key Suppliers Confirmed
• Blues for the Bush Concert Line Up Confirmed
In July, the Event Team will aim to meet these milestones:
• Tickets on Sale from 1st July
• Registration system for the Reserve Tours
In addition to the above milestones, the Event Team will progress with:
• Implementing the Marketing Campaign;
• Developing VIP invites for distribution;
• Confirmation of Open Day program and securing key speakers;
• Finalising the partnership with the proposed Bar Managers;
• Developing the concept for VIP hospitality at the event;
• Engaging with the caterers to ensure all necessary compliance documents are completed.
Statutory Environment
Nil
Policy Implications
Nil
Financial Implications
There will be financial implications for the 2014/15 budget, for $40,000, and proposed equal
commitments for 2015/16 and 2016/17 budgets.
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Strategic Implications
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs.
Area 2: Industry and Business Development – Our Economy
Goal: Fostering and maximising growth across the economy, embracing opportunities for
diversifying and strengthening our economic base.
Area 3: People and place – Our Community
Goal: Demonstrating a high quality of life for all, offering relevant activities, facilities, and
services to enable people to meet their needs and achieve their potential.
Area 4: Investing in Community Capacity – Civic Leadership
Goal: Supporting community’s strong volunteering culture and supporting community leaders
to grow and develop.
Consultation
Bush Heritage Australia, Left of Centre, ECDC, CEO
Comment
There has been a big flurry of activity, as phase 2 of the plan is implemented, with a
marketing and promotional campaign being rolled out. The planning for the event is
progressing very well and with a platinum sponsor on board this is a great result, and puts the
event in a great position.
Voting Requirements – Simple Majority
Officers Recommendation – Item 14073.1
That Council receive the Blues for the Bush report for June 2014 as presented.
COUNCIL RESOLUTION – ITEM 14073.1
Moved: Cr J Hirsch
Seconded: Cr H Wass
That Council receive the Blues for the Bush report for June 2014 as presented
Carried: 7/0
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14074
INFRASTRUCTURE SERVICES
14074.1
ROAD MAINTENANCE JUNE 2014
APPLICANT:
SHIRE OF PERENJORI
FILE:
R200
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
KEN MARKHAM – MIS
RESPONSIBLE OFFICER:
KEN MARKHAM – MIS
REPORT DATE:
9th JULY 2014
ATTACHMENTS:
MAP
Executive Summary
Listed are the roads graded for the month of June 2014.
Warriedar Coppermine road
Farrs road
Old Well road
Taylors road
Summers road
Forte road
Rowe road
Metcalfe road
Chappel road
Keegan road
Cannon East road
Solomon road
Lochada road
Rowe road
Background
Nil
Statutory Environment
Local Government Act 1995 S3.1 – the general function of Local Government is to provide for
the good government of people in its district.
Policy Implications
Nil
Financial Implications
As per road maintenance budget
Strategic Implications
Area 1: Infrastructure and Natural Assets – Our Natural and Built Environment
Goal: A Community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs
Consultation
Works Supervisor
Maintenance Crew
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Comment
Maintenance grading carried out for the month of June was done by Council graders and a
contractor.
Voting Requirements – Simple Majority
Officers and Committees Recommendation – Item 14074.1
That the road maintenance report for June 2014 be accepted as presented.
COUNCIL RESOLUTION – ITEM 14074.1
Moved: Cr G Reid
Seconded: Cr P Waterhouse
That the road maintenance report for June 2014 be accepted as presented.
Carried: 7\0
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14074.2
PROPOSED PLANT REPLACEMENT BUDGET
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0339
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
KEN MARKHAM – MIS
RESPONSIBLE OFFICER:
KEN MARKHAM – MIS
REPORT DATE:
9th JULY 2014
ATTACHMENTS:
SPREADSHEET
Executive Summary
The 10 year plant replacement budget has been reviewed and is being presented for
endorsement for the 2014/2015 financial year.
Background
The 10 year Plant replacement program was developed to assist the Perenjori Shire Council
with the management of its plant and vehicle fleet, providing optimum replacement
timeframes.
The following changes have been made to the plant replacement budget.

A new ride on mower has been added to the budget for the Latham Golf Club.

A set of gang mowers for the Perenjori oval/ hockey grounds.

The Community bus has been included in the plant replacement spreadsheet
but will be partly funded from the Community Bus Reserve.
To accommodate these additions, two utilities have been moved to the 2015/16 financial
year.
The replacement of the grader, which is Council owned, has been deferred.
The Chief Executive Officers vehicle is now scheduled for replacement every two years.
The other vehicle scheduled for replacement is the gardeners Hino tipper.
The Manager Corporate and Development Services vehicle has been deferred for one year.
Statutory Environment
Local Government Act 1995 S3.1 – the general function of Local Government is to provide for
the good government of people in its district.
Policy Implications
Nil
Financial Implications
The Community bus is to be funded partly from the Community bus reserve. There is also an
allocation of $50,000 from a grant.
$54,000 will be transferred from Plant Reserve, to cover the Tipper and Mower (part of)
Council will need to contribute $45,000 overall to cover the shortfall.
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Strategic Implications
Area 1: Infrastructure and Natural Assets – Our Natural and Built Environment
Goal: A Community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs
Consultation
Works Supervisor
Chief Executive Officer
Comment
The addition of a new ride on mower for the Latham Golf Club is due to the current machines
becoming increasingly unreliable and requiring extensive repairs to keep them going. The
proposal for a set of gang mowers for the oval and hockey ground is to significantly reduce
the time the gardener spends on mowing these two areas with the current mower. It is
proposed to keep the existing mower for use in the other areas of the Parks and gardens.
This would be scheduled for replacement in the 2015/16 financial year.
After consulting with the CEO, it was decided to change CEO vehicle every two years. The
community bus has been included in the schedule and hopefully a grant can be secured to
assist with the replacement. There are some funds in the reserve, but for the last 4- 5 years
we have obtained prices to replace the bus and have not had sufficient funds. The Volvo
grader is due for replacement but has been deferred to the 2015/16 financial year. The
Manager of Corporate and Development Services vehicle has also been deferred.
Voting Requirements – Simple Majority
Officers and Committee Recommendation – Item 14074.2
That Council endorse the proposed 10 year plant replacement program for 2014/2015
financial year.
COUNCIL RESOLUTION – ITEM 14074.2
Moved: Cr J Hirsch
Seconded: Cr J Cunningham
That Council endorse the proposed 10 year plant replacement program for 2014/2015
financial year.
Carried: 7\0
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2.38pm David Fong leaves meeting
14074.3
DRAFT ROAD PROGRAM 2014/15
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0339
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
KEN MARKHAM – MIS
RESPONSIBLE OFFICER:
KEN MARKHAM – MIS
REPORT DATE:
9th JULY 2014
ATTACHMENTS:
SPREADSHEET
Executive Summary
This report seeks Council endorsement of the Road Program for 2014/2015.
Background
A draft road program for the 2014/15 financial year was prepared for review by the Plant and
Works Committee at the June Plant & Works meeting for recommendation to Council. At the
time of the June meeting, information from Main Roads regarding funding for Regional Road
Group projects had not been forthcoming.
Each year a draft road program is presented to Council for consideration and adoption for the
upcoming financial year.
Council has received formal notification that three projects have not been funded through
the Regional Road Group allocations for the 2014/15 financial year. This is due to State
government cuts to the funding.
The three projects were:
 Perenjori Rothsay road, slk 29 – 32.2km. $450,000
 Perenjori Rothsay road, slk 32.2 – 35.5km. $450,000
 Boundary road – seal widening. $450,000
With the loss of these projects, a revised proposed road program for the 2014/15 financial
year is being presented to Council for endorsement.
Statutory Environment
Local Government Act 1995 S3.1 – the general function of Local Government is to provide for
the good government of people in its district.
Policy Implications
Nil
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Financial Implications
The proposed budget for the 2014/15 road program is currently at $2.5450 million dollars of
which Council needs to allocate $1,396,130 of Council and FAG’s money
Strategic Implications
Area 1: Infrastructure and Natural Assets – Our Natural and Built Environment
Goal: A Community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs
Consultation
Main Roads
CEO
Council
Comment
The three projects that did not receive funding have been listed as reserve. This means that
depending on their score, they may become eligible for funding if other Local Governments
were to withdrawal projects.
This could cause issues as the Council needs to find 1/3 funding for each project. The better
option would be to re- submit the three projects for the 2015/16 financial year.
Voting Requirements – Simple Majority
Officers and Committee Recommendation – Item 14074.3
That Council endorse the Road Program for 2014/15 for the 2014/15 budget.
2.41pm David Fong re- enters meeting
COUNCIL RESOLUTION – ITEM 14074.3
Moved: Cr L Butler
Seconded: Cr P Waterhouse
That Council endorse the Road Program for 2014/15 for the 2014/15 budget.
Carried: 7\0
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14075
GOVERNANCE
2.45pm Cr P Waterhouse leaves meeting
2.47pm Cr P Waterhouse re-enters meeting
2.48pm Cr L Butler leaves meeting
2.50pm Cr L Butler re-enters meeting
14075.1 SHIRES OF MORAWA AND PERENJORI STRATEGIC WASTE MANAGEMENT
PLAN 2014-2018
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0214
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS - CEO
RESPONSIBLE OFFICER:
ALI MILLS -CEO
REPORT DATE:
17TH JULY 2014
ATTACHMENTS:
The Shire of Morawa –
Management Plan 2014-2018
Perenjori
Strategic
Waste
Executive Summary
The purpose of this report is for Council to consider the following;
 Endorsement of the presented Shires of Morawa and Perenjori Strategic Waste
Management Plan (SWMP) 2014 – 2018 to rationalise and improve the Shire of
Morawa and Perenjori waste management infrastructure and services.
 Consider if any changes to the recommendations and recommended actions are
required to the plan.
 The Shire of Perenjori formally resolves to become a regional grouping known as the
Shires of Morawa and Perenjori Regional Waste Group for the purpose of addressing
waste management in the Shires of Morawa and Perenjori
 The Shire of Perenjori appoints its Chief Executive Officer to form a Regional Waste
Group with the Shire of Morawa.
Background
The Shires of Morawa and Perenjori landfills are reaching capacity and as a means of
resolving the issue the Shires have developed a Strategic Waste Management Plan (SWMP)
with assistance from Dallywater Consultancy utilising funding received from the Waste
Authority.
The Waste Authority is a statutory body established under the Waste Avoidance and
Resource Recovery Act 2007 and has funding programmes available to regional grouping of
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local government authorities to provide regional waste management solutions. Regional
grouping can be a minimum of two local authorities.
Hence the Shire of Morawa and Perenjori jointly applied and were successful in obtaining a
grant from the Waste Authority to have the SWMP developed. The purpose of developing the
SWMP was not only to provide a strategy for resolving waste management in the two shires
but also as a mechanism to make a funding application to the Waste Authority for the
formation of a sub-regional landfill within the Shires of Morawa and Perenjori.
Development of the Morawa- Perenjori SWMP has been extracted from the previous
Midwest Regional Council SWMP 2009-2013 which has not yet been implemented due to a
lack a funding and resources.
Discussions have been held between the Shires of Morawa and Perenjori Chief Executive
Officers to formalise the SWMP plan.
Further discussion with The Waste Authority regarding the forming of a regional grouping for
the two shires to deal with the waste management issue was approved by the authority with
funding of $5000 being allocated for the development of the SWMP.
To formalise the funding final approval of the establishment of a Morawa Perenjori Regional
Council Group is required along with the endorsement of the SWMP document in the
presented format.
The Executive summary on page three and four of the SWMP provides detail of the reasons
for and purpose of how the plan can be utilised to rationalise and improve the region’s waste
management infrastructure and services by:
Closing the Morawa, Perenjori and Latham landfills to the public and constructing
a Resource Recovery Park(RRP) and Subregional Landfill;
Constructing Materials Transfer Stations (MTSs) to Morawa and Perenjori and
Drop Off Centres (DOCs) to all the town sites; and
Implementing a hook lift bin system to service the MTSs and DOCs (and eventually
other local government and industry customers).
Undertaking education programs to enhance the implementation of the waste
minimisation programs and initiatives.
Preparing Waste Minimisation Plans for both LG operations.
Developing a formal regional waste management cooperation to manage the
rationalisation process.
Enhancing regional recycling and avoidance via development and application of
financial incentives for segregated or “clean stream” loads at the gates of all
facilities.”
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The development of the RRP and landfill, construction of the MTSs and DOCs and
implementation of the hook lift collection system are the most critical aspects as without
these, the majority of the remaining activities either cannot be progressed or will not
progress at a rate commensurate with the State’s diversion and minimisation efforts.
A further application to fund these activities has been submitted to the Waste Authority.
Details of the submitted application are in an accompanying report to Council.
Statutory Environment
Local Government Act 1995
Waste Avoidance and Resource Recovery Act 2007
Policy Implications
Nil
Financial Implications
Subject to further funding from the Authority and 2014-15 Council budget considerations, the
SWMP will form a strategy towards resolving waste issues for the Shires of Morawa and
Perenjori.
Strategic Implications
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs.
Consultation
Council has been kept informed of the need for and progress of this strategy
Dallywater Consulting
Shire of Morawa
Comment
The opportunity for funding provided the need to progress the planning along with each Shire
receiving notices from the State Government Industry Regulation team regarding noncompliance issues within our facilities. The existing facilities for Perenjori and Morawa do not
meet current standards, with significant resources required to get them to base level of what
is required. It is timely to now move towards a more sustainable solution working
cooperatively with the Shire of Morawa to tap into regional funding.
Council not participating in the SWMP could lead to the closing of the landfill by the
Department of Environment and Regulation at a greater cost to Council as the waste will have
to be transported to a landfill in another authority. Additionally being involved in the regional
process should lead to Council reducing the cost of waste management in the future.
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Voting Requirements – Simple Majority
Officers Recommendation – Item 14075.1
That Council:
1. Resolves to formally become a regional grouping known as the Shire of MorawaPerenjori Regional Waste Group for the purpose of addressing waste management in
the Shires of Morawa and Perenjori.
2. Endorse “The Shire of Morawa-Perenjori Strategic Waste Management Plan (SWMP)
2014 – 2018” (June 2014) as presented and prepared by Dallywater Consultancy.
3. Endorses Councillor_____________________to represent the Council with the CEO
on the Shire of Morawa-Perenjori Regional Waste Group.
COUNCIL RESOLUTION – ITEM 14075.1
Moved: Cr H Wass
Seconded: Cr G Reid
That Council:
1. Resolves to formally become a regional grouping known as the Shires of Morawa
and Perenjori Regional Waste Group for the purpose of addressing waste
management in the Shires of Morawa and Perenjori.
2. Endorse “The Shires of Morawa and Perenjori Strategic Waste Management Plan
(SWMP) 2014 – 2018” (June 2014) as presented and prepared by Dallywater
Consultancy.
3. Endorses Councillor J Cunningham to represent the Council with the CEO on the
Shires of Morawa and Perenjori Regional Waste Group.
Carried: 7\0
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14075.2 SHIRES OF MORAWA AND PERENJORI REGIONAL COUNCIL GROUP (RCG)
REGIONAL MATERIALS RECOVERY PROJECT – FUNDING APPLICATION
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0137
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS - CEO
RESPONSIBLE OFFICER:
ALI MILLS -CEO
REPORT DATE:
17TH JULY
ATTACHMENTS:
The Shires of Morawa and Perenjori Regional Materials
Recovery Project application to the Waste Authority
Executive Summary
The purpose of this report is for Council to endorse the “Morawa Perenjori Materials
Recovery Project funding application” and authorise the Chief Executive Officer to be a joint
signatory with the Shire of Morawa Chief Executive Officer.
Background
Councils Chief Executive Officer in liaison with the Shire of Perenjori and Dallywater
Consultants has submitted a funding application to the Waste Authority of WA, to rationalise
and improve the region’s waste management infrastructure and services.
In 2013, the Shires of Morawa and Perenjori conducted an internal assessment of their waste
management requirements and developed a Strategic Waste Management Plan (SWMP),
based on a review of the 2009 Mid -West Regional Council (MWRC) SWMP which was to
deliver a strategy to address the waste management services for several shires across the
North Midlands.
The MWRC is proceeding with a process of dissolution with actions from the review of the
SWMP sitting idle. In the absence of any regional activity stemming from the actions of that
SWMP, there is still a need to establish a subregional landfill which provides facilities to
reduce the amount of waste being sent to landfill and implement diversion systems to service
the region.
The Waste Authority of Western Australia provides a Regional Funding Program for Local
Government Authorities for Regional Groupings of local authorities to improve waste
management practices in the region. Funding approval is through an application process.
Applications are assessed on an as needs basis and project evaluation and require a
contribution of twenty percent (20%) of the total funding requested by the applicant.
The Shires of Morawa and Perenjori have submitted an application requesting one million five
hundred thousand dollars ($1.5 million) for a project which is detailed in the attached
application. Each shire has made provision for one hundred and fifty thousand dollars
($150,000) in their 2014-2015 years financial budget for the twenty percent contribution
required. The application can be withdrawn at any time.
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Councils Chief Executive Officer in liaison with the Shire of Morawa and Dallywater
Consultants submitted a funding application to the Waste Authority of WA, to rationalise and
improve the region’s waste management infrastructure and services by:
Closing the Morawa, Perenjori and Latham landfills to the public and constructing a
Resource Recovery Park(RRP) and Subregional Landfill;
Constructing Materials Transfer Stations (MTSs) to Morawa and Perenjori and Drop
Off Centres (DOCs) to all the town sites; and
Implementing a hook lift bin system to service the MTSs and DOCs (and eventually
other local government and industry customers).
Undertaking education programs to enhance the implementation of the waste
minimisation programs and initiatives.
Preparing Waste Minimisation Plans for both LG operations.
Developing a formal regional waste management cooperation to manage the
rationalisation process.
Enhancing regional recycling and avoidance via development and application of
financial incentives for segregated or “clean stream” loads at the gates of all
facilities.”
The application was required to be submitted by the 4th July 2014 to ensure it met the
timeline requirements. The Shires joined together to form an RG to source funding for key
infrastructure, plant and equipment which is described in the attached application and
detailed below.
The project consists of the following key elements:

Purchase of a parcel of land of up to 1000 hectares in size situated midway between
Perenjori and Morawa and obtaining approvals for the land to be used for the following
distinct purposes:
 Resource Recovery Park (RRP); and
 Subregional Landfill.
It is noted that while the land has not yet been purchased, the Shire of Perenjori and
Morawa are in the process of securing a site for purchase and conducting the preparatory
negotiations such that purchase and transfer of land ownership which hopefully can be
completed within 12 weeks of advice of funding approval.

Construction of an onsite materials diversion facility at the RRP including material set
down areas, materials separation and sorting area, stockpile areas, a shed for baling and
processing recyclable materials and for interim storage of baled materials, drop off bins,
bin store and waste transfer area.

Construction of a subregional Class II landfill facility to the rear of the RRP.
48
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES

Construction of transfer stations and associated drop off facilities in Perenjori and
Morawa and the provision of drop off facilities at Latham and three other small town sites
within the region;

Closure of the three Class II landfills within the region to the public; and

Purchase of a Hook lift low loader, eight 30m3 hook lift bins and 8 smaller (e.g. 10m3)
bins for the collection and movement of diverted material and 30m3 waste transfer bins
for use at the transfer stations.
In addition to the costs associated with land purchase of the RRP and landfill site, Council will
be funding the disposal elements of the project, namely;
a. Development of the new landfill including licensing, survey, clearing, fencing,
internal roads, trenches, other site works, bores, plant, equipment, compactor etc;
and
b. Hook lift bins for the transfer of waste material from the transfer stations to the
subregional landfill.
To meet the requirements of the application Council has been requested to authorise the
Chief Executive Officer from each shire to be signatories to the application.
Statutory Environment
Local Government Act 1995
Waste Avoidance and Resource Recovery Act 2007
Policy Implications
Nil
Financial Implications
Subject to further funding from the Authority and 2014-15 Council budget considerations, the
SWMP will form a strategy towards resolving waste issues for the Shires of Morawa and
Perenjori. A budget comparison for annual running costs is being prepared.
Previous data and information obtained from external sources and waste management
agencies as ‘in confidence documents’, indicate the annual cost for the two shires to
transport waste to Geraldton would be in excess of one hundred thousand dollars ($100,000
per annum)
Strategic Implications
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs.
Consultation
Council has been kept informed of the need for and progress of this strategy
49
Shire of Perenjori
Ordinary Council Meeting
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MINUTES
Comment
The application provides an opportunity for both Morawa and Perenjori Shires to address the
current deficiencies with the landfills currently operating. Without this long term solution
both Councils could find themselves in difficult positions trying to address non-compliance
issues and having to resort to expensive transporting of waste to a larger site like Geraldton.
Voting Requirements – Simple Majority
Officers Recommendation – Item 14075.2
That Council authorize the Chief Executive Officer to be a joint signatory with the Chief
Executive Officer from the Shire of Morawa for the Morawa Perenjori Materials Recovery
Project funding application 2014.
COUNCIL RESOLUTION – ITEM 14075.2
Moved: Cr J Hirsch
Seconded: Cr P Waterhouse
That Council authorize the Chief Executive Officer to be a joint signatory with the Chief
Executive Officer from the Shire of Morawa for the Morawa Perenjori Materials Recovery
Project funding application 2014.
Carried: 7\0
14075.3 YARRA YARRA CATCHMENT MANAGEMENT GROUP (YYCMG) – REQUEST
FOR SUPPORT
APPLICANT:
YYCMG
FILE:
ADM 0161
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS - CEO
RESPONSIBLE OFFICER:
ALI MILLS - CEO
REPORT DATE:
17th July 2014
ATTACHMENTS
Letter from YYCMG Chairperson
Executive Summary
This item asks Council to receive the request from the Yarra Yarra Catchment Management
Group (YYCMG) to give consideration to providing a letter of support and contributing
towards the cost of an employee to oversee the administration, maintenance and
management of the YYCMG.
Background
The Shire of Perenjori was an initial participating Shire in the Yarra Yarra Catchment Regional
Council (YYCRC) regional local government together with the Shire’s of Koorda, Morawa,
Dalwallinu, Three Springs and Wongan-Ballidu.
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Ordinary Council Meeting
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MINUTES
Each participant was making an annual contribution towards the amount necessary to meet
any deficiency in the annual budget of the YYCRC, in the following proportions:
Shire of Dalwallinu
-
Shire of Koorda
30.1%
5.2%
Shire of Morawa
-
24.7%
Shire of Perenjori
-
28.0%
Shire of Three Springs
-
8.6%
Shire of Wongan – Ballidu
3.4%
Capital contributions, if required, were to be made in the same proportions.
In 2009 the Shires of Dalwallinu, Koorda and Wongan-Ballidu withdrew from the YYCRC,
leaving the remaining three Shires to operate the Council. The YYCRC was officially dissolved
on 31 May 2014, and the YYCMG are now concerned about the ongoing maintenance and
administration of the drains, fencing, monitoring, etc.
It would appear from the letter that the Wheatbelt Catchment Alliance has not been
successful in obtaining Federal Government funding. The letter talks about contributions that
were made to the YYCRC be diverted to the YYCMG for the employment of an Independent
Catchment Coordinator. It seems the role would be quite diverse from administration to
Landcare functions, including the monitoring of drains and bores.
YYCMG are looking at establishing a Land Conservation District which may still require the
support of the original participating councils to employ a Catchment Coordinator. It should be
noted that a Land Conservation District is able to apply to levy rates from the properties
within its boundaries.
Discussions with the Chairperson of YYCMG, Peter Syme has indicated the following:
 Overall there are 16 drains to manage and monitor, with approximately
one drain in each catchment area;
 The drains need monitoring, cleaning out at least twice yearly;
 Contributions are being received from land owners ($ amounts and
numbers not stated)
 Accounts need to be sent out and followed up;
 YYCMG don’t fit NACC guidelines or funding, and they don’t currently
work together;
 YYCMG consist of approx. 5 people who are all volunteers, with the need
to grow membership.
Discussions with Northern Agricultural Catchment Council (NACC) CEO, Shelley Spriggs
indicated the following:
 Funding has been withdrawn for the Natural Resource Management
Officers who facilitated the work spoken about above;
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Shire of Perenjori
Ordinary Council Meeting
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MINUTES
 Drainage work is not well supported by the science, DAFWA or NACC in
general;
 There seems to be a shifting of State Government functions to Local
Government with increasing demands for support from such land care
type groups which could prompt the need for Local Government to
carefully think about our role in this and long term measures to address
such demands and needs in our community.
Feedback from other Shires:
 Shire of Morawa have an inclusion of financial support in their draft
budget for 2014/15 however have indicated it is likely to be
removed;
 Shire of Three Springs has stated their Council is not able to support
financially;
 Shire of Dalwallinu has indicated they are considering and have
requested a presentation by the YYMCG to Council this month;
Income generating options to support Landcare, Biodiversity requests
Councils MCDS has conducted some research into the possibility of applying a special levy, or
rate and has identified the following issues:

Section 6.37 of the Local Government Act (the Act) permits the imposition of
Specified Area Rate (SAR) for the purpose of meeting the cost of the provision of a
specific work, service or facility. This applies if the ratepayers funding the SAR have
benefitted or will benefit; have access to will have access to; have or will contribute
to the specified work, service or facility.

The funds raised from the SAR must be used for the purpose for which they were
raised – if they are not they must be refunded to the ratepayers concerned.

The difficulty with SAR is that the service or works for which the funds are raised
must be provided by the local government. The diversion of the funds to another
organisation to provide the service or work is not permitted. This is confirmed in the
s6.37 of the Act in which is states …. “for the purpose of meeting the cost of the
provision by it of a specific work, service or facility.” The ‘it’ being the local
government.
After discussion with the Department of Local Government it is suggested that a better option
for the Council may be to increase the rate in the dollar on rural properties which will provide
the income needed to fund the identified projects. A nominated percentage or a part of the
rate in the dollar for the rural rate could be quarantined each year in the budget for the
specific purposes that the Council wants to fund.
As an example the Council can specify in the budget that it is increasing the UV rural rate in
the dollar by X cents in the dollar which will raise $X which will be allocated to a special
52
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
account for expenditure on the nominated rural projects. If Council were to raise $30000 for
a year from rural properties this would equate to an approximate 7% rate rise. This would be
able to be applied this year as it falls within the advertised range of differential rates. This
amount does not take into consideration any additional discounts that may apply.
Funds raised through the collection of rates will be matched $ for $ by DAFWA.
The Shire of Dalwallinu currently invoices it’s rural rate payers to raise income to assist with
the funding of the Wild Dog Control Programme.
Current and Past Commitments to Land care, Bio diversity Projects
The Shire of Perenjori has contributed funds to the following projects in the past:

Northern Farming Futures Group
$5000

Wild Dog Control Project
$15000

YYCRC
$13000
This years proposed budget has included:

Northern Farming Futures
$5000

Wild Dog Control Budget
$20000
Statutory Environment
Local Government Act 1995
Waste Avoidance and Resource Recovery Act 2007
Policy Implications
Nil
Financial Implications
If Council would like to financially contribute an allocation would need to be made in the
2014/15 budget.
Strategic Implications
Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment
Goal: A community that develops and lives sustainably in a thriving natural and quality built
environment, which meets current and future community needs.
Consultation
Shires of Morawa, Three Springs, Dalwallinu, and Chapman Valley
NACC
YYCMG
DAFWA
Shire President
Deputy Shire President
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Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Comment
Initially the group are very keen for Council support in principal, and have requested a letter
of support for their efforts to gain State Government funding. Providing financial support
would rely on increased income for the Shire, or a cutting of another area in the budget.
There is an option for Council to consider increasing the rate in the dollar for rural properties
to 7%, which would raise income of approx. $30,000 for the year.
Voting Requirements – Simple Majority
Officers Recommendation – Item 14075.3
That Council:
1. Resolves to support the YYCMG efforts to maintain the existing drain system and
writes a letter of support formally stating this.
2. Increases rural property rates to 7% for the purpose of Land Care Management
strategies including Bio Diversity programs, and to allocate the funds raised to a
special account.
3. Seeks further information from YYCMG regarding their proposal, accountability,
funding opportunities, structure of the group including management and staffing.
At 3.21pm the Council adjourned for a short break
Council resumed its meeting at 3.35pm
COUNCIL RESOLUTION – ITEM 14075.3
Moved:
Cr J Cunningham
Seconded: Cr H Wass
Following discussion on these three recommendations, the President with consensus
of the meeting decided to move the items separately.
That Council:
1. Resolves to support the YYCMG efforts to maintain the existing drain system
and writes a letter of support formally stating this.
Moved: Cr J Hirsch
Seconded: Cr H Wass
Carried: 7/0
2. Increases rural property rates to 7% for the purpose of Land Care Management
strategies including Bio Diversity programs, and to allocate the funds raised to
a special account.
Moved: Cr J Hirsch
Seconded: Cr H Wass
Lost 7/0
3. Seeks further information from YYCMG regarding their proposal,
accountability, funding opportunities, structure of the group including
management and staffing.
Moved: Cr J Hirsch
Seconded: Cr H Wass
Carried: 7/0
54
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
14076
PROJECT STATUS REPORT
APPLICANT:
SHIRE OF PERENJORI
FILE:
NIL
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS – CEO
RESPONSIBLE OFFICER
ALI MILLS – CEO
REPORT DATE:
17th JULY 2014
ATTACHMENTS
PROJECT STATUS REPORT
SUMMARY
The project status report is provided to Council in order that actionable items are recorded
and results reported to council. Although this is information only, the project status report is
to be accepted by Council and recorded in the minutes to ensure councils are kept informed
on the progress of the work undertaken by the Shire of Perenjori.
Officers Recommendation – Item 14076
Council accepts the June 2014 Project Status Report as presented.
COUNCIL RESOLUTION – ITEM 14076
Moved:
Cr J Cunningham
Seconded: Cr L Butler
Council accepts the June 2014 Project Status Report as presented.
Carried: 7/0
14077 STATUS REPORT
APPLICANT:
SHIRE OF PERENJORI
FILE:
NIL
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS – CEO
RESPONSIBLE OFFICER
ALI MILLS – CEO
REPORT DATE:
17th JULY 2014
ATTACHMENTS
STATUS REPORT
SUMMARY
The status report is provided to Council in order that actionable items are recorded and
results reported to council. Although this is information only, the status report is to be
accepted by Council and recorded in the minutes to ensure councils are kept informed on the
progress of the work undertaken by the Shire of Perenjori.
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Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Officers Recommendation – Item 14077
Council accepts the June 2014 Status Report as presented.
COUNCIL RESOLUTION – ITEM 14077
Moved:
Cr Hirsch
Seconded: Cr L Butler
Council accepts the June 2014 Status Report as presented.
Carried: 7\0
14078
OTHER BUSINESS
14078.1
MOTIONS OF WHICH DUE NOTICE HAVE BEEN GIVEN
14078.2
QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN
14078.3
DECISION
URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY
14078.4
LATE ITEM BUDGET 2014/2015 FOR ADOPTION
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0339
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS – CEO
RESPONSIBLE OFFICER
ALI MILLS – CEO
REPORT DATE:
17th JULY 2014
ATTACHMENTS
Budget and Letter
Executive Summary
Council is asked to adopt the budget for the 2014/15 financial year.
Background
The budget has been developed by the administration to reflect decisions taken by Council,
our strategic priorities and ensuring the efficient and effective management of our assets.
Ministerial approval for differential rates has been received with an excerpt from the
confirmation letter below:
56
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Surplus
The 2013/14 Surplus is estimated to be $72,459. This is calculated as follows:
Current Assets
Unrestricted cash
$578,964
Stock
$43,707
Rates
$80,781
Sundry Debtors
$371,351
Prepayments
$3,570
Total
$1,078,373.00
Current Liabilities
Payables
($875,681)
Clearing Accounts
($67,103)
Total
($942,784)
Net Current Assets
$135,588
Estimated End of Year
Adj
($63,130)
Total
$72,459
Rates Revenue
In accordance with the requirements of the Local Government Act 1995 the Shire advertised
its proposed Differential Rates for 2014/15.
The Rating model uses the new values with a GRV rate of 7.4568, Rural UV rate of 1.8875
cents in the dollar and Mining UV rate of 33.3118 cents in the dollar. This has the effect of
increasing revenue from $2,426,491 (including Back Rates) to an estimated $2,608,428 this
represents a 6% increase overall, excluding Back Rates.
Projected rate income:
57
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
2013-2014
2014-15
2014-2015
5% rate inc
Category
7%rate inc
$1,499,566
$1,575,419
$1,605,332
$75,574
$88,081
$89,621
Mining UV Rates
$607,201
$672,674
$685,156
Mining GRV Rates
$441,934
$480,145
$489,283
$10,868
$11,194
$11,194
-$208,652
-$219,085
-$223,257
$2,426,491.00
$2,608,428.00
$2,657,329.00
Agricultural UV Rates
GRV Rates - Town sites
Payments in Lieu of Rates
Adjustments (discounts/ costs /
ESL Int)
Total Rates
*Excludes mining camp.
Rates Discounts
Council has the option of altering its current discount arrangements. The existing
arrangement provides a discount of 10% on all rates and charges including arrears, paid
within 35 days from the date of issue; this is a common arrangement (see table below)
amongst local governments. Council also provides a discount of 5% on all current rates and
charges and arrears paid in full between the day following the first due date and close of
business on the 31st December 2014.
Financial Assistance Grants (FAGS) – General Purpose
FAGS grants are Federal Grants to Local Government delivered via a State based Local
Government Grants Commission. Funding is distributed in two components, the first of which
is General Purpose funding.
General Purpose funding which is delivered by a complex series of calculations based around
“horizontal equalisation” to ensure that small local governments retain the capacity to deliver
services.
2011-12
2012-13
2013-14
2014-15
FAGS Grant
$741,460
$852,679
$945,198
$1,016,681
Advance Paid
$185,365
$391,172
$442,561
$0
Balance
$556,095
$461,507
$502,637
$1,016,681
Financial Assistance Grants (FAGS) – Untied Road Grant
Untied Road Grants are provided based on the asset preservation model. The information
provided by Local Governments to Main Roads through the Roman’s Road Database is
collated by the Grants Commission. The funding is required to maintain that asset base is
58
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
calculated to ensure Local Governments receive a share based on their proportion of the
asset base.
2011-12
2012-13
2013-14
2014-15
Untied Road Grant
$743,648
$762,814
$814,492
$815,106
Advance Paid
$185,912
$437,616
$437,575
$0
Balance
$557,736
$325,198
$376,917
$815,106
Fees and Charges
Fees and charges have been reviewed with the following areas requiring changes:
 Rubbish Fees have been increased from $300 to $310 for residential services and
$300 to $330 for commercial services. A cost recovery approach has been continued
for this service with a slight increase for this year.
Most other fees have been left as per 2013/14 fees schedule.
Significant Projects
The Draft Budget will include a number of significant projects. Continuing projects from
2013-14 and include:
 Business Incubator project

The Perenjori Early Childhood Centre

Community Bus

Staff Housing units through the Regional CLGF component;

Telecommunication Towers

The extensive road program

Work to upgrade existing staff housing
Significant new projects in 2014-15 include:
FUNDING PROPOSALS FOR PROJECTS:
PROJECT
Reserve
Other Funds
Loan
TOTAL
Business Incubator project
0
$158,000 (CLGF)from
$255,000
$420,000
Caravan Park Ablutions
0
$39,000 (Mt Gibson)
$50,000
$11,000 (Mt Gibson)
Caravan Park Fencing
PECC
0
$600,000 (MWIP)
$200,000 (Mt Gibson)
59
$130,
000
$1,787,00
0
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
$50,000 (Karara)
$400,000 (CLGF reg)
$105,000 (CLGF Loc)
$300,000 (Lotterywest)
$1,655,000
Staff Housing Units
$99,395
$148,228
$410,000
(CLGF)
From $311,000
Telecommunications Towers
0
$150,000 (CLGF)
$230,000
$80,000 (Mt Gibson)
Depot Office Upgrade
0
$50,000 (Mt Gibson)
$38,103
$100,000 (Mt Gibson)
$50,000
Cleaning Storage and
Amenities
Caron Dam – Re-Roofing
$100,
000
38,103
The following funding sources will assist with these costs:
 Mt Gibson Infrastructure funds 2014/15 - $50,000, allocated to the Capital Depot
Office, $50,000 allocated to Caravan Park Capital Expenditure (Ablution, Apron,
Fencing), and $100,000 allocated to Caron Dam’s Roof Project.

Mt Gibson Infrastructure Funds 2013/4 allocated to Telecommunications $80,000 and
Roads $120,000

Mt Gibson Infrastructure Funds 2012/13 - $200,000, allocated to PECC,
Roads Program
The roads program for 14/15 has been revised from $3.7 m to $2.545 m to assist with the
balancing of the budget and includes:
 Direct Grant of $164,200

Regional Road Group funding of $556,000

Roads to Recovery funding of $363,163

Black Spot funding of $65,567

Untied Road Grant of $815,106

Council funds of $581,024 compared to previous of $894,341 budgeted.
This brings the total cost of the program for 2014/15 to $2,545,060
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Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Plant Replacement Program
Plant replacement is in accordance with the 10 year plan and includes:
 Replacement of Hino Tipper

New Community Bus

New Gang Mower

New Ride on Mower
The budget has included $54,000 to be used from the Plant Reserve. The Plant Reserve will
have an estimated closing balance of $220,941.
Debentures
The Budget is proposing the following new loans to fund the Council contribution for the
following major projects:
PECC: $130,000
Caron Dam: $100,000
Operational Expenses
Staffing
No new positions are being proposed.
The Trainee Admin position will be continued to target local young people providing a career
path opportunity into Local Government, and the Shire of Perenjori with a trained officer on
completion if required.
Cleaning Staff – Cleaning staff numbers and hours have been reduced to reflect the reduced
occupancy of the Mid West Transportable Units from October 2014 and better efficiency in
other areas.
Elected Members Fees and Allowances
Elected Members Fees and Allowances have been kept the same as the previous year:
Moved: Cr J Cunningham
Seconded: Cr P Waterhouse
Carried: 7\0
1. That Council adopts the proposed – Allowances and expenses
Carried: 7/0 by Absolute Majority
RECIPIENT
MINIMUM
MAXIMUM
Perenjori Proposed
President
$88
$463
$370
Councillor (other than President)
$88
$225
$150
2. Committee Meeting and Prescribed Meeting Attendance Fees – Per Meeting
RECIPIENT
MINIMUM
61
MAXIMUM
Perenjori Proposed
Shire of Perenjori
Ordinary Council Meeting
17TH July 2014
MINUTES
Council member including President $44
$113
$100
3. Annual Allowance for a President
RECIPIENT
MINIMUM
MAXIMUM
Perenjori Proposed
President
$500
$19,000
$19,000
4. Annual Allowance for a Deputy President
RECIPIENT
AMOUNT
Perenjori Proposed
Deputy President
25 per cent
$4,750
5. Expenses to be Reimbursed
Travel costs to be calculated at the same rate applicable to the reimbursement of travel 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.
Statutory Environment
Local Government Act 1995 S6.2 sets out the requirement for an annual budget as follows:
6.2.
Local government to prepare annual budget
(1)
During the period from 1 June in a financial year to 31 August in the next financial
year, or such extended time as the Minister allows, each local government is to
prepare and adopt*, in the form and manner prescribed, a budget for its municipal
fund for the financial year ending on the 30 June next following that 31 August.
* Absolute majority required.
(2)
In the preparation of the annual budget the local government is to have regard to
the contents of the plan for the future of the district made in accordance with
section 5.56 and to prepare a detailed estimate for the current year of —
(a)
the expenditure by the local government;
(b)
the revenue and income, independent of general rates, of the local
government; and
(c)
the amount required to make up the deficiency, if any, shown by comparing
the estimated expenditure with the estimated revenue and income.
(3)
For the purposes of subsections (2)(a) and (b) all expenditure, revenue and income
of the local government is to be taken into account unless otherwise prescribed.
(4)
The annual budget is to incorporate —
(a)
particulars of the estimated expenditure proposed to be incurred by the
local government;
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(b)
detailed information relating to the rates and service charges which will
apply to land within the district including —
(i)
the amount it is estimated will be yielded by the general rate; and
(ii)
(c)
(d)
(e)
(f)
(g)
the rate of interest (if any) to be charged by the local government
on unpaid rates and service charges;
the fees and charges proposed to be imposed by the local government;
the particulars of borrowings and other financial accommodation proposed
to be entered into by the local government;
details of the amounts to be set aside in, or used from, reserve accounts
and of the purpose for which they are to be set aside or used;
particulars of proposed land transactions and trading undertakings (as
those terms are defined in and for the purpose of section 3.59) of the local
government; and
such other matters as are prescribed.
(5)Regulations may provide for —
(a) the form of the annual budget;
(b)
the contents of the annual budget; and
(c)
the information to be contained in or to accompany the annual budget.
Policy Implications
Nil
Financial Implications:
Specific financial implications are as outlined in the Detail Section of this report and as
itemised in the draft 2014/15 budget attached for adoption for the Future and Strategic
planning documents adopted by Council.
Strategic Implications
The draft 2014/15 budget has been developed based on the existing Corporate Business and
Community Strategic Plan documents. These plans need to be adjusted to reflect the
proposed budget.
Consultation
Whilst no specific consultation has occurred on the draft 2014/15 budget, community
consultation and engagement has previously occurred during development of the Community
Strategic Plan from which the Corporate Business Plan was developed.
Comment
A mixture of the 5% rate increase, loans, and use of reserve funds has assisted in getting the
budget to a balance point.
Rubbish Charges in 2013/14 were $300.00 per service. It is proposed that these be increased
to $310 and $330 for Rubbish Residential and Rubbish Commercial respectively.
Discount charges have not been altered and are the same as for previous years, whilst
interest rates will be applied for rates, charges and any arrears outstanding from 1st February
2015 or if paid by instalments, after the fourth instalment due date.
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Efforts form all staff have assisted with getting the budget to a balanced point which has
required a great deal of work from all. I thank all who have contributed and appreciate the
extra efforts Council have made to be a part of the process and give special thanks to our
Senior Finance Officer – David Fong who has taken this challenge on and managed it very
well.
Voting Requirements – Absolute Majority
OFFICER RECOMMENDATION – Item 14078.4
That:
Part A – Municipal Fund Budget for 2014/2015
Pursuant to the provisions of section 6.2 of the Local Government Act 1995 and Part 3 of the
Local Government (Financial Management) Regulations 1996, the council adopt the
Municipal Fund Budget as contained in Attachment 13072.3 of this agenda for the Shire of
Perenjori for the 2014/2015 financial year which includes the following:
•
Statement of Comprehensive Income by Nature and Type
•
Statement of Comprehensive Income by Program
•
Statement of Cash Flows
•
Rate Setting Statement
•
Notes to and Forming Part of the Budget
•
Budget Program Schedules
•
Transfers to/from Reserve Accounts
Part B – General and Minimum Rates, Instalment Payment Arrangements
1.
For the purpose of yielding the deficiency disclosed by the Municipal Fund Budget
adopted at Part A above, council pursuant to sections 6.32, 6.33, 6.34 and 6.35 of the Local
Government Act 1995 impose the following differential general rates and minimum
payments on Gross Rental and Unimproved Values.
1.1 DIFFERENTIAL GENERAL RATES:
Differential General Rates
Cents in the Dollar
Rural (UV)
1.8875
Mining (UV)
33.3118
Mining (GRV)
7.4568
Townsite (GRV)
7.4568
1.2 MINIMUM RATES:
Minimum Rates
Per Assessment
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Shire of Perenjori
Ordinary Council Meeting
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Rural (UV)
$300
Mining (UV)
$395
Townsites (GRV)
$300
2.
Pursuant to section 6.45 of the Local Government Act 1995 and regulation 64(2) of
the Local Government (Financial Management) Regulations 1996, council nominates the
following due dates for the payment in full by instalments:
Full payment and 1st instalment due date
2nd Quarterly instalment due date
3rd Quarterly instalment due date
4th Quarterly instalment due date
1st September 2014
3rd November 2014
5th January 2015
5th March 2015
3.
Pursuant to Section 6.46 of the Local Government Act 1995, the Council offers a
discount of 10% to ratepayers who have paid their rates in full, including, waste and service
charges and any arrears, on or before 1st September 2014. The Council also offers a discount
of 5% if all rates, charges and arrears are paid by full by the 31st December 2014.
4.
Pursuant to section 6.45 of the Local Government Act 1995 and regulation 67 of the
Local Government (Financial Management) Regulations 1996, council adopts an instalment
administration charge where the owner has elected to pay rates (and service charges)
through an instalment option of $10 for each instalment after the initial instalment is paid.
5.
Pursuant to section 6.45 of the Local Government Act 1995 and regulation 68 of the
Local Government (Financial Management) Regulations 1996, the Council adopts an interest
rate of 5.5% where the owner has elected to pay rates and service charges through an
instalment option.
6.
Pursuant to section 6.51(1) and subject to section 6.51(4) of the Local Government
Act 1995 and regulation 70 of the Local Government (Financial Management) Regulations
1996, the Council adopts an interest rate of 11% for rates (and service charges) and costs of
proceedings to recover such charges that remains unpaid after the fourth instalment due
date.
7.
Apart of the increase in the rural rate equivalent to $20000 is set aside for the
purpose of the Wild Dog Control Program
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Part C – General Fees and Charges for 2014/2015
Pursuant to section 6.16 of the Local Government Act 1995, council adopts the Fees and
Charges included as Attachment 13082.3 of this agenda.
Part D – Other Statutory Fees for 2014/2015
1.
Pursuant to section 67 of the Waste Avoidance and Resources Recovery Act 2007,
council adopts the following charges for the removal and deposit of domestic and
commercial waste:
1.1
Residential Premises – per bin weekly collection

240ltr bin

240ltr bin – eligible pensioner $155
1.2
Commercial Premises – per bin weekly collection

240ltr bin
$310
$330
Part E – Elected Members’ Fees and Allowances for 2013/2014
1.
Pursuant to section 5.99 of the Local Government Act 1995 and regulation 34 of the
Local Government (Administrations) Regulations 1996, council adopts the following schedule
of payments to elected members:
Per Meeting Fee: Council
RECIPIENT
MINIMUM
MAXIMUM
Perenjori Proposed
President
$88
$463
$370
than
$88
$225
$150
MAXIMUM
Perenjori Proposed
$113
$100
Councillor
President)
(other
Per Meeting Fee: Committee
RECIPIENT
Council
member
President
MINIMUM
including
$44
2.
Pursuant to section 5.98(5) of the Local Government Act 1995 and regulation 33 of
the Local Government (Administration) Regulations 1996, council adopts the following annual
local government allowances to be paid in addition to the annual meeting allowance:
RECIPIENT
MINIMUM
MAXIMUM
Proposed
President
$500
$19,000
$19,000
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3.
Pursuant to section 5.98A of the Local Government Act 1995 and regulation 33A of
the Local Government (Administration) Regulations 1996, council adopts the following annual
local government allowance to be paid in addition of the annual meeting allowance:
RECIPIENT
MINIMUM
MAXIMUM
Proposed
Deputy President
$125
$4,750
$4,750
4.
Expenses to be Reimbursed
Travel costs to be calculated at the same rate applicable to the reimbursement of travel 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.
Part F – Material Variance Reporting for 2013/2014
In accordance with regulation 34(5) of the Local Government (Financial Management)
Regulations 1996, and AASB 1031 Materiality, the level to be used in statements of financial
activity in 2014/2015 for reporting material variances shall be 10% or $10,000 whichever is
the greater.
COUNCIL RESOLUTION – ITEM 14078.4
Moved: Cr Reid
Seconded: Cr Wass
Part A – Municipal Fund Budget for 2014/2015
Pursuant to the provisions of section 6.2 of the Local Government Act 1995 and Part 3 of
the Local Government (Financial Management) Regulations 1996, the council adopt the
Municipal Fund Budget as contained in Attachment 13072.3 of this agenda for the Shire of
Perenjori for the 2014/2015 financial year which includes the following:
•
Statement of Comprehensive Income by Nature and Type
•
Statement of Comprehensive Income by Program
•
Statement of Cash Flows
•
Rate Setting Statement
•
Notes to and Forming Part of the Budget
•
Budget Program Schedules
•
Transfers to/from Reserve Accounts
Carried: 7\0 By Absolute Majority
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Moved: Cr H Wass
Seconded: Cr L Butler
Part B – General and Minimum Rates, Instalment Payment Arrangements
1. For the purpose of yielding the deficiency disclosed by the Municipal Fund Budget
adopted at Part A above, council pursuant to sections 6.32, 6.33, 6.34 and 6.35 of the
Local Government Act 1995 impose the following differential general rates and
minimum payments on Gross Rental and Unimproved Values.
1.1 DIFFERENTIAL GENERAL RATES:
Differential General Rates
Cents in the Dollar
Rural (UV)
1.8875
Mining (UV)
33.3118
Mining (GRV)
7.4568
Townsite (GRV)
7.4568
1.2 MINIMUM RATES:
Minimum Rates
Per Assessment
Rural (UV)
$300
Mining (UV)
$395
Townsites (GRV)
$300
2. Pursuant to section 6.45 of the Local Government Act 1995 and regulation 64(2) of
the Local Government (Financial Management) Regulations 1996, council
nominates the following due dates for the payment in full by instalments:
Full payment and 1st instalment due date
2nd Quarterly instalment due date
3rd Quarterly instalment due date
4th Quarterly instalment due date
1st September 2014
3rd November 2014
5th January 2015
5th March 2015
3. Pursuant to Section 6.46 of the Local Government Act 1995, the Council offers a
discount of 10% to ratepayers who have paid their rates in full, including, waste
and service charges and any arrears, on or before 1st September 2014. The Council
also offers a discount of 5% if all rates, charges and arrears are paid by full by the
31st December 2014.
4. Pursuant to section 6.45 of the Local Government Act 1995 and regulation 67 of the
Local Government (Financial Management) Regulations 1996, council adopts an
instalment administration charge where the owner has elected to pay rates (and
service charges) through an instalment option of $10 for each instalment after the
initial instalment is paid.
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5. Pursuant to section 6.45 of the Local Government Act 1995 and regulation 68 of the
Local Government (Financial Management) Regulations 1996, the Council adopts
an interest rate of 5.5% where the owner has elected to pay rates and service
charges through an instalment option.
6. Pursuant to section 6.51(1) and subject to section 6.51(4) of the Local Government
Act 1995 and regulation 70 of the Local Government (Financial Management)
Regulations 1996, the Council adopts an interest rate of 11% for rates (and service
charges) and costs of proceedings to recover such charges that remains unpaid
after the fourth instalment due date.
Carried: 7/0 by Absolute Majority
Moved: Cr H Wass
Seconded: Cr L Butler
Part C – General Fees and Charges for 2014/2015
Pursuant to section 6.16 of the Local Government Act 1995, council adopts the Fees and
Charges included as Attachment 14078.4 of this agenda.
Carried: 7/0 by Absolute Majority
Moved: Cr H Wass
Seconded: Cr L Butler
Part D – Other Statutory Fees for 2014/2015
2.
Pursuant to section 67 of the Waste Avoidance and Resources Recovery Act 2007,
council adopts the following charges for the removal and deposit of domestic and
commercial waste:
2.1
Residential Premises – per bin weekly collection

240ltr bin

240ltr bin – eligible pensioner $155
2.2
Commercial Premises – per bin weekly collection

240ltr bin
$310
$330
Carried: 7/0 by Absolute Majority
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Moved: Cr J Cunningham
Seconded: Cr P Waterhouse
Part E – Elected Members’ Fees and Allowances for 2013/2014
1. Pursuant to section 5.99 of the Local Government Act 1995 and regulation 34 of the
Local Government (Administrations) Regulations 1996, council adopts the following
schedule of payments to elected members:
Per Meeting Fee: Council
RECIPIENT
MINIMUM
MAXIMUM
Perenjori Proposed
President
$88
$463
$370
than
$88
$225
$150
MAXIMUM
Perenjori Proposed
$113
$100
Councillor
President)
(other
Per Meeting Fee: Committee
RECIPIENT
Council member
President
MINIMUM
including
$44
2.
Pursuant to section 5.98(5) of the Local Government Act 1995 and regulation 33 of
the Local Government (Administration) Regulations 1996, council adopts the following
annual local government allowances to be paid in addition to the annual meeting
allowance:
RECIPIENT
MINIMUM
MAXIMUM
Proposed
President
$500
$19,000
$19,000
3.
Pursuant to section 5.98A of the Local Government Act 1995 and regulation 33A of
the Local Government (Administration) Regulations 1996, council adopts the following
annual local government allowance to be paid in addition of the annual meeting
allowance:
RECIPIENT
MINIMUM
Deputy President
$125
4.
Expenses to be Reimbursed
MAXIMUM
Proposed
$4,750
$4,750
Travel costs to be calculated at the same rate applicable to the reimbursement of travel
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.
Carried: 7/0 by Absolute Majority
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Moved: Cr H Wass
Seconded: Cr L Butler
Part F – Material Variance Reporting for 2013/2014
In accordance with regulation 34(5) of the Local Government (Financial Management)
Regulations 1996, and AASB 1031 Materiality, the level to be used in statements of
financial activity in 2014/2015 for reporting material variances shall be 10% or $10,000
whichever is the greater.
Carried: 7/0 By Absolute Majority
14078.5 LATE ITEM DELEGATED AUTHORITY ENVIRONMENTAL HEALTH AND OTHER
OFFICERS 2014/15
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
PETER MONEY -MCDS
RESPONSIBLE OFFICER:
PETER MONEY
REPORT DATE:
17th July 2014
ATTACHMENTS
NIL
Executive Summary
This report recommends the Council grants delegated authority to persons and positions
listed in the attached schedule to act in accordance with Health Act 1911; the Food Act 2008;
the Caravan Parks and Camping Grounds Act 1995 and the Caravan Parks and Camping
Grounds Regulations 1997.
Background
This proposal ensures that the Shire has access to sufficient numbers of authorised officers
with the capacity to perform the roles required by local governments in the environmental
health functions and therefore lessen the risk to the Shire should specific functions not be
carried out as required by statutory law.
The wording of this item has been provided by the City of Greater Geraldton. There is a
consequential risk of misuse of powers or unlawful enforcement action if the officers
exercising perceived powers have not been correctly authorised to do so and potentially
resulting in the Shire and officers personally being exposed to legal and/or financial liabilities.
However this is a risk that can be managed and is a lesser risk than what may be incurred by
the Shire not carrying out its delegated responsibilities.
Statutory Environment
Local Government Act 1995, Health Act 1911;
Caravan Parks and Camping Grounds Act 1995;
Caravan Parks and Camping Grounds Regulations 1997, Food Act 2008 and Food Regulations
2009.
Policy Implications
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There is no impact on existing policies or new policies proposed as a result of the
authorisations.
Financial Implications
There are no financial implications in designating authorised officers.
Strategic Implications
Area 5: Investing in Councils Capacity – Our Leadership
Goal: Strengthen the Shire’s position as an innovative, independent local Government
providing excellence in all areas of governance, management and leadership
Consultation
City of Greater Geraldton
Comment
The Shire has been without an appointed Environmental Health Officer for some time and has
intermittently acquired the services from the City of Greater Geraldton. However the City
officers do not have the Shire of Perenjori Council delegated authority to take all actions that
may be necessary in accordance with their usual delegations and also with the expectations
of officers in their usual positions. To ensure that these officers who would be contracted by
the Shire can act as expected as Environmental Health Officers delegated authority pursuant
to the Health Act 1911, as amended and Local Government Act 1995 is required through a
Council resolution.
Currently the Shire cannot approve some septic and other applications as required and the
EHO’S services provided by the City of Greater Geraldton are only advisory. The delegation of
authority is sought for all the CoGG EHO’S as this enables any of the City’s officers to manage
requests from the Shire and this also will help ensure the Shire can fully and without undue
delay consider various applications.
Voting Requirements – Simple Majority
Officers Recommendation – Item 14079.5
That Council by Simple Majority exercise its delegated power under section 26 of the Health
Act 1911, sections 118, 122 and 126 of the Food Act 2008, sections 17 and 23 of the Caravan
Parks and Camping Grounds Act 1995 and regulation 6 of the Caravan Parks and Camping
Grounds Regulations 1997 to:
1. AUTHORISE the persons listed in the schedule circulated with the agenda item to perform
the functions under the relevant legislation as specified in the schedule listed below.
George William Mark Chadwick, Manager Environmental Health and Sustainability
Appoint under section 26 of the Health Act to be the Shire’s deputy with authority to
exercise and discharge the following powers and functions of the Shire under the Act –
(a) enter premises;
(b) investigate offences;
(c) instigate prosecutions
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(d) issue orders, directions and notices;
(e) approve and certify public buildings;
any power or function under the Shire of Perenjori Health Local Laws 2004 and any local
law adopted to replace those local laws
Delegate the power under section 118(2) of the Food Act to, for the purposes of the Act –
(a) issue orders and notices; and
(b) register a food business.
Appoint as an authorised officer under section 122(1) of the Food Act with authority to
exercise the following powers under the Act –
(a) enter premises;
(b) investigate offences; and
(c) instigate prosecutions
Designate under section 126(13) of the Food Act as a designated officer for the purpose of
giving infringement notices under section 126(2) of the Act.
Appoint as an authorised officer under section 17(1) of the Caravan Parks and Camping
Grounds Act and grant authority under regulation 6 of the Caravan Parks and Camping
Grounds Regulations to grant or renew a licence for a caravan park or camping ground.
Appoint under section 23(11) of the Caravan Parks and Camping Grounds Act as a person
authorised to give an infringement notice under section 23(2) of the Act.
Schedule of authorised and designated officers
Environmental Health Officers
Hayley Williamson, Senior Environmental Health Officer;
Jasmine Molloy, Environmental Health and Sustainability Officer;
Viraj Ballanthudaachchige, Environmental Health Officer;
Lloyd Evans, Authorised Officer (Onsite Effluent);
Kelly Cripps, Senior Environmental Health Officer;
Kerry Bowditch, Environmental Health Officer;
Dion Spurgeon, Environmental Health Officer.
Appoint under section 26 and 27 (5) of the Health Act to be the City’s deputies with
authority to exercise and discharge the powers and functions of the City under the
Act to enter premises and investigate offences.
Appoint as authorised officers under section 122(1) of the Food Act with authority to
exercise the powers under the Act to enter premises and investigate offences.
Designate under section 126(13) of the Food Act as designated officers for the purpose of
giving infringement notices under section 126(2) of the Act.
Appoint under section 23(11) of the Caravan Parks and Camping Grounds Act as persons
authorised to give an infringement notice under section 23(2) of the Act.
Executive Officers
Ali Mills – CEO
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Peter Money – MCDS
Designate under section 126(13) of the Food Act as designated officers for the purposes of
extending the period within which a modified penalty the subject of an infringement notice
given under section 126(2) of the Act may be paid or withdrawing such a notice.
Appoint under section 23(11) of the Caravan Parks and Camping Grounds Act as persons
authorised for the purposes of extending the period within which a modified penalty the
subject of an infringement notice given under section 23(2) of the Act may be paid or
withdrawing such a notice.
COUNCIL RESOLUTION – ITEM 14079.5
Moved: Cr J Hirsch
Seconded: Cr P Waterhouse
That Council by Simple Majority exercise its delegated power under section 26 of the Health
Act 1911, sections 118, 122 and 126 of the Food Act 2008, sections 17 and 23 of the Caravan
Parks and Camping Grounds Act 1995 and regulation 6 of the Caravan Parks and Camping
Grounds Regulations 1997 to:
1. AUTHORISE the persons listed in the schedule circulated with the agenda item to perform
the functions under the relevant legislation as specified in the schedule listed below.
George William Mark Chadwick, Manager Environmental Health and Sustainability
Appoint under section 26 of the Health Act to be the Shire’s deputy with authority to
exercise and discharge the following powers and functions of the Shire under the Act –
(a) enter premises;
(b) investigate offences;
(c) instigate prosecutions
(d) issue orders, directions and notices;
(e) approve and certify public buildings;
any power or function under the Shire of Perenjori Health Local Laws 2004 and any local
law adopted to replace those local laws
Delegate the power under section 118(2) of the Food Act to, for the purposes of the Act –
(a) issue orders and notices; and
(b) register a food business.
Appoint as an authorised officer under section 122(1) of the Food Act with authority to
exercise the following powers under the Act –
(a) enter premises;
(b) investigate offences; and
(c) instigate prosecutions
Designate under section 126(13) of the Food Act as a designated officer for the purpose of
giving infringement notices under section 126(2) of the Act.
Appoint as an authorised officer under section 17(1) of the Caravan Parks and Camping
Grounds Act and grant authority under regulation 6 of the Caravan Parks and Camping
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Grounds Regulations to grant or renew a licence for a caravan park or camping ground.
Appoint under section 23(11) of the Caravan Parks and Camping Grounds Act as a person
authorised to give an infringement notice under section 23(2) of the Act.
Schedule of authorised and designated officers
Environmental Health Officers
Hayley Williamson, Senior Environmental Health Officer;
Jasmine Molloy, Environmental Health and Sustainability Officer;
Viraj Ballanthudaachchige, Environmental Health Officer;
Lloyd Evans, Authorised Officer (Onsite Effluent);
Kelly Cripps, Senior Environmental Health Officer;
Kerry Bowditch, Environmental Health Officer;
Dion Spurgeon, Environmental Health Officer.
Appoint under section 26 and 27 (5) of the Health Act to be the City’s deputies with
authority to exercise and discharge the powers and functions of the City under the
Act to enter premises and investigate offences.
Appoint as authorised officers under section 122(1) of the Food Act with authority to
exercise the powers under the Act to enter premises and investigate offences.
Designate under section 126(13) of the Food Act as designated officers for the purpose of
giving infringement notices under section 126(2) of the Act.
Appoint under section 23(11) of the Caravan Parks and Camping Grounds Act as persons
authorised to give an infringement notice under section 23(2) of the Act.
Executive Officers
Ali Mills – CEO
Peter Money – MCDS
Designate under section 126(13) of the Food Act as designated officers for the purposes of
extending the period within which a modified penalty the subject of an infringement notice
given under section 126(2) of the Act may be paid or withdrawing such a notice.
Appoint under section 23(11) of the Caravan Parks and Camping Grounds Act as persons
authorised for the purposes of extending the period within which a modified penalty the
subject of an infringement notice given under section 23(2) of the Act may be paid or
withdrawing such a notice.
Carried: 7\0
That Council move behind closed doors to discuss confidential Items
Moved: Cr H Wass
Seconded: Cr J Cunningham
Carried: 7/0
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14078.6
MATTERS BEHIND CLOSED DOORS
14078.7
CONFIDENTIAL ROAD USE AGREEMENT TOP IRON
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0153
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS - CEO
RESPONSIBLE OFFICER:
ALI MILLS -CEO
REPORT DATE:
17TH JULY 2014
ATTACHMENTS:
Draft Road Access Agreement Top Iron, Mount Gibson Mining
Public Road Access Agreement
Voting Requirements – Simple Majority
Officers Recommendation – Item 14078.7
That Council review the Draft Road Agreement between the Shire of Perenjori and Top Iron
Pty Ltd and provide feedback for any changes to be made.
COUNCIL RESOLUTION – ITEM 14078.7
Moved: Cr J Cunningham
Seconded: Cr H Wass
That Councillors review the Draft Road Agreement between the Shire of Perenjori and Top
Iron Pty Ltd and provide feedback for any changes to be made by Friday the 8th August
2014.
Carried: 7\0
14078.7
CONFIDENTIAL PROPOSED ROAD HAULAGE, TOP IRON
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0153
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
ALI MILLS - CEO
RESPONSIBLE OFFICER:
ALI MILLS -CEO
REPORT DATE:
17TH JULY 2014
ATTACHMENTS:
Letter
Voting Requirements – Simple Majority
Officers Recommendation – Item 10478.7
That Council in principal approve the request from Top Iron conditional to:
1. Hauling through town for a period of 12 months only;
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2. Continued negotiations to occur to establish a Road Access Agreement to meet the
community’s and Council’s expectations;
3. A pavement assessment being conducted to ascertain the current state of the
Wanarra and Rothsay Roads, at the cost of Mining companies;
4. Community engagement on this matter takes place in liaison with Councils CDO.
COUNCIL RESOLUTION – ITEM 14078.7
Moved: Cr J Hirsch
Seconded: Cr H Wass
That Council in principle approve the request from Top Iron conditional to:
1. Hauling through town for a period of 12 months only;
2. Continued negotiations to occur to establish a Road Access Agreement to meet the
community’s and Council’s expectations;
3. A pavement assessment being conducted to ascertain the current state of the
Wanarra and Rothsay Roads, at the cost of Mining companies;
4. Community engagement on this matter takes place in liaison with Councils CDO.
Carried: 7/0
14078.8
CONFIDENTIAL TENDER RESULTS – IT SERVICES
APPLICANT:
SHIRE OF PERENJORI
FILE:
ADM 0366
DISCLOSURE OF INTEREST:
NIL
AUTHOR:
PETER MONEY – MCDS
RESPONSIBLE OFFICER:
PETER MONEY – MCDS
REPORT DATE:
17TH JULY 2014
ATTACHMENTS
NIL
Officers Recommendation – Item 14078.8
That tender number 01/2014 for the Provision of Information Technology Services be
awarded to Wallis Computer Solutions for a period of one year with an option to extend for a
further year.
COUNCIL RESOLUTION – ITEM 14078.8
Moved: Cr P Waterhouse
Seconded: Cr G Reid
That tender number 01/2014 for the Provision of Information Technology Services be
awarded to Wallis Computer Solutions for a period of one year with an option to extend for
a further year.
Carried: 7\0
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That Council move to open doors
Moved: Cr H Wass
Seconded: Cr J Cunningham
Carried: 7\0
4.41pm Peter Money Left meeting
4.43pm David Fong Leaves Council Meeting
4.45pm Peter Money re-enters meeting
14078.9 DATE OF NEXT MEETING / MEETINGS
The next Ordinary Council meeting will be held on the 21st August 2014 at 1.30pm.
14078.9.1 CLOSURE
Cr King declared the meeting closed at 5.00pm
I certify that this copy of the Minutes is a true and correct record of
the meeting held on 17th July 2014.
Signed: ________________________
Presiding Elected Member
Date: _________________________
78