Annual Report 2013 - 2014

Executive Summary ..................................................................................... 03

2013/14 Highlights ......................................................................................... 04

Welcome .......................................................................................................... 06

Operational Structure .................................................................................. 07

Mayor’s Message ........................................................................................... 08

Council .............................................................................................................. 09

CEO’s Message ................................................................................................. 10

Executive Leadership Team ......................................................................... 12

Planning Framework ........................................................................................ 13

Performance ..................................................................................................... 15

Goal 1: Accountable and Transparent Governance ............................. 16

Goal 2: Economic Diversity and Prosperity ............................................ 24

Goal 3: Sustainable Natural and Built Environment ............................ 34

Goal 4: Social Enhancement ......................................................................... 43

Financial Statements ...................................................................................... 53

Table of Contents

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City of Bunbury Annual Report Page 3

1.0 Executive

Summary

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2013/14 Highlights

$12.5m i l l i o nexpansionbunbury regionalentertainment

c e n t r e

Met the

2020 regional target of

50% diversion of was te from landfill

33,500enjoyed visiting the bunbury w i l d l i fe p a r k

$1 Million

s p e n t or committed on Withers projects since the formation of the

w i t h e r s a d v i s o r y commit tee

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love where you live summer series

This initiative saw the beautiful surrounds of local parks used for outdoor cinema screenings encouraging the community to come together. These screenings aim to rejuvenate public spaces by providing a community event where residents can enjoy spending time in their local suburb.

City of Bunbury Annual Report Page 5

b u n b u r yregional artgalleries

Council resolved to resume control of the Bunbury Regional Art Galleries (BRAG), heralding a change in the arts and cultural landscape for the City. A Bunbury icon, BRAG will continue to deliver world-class exhibitions, arts programs, workshops and events to the community. The CEO thanks the City of Bunbury Art Collection Committee and the Bunbury Regional Arts Management Board for their work over the past years.

bunbury regional

Bike planBunbury cyclists can safely travel along a cycle-path linking the City of Bunbury and Shire of Capel. The path starts on Crampton Avenue, Bunbury and travels along Parade Road to Centenary Road in Dalyellup.

leschenault inlet

waterplayground

The Leschenault Inlet Master Plan (updated April 2014) was endorsed by the Western Australian Planning Commission (WAPC) in May 2014. Capital works are progressing in relation to the provision of below ground infrastructure and above ground paths, shelter and lighting in Precinct 2 adjacent to Koombana Drive. Investigations are progressing on an appropriate water playground and related facilities.

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The quality of life is Bunbury’s biggest attraction making it one of the fastest growing regional cities in Australia.

First gazetted in 1841, the City of Bunbury is now the commercial and residential heart of the booming South West region of Western Australia. Bunbury’s population is estimated at 31,300 and continues to grow steadily at an annual rate of 3%.

Bunbury is a vibrant, creative and multicultural community with unlimited potential. It offers residents a variety of regional sporting, educational and cultural facilities, schools, shops, pubs, nightlife and beaches. It has everything a family needs including public and private schools, tertiary education and a range of health services.

Bunbury will continue to develop, grow and improve thanks to these attributes and the potential for investment and growth in our region.

“My vision is for Bunbury to be recognised as the most progressive regional city in Western Australia, and as one of the most progressive in Australia. A place where cultural diversity is celebrated and respected, and a place that is vibrant, creative, and innovative.” - Mayor Gary Brennan

Mission: We will engage with the community to ensure we provide services and facilities that improve the quality of life for our residents and visitors.

Vision: Bunbury will continue to be recognised as the capital City of the South West region, with a strong and diverse economy offering a safe, friendly and vibrant lifestyle within an attractive natural and built environment.

Core Values: The City of Bunbury aspires to act in accordance with the following values:

• Leadership: empowering people to take responsibility for what they need to do and strive to set an example for others to follow.

• Team work: communicating and working cooperatively for the mutual benefit of all.

• Integrity: establishing trust through openness and honesty.

• Accountability: for our actions and performance.

• Respect: for others by listening, understanding and responding appropriately.

• Innovation: continually improve our services and processes through creative and progressive thinking and action.

Welcome

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2.0 Operational

Structure

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Mayor’s Message

The October 2013 elections were underpinned by a strong sentiment for change within the City Council. I believe the Council has delivered positive change on a number of fronts.

These include re-engaging with our community, re-establishing partnerships with State Government and peak bodies and shifting our focus towards more facilitation and less doing with the elected Council operating strongly as a team dealing primarily with strategic matters. The Council has also introduced key organisational performance requirements including high standards of customer service, increased productivity and introducing whole-of-life costings for capital projects. We have also adopted a disciplined approach to discretionary expenditure and together with City staff improved a surplus position from $40,000 in the December 2013 quarter to more than $500,000 by 30 June 2014.

Examples where Council has secured community engagement include the Withers Advisory Committee which has delegated authority to make certain decisions, re-opening of the Koombana footbridge through the excellent efforts of a community-driven solution, consideration of sites for the not-for-profit accommodation additional parking in Lovegrove Avenue and associated parking on the Bunbury Primary School site. Council has facilitated a number of other community consultations including the opening of the Glen Iris Skate Park, consideration of underground power in parts of Spencer Street

and proposed development impacting Vittoria Road.

We are enjoying an essential partnership with the State Government and have received visits from the Premier and a number of other Ministers during this period. Our relationship with the Bunbury Chamber of Commerce and Industry is very positive with early engagement with the Chamber to consider opportunities for revitalising the Central Business District.

Internally, Council has reduced its number of committees by 50%, and we are in the process of restructuring our organisation by reducing the number of directorates to three. I am confident the restructure will deliver greater efficiencies and increased productivity whilst reducing staff costs.

The Council has endeavoured to keep residents and our broader stakeholders informed and engaged by making better use of print and social media. For those yet to register on our Household Panel I encourage you to do so as it is an effective method of keeping informed and being involved in our decision making processes.

The Council has approved very important town planning changes along Ocean Drive and is in the process of examining additional ways we can meet the market to encourage land owners and developers to make further investments in our City.

I look forward to the sale of lots within Koombana North

Bunbury City Council

which I believe will be a catalyst for further investment in Bunbury.

I record my appreciation to the dedicated Councillors and the support of our partners as we endeavour to make a positive difference to our city. I also record my appreciation to the CEO Andrew Brien and his Executive team and the entire City of Bunbury staff and volunteers whose combined efforts really do make a difference.

Gary BrennanMayor

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The Council is supported by the operation of nine formal committees constituted under section 5.8 of the Local Government Act, namely:

• The Art Collection Committee (suspended February 2014)

• The Audit Committee

• The Bunbury Region Roadwise Committee

• The Bunbury-Setagaya Sister Cities Committee

• The CEO Performance Review Panel

• The Community Access Committee

• The Policy Review and Development Committee

Council

The Council is made up of 13 elected representatives, comprising 12 Councillors plus an elected Mayor. The Deputy Mayor is elected by the Council following each ordinary local government election.

Councillors are elected for a four-year term, with half of their terms expiring every two years. Local government elections are currently held on the third Saturday in October every two years; the next ordinary election being 17 October 2015.

Council meetings are held on Tuesday evenings on a fortnightly meeting cycle, with agenda briefings taking place on the alternate Tuesday.

• The Withers Advisory Committee

• The Youth Advisory Council

The Withers Advisory Committee is the only Council committee with any delegated authority for decision making. Accordingly, each of the other committees provide recommendations to Council for consideration. Additionally, Elected Members also represent the City on 22 other internal and external groups.

From left to right: Cr Murray Cook, term expires 17 October 2015; Cr James Hayward, term expires 21 October 2017; Cr Betty McCleary, term expires 17 October 2015; Cr Sam Morris, term expires 17 October 2015; Deputy Mayor Brendan Kelly, term expires 17 October 2015; Cr Wendy Giles, term expires 21 October 2017; Cr Neville McNeill, term expires 17 October 2015; Cr Karen Steele, term expires 21 October 2017; Cr Judy Jones, term expires 21 October 2017; Cr Jaysen De San Miguel, term expires 21 October 2017; Cr David Prosser, term expires 17 October 2015; Cr Michelle Steck, term expires 21 October 2017.

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Chief Executive Officer’s Message

The past year has seen a significant shift in thinking within the elected Council and has set the framework for the future of the City. The Council elected in October 2013 shifted the focus from operational service delivery to a facilitatory model based on Council staff providing the framework and the community taking responsibility for some of the planning and implementation. Whilst this has proved successful in some areas, in others there are still opportunities for improvement.

A more efficient and community focused Council

The Mayor, Councillors, Chief Executive Officer and Directors are working together to improve the way the City of Bunbury and Council function. In order to do this, a set of key focus areas were developed to guide the organisation into the future and to provide the community, staff and stakeholders with a clear idea of the City and Council’s priorities, and what they want to achieve. The key areas (not in order of priority) are:

1. Community Focus

2. Customer Service

3. Partnerships

4. Capital Works

5. Project Delivery

6. Financial Management

7. Administration Operations

A key component in the administrative operations was about setting in place a cultural shift for the organisation and making a statement about the way we are going to operate for the community and the organisation. As a result, there is a strong focus on community that includes the way we interact with residents and makes customer service an absolute priority.

Another key area is working on partnerships, with the City working with the State Government, Bunbury Chamber of Commerce and Industry, not-for-profit groups and all groups that make up the community to enhance opportunities.

The City and Council are also committed to making sure they are working on, and creating projects that are viable, deliverable and can be maintained. Whole-of-life costings for projects, particularly capital works need to be considered. This includes project management and maintenance.

Executive Leadership Team

Following on from the 2012-2013 year, the City reduced its operational structure from five to four directorates, seeing a cost saving of one position of Director. This change enabled cross-directorate outcomes and increase accountability, with a new framework to make staff more accountable for their individual and directorate performance.

Despite this, the City’s pace did not slow. This was seen as

Executive Leadership

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essential in order to achieve the changes that I see as being necessary for Bunbury to be fully recognised as Western Australia’s second capital city.

I would like to take this opportunity to thank the Executive Leadership Team for their ongoing commitment to the changes and the support provided to me over the past year.

The organisation also saw some senior staff moving on from the City and I wish to acknowledge their contribution over the years to the Council and community.

Staff

More has been expected from staff during the year and this expectation will continue into the future. Staff across the city have all played a part in delivering a strong customer focus to the ratepayers and this can be seen by the number and complexity of capital works projects along with new and improved services that are being delivered.

Election

The October 2013 local government elections saw the appointment of a new elected member body and Mayor to the city. I wish to congratulate Gary Brennan on the successful election as Mayor and also wish to acknowledge Mr David Smith, for his time, not only as the Mayor but also for his prior and ongoing commitment to the many various community groups across the City.

Budget

The development of the 2013/14 budget saw one of the City’s largest capital works delivery programs, with everything included in the budget for 2013/14 funded by either Council rates or through borrowings. If the City was successful in obtaining grants or other sources of funding, these funds are used to off-set debt or alternatively fund additional projects.

Overall, the year has proved to be a successful one and I am pleased to put forward the 2013/14 Annual Report to the Bunbury community.

Andrew BrienChief Executive Officer

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Executive Leadership Team

Phil Harris

Director Works and Services

• Building and Trades

• Civil and Open Space Operations

• Engineering, Transport and Traffic Management

• Infrastructure and Assets

• Waste Operations

Stephanie Addison-Brown

Director Community Development

• Community Development and Events

• Tourism

• Arts and Culture

• Corporate Information

• Customer Support

• Libraries and Learning

Wayne Wright

Director Corporate Services

• Contracts and Property

• Corporate Performance

• Finance

• Information Technology

• Sports Leisure and Active Lifestyles

Bob Karaszkewych

Director Planning and Development Services

• Planning and Development Services

• Community Law, Safety and Emergency Management

• Development Assessment and Building Certification

• Environmental Health

• Sustainability and Integrated Land Use Planning

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3.0 Planning

Framework

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The Integrated Planning and Reporting framework has been legislated, amending the way our City plans for the future.

In order to successfully respond to the challenges and opportunities of tomorrow, the City has developed a Strategic Community Plan, Bunbury 2030. It is the City’s highest-level policy document, containing the direction for Council and the outcomes it seeks to achieve for and with the community through until the year 2030.

The Strategic Community Plan is an overarching document that delivers accountable and measurable linkages between community desires and priorities, financial capabilities, and the capacity to provide an expected level of services.

The Corporate Business Plan details more specifically the projects that the City will deliver over the next four years, and is linked via a number of strategies to each goal within the Strategic Community Plan. This annual report provides an overview of the performance measures identified within the Strategic Community Plan, which in future years will enable the City to establish targets and benchmark itself against prior year performance.

The 2013/14 financial year saw a paradigm shift in the way local government was required to go about its business.

Strategic Community Plan

Corporate Business Plan

Annual Budget

Strategic Community Plan

Informing Strategies

FinanceWorkforce

AssetsServices

Issue Specific Strategies etc.

Outputs: Plan Monitoring and Annual ReportingMEASUREMENT AND REPORTING

COMMUNITY ENGAGEMENT

Planning Framework

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4.0 Performance

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Our objectives are to:

1.1 Improve community and stakeholder participation in decision-making.

1.2 Maintain a high standard of corporate governance and improve access to information.

1.3 Continue to improve the quality of service delivery.

1.4 Improve the City’s financial performance.

1.5 Improve the City’s asset management practices.

1.6 Build organisational capacity.

1.7 Improve local, regional, state, and national political relationships.

2013 Mayoral and Council Election

The City of Bunbury elections were held on 19 October 2013, comprising one vacancy for Mayor, and seven vacancies for Councillor. The election was run by the WA Electoral Commission.

There was a 36.23% voter participation rate for the Mayoral election, and 35.48% for the Councillor election. There were eight candidates for the Mayoral election, with Gary Brennan being elected with 21.45% of the vote. There were 15 candidates for seven Councillor vacancies.

Financial Performance

Long-term financial plan:

Council’s capital and operating works program as outlined in the Long Term Financial Plan for 2013/14 was progressed during the year. Due to the timing of some external funding arrangements and finalisation of project specifications, a number of key projects will now start in 2014/15 including the new soccer/multi-use pavilion at Hay Park.

Debt Management:

Council places strong emphasis on maintaining the debt service cover ratio within an acceptable target range. A debt service cover ratio of 500% or greater represents a low risk, and a ratio of 200% or lower represents a high risk.

• Council’s debt service cover ratio was 347% at 30 June 2014 which is within council’s acceptable target range.

• Outstanding debt was $14.5 million dollars at 30 June 2014 compared to $11.3 million dollars at the end of 2013. During 2013/14 Council borrowed $4.6 million dollars for its capital works program.

• $629,194 was paid in interest on outstanding debt in 2013/14 compared to $526,103 in 2012/13.

Planning and delivering on our vision is a shared responsibility that will be achieved through the development of relationships and partnerships with stakeholders.

Goal 1: Accountable and Transparent Governance

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Rating:

Raising rates is a primary source of revenue for the City to meet its budgetary requirements. The rate levy is based on the individual Gross Rental Valuation supplied by Landgate Valuation Services for each property and is deemed to be fair and equitable for all ratepayers in the community.

The following tables identify rates and charges levied in the 2013/14 financial year.

Rate category in cents in $

General 9.411

City Centre and Special Use 9.568

Mixed Business 7.574

Industrial/Non Residential Vacant Land 7.120

Minimum rates

General $939

City Centre and Special Use $1,420

Mixed Business $1,420

Industrial/Non Residential Vacant Land $1,420

Rates and charges levied:

General Rate $28,093,665

Minimum Rate $2,132,895

Interim Rate $160,702

Specific area rates:

Pelican Point Grand Canals $36,340

Stirling Street Streetscape $38,540

Ocean Drive Underground Power $13,712

Other fees and charges:

Rate instalment plan $304,259

Late rate payment penalty $123,382

Rate Exempt Properties: The Local Government Act 1995 allows properties owned by charitable or not-for-profit organisations to be exempt from paying rates. In the 2013/14 financial year, 212 properties in the City received rates exempt status. Rates foregone on all charitable properties in the City under the provisions of section 6.26(2) of the Act are approximately $783,731.

Register of Complaints

In the 2013/14 financial year five complaints were received. Of these, three were dismissed, one required training to be undertaken, and one remains under investigation by the Standards Panel.

Competition Policy

The City of Bunbury continues to meet its obligations to the competition policy. We constantly monitor the introduction of new council policies and local laws that may be the subject of anti-competitive practices. Regular reviews are undertaken and no complaints were received in the 2013/14 financial year.

Customer Service

The City of Bunbury adopted a revised Customer Service Charter in February 2014. The Charter was circulated throughout the organisation during a Customer Service Week promotion to alert staff to the significant focus on customer servicing.

Customer Service staff undertook information-gathering visits to various business areas to support and increase their knowledge of City functions and services, in some cases, reducing the internal resources from other teams.

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Record Keeping Act 2000

The City’s electronic document management system MyDocs via SharePoint is currently being deployed to users to ensure the City’s records and information management practices are functioning at an optimum level. Once rolled-out across the organisation the system will provide centralisation for corporate documents and an increased efficiency in document life cycle including retrieval, storage, retention and destruction. City staff are informed of their record-keeping responsibilities through their initial induction program and ongoing refresher training.

In December 2013 the City implemented a Request Management System (RMS) via SharePoint. The RMS manages requests for assistance from customers who want to report problems or issues, and centrally records and directs requests so they may be actioned and completed in a consistent and efficient manner. Training sessions for MyDocs is performed on a regular basis which is complemented by work instruction guidelines.

The Request Management System is used to manage the following request types:

1. General requests submitted by external customers: 4650 issued from December 2013.

2. Information technology requests submitted by internal staff: 2640 issued since November 2013.

3. Councillor requests submitted via the Directors on various issues. 340 submitted since November 2013.

City of Bunbury Workforce Plan

In July 2013 Council adopted the City of Bunbury Workforce Plan 2013-2017, which was developed to meet legislative requirements and to establish and maintain a professional approach that:

• Aligned the Workforce Plan strategies with the established strategic direction of the City.

• Aspired to our position as a leader in local government and an employer of choice.

• Incorporated best practice Human Resource Management for all employees and managers.

• Ensured our staff have a quality work-life and contribute to the development of the organisation.

• Built a culture dedicated to employee wellness and the prevention of injuries/ill health to all employees and volunteers.

• Maintained a minimum permanent workforce to ensure effective service delivery.

• Identified the use of casual and contract labour to meet peaks and troughs of capital works programs.

Through the above identified key areas the following projects have been developed and delivered:

The traineeship/apprenticeship program: this program has been well received with all placements currently filled. The type and extent of traineeship opportunities offered in the

organisation are a reflection of several factors: local industry demand, skills-shortage areas and traineeship qualifications that are broad enough in scope to launch a diversity of careers.

Staff wellbeing: The City has demonstrated a reduction in its lost time injury hours with its current workers compensation claims and shown improvement in the provision of its Occupational Safety and Health Management. The City continues to offer a wide range of health initiatives to all its employees including health assessments, skin screening, manual handling, ergonomics and influenza vaccinations.

Cultural review: In November 2013, the City conducted an organisational-wide cultural survey. Identified priority areas for action across the organisation were: engaging our people, capacity building with our systems and processes, and engaging our community.

Staff development: With the roll out of the BOLD training program staff have training at their fingertips. On the completion of staff performance reviews for 2013/14 this system will assist in addressing training needs of staff and reduce the costs associated with sending staff away for training.

Staff competed in the Local Government Managers Association Rural Management Challenge against the Shire of Dardanup and Shire of Capel. The winning team was from the City of Bunbury.

Staff recognition: The previous staff recognition system was designed in 1998 with minimal change seen over the past 14

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years. Through the initiatives of management and staff, common shortcomings were identified and in August 2013 the City held its inaugural Annual Staff Awards Night which recognised long-serving employees and outstanding performance.

This Workforce Plan supports the achievement of objectives in the Strategic Community Plan: Bunbury 2030 by focusing attention on the important people issues within the Council. The plan will provide a strategic approach, which supports managers and employees to effectively utilise the Council’s human talent to achieve the goals of Council.

Employee Remuneration

Set out below in bands of $10,000 are the number of employees entitled to an annual salary of $100,000 or more:

2012/13 2013/14

$100,000 – $109,999 5 5

$110,000 - $119,999 1 3

$150,000 - $159,999 3 1

$160,000 - $169,999 1 3

$210,000 - $219,999 1 1

Emergency Risk Management Plan

Utilising grant funding provided by the All West Australians Reducing Emergencies (AWARE) program, the City’s emergency risk profile was reviewed, leading to the development of a new and refreshed emergency risk register. This plan was last reviewed in 2011. The City’s Emergency Management Arrangements have been revised to incorporate the identified changes and will be presented to Council for adoption and subsequently, to the State Emergency Management Committee, for endorsement (a requirement under the Emergency Management Act 2005).

Contracts and Property

Procurement:

During the 2013/14 financial year, 20 requests for tenders, and 24 requests for quotations were issued in accordance with Council’s purchasing policy as well as the Local Government Act 1995. Of these, eight tenders and seven quotations were awarded to local contractors/suppliers. The graph on page 20 indicates the City’s purchasing trend over the past four financial years.

Notable examples of successful procurement undertaken during the current financial year are the removal and replacement of the Bunbury Bowling Club roof and air conditioning system, Paisley Centre flooring, pool tiling at the South West Sports Centre, refurbishment of the Koombana Bay ablution block, supply and erection of ablution blocks at Hay Park North,

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SDEA Nominees Pty Ltd t/a Southern Districts Estate Agency were engaged on 30 September 2013 to provide marketing and sales service for disposal of surplus commercial and residential freehold land owned by the City. The agency, working in conjunction with the department, has successfully disposed of two properties situated in Mangles Street, South Bunbury.

The City has worked in close conjunction with the Department of Lands concluding a Joint Venture Agreement with the State

seating refurbishment at the Bunbury Regional Entertainment Centre, and the supply, installation and commissioning of CCTV infrastructure for the CBD and Entertainment Centre.

The procurement department also undertakes contract management, procurement of office equipment and furniture, staff support and training in procurement procedures, and ensures strict compliance with a procurement system based on probity and due diligence.

Property Management:

The property management department’s responsibilities include the coordination of land acquisitions and transfers, maintenance of the City’s property leases and licenses, coordination of market valuations, administration of Council properties, maintenance of airport leases and licenses, disposal of freehold land, road-closure administration, disposal of road and open-space reserves, and coordination of management order transfers.

Council currently holds the following leases/licenses: Airport Facilities (44), Commercial Buildings (8), Commercial Land (15), Community Buildings (21), Community Land (4), Sports Club rooms (31), Telecommunication Facilities (4), and General License Agreements (12).

Thirty new property leases/licenses and renewals were negotiated successfully by the department during 2013/2014.

in October 2013 for the purpose of developing and disposing of Crown and City-owned land in College Grove; and with the Western Australian Planning Commission in the successful disposal of Lots 626 Ocean Drive and 632 Centenary/Parade Roads, Usher for incorporation in the proposed Preston River-to-Ocean Regional Park.

40

35

30

25

20

15

10

5

2013/14 2012/13 2011/12 2010/11

Request for Tender

Request for Quotation

Purchasing trend over four financial years

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Compensation totalling $1,730,000 exclusive of GST were paid directly into the City’s account.

Seek compensation from the State Government for the relinquishment of Lots 626 Ocean Drive and 632 Centenary/Parade Road.

The State Government proposed the establishment of the Preston River-to-Ocean Regional Park for Greater Bunbury involving the creation of an 893 hectare regional park. The State Government recognised the need to add adjacent land close to the park, with the vacant lots 626 Ocean Drive and 632 Centenary/Parade Road being identified as ideal.

Formal current market valuations were obtained by the Department of Planning, and the Planning Commission authorised compensation offers to be made to the City. Taking into consideration the current worth of the land, and what the land could be worth, Council counter-offered an acceptance of the proposal, coupled with the simultaneous transfer of lots 534 (Stirling Street Arts Centre) and 4669 (Jaycee Park).

The Commission rejected the counter-proposal and as a result Council authorised the Chief Executive Officer to enter into negotiations directly with the Department of Lands for the transfer of the Stirling Street Arts Centre and Jaycee Park, and to renegotiate with the Commission for the transfer of Lots 626 and 632, under the Commission’s original proposal, subject to fulfilment of the transfers of the Arts Centre and Jaycee Park

from the Department of Lands.

The Department worked in conjunction with the Commission and the State Solicitor, and settlement of Lots 626 and 632 was effected timeously on the Planning Commission, on 26 June 2014, with proceeds totalling $1,730,000 exclusive of GST being paid directly into the City’s account.

Request for quotation for electricity supply to various City of Bunbury buildings

Quotation submissions were requested for the supply of electricity from the Western Power Grid to nine sites within the City. These are contestable sites that use in excess of 50,000

kw/hrs per annum, which can be negotiated on price.

The cost for procurement was based on the previous 12 months electricity invoices,

and the proposed contract was for a two-year period with no extension options. The request was sent via the WALGA preferred suppliers that supply energy to the market.

The evaluation panel determined Synergy as the recommended tenderer based on its suitability to meet the requirements while representing value for money.

Based on current usage patterns, the procurement offers a saving to the City of approximately $54,000 per annum.

Goal 1 Case Study:Contracts and Property

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1,569Attendance at community and stakeholder forums and workshops.

35.48%Voter participation at Council elections. Percentage turnout for October 2013 District election only (excluding Mayoral election).

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Community Perception Measures 2013/14

Satisfaction with Council’s engagement processes

Satisfaction with Council’s decision-making

Satisfaction with Council’s overall service delivery

Satisfaction with inter-governmental relationships

59Opportunities to participate in forums and workshops including Council meetings, displays, meetings, stakeholder engagement.

Goal 1: Performance Measures

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Freedom of Information requests.

62.91%Employee satisfaction with organisation, calculated from the 2013/14 staff cultural review results.

21.93%Employee turnover

Employee attendance at training and development events.131

30 90.6%Elected Member attendance at Ordinary and Special Council meetings.

Councillor or Executive participation in local, regional, state and national forums.

Debt service cover ratio

-9.5%Operating service ratio

62 3.47

Own source revenue coverage ratio

Current ratio

58.5%Asset consumption ratio, highlighting the aged condition of assets.

63.4%Asset renewal funding ratio.

0.88 1.21

42.3%Asset sustainability ratio, measuring the extent to which assets are being replaced as they reach the end of their useful lives.

Results are provided for those measures for which data was available at time of printing.

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Economic growth will be achieved through realising opportunities, and actively promoting what the City has to offer. Our objectives are to:

2.1 Maintain support for local businesses

2.2 Improve transport services and infrastructure

2.3 Create an environment that will attract new businesses

Improving Transport Services and Infrastructure

Vittoria Road and Jeffrey Road, Glen Iris intersection:

The intersection of Vittoria Road and Jeffrey Road experiences congestion during peak periods and has been identified for upgrade to accommodate future growth in the area. The design for this project was completed in 2012/13 with the relocation of utilities in 2013/14. High-voltage overhead power lines will be relocated in 2014/15 in preparation for construction works.

Improving pedestrian safety on Victoria and Prinsep Streets:

Following two serious pedestrian crashes at this location, the City secured Federal Blackspot funding to improve the geometric layout of the intersection. The works were nearing completion at June 30 2014 and will improve access across Victoria and Prinsep Street.

Spencer Street, Forrest Avenue and Beach Road intersection:

The intersection is being upgraded to include better pedestrian access, turning space and a defined road intersection. Work undertaken included completing the design and preparing the project for delivery in the 2014/15 financial year.

Blackspot Project: traffic control signals at Blair and Mangles Street intersection:

The intersection of Blair Street and Mangles Street has been identified as a Crash Blackspot for several years. There have been 19 right-turn crashes at this location in the five-year period 2008-2012. The identified solution is to install traffic control signals to provide safe passage of vehicles into and out of Mangles Street. Design and approvals were completed in 2013/14 and works began. The project attracted some public comment which were addressed prior to Council endorsing to proceed, and the project continues into 2014/15.

Somerville Drive extension:

Following the Margaret River bush fires of 2012, an audit undertaken by (then) FESA identified College Grove as a community exposed to fire risk due to its single-access point from Bussell Highway. The long-term planning of College Grove made provision for another access point to the north which

The key elements that will ensure the future sustainability of Bunbury are a strong economic base that reflects competitive advantages and key emerging and developing industry sectors.

Goal 2: Economic diversity and prosperity

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would alleviate the fire risk and create better access to the community during peak-traffic periods.

The Somerville Drive extension was brought forward through shared funding with the State Government, which allowed the project to be delivered in a single build. The project was designed in 2012 and delivered in 2013 resulting in a new 1km road linking Winthrop Avenue to Robertson Drive. The intersection at Robertson Drive is signalised to allow safe entry and exit into Somerville Drive and to accommodate cyclists and pedestrians crossing Robertson Drive. The traffic signals have created gaps in the Robertson Drive traffic flow which has alleviated some of the congestion at the South West Institute of Technology access on Robertson Drive.

Renewal of footpaths:

City officers undertook condition rating of the City’s footpath network to determine requirements for renewal and replacement. This process has produced an accurate and up-to-date data set for all City footpaths from which works have been identified for the Long Term Financial Plan. Initial work is scheduled for completion within the first five years. Using this data the network most in need of renewal was identified with 2.15km of footpaths replaced in 2013/14 in the following areas:

1. Symmons Street (from Wittenoom Street to Molloy Street)

2. Symmons Street (from Molloy Street to Upper Esplanade)

3. Charles Street, Bunbury (Braund Street to Hayes Street)

4. Molloy Street (east side), Bunbury (Clifton Street to Symmons Street)

5. Rose Street, Bunbury (George Street to Bourke Street)

6. Blair St (Stirling Street to Haley Street)

7. Tuart Street (Stockley Road to Sampson Road)

8. Patrick Street

Reseal Program:

Road reseals totalling 4.82km (1.5% of the City’s road network) were delivered during 2013/14 on the following streets:

• Trott Street

• Allen Street

• Blair Street

• Hudson Road

• Parade Road

• McCombe Road

• Prinsep Street

• Forrest Avenue (service road)

• Spencer Street

In addition, the taxiways and runways were resealed at the Bunbury Airport. This provides a new finished surface and protects the underlying pavement from deterioration.

Sykes Boat Ramp and Jetty

The City was successful in securing State Government funding through the Recreational Boating Facilities Scheme to upgrade the Sykes boat ramp and jetty.

The old facility was in poor condition and was being over utilised due to increased boating activity in Bunbury. The old timber jetty was in desperate need of replacement and through negotiation with the Department of Transport, the City secured funding to replace the existing jetty with two jetties to increase the serviceability of the area during peak times.

Following on from success at the Stirling Street jetty, the City procured a design and construct contract to have the jetties and boat ramp designed to satisfy the Department of Transport's marine safety requirements. One jetty was opened to the public for the Christmas/New Year period, and the second jetty was opened shortly after.

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Victoria Street Café Strip Path Upgrade

The Victoria Street café strip, between Symmons Street and Wellington Street, was upgraded to enhance the dining and entertainment aspect of this important CBD area. The streetscape was upgraded including the paving, coloured asphalt in parking areas, improved pedestrian crossings, and stone wall surrounds to the existing trees. Several parking bays were converted to sidewalk to accommodate increased alfresco dining at four cafes/restaurants. The alfresco areas have been enclosed using colourful planter boxes and finished with shade shelters which provide refuge from the summer sun and some cover from the winter rains.

Tourism

The Bunbury-Geographe region is still experiencing strong visitor numbers thanks to a diverse range of attractions and a strong business sector.

Visitor Centre door statistics for the year to June 2014 were down to 51,000 visitors which reflects a state-wide trend as people change the way in which they obtain information for their holidays.

The Bunbury Regional Entertainment Centre expansion is complete and open to the public and has received strong

interest from conference and event organisers. It is a significant boost to the business-tourism facilities Bunbury has to offer.

A new tourism brand was launched for Bunbury. Where you’re free to be has now been rolled out to billboards, tourism websites, the Experience Guide and debuted in the Perth market during a winter advertising campaign.

The Bunbury Wildlife Park opened its newly renovated main building and expanded café in September 2013 and has experienced strong growth in visitor numbers

with more than 33,500 people enjoying the park. Revitalisation within the park grounds has been well received by visitors and includes a new wombat enclosure, fencing, reptile exhibit and improved animal husbandry.

Traffic and Parking

Staff undertook vehicle occupancy surveys within the CBD and the results confirm the intent of the City’s Parking Strategy continues to be valid and the demand for both on-street and off-street parking is increasing.

As well as enforcing parking within the CBD, staff also continued to undertake patrols of on-street and off-street parking areas, schools, and other areas where parking restrictions apply.

2012/13 2013/14

Parking public complaints received 327 436

Parking cautions issued 6499 6111

Parking infringement issued 7167 9017

Local Law cautions issued 67 324

Local Law infringements issued 73 278

To comply with Eurocard, Mastercard and Visa banking transaction requirements, the City was required to upgrade 30 ticket issuing machines involving the replacement of credit card hardware to allow for greater security of transactions.

As part of the Parking Strategy, new signs and markings were installed for additional 15-minute parking bays, motorcycle parking, loadings zones and ACROD Parking.

To off-set the parking shortfall during the Bunbury Regional Entertainment Centre expansion work the City leased land on the corner of Victoria and Clifton Streets. A 65-bay car park was established on the site, and following the completion of the expansion, continued demand resulted in the lease over the land being extended.

To support events held within the City, advice and assistance relating to traffic management, crowd control and parking has been provided for larger events including the Surf-to-Surf Fun Run, Australia Day, Christmas Parade, Groovin the Moo, Anzac Day, and Remembrance Day.

The Bunbury Regional Entertainment Centre expansion is complete and is a significant boost to the tourism facilities Bunbury has to offer.

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Planning Determination 2013-14

• Skate Park – Vittoria Rd (approximately) $550,000

• Car Wash – 23 Wilson Rd Davenport (approximately) $675,000

• 35 Winton Street – 20 grouped dwellings $4.2m

• Lot 500 Harris Road Picton – annexe to existing building for processing heavy mineral concentrate $3m

• Vittoria Road, Glen Iris - addition to existing administration building and erection of new educational block $1.1m

• Rawling Rd and South Western Highway Davenport - additions to existing facility (chiller rooms) $1.5m

• 24 Spencer Street Bunbury - showroom/office $1.65m

• 10/12 Mummery Crescent - motor vehicle, boat or caravan sales (display, yard, storage, office, enclosed store, working area and wash area) $1.65m

• Lot 502, 1 Parade Road South Bunbury (previously known as Lot 4656 Bussell Highway South Bunbury) - Community Purpose Building $2.2m (amendment to building size)

• 21 Victoria Street – office development $1.1m

Development Assessment

The City of Bunbury Development Assessment and Building Certification Department assessed 373 planning applications (including 42 signage applications) during the reporting period.

2013/14 has seen a slight increase in the overall number of applications and a $26 million decrease in the total value of development applications (excluding DAP applications).

Major projects under construction/completed

• BREC Expansion $13.7m

• Storage warehouse for the storage of mineral sands (The Avenue) $4.4m

• Produce Market (Vittoria Rd) $1.6m

• Geographe Ford – vehicle sales showroom and service workshop $3m

• Yanget House commercial/residential complex $10m

• Office/commercial development Homemaker Centre $3m

• 34 Spencer Street – redevelopment Bunbury Toyota $3.85m

• 1 Worcester Bend, Davenport – storage units $1.1m

• Tahoe office development, Lot 600 Victoria (DAP Approval) $7.5m

• Senior Citizens complex – Upper Esplanade – Wattle Hill Lodge – 20 independent retirement units $6.9m

Planning Process Improvements

Since 1 January 2014, the City has undertaken various initiatives to improve the planning application assessment process in relation to a customer-focused and facilitory approach, including:

• Fact sheets, templates, improved mapping functions and fee calculators available on the City of Bunbury website.

• New onsite signs for advertised development and scheme amendment applications.

• Increased planner availability to the public to offer greater assistance.

• Quicker acknowledgement of receipt of development application notifications, increased use of electronic methods to speed processing, and a reduction in delays through emailing of development approvals and clearance of conditions to applicants.

• Applicant surveys provide opportunity to give feedback on their experience on applying for planning approval.

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Jun-14May-14Apr-14Mar-14Feb-14Jan-14Dec-13Nov-13Oct-13Sept-13Aug-13

7.98 8.15 1.71 1.6.67 1.89 1.54 7.79 2.73 10.33 3.15 5.56 3.52Value $m

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affordability of commercial leases to potential small businesses.

An increase has been noted in the number of planning applications that could not be progressed immediately due to missing information, revised plans, external referrals to agencies, and heritage referrals. The administrative focus for 2014/15 will be reducing the number of applications in the system that cannot be progressed.

South West Joint Development Assessment Panel (JDAP)

Applications processed are:

• Water Corporation Wastewater Pressure Main application valued at $12.4m.

• Four-storey office building at Lot 600 Victoria Street Bunbury application valued at $7.742m.

• Amendment to the proposed four-storey office building at Lot 600 Victoria Street Bunbury, refused.

The City has been involved in a number of State Administrative Tribunal matters as well as matters associated with the defence of Council decisions in the High Court, namely:

• 22 Palmer Crescent – Sandblasting/Spray Painting

• 4 Epacris Elbow – 11 Multiple Serviced Apartments

• 42 Strickland Street – Change of Use of Tenancy 3D at the Homemaker Centre to Shop

• 7 Hennessey Road East Bunbury – Telecommunications Infrastructure.

Planning applications processing time

Processing times of development applications have remained (on average) consistently about 15 working days (adjusted). The increased number of development application determinations correlates to the transfer of signage assessment from building to planning.

Signage planning applications processing time

In 2013/14 there was an increase of signage applications determined (42) with an increase in average processing time (12.29 days). The new Local Planning Policy: Signage and Advertisements was adopted by Council on 10 June 2014 and came into effect on 18 June 2014. Process improvements currently underway are intended to ensure lodgement of applications that can be processed in a timely manner.

Planning applications determined

There has been a significant decrease in the number of single-house planning applications. This corresponds with an increase in house renovations and extensions. This may be reflective of the recent amendment to R-Codes that does not require planning approval for single houses on a lot greater than 260sqm (previously 350sqm), and may also be a demonstration of regulatory change resulting in simplification of development processes. There has been a significant increase in home-based businesses/home occupations in the 2013/14 year that may be reflective of the current employment situation linked with the marginal downturn in the natural resource sector, and

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Planning Application Type 2012/13 2013/14

Single Houses (projects) 81 42

Grouped Dwellings (projects) 77 83

Multiple Dwellings (projects) 3 2

Ancillary Dwellings 3 3

Home Occupation/Home Business 8 22

Commercial/Industrial 160 179

Signage 26 42

Total Development Value (determined by the City)

$87m $61m

DAP Applications NumberDevelopment Value

1$3.41m

3$20.14m

Determined by WAPCNumberDevelopment Value

4$2.63m

6$14.57m

Subdivision Applications – (Clearances & Subdivisions)

2011/12 2012/13 2013/14

Total Number 83 66 74

Processing Time 16.83 days average

20.73 days average

22.51 days average

Subdivision applications

Despite changes to zonings across the City of Bunbury boundary (related to Scheme Amendment #38), there has been little growth in subdivision application activity. Average processing time for subdivision applications has increased slightly, however well within the statutory time frame of 42 days.

Since 1 January 2014, the City has undertaken various initiatives to improve the planning application assessment process in relation to a customer-focused and facilitory approach.

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improvement down to 5.9 days on average. This combined with an increase in approval numbers has demonstrated a greater level of efficiency by the City’s building services.

Building Applications

850 approvals have been produced at a dollar value of $81,977,019 representing a $2.2 million increase on 2012/13.

The statutory requirement for timeframes to approve building permits is currently 25 days. This year there has seen a significant

Heritage

Key features of the heritage planning during the report period are as follows:

• Development of design guidelines for the Stirling Street Heritage Area and heritage buildings due for completion in 2014/15.

• Conservation plans for the Paisley Centre and Anzac Park finalised with funding from Lotterywest.

• Conservation works commenced on the Paisley Centre. A further $100,000 in addition to the $103,000 received in 2012 was received from Lotterywest to remove the concrete floors installed during the 1980s and replace them with timber.

Works at the centre have included repairs to downpipes and gutters; removal of acrylic paint from chimneys and other surfaces; removal of 1980s stage and repairs to ceilings; removal of concrete and timber stairs; removal of 1980s door and reinstatement of window made by the City’s apprentice carpenter using traditional methods.

The installation of the timber flooring and construction of the new toilets will continue throughout the 2014/15 financial year. On completion of the restoration works the Museum fit-out will begin.

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Jun-14May-14Apr-14Mar-14Feb-14Jan-14Dec-13Nov-13Oct-13Sept-13Aug-1311.08 4.63 12.48 4.38 10.93 5.54 5.46 5.04 4.85 6.62 3.98 11.55Cost $m

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Bunbury cyclists can safely travel along a cycle-path linking the City of Bunbury and Shire of Capel. The path starts on Crampton Avenue, Bunbury and travels along Parade Road to Centenary Road in Dalyellup.

The project is aligned to both the City of Bunbury Bike Plan and the Greater Bunbury Regional Bike Plan which aims to link Bunbury to neighbouring communities through the use of cycle paths.

The project represents a positive local government relationship between the City of Bunbury and Shire of Capel to improve a network link which delivers dual benefits.

The plan is an initiative of the South West Development Commission and has been endorsed by the City of Bunbury and the Capel, Dardanup and Harvey shires.

Work commenced in March 2014 and was completed in June 2014, with solar lighting planned to be installed early in the next financial year.

The City of Bunbury has contributed $255,000 to the project while the Shire of Capel allocated $60,000 and $95,797 was made available from the Department of Transport.

Goal 2 Case Study:Bunbury to Dalyellup cycle-path

By establishing a safe network of bicycle pathways around the region like the one that has been completed along Parade Road, we hope to encourage more people to enjoy the benefits of cycling. - Don Punch, CEO SWDC

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63%Growth in commercial, professional, retail, construction, manufacturing and tourism enterprises.

2,847Parking bays available in CBD, comprising 714 visitor/shopper parking bays; 1164 all day parking bays; 969 on-street parking bays

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Community Perception Measures 2013/14

Satisfaction with Council’s support of local business

Satisfaction with paths and cycleways

Satisfaction with Council’s roads

34.75%Parking bay vacancy rate in CBD, calculated in February and August each year

Goal 2: Performance Measures

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Intersections with a black spot rating.

4,980Meters of footpaths or cycleways created or upgraded. 2,830 new and 2,150 renewed or upgraded.

35,647Meters of roads resealed or upgraded in meters squared.

Growth in short-stay accommodation units.45

6 200Commercial developments approved.

Days. Development approval times.

New businesses established

9.50%Vacant commercial properties. 7,850 sq m of office space in Bunbury is currently vacant. The vacancy rate in June 2012 was 6.8%.

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$65.77MValue of commercial developments approved.

$6.938MExternal funding received for regional and local initiatives.

5.60%Unemployment rate (2011 census data).

Results are provided for those measures for which data was available at time of printing.

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Our objectives are to:

3.1 Improve urban design, diversity of land uses, and enabling infrastructure

3.2 Protect, improve and make better use of water resources

3.3 Conserve natural biodiversity

3.4 Improve recreational open space and facilities

3.5 Minimise the environmental and health impacts of pollution

3.6 Mitigate and adapt to the possible impacts of climate change

Waste Services

City of Bunbury Waste Services collected 19,465 tonnes of refuse from July 2013 to June 2014, from which 10,425 tonnes were recycled and 9.040 tonnes was sent to landfill.

The first full year of the new organics recycling service was completed with promising results. The City has already reached the State Waste Authority diversion of waste from landfill target of 30% by 2015 for regional centres, and has also met the regional target for 2020 of 50%.

All residents should be very proud of themselves for their efforts in separating waste into the correct bins as Bunbury is now the State leaders for best practice in waste management.

Waste to landfill Tonnage

Waste Collection 7,286

Hardwaste Collection 811

Contamination in organics recycling bin 463

Contamination in recycling bin 479

Total 9,040

Waste and recycling collected 2013/14:

Total recycled: 54%

Total to landfill: 46%

Recycling Results Tonnage

Organics - third bin recycling 5,472

Aluminium cans 46

Steel cans 77

Glass containers 1,092

Old newsprint 1,207

Cardboard 1,130

Used motor oil 11

Cooking oil 1

Plastic containers - PET 58

Plastic containers - HDPE 65

Office paper 22

Greenwaste 869

Bulk steel 231

Car batteries 5

Mixed plastics 18

Electronic waste 111

Household hazardous waste 6

Clean rubble 5

Total 10,425

Sustainable and integrated development will create a desirable and competitive City in which to live, work and visit.

Goal 3: Sustainable Natural and Built Environment

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Sustainability and Integrated Land Use Planning

The Sustainability and Integrated Land Use Planning Department advances ecologically sustainable development through the more effective integration of economic, environmental, social, and equity considerations in decision-making processes.

This year the department has provided support in the delivery of projects and services, including:

• Fire management planning and prescribed burns at Manea and Loughton Parks, through the receipt of required environmental approvals.

• Resolving environmental issues associated with the proposed development of new aircraft hangars and a rescue helicopter base at the ex-Bunbury Clay Target Club site.

• Coordinating the resolution of environmental issues associated with proposed developments at the Stirling Street Arts Centre (no longer proceeding) and Jaycee Park.

• Strategic planning and urban design advice and services in relation to the concept plan for Bunbury Regional Art Gallery extension and Jaycee Park to accommodate not-for-profit organisations; finalisation of the Leschenault Inlet Master Plan for endorsement by the Western Australian

Planning Commission (WAPC) as a reserve management plan under the Greater Bunbury Region Scheme; and site analysis and assessment of development potential of the balance area of the Bunbury Regional Entertainment Centre site at Lot 3 Blair Street.

Amended College Grove Joint Venture

Professional land use planning and environmental science advice was provided for the proposed development of several land parcels in College Grove as part of the amended joint venture partnership with the State Government. It is anticipated this project will continue into the 2014/15 financial year.

Tuart Brook Local Structure Plan

A number of draft structure plans have been formulated for the Tuart Brook area over the past two decades. The latest Tuart Brook Local Structure Plan, submitted on behalf of the Department of Housing and Kingslane Pty Ltd, was subsequently endorsed by the Western Australian Planning Commission (WAPC) following modifications in June 2014.

The plan enables a range of residential densities of R20 up to R60, as well as aged persons’ development sites, a local centre and a primary school in addition to both local and regional open

space. Once developed, the structure plan area is estimated to be capable of supporting approximately 1,150 dwellings and an estimated population of about 2,900 people.

Local Planning Strategy and Local Planning Scheme Review

Preparation of the draft Local Planning Strategy (LPS) and a revised Local Planning Scheme No. 8 (LPS8) continue as the department’s biggest commitment. Implementation of the strategy and scheme, once approved, will establish a strategic planning framework and management approach that guides land uses, promotes resilient and connected communities, improves urban design, responds to Bunbury’s changing population needs, reinforces redevelopment as more compact and liveable mixed-use precincts, and attracts more private investment.

A comprehensive review of all zones and planning requirements has been undertaken, the outcomes of which have informed a series of ongoing briefing sessions with Council. Work has also commenced on an audit of plot ratios, building heights and setbacks within the central business district (CBD).

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Local Planning Policy Framework Implementation

Local scheme amendments that have progressed include:

• Scheme Amendment 30 – Omnibus Scheme Amendment for consistency with the Greater Bunbury Region Scheme (gazetted 31 January 2014).

• Scheme Amendment 64 – Additional and Restricted Use Schedules and Park ‘n’ Ride at Lots 101 and 102 South Western Highway (gazetted 28 February 2014).

• Scheme Amendment 66 – Back Beach Tourism Mixed Use rezoning of Lots 76, 66, 497, 1 and 2 Ocean Drive (adopted by Council 8 July 2014, currently with the WAPC/Minister).

• Scheme Amendment 72 – Change of Designation to Development Zone – Residential at Lot 312 Jeffrey Road, Glen Iris (adopted by Council 29 April 2014, currently with the WAPC/Minister).

• Scheme Amendment 73 – Commercial Mixed Use rezoning of Lots 6-7 and 57-60 Strickland Street (initiated 4 March 2014).

• Scheme Amendment 74 – Development Zone – Industrial rezoning of Lots 2, 9-12, 42 and part of Lots 3, 43 Boyanup-Picton Road, and Lots 8 and 4208 Harris Road, Picton (initiated 15 April 2014).

The Tuart Brook Structure Plan, Back Beack General Structure Plan, and Detailed Structure Plan: Back Beach Northern and Southern Precincts have also progressed toward endorsement.

A new Local Planning Policy: Signage and Advertisements, adopted by Council in June 2014, controls and guides the development of signage and advertisements on private (zoned) land and buildings. The new policy defines various types of signage and advertisements, provides a framework for assessment, provides standard design requirements, and specifies maximum size and area provisions.

Back Beach Tourism and Mixed-Use Development

During 2013/14 a statutory scheme amendment procedure was implemented to rezone 3.51 hectares of land along Ocean Drive (Lots 76, 66, 497, 1 and 2) to Special Use No. 1 - Back Beach Tourism Mixed-Use under Town Planning Scheme No. 7 (TPS7).

The site is ideally suited to mixed-use tourism orientated development in view of its outstanding location on the doorstep of Bunbury’s beachfront. As such, these proposals establish an integrated and coordinated approach to the site’s long-term sustainable development. The future subdivision and development of the land will lock-in a high standard of urban design and enable a balanced mix of commercial, entertainment, hotel, tourist and unrestricted residential accommodation land uses

Final approval by Council will be sought early in 2014/15, and the proposal will then be reviewed by the Western Australian Planning Commission (WAPC) and the Minister for Planning.

Leschenault Inlet Master Plan

The Leschenault Inlet Master Plan provides a framework and strategic direction for the development of the public open space around the Leschenault Inlet for the next 20 years, and seeks to integrate existing features with a range of new initiatives to create a significant waterfront attraction. The Leschenault Inlet Master Plan (updated April 2014) was endorsed by the Western Australian Planning Commission (WAPC) in May 2014. Capital works are progressing in relation to the provision of below ground infrastructure and above ground path and shelter and lighting in Precinct 2 adjacent to Koombana Drive. Investigations are progressing on an appropriate water playground and related facilities.

Somerville Drive Extension Environmental Offset Site

Over the past year activities have been undertaken at the Somerville Drive Environmental Offset Site (18.6 hectares) in order to improve its environmental values. Works included installation of 5,875 native plants across four hectares of degraded vegetation and comprehensive maintenance through a combination of weed control, track closure, fence repair and dieback hygiene management. The City will continue to undertake works at the site for a further four years as part of the Somerville Drive Extension Project’s conditional environmental approvals.

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Joint project with South West Catchments Council in proposed Preston River to Ocean Regional Park

The City of Bunbury and South West Catchments Council (SWCC) received $990,000 from the Australian Government in 2013 for much needed management works in the proposed Preston River to Ocean Regional Park including key natural areas at the Maidens, Hay Park bushland, Loughton Park and Manea Park. A range of key management issues including weed and feral animal encroachment, rubbish dumping, illegal access, erosion and dieback spread currently affect this bushland and will be addressed by the project over a four-year period.

The joint project is being delivered by SWCC with support and an annual contribution of $72,082 annually being provided by the City of Bunbury for each year of the full four-year term.

Bushland Reserve Planning and Management/Community Conservation Network /Habitat Bunbury Program

Activities have been undertaken to support the management of Council’s bushland reserves, assist community environmental groups, and encourage environmental education.

Key management activities undertaken in Council’s bushland reserves this year include:

• Repair of fencing at Manea Park.

• Introduced grass control at seven bushland reserves totalling 15.6 hectares.

• Woody weed removal at six bushland reserves totalling

27.5 hectares.

• Nuisance environmental weed control along the foreshores of Big Swamp and the Mangroves totalling 7.5 hectares.

Support was provided to six community environmental groups which collectively undertook 620 hours of voluntary work including:

• Coordination of weed control at three community managed revegetation sites totalling 1.8 hectares.

• Supply of 3,760 seedlings for installation by local volunteers.

• Supply of equipment and consumables (e.g. herbicide), access to storage and the community natural resource management trailer and ongoing advice.

Strategic documents prepared in order to guide the management of local bushland reserves and environmental issues include:

• Ongoing preparation of a reserve management plan for Turkey Point.

• Coordination of a management program for introduced corellas in Bunbury.

• Investigation of the Department of Agriculture and Food’s Recognised Biosecurity Group model as a means for supporting cross-property management of pest species.

Investigations are progressing on an appropriate water playground and related facilities as per the Leschenault Inlet Master Plan.

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Australia. To accommodate impounded cats the existing pound facility was modified and 27 additional cat holding pens were purchased however the facility is nearing its holding capacity. State funding has been provided for the establishment of the Regional Animal Management facility which is currently being developed.

As not all animals impounded are able to be returned to their owners, the City has continued to work closely with Saving Animals from Euthanasia and the South West Animal Rescue for the rehoming of impounded cats and dogs. Throughout the year support and assistance with animal welfare matters has been provided to the RSPCA and police.

The City has undertaken two cat sterilisation programs this year, funded by the Department of Local Government, involving the provision of vouchers to eligible people for the sterilisation of cats. The City also provides ongoing subsidies

Environmental Health

Numerous complaint investigations were undertaken including the investigation of 25 complaints of keeping of animals, 15 complaints associated with rats/mice, 93 noise complaints, 23 asbestos complaints and 42 pollution complaints.

Staff submitted 76 water samples from popular recreational/swimming beaches during the months of November to May as part of the Department of Health bacterial monitoring program. This sampling forms part of five-year State-wide study to develop risk profiles for each site

The City’s compliance unit is responsible for ensuring swimming pools and spas are compliant by conducting an inspection once every four years. 722 swimming pool inspections were conducted in the 2013/14 financial year.

Ranger Operations

The City investigated numerous reports related to alleged breaches of the Litter Act, Miscellaneous Provisions Act and the Off-Road Vehicles Act

Reports received 2012/13 2013/14

Off road and abandoned vehicles 227 148

Littering, illegal dumping of rubbish 103 124

Animals – dogs and livestock 1785 2382

In November 2012 cat legislation came into effect in Western

for holders of health care cards or who can demonstrate financial hardship. The cat sterilisation and micro chipping programs resulted in 120 vouchers being issued with subsidies totalling over $6,000

Infringements/warnings 2012/13 2013/14

Dog cautions issued 82 74

Dog infringements issued 461 381

Community reports/complaints 2653 4045

Animal Impounding Dogs Cats

Impounded 412 125

Directly returned home 4 0

Collected by owner 278 8

Rehomed 95 50

Euthanised 35 67

The cat sterilisation and micro chipping programs resulted in 120 vouchers being issued with subsidies totalling over $6,000.

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Community Safety and Emergency Management

Bushfire – risk assessment, inspection and education

Throughout the bushfire season staff undertook inspections of property within the City to ensure compliance with the bushfire notice issued by the City. Overall the response to the notice was good with the majority of properties complying with the requirements; however 312 improvement notices were issued requiring minor works, and 184 penalty infringement notices were issued for failure to comply with the notice.

Work has been undertaken to identify key risk elements within the City and to identify assets that are presented with high risk, using relevant Australian Standards. The intention is to identify the most significant sources of bush-fire risk and accurately indicate what works need to occur as a priority, to provide the most effective treatments. It is also intended those areas of highest risk be subjected to an enhanced community engagement/education campaign, to encourage a shared ownership of these risks. The inspection and enforcement regime would then also focus on the high risk areas, working at achieving demonstrable net risk reduction across the City.

Provide emergency incident management

The reporting period has been relatively free of significant emergency incidents that would require a coordinated or sustained response from the City. Even bushfires where the

City has Controlling Agency Status (EM Regulations: 2006/Westplan Fire: 2013) have been of low significance, with a few deliberate ignitions investigated. The City’s bushfire brigade and SES Unit did, however, respond in support of significant incidents in other parts of the State over summer.

Business continuity plan, management and training

A model Business Continuity Plan has been developed for Council that providing the framework and process for a scaled response to any crisis that may impact upon the City and/or the greater community. It is framed around a decision-making flow-chart and also a responsibility matrix to provide guidance notes for City staff.

Natural Disaster Resilience Program (NDRP)

The City of Bunbury Emergency Management team, in partnership with the Federal Government’s Natural Disaster Resilience Program (NDRP) and the Red Cross, launched the U-4-72 project in 2012. U-4-72 aims to educate the Bunbury community about emergency preparedness and equip people with the resources and confidence to remain resilient, in any emergency. As part of the project several facilitators were employed to conduct workshops with individuals and groups to provide information, techniques and resources to improve people’s preparedness. Workshops were conducted with 30 community groups and nine emergency organisations together with three open community workshops. Displays were also conducted in local shopping centres. With the finalisation of

the project, the City’s campaigning has begun co-badging the U-4-72 resilient message to continue the long-term emergency preparedness message to the community.

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A mosquito management program was delivered in partnership with the Shires of Harvey and Dardanup.

The mosquito management program involved monitoring of larval and adult mosquito populations, monitoring tidal movements and rainfall events, aerial and ground larvicidal treatments of mosquito breeding sites, investigation of mosquito-borne disease incidence, investigation of complaints and provision of data to the Department of Health WA (DoH).

The Leschenault CLAG (comprised of City of Bunbury and Shires of Harvey and Dardanup) and the Geographe CLAG (consisting of City of Busselton and Shire of Capel), together with DoH, have jointly funded a communications strategy for the region with regard to mosquito-borne disease and related information.

The strategy identified target groups within the region and key messages to be communicated across a combination of mediums. The strategy is currently going through an evaluation process to identify strengths, weaknesses and priorities that will inform the evolution of the strategy for 2014/15.

The City was approached by the Bunbury Port Authority (BPA) to undertake a mosquito management program on BPA-owned land during the 2013/14 season. The program was delivered on a cost-recovery basis to cover staff time, chemical usage and the

cost of consumables, and it effectively managed mosquitoes in areas that were not previously being controlled. This has resulted in benefits for both BPA and the City in better handling mosquito populations.

Statistical Results

Favourable environmental conditions combined with the City’s wide-ranging mosquito management program resulted in lower than average adult mosquito numbers in the region over the 2013/14 season.

Twenty four cases of Ross River Virus and Barmah Forest Virus have been noted to date for the 2013/14 season in Bunbury which is trending towards being lower than average.

Three aerial treatments and 294 site visits were conducted throughout the mosquito season at established breeding areas. There were a total of seven complaints received during the year from residents and businesses.

Goal 3 Case Study: Improving partnerships through the mosquito management program

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5.0%Landscaped areas in the district that are high maintenance as per the Open Space Service Level Agreement.

14,242Properties (commercial and residential) connected to sewer.

Satisfaction with overall quality of public and community facilities

Satisfaction with Council's use of water resources

Satisfaction with conservation areas

1.889M Units reduction in energy use at Council operated facilities, excluding street lighting.

Goal 3: Performance Measures

Reported incidents of land use conflicts.

953 hectares

Conservation of regionally and locally significant habitat areas.

1,529 hectares

Remnant vegetation.

Hours of community engagement in nature conservation initiatives.

620

6

Satisfaction with quality and diversity of public open space

Satisfaction with waste collection and disposal services

Community awareness of climate change impacts

70%

60%

50%

40%

30%

20%

10%

Community Perception Measures 2013/14

80%

90%

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2.78Square meters of total active open space, including sports grounds.

Total active open space per capita (ratio of hectares per 1000 persons).

1,000Total passive open space per capita (Ratio of 1,000 persons per hectare)

Exceedence day in air quality standards. The National Environment Protection Measure advisory standard permits 5 exceedances days per year.

8.88

1

Suspected contaminated sites.

869Tonnes of green waste composted.

10,245Tonnes of municipal waste recycled or reused.

0.621Tonnes of waste generated per capita.

31 11,114Tonnes of waste diverted from landfill.

ZeroStormwater capture and reuse. The City currently does not capture or reuse storm water

.ZeroMegalitres treated waste water used on Council-owned park and public open space.

Results are provided for those measures for which data was available at time of printing.

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Goal 4: Social Enhancement

Our objectives are to:

4.1 Promote Bunbury as a place that supports a range of housing and transport options

4.2 Increase participation in sport and leisure activities

4.3 Celebrate and conserve our culture and heritage

4.4 Enhance our sense of place, pride and participation in our community

4.5 Improve community health and wellbeing

4.6 Improve lifelong learning opportunities

Glen Iris Skatepark

In December 2013, Council opened its second skate park facility on Vittoria Road, Glen Iris following a petition coordinated by an 11-year-old resident in 2010.

Built by global leaders in skate park design, Convic, and made possible with the support of Lotterywest and Department of Sport and Recreation funding, the park is a plaza-style facility suitable for skateboard, scooter, and BMX users.

In May 2014 the City engaged local artist Dee Mosca to work with local young people in an urban art project at the park to develop community ownership and reduce the risk of graffiti.

Youth

Highlights from youth development in 2013/14 include attendance at youth activities at Australia Day celebrations rising from 3,000 attendees to 10,000 attendees, first time held youth markets in Victoria Street providing opportunities for local young artists to display and sell their goods, art installations at Groovin the Moo, and the establishment of new project Youth Arts Festival.

Disability Access and Inclusion Plan

The City of Bunbury has in place a Disability Access and Inclusion Plan 2012 – 2017 which outlines the ways the City’s services are becoming more accessible. Some highlights of work undertaken in 2013/14 are outlined below.

Count Me In Multisports

The Count Me In Multisports project, supported by the Disability Services Commission, gave children of all abilities the opportunity to try different sport and recreation activities on a monthly basis. More than 68 children tried out soccer, cricket, dancing and more, learning about what activities they enjoy and suits them as individuals of varying abilities.

More than 68 children tried out soccer, cricket, dancing and more, learning about what activities they enjoy and suits them as individuals of varying abilities.

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Accessible Bunbury: Business

In 2013 the City in conjunction with its Community Access Committee ran the inaugural Accessible Bunbury: Business campaign which raised awareness of disability access and inclusion while promoting the excellence of local business.

Over four months officers and the committee worked with a number of businesses to improve both physical access as well as customer service, helping to build a more inclusive and accessible community.

The campaign culminated in the first Accessible Bunbury: Business award which was won by Adultshop.com Bunbury due to its efforts in maintaining an accessible and inclusive business and for promotion of access and inclusion throughout all franchise locations.

Gopher Recharge Program

In September 2013 the City launched Western Australia’s first Gopher Recharge Program which provides power points in community facilities, buildings and businesses that gopher and electric wheelchair users can use to recharge their mobility devices without cost. Officers worked with a number of popular organisations and businesses across Bunbury to provide these power points including Doctor Foster and Associates, Milligan Community Learning and Resource Centre, Centrepoint Shopping Centre, and the South West Sports Centre and City Libraries.

Neighbourhood Watch (NHW)

NHW is a community safety and awareness program aiming to prevent crime and social isolation and increase the safety, security and quality of life for our residents. NHW continues to thrive with an active membership of over 65 active volunteer street representatives and a total membership of over 1500.

Libraries

The Bunbury City Library and Withers Community Library worked alongside various community agencies and providers to improve community health and wellbeing and deliver lifelong learning activities. The Withers Community Library reopened in September 2013 after undergoing extensive renovations and now includes a community room available for hire.

In the 2013/14 financial year more than 6,000 participants took part in the following programs:

• Provided Better Beginnings Bags for babies, local kindergarten and pre-primary school classes.

• Hosted immunisation clinics delivered through Koombana Health Network, and hearing tests delivered through Australian Hearing.

• Developed a Language and Literacy Directory with the assistance of the Department of Education.

• Worked with Stirling Street Arts Centre on the Bunbury Summer School event.

• Information sessions, exhibitions and events about oral history, writers and readers, health and exercise, parenting, mothers and babies, youth and teens, foster-care groups, gardening, crafts, authors, technology and science.

• Provided free tutoring to the public through the Read Write Now program.

• Delivered e-learning training and hands-on training to computer users within the libraries.

• Facilitated home library service deliveries within aged care facilities.

Arts and Culture

The City of Bunbury is committed to supporting arts and culture in our community though exhibitions, competitions, workshops, public artwork and developing an art collection.

Creative projects delivered this year include murals at the Glen Iris Skate Park, art installations at the Groovin the Moo concert, and involving local schools in the annual Banners in the Terrace competition. This year has also seen fantastic projects by the community such as the Re.Discover street art project and the first summer school run by the Stirling Street Arts Centre.

Work has commenced on the City of Bunbury’s Creative Strategy Be Creative – A framework for innovation, inspiration, invention, imagination, communication and production in arts and culture for the City of Bunbury that will further manifest our commitment to growing our creative directions.

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Bunbury Biennale

The Bunbury Biennale 2013 was successfully staged at the Bunbury Regional Art Galleries from July to September. The Biennale is a state-wide event held every two years, showcasing the best of contemporary art. This year, 44 West Australian artists were selected to exhibit and seven new works were acquired to expand the City of Bunbury Art Collection.

City of Bunbury Art Collection

The art collection has been exhibited in six major exhibitions at the Bunbury Regional Art Galleries, and a selection of works is also displayed at the St John of God hospital, the Bunbury City Library and the Withers Library.

Three new artworks have been acquired from the 2014 South West Survey exhibition held at the Bunbury Regional Art Galleries being Together Apart by Julie Cox, Ludlow Doorway by Nick Mickle, and The Grande Promenade by Robert Ewing,

The exhibition storage was upgraded with industry-standard air-conditioning, the cataloguing of the exhibition was completed, and a selection of works were restored and framed. The entire art collection has been valued at $2,012,100 as per June 2014.

Events

Bunbury Kidsfest

The Bunbury Kidsfest was a festival for families held inside a weather-proof marquee village over three days during the 2013 October school holidays. The festival attracted over 5,400 visitors including local, intrastate and interstate visitors, as well as having close to 100 volunteers helping during the event. 38% of people surveyed at the event were identified as visitors from within the local area, with the remaining 62% classed as visitors to Bunbury. People who visited Bunbury for Kidsfest contributed approximately $213,000 in direct visitor expenditure to the local economy.

Christmas Carnival

On Sunday 1 December 2013 more than 6,000 local residents and visitors came

together to celebrate the festive season at the annual Christmas Carnival and Parade. Due to the overwhelming success in 2012, the Events Team in partnership with the Bunbury-Setagaya Sister City Committee coordinated the Christmas Lantern Festival again resulting in a spectacular paper lantern display at Bicentennial Square. The event also offered children’s entertainment, a variety of stalls, a Christmas sand sculpture, family concert and the Christmas parade through the CBD.

It was fantastic, something I will look forward to doing every Christmas. - Visitor at the Christmas Carnival

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Bunbury Event Coordination Group

The Bunbury Event Coordination Group (BECG) was established as a result of a Council decision made in February 2014 following a review of events undertaken by the City of Bunbury.

The review indicated the community wanted the City of Bunbury to deliver fewer events, however offer more support to the community to facilitate and support events through funding and accessing in-kind services. Through the consultation the community requested the City continue to deliver the Australia Day celebrations and Christmas Carnival and Parade events as these have strong community links and benefits.

Australia Day Celebrations

The Australia Day Celebrations and Fireworks Spectacular continues to be one of the South West’s largest free community events and in January 2014 more than 40,000 residents and visitors celebrated at Bicentennial Square. Popular activities included the Silver Chain Australia Day Fundraising Breakfast, the Bunbury Runner’s Club Australia Day Fun Run, the Mayor’s Citizen of the Year, Young Citizen of the Year and Community Group or Event of the Year Awards as well as the Citizenship Ceremony; market stalls and roving entertainment, an all-new sideshow alley, the Australia Day Freedom Fest; a free family concert at the Graham Bricknell Music Shell, and the largest fireworks display in regional WA from land and water.

Viva Bunbury!

Viva is the cultural highlight of the South West Autumn Racing Carnival and on 12 March 2014 patrons enjoyed a variety of entertainment including Latin-inspired markets, free children’s activities, Latin bands, Latin dancers, Zumba performances and entertainment from Australian Stunt Academy. Local restaurants Mojo’s and Henry’s added to the atmosphere with an extra taste of Latin American food served street-side on Victoria Street. This was the last year the City of Bunbury Events Team will deliver Viva Bunbury, however community members are being encouraged to continue this event.

I enjoyed the night. Well organised. Thank you City of Bunbury - Visitor at Viva Bunbury.

The BECG acts to attract, support and promote events to bring community and economic benefits and add vibrancy to Bunbury. The BECG believes community-driven events can be successful and sustainable and supporting events through provision of grants and in-kind support will enable a wide range of events to take place in Bunbury with strong social and economic benefits. The Event Funding Program was advertised in June 2014 and will be delivered in the next financial year.

Another great night, fantastic fireworks, well done to the City of Bunbury. - Visitor at the 2014 Australia Day celebrations

45,000

Kidsfest Christmas Carnival Australia Day Viva Bunbury

Number of visitors at City of Bunbury Events

10,000

15,000

20,000

25,000

30,000

35,000

40,000

5,000

2012/13

2013/14

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Sport, Leisure and Active Lifestyles

South West Sports Centre

The South West Sports Centre continues to run a broad range of sport and leisure activities. In 2013/14 the centre introduced the following new programs to encourage further participation in sport and leisure:

• Heart Health, a program aimed at seniors.

• Move to Improve, a class designed to meet the needs of the disability sector.

• Water Walking, developed through the Healthy Community Initiative, is an introductory program into regular fitness or for people who can only do low impact exercise.

• Ladies daytime netball.

• Kids Club, implemented after a number of parents identified they required short term care for school-age children while exercising.

These additional programs have seen the centre attendance grow to 562,000 visits a year.

KidSport

The City of Bunbury is proudly involved with the Department of Sport and Recreation’s KidSport scheme which provides eligible children up to $200 per calendar year in sporting fees for recognised clubs and associations.

The KidSport program is growing year-by-year, with 637 registrations in 2013/14 contributing $51,771.80 to sport and recreation clubs in the Greater Bunbury region. This is a considerable growth compared to when the program started in 2011 which saw only 223 registrations in the first 18 months. More than 180 registrations have been from children who identify as being from Aboriginal or Torres Straight descent, as well as just under 30 who have a mental or physical disability.

Little Lappers Swim School

The Little Lappers Swim School continues to be the region’s leading swim school with overall swim enrolments for the year totalling 3464 students, up 13.3 per cent on last year. The quality of services was highlighted with Little Lappers Swim School Co-ordinator Sam Harnett’s contribution to teaching life-saving skills in and around the water being recognised with the Royal Life Saving Society’s WA Fellow Award.

Attendance at SWSC 2013/14

10,000

15,000

20,000

25,000

30,000

35,000

5,000

Stadium Gym Group Fitness Aquatics

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Highlights for the 2013/14 year included:

• Upgrade of Hay Park Community Hall kitchen and creation of a community garden.

• Transition of Nordic Walking in Bunbury from a volunteer Heart Foundation walking group to a business opportunity for local fitness women.

• Health and wellbeing grant night to inform community groups on how to write a successful grant application. 85 people attended the evening and 68% of feedback indicated that the workshop was significantly relevant to their needs.

• Weight Wise, a partnership with South West Community Health, continues to develop with the SWSC being home to the program delivered by dietitians and the pain management group from the hospital. This has been used as a model in other South West towns.

Club Development Officer Scheme

The City of Bunbury is one of about 35 Local Governments in Western Australia to receive funding of $50,000 per year from the Department of Sport and Recreation to employ a Club Development Officer. The officer is available at any time to provide assistance or advice to clubs across the entire South West region, however in 2014/15 this focus will change to the Greater Bunbury region.

Workshops conducted in the 2013/14 financial year were delivered to a total of 210 participants from a variety of sport and recreation clubs in the South West.

The City of Bunbury has been approved for funding for the Club Development Officer Scheme for a further two years, which is to the end of the 2015/16 Financial Year.

Healthy Communities Initiative (HCI)

The Recharge Project aimed to reduce overweight and obesity rates in the Bunbury and Collie Local Government Areas by increasing knowledge of the benefits of a healthy lifestyle and changing unhealthy behaviours. The project reached a diverse range of target groups, with more than 700 people participating in various programs, events and groups. It has delivered a diverse selection of physical activity and nutrition programs in a wide range of settings, and has begun the process of advocating for the inclusion of public health policy within the local government setting.

Community Recreation

In the 2013/14 financial year positive relationships were developed with the community in the following ways:

• Progression of a Master Plan for Hay Park. In the 2014/15 financial year it is hoped the plan will be finalised through further consultation.

• Planning of an off-leash community dog walking park at Lions Park in liaison with the Bunbury and Districts Dog Club. The park will be created in the 2014/15 financial year;

• Creation of a rent tiers matrix allowing to be applied to sport, recreation groups and community groups.

• Hands Oval re-development project, including liaison with key stakeholders and relocation of user to alternative venues while the development work was carried out.

• Involvement in the planning and development of the new toilet block at the athletics arena.

The project reached a diverse range of target groups, with more than 700 people participating in various programs, events and groups.

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Public Health Plan

The City has started working on a health and wellbeing plan which aims to promote a happy and healthy community for those who live and work in the City. Two surveys were distributed to City staff and people living and working in Bunbury using the City’s existing databases and networks. Priority areas and population demographics that were not well represented were approached through schools, libraries and shopping centres. The data collected from these surveys developed a number of priorities for the City to address. In February 2014 a meeting with all stakeholders was conducted to assess these priorities and strategies are currently being developed to address the five highest-ranked priorities which will be linked to the City’s strategic and financial plans.

Environmental Health Services (EHS)

EHS enforces a wide range of health-related legislation to ensure adequate public safety and environmental health standards are achieved.

Aquatic facilities at hotels, motels, caravan parks and public swimming pools were inspected and 292 water samples were taken. Other inspections undertaken for compliance with relevant health legislation and codes of practices included 89 inspections of tattooists, beauty salons and hairdressing establishments, and 124 inspections of public buildings.

During the year, staff completed 508 assessments of registered food businesses and issued 202 improvement instructions, 43 formal letters, and one infringement notice to various food businesses. In addition staff investigated 26 food complaints and 19 complaints about food businesses and assessed 66 fit-out plans for compliance.

Twenty-six food recalls were completed involving organic baby food, non-dairy desserts, confectionary, pies, gravy, health supplements, frozen seafood, cereal, health food bars, caviar, fruit juice, nuts, alcoholic beverages, meat products and salad dressing.

Throughout the year, 16 liquor licence certificates were issued and 51 occasional licences and extended trading permits were assessed.

CCTV System

The City operates 23 CCTV cameras located throughout the CBD. The city has replaced several cameras with new digital cameras, and additional recording and monitoring hardware and software was installed. Following the expansion of the Bunbury Regional Entertainment Centre (BREC), two existing CCTV cameras within the car park were replaced with digital cameras and two additional cameras were installed around BREC and a new camera was installed into the Blair Street (foreshore) car park to improve the CCTV coverage for the area. These cameras were replaced through the State Crime Prevention funding.

250

200

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Types of incidents captured by CCTV Monitoring 2013/14

Ass

ault

Dan

gero

us d

rivin

g

Diso

rder

ly c

ondu

ct

Drin

k dr

ivin

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Dru

g de

alin

g

Dru

g ta

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Dru

nk

Faili

ng to

sto

p fo

r pol

ice

Failu

re to

mov

e on

Figh

t (2-

6 pe

ople

)

Figh

t (2

peop

le)

Figh

t (ov

er 10

peo

ple)

Fire

arm

/wea

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Har

assm

ent

Inde

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exp

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Litt

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Mon

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er (s

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)

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Solic

iting

Stea

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Stre

et/p

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drin

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Susp

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Taxi

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Traffi

c

Urin

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Vand

alism

Vuln

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The Council-initiated Withers Advisory Committee has made great inroads into rebuilding the relationship with the people of Withers.

Since December Council has delivered or committed about $1 million in projects, including $400,000 from the South West Development Commission, to improving infrastructure in Withers.

Works undertaken were identified through consultation with the community, Withers Urban Renewal Scheme and Withers Action Group to improve the suburb, and include:

• Upgrades to Des Ugle, DC Foster and Moriarty Parks including upgrades to both play equipment and associated infrastructure including benches, barbeques, shade and lighting.

• New footpath linkages on Littlefair Drive, Devonshire Street, and connecting Withers Library/Minninup Forum to Withers.

• The closure of a number of laneways being: Davenport Way to open reserve; Jacaranda Crescent to Wilkerson Way; Littlefair Drive to Crews Court; Jacaranda Crescent to Whitley Place; Whitley Place to open reserve.

• The commencement of works to install a waterwise community kitchen garden.

The Withers Community Library has undergone a significant refurbishment. The building now has a new community activity

room, a revamped children’s area, a refreshed collection, new programs, more computing services including free wi-fi, and a brand new look. Since its reopening in September 2013, the library has welcomed over 25,000 patrons through its doors.

The redevelopment of the library has provided the community with a building to be proud of and can be used as a community hub in the years to come. It has also provided the children of Withers and surrounding areas a safe place where they can come to play, learn and enjoy.

The City is currently working with the community to identify the remaining projects that will be delivered as part of a 2011 Council decision to allocate $1.5m over five years to Withers.

Goal 4 Case Study: Withers

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Satisfaction with transport options

Satisfaction with sport and leisure facilities

Goal 4: Performance Measures

Satisfaction with festivals, events and cultural activities

70%

60%

50%

40%

30%

20%

10%

Community Perception Measures 2013/14

80%

90%

100%

Satisfaction with the Bunbury lifestyle

Satisfaction with the extent to which the City manages public litter

Satisfaction with the extent to which the City manages graffiti

Satisfaction with the levels of anti-social behaviour

Level of awareness of health and well-being programs run by the City

Satisfaction with the quality of health and well-being programs run by the City

Satisfaction with safety programs

Satisfaction with events and programs held for young people

Satisfaction with events and programs held for seniors

Satisfaction with educational opportunities in Bunbury

Satisfaction with the City's library facilities

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Shift in use of transport modes:

70% car driver

car passenger

public transport (bus)

walk

cycle and other

Programs established to increase participation in leisure, recreation and sporting activities

Major sporting events held in Bunbury

57,390Participation in festivals, events and cultural and heritage activities held in Bunbury.

6,000Participation in learning programs

4 562,614Participation in programs established to increase participation in leisure, recreation and sporting activities

Results are provided for those measures for which data was available at time of printing.

16.5% 1.5% 8% 2%

14

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5.0 Financial

Statements

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Independent Audit Report

Level 1 10 Kings Park Road West Perth WA 6005 Correspondence to: PO Box 570 West Perth WA 6872 T +61 8 9480 2000 F +61 8 9322 7787 E info.wa@au.gt.com W www.grantthornton.com.au

Grant Thornton Audit Pty Ltd ACN 130 913 594 a subsidiary or related entity of Grant Thornton Australia Ltd ABN 41 127 556 389 ‘Grant Thornton’ refers to the brand under which the Grant Thornton member firms provide assurance, tax and advisory services to their clients and/or refers to one or more member firms, as the context requires. Grant Thornton Australia Ltd is a member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. GTIL and each member firm is a separate legal entity. Services are delivered by the member firms. GTIL does not provide services to clients. GTIL and its member firms are not agents of, and do not obligate one another and are not liable for one another’s acts or omissions. In the Australian context only, the use of the term ‘Grant Thornton’ may refer to Grant Thornton Australia Limited ABN 41 127 556 389 and its Australian subsidiaries and related entities. GTIL is not an Australian related entity to Grant Thornton Australia Limited. Liability limited by a scheme approved under Professional Standards Legislation. Liability is limited in those States where a current scheme applies.

INDEPENDENT AUDITOR’S REPORT TO THE RATEPAYERS OF THE CITY OF BUNBURY

Report on the Concise Financial Report We have audited the accompanying concise financial report of the City of Bunbury comprising of the statement of financial position as at 30 June 2014, the statement of comprehensive income, statement of changes in equity, statement of cash flows, and rate setting statement for the year then ended. The concise financial report does not contain all the disclosures required by the Australian Accounting Standards and accordingly, reading the concise financial report is not a substitute for reading the audited financial report.

Council’s Responsibility for the Concise Financial Report The Council is responsible for the preparation and presentation of the concise financial report in accordance with Accounting Standard AASB 1039 Concise Financial Reports, and for such internal control as the Council determines are necessary to enable the preparation of the concise financial report.

Auditor’s responsibility Our responsibility is to express an opinion on the concise financial report based on our audit procedures, which were conducted in accordance with Auditing Standards ASA 810 Engagements to Report on Summary Financial Statements. We have conducted an independent audit, in accordance with Australian Auditing Standards, of the financial report of the City of Bunbury for the year ended 30 June 2014. Our audit report on the financial report for the year was signed on 20 October 2014 and was not subject to any modification. The Australian Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report for the year is free from material misstatement.

2

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the concise financial report. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the concise financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation of the concise financial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control.

Our procedures in respect of the concise financial report included testing that the information in the concise financial report is derived from, and is consistent with, the financial report for the year, and examination on a test basis, of evidence supporting the amounts and other disclosures which were not directly derived from the financial report for the year. These procedures have been undertaken to form an opinion whether, in all material respects, the concise financial report complies with Accounting Standard AASB 1039 Concise Financial Reports.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Auditor’s opinion on the Concise Financial Report In our opinion, the concise financial report of the City of Bunbury for the year ended 30 June 2014 complies with Accounting Standard AASB 1039 Concise Financial Reports.

GRANT THORNTON AUDIT PTY LTD Chartered Accountants M J Hillgrove Partner – Audit & Assurance Perth, 20 October 2014

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CITY OF BUNBURYFINANCIAL REPORT

FOR THE YEAR ENDED 30 JUNE 2014

LOCAL GOVERNMENT ACT 1995LOCAL GOVERNMENT (FINANCIAL MANAGEMENT) REGULATIONS 1996

STATEMENT BY CHIEF EXECUTIVE OFFICER

The attached financial report of the City of Bunbury being the annual financial report and other information for the financial year ended 30 June 2014 are in my opinion properly drawn up to present fairly the financial position of the City of Bunbury at 30 June 2014 and the results of the operations for the financial year then ended in accordance with the Australian Accounting Standards and comply with the provisions of the Local Government Act 1995 and the regulations under that Act.

Signed as authorisation of issue on the day of 2014

__________________________A G BrienChief Executive Officer

Page 3

20th October

Statement by Chief Executive Officer Statement of Comprehensive IncomeBY NATURE OR TYPE for the year ended 30 June 2014

2014$

2014 Budget

$

2013 $

RevenueRates 30,423,917 30,410,354 28,727,502Operating Grants and Subsidies 1,322,397 2,249,774 2,595,046

Contributions, Reimbursements and Donations 1,566,964 1,443,626 1,172,610

Fees and Charges 13,222,461 13,291,623 12,631,348Interest Earnings 1,124,526 928,257 1,412,950Other Revenue 449,101 330,897 479,765

48,109,366 48,654,531 47,019,221

ExpensesEmployee Costs (21,928,914) (22,123,760) (20,535,480)Contract Employment Expenses (530,496) (450,000) (106,144)Consultants (1,699,192) (1,776,926) (1,342,762)

Materials and Contracts (12,191,578) (12,689,782) (11,630,551)Utility Charges (2,441,490) (2,457,012) (2,292,044)Depreciation on Non-Current Assets (10,839,703) (12,626,503) (9,713,261)Interest Expenses (629,194) (584,429) (526,103)Insurance Expenses (715,370) (712,829) (638,807)Other Expenditure (2,580,648) (2,648,317) (2,179,343)

(53,556,585) (56,069,558) (48,964,495)(5,447,219) (7,415,027) (1,945,274)

Non-Operating Grants, Subsidies andContributions

6,485,166 6,797,704 6,546,486

Interest on Capital Grants 50,379 50,379 471,710Deconstruction of Bunbury Timber Jetty (539,270) - (2,980,826)Profit on Asset Disposals 296,591 500,000 354,058Loss on Asset Disposal (38,973) (8,341) (882,668)

NET RESULT 806,674 (75,285) 1,563,486

Other Comprehensive IncomeChanges on Revaluation of Non-Current Assets 9,060,939 - 189,718,071

Total Other Comprehensive Income 9,060,939 - 189,718,071

Total Comprehensive Income 9,867,613 (75,285) 191,281,557

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Statement of Comprehensive IncomeBY PROGRAM for the year ended 30 June 2014

2014 $

2014Budget

$

2013$

RevenueGovernance 1,266,483 1,098,361 1,208,896General Purpose Funding 31,905,062 32,710,486 31,063,862Law, Order, Public Safety 449,693 519,973 425,754Health 363,725 316,858 312,764Education and Welfare 22,263 13,497 31,448Community Amenities 5,613,027 5,604,048 5,481,986Recreation and Culture 4,658,328 4,814,407 4,618,040Transport 2,111,570 2,025,744 2,090,752Economic Services 343,593 337,037 347,644Other Property and Services 1,375,622 1,214,120 1,438,075

48,109,366 48,654,531 47,019,221

ExpensesGovernance (4,183,277) (4,335,947) (3,467,890)General Purpose Funding (772,847) (778,137) (1,527,389)Law, Order and Public Safety (1,332,495) (1,435,276) (1,328,798)

Health (894,827) (993,406) (833,883)Education and Welfare (397,788) (375,282) (526,649)Community Amenities (7,186,314) (7,399,663) (9,505,109)Recreation and Culture (15,297,738) (15,128,617) (19,101,836)Transport (6,777,819) (6,509,886) (10,315,375)Economic Services (2,120,155) (2,139,809) (1,534,890)Other Property and Services (14,503,401) (16,389,106) (3,277,399)

(53,466,661) (55,485,129) (51,419,218)

Financial CostsCommunity Amenities (42,173) (41,152) (16,759)Recreation and Culture (124,747) (116,615) (75,907)Transport (207,494) (202,728) (199,915)Economic Services (3,708) (3,225) (4,457)Other Property and Services (251,072) (220,709) (229,065)

(629,194) (584,429) (526,103)

2014$

2014 Budget

$

2013 $

Non-Operating Grants, Subsidies and ContributionsLaw, Order and Public Safety - - 193,135Community Amenities 546,006 1,510,000 -Recreation and Culture 2,617,008 2,577,121 3,815,890Transport 2,787,351 2,760,962 3,009,171Other Property and Services 585,180 - -

6,535,545 6,848,083 7,018,196

Profit/(Loss) on Disposal of AssetsGovernance (1,653) - (477)Law, Order and Public Safety (1,101) - (38,841)Health (1,798) - 5,490

Community Amenities (6,249) 14,091 71,663Recreation and Culture (34,552) - (404,848)Transport 33,545 - (180,853)Economic Services 16,176 - 1,235Other Property and Services 253,250 477,568 18,021

257,618 491,659 (528,610)

NET RESULT 806,674 (75,285) 1,563,486

Other Comprehensive IncomeChanges on revaluation of non-current assets 9,060,939 - 189,718,071

Total Other Comprehensive Income 9,060,939 - 189,718,071

TOTAL COMPREHENSIVE INCOME 9,867,613 (75,285) 191,281,557

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Statement of Financial PositionAS AT 30 JUNE 2014

2014 $

2013 $

CURRENT ASSETSCash and Cash Equivalents - Unrestricted 9,140,328 12,660,814Cash and Cash Equivalents - Specific - 848,903Cash and Cash Equivalents - Restricted 8,078,050 8,961,360Trade and Other Receivables 2,359,523 2,298,440Inventories 79,796 68,519Other Current Assets - 53,156TOTAL CURRENT ASSETS 19,657,697 24,891,192

NON-CURRENT ASSETSOther Receivables 1,650,744 1,696,647Property, Plant and Equipment 236,023,836 248,680,537Infrastructure 190,556,685 160,309,925TOTAL NON-CURRENT ASSETS 428,231,265 410,687,109

TOTAL ASSETS 447,888,962 435,578,301

CURRENT LIABILITIESTrade and Other Payables 4,475,886 5,404,735Current Portion Long Term Borrowings 1,831,840 1,444,703Provisions 3,227,893 3,012,248TOTAL CURRENT LIABILITIES 9,535,619 9,861,686

NON-CURRENT LIABILITIESOther Payables 124,072 154,779Long Term Borrowings 12,649,444 9,902,857Provisions 500,929 447,694TOTAL NON-CURRENT LIABILITIES 13,274,445 10,505,330

TOTAL LIABILITIES 22,810,064 20,367,016

425,078,898 415,211,285

EQUITY Retained Surplus 221,619,140 222,031,492 Reserves - Cash Backed 4,680,748 3,461,722 Revaluation Surplus 198,779,010 189,718,071TOTAL EQUITY 425,078,898 415,211,285

RETAINED SURPLUS

$

RESERVES CASH

BACKED$

REVALUATION SURPLUS

$

TOTAL EQUITY

$

BALANCE AS AT 1 JULY 2012 217,301,400 6,628,328 - 223,929,728

Comprehensive IncomeNet Result 1,563,486 - - 1,563,486

Changes on Revaluation of Non-Current Assets - - 189,718,071 189,718,071Total Comprehensive Income 1,563,486 - 189,718,071 191,281,557

Transfers from/(to) Reserves 3,166,606 (3,166,606) - -

BALANCE AS AT 30 JUNE 2013 222,031,492 3,461,722 189,718,071 415,211,285

Comprehensive IncomeNet Result 806,674 - - 806,674

Changes on Revaluation of Non-Current Assets - - 9,060,939 9,060,939Total Comprehensive Income 806,674 - 9,060,939 9,867,613

Transfers from/(to) Reserves (1,219,026) 1,219,026 - -

BALANCE AS AT 30 JUNE 2014 221,619,140 4,680,748 198,779,010 425,078,898

Statement of Changes in EquityFOR THE YEAR ENDED 30 JUNE 2014

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Statement of Cash FlowsFOR THE YEAR ENDED 30 JUNE 2014

Cash Flows From Operating Activities2014

$

2014 Budget

$2013

$

ReceiptsRates 30,407,741 28,753,323 29,075,999Operating Grants & Subsidies 3,776,504 2,434,019 2,487,881Contributions, Reimbursements and DonationsFees and Charges 13,137,443 12,497,184 12,526,138Interest Earnings 1,124,526 1,242,388 1,412,950Other Revenue 418,394 348,850 464,374

48,864,608 45,275,764 45,967,342

PaymentsEmployee Costs (21,683,887) (20,448,140) (19,656,504)Contract Employment Costs (530,496) (450,000) (106,144)Consultants (1,699,192) (1,776,926) (1,342,762)

Materials and Contracts (14,939,441) (12,373,357) (13,363,267)Utility Charges (2,441,490) (2,285,351) (2,292,044)Interest Expenses (585,252) (545,313) (526,757)Insurance Expenses (715,370) (630,911) (638,807)Goods and Services Tax 379,502 - (472,579)Other Expenditure (2,580,648) (2,407,490) (2,138,047)

(44,796,274) (40,917,488) (40,536,911)Net Cash Provided By (Used In) Operating Activities 4,068,334 4,358,276 5,430,431

Cash Flows from Investing ActivitiesCollege Grove Development of Land Held for Resale 53,156 - -Payments for Purchase of Property, Plant & Equipment (12,573,549) (15,794,260) (11,138,319)Payments for Construction of Infrastructure (9,102,453) (11,886,599) (14,764,472)Non-Operating Grants, Subsidies and Contributions 6,485,166 8,455,134 6,546,486Interest Earning on Capital Grants 50,379 423,000 471,710Proceeds from Sale of Fixed Assets 2,564,796 821,654 752,773Net Cash Provided By (Used In) Investing Activities (12,522,505) (17,981,071) (18,131,822)

Cash Flows From Operating Activities2014

$

2014Budget

$2013

$

Cash Flows from Financing ActivitiesRepayment of Debentures (1,444,703) (1,133,576) (1,133,576)Proceeds from Self Supporting Loans 66,201 60,798 60,797Proceeds from New Debentures 4,578,427 3,014,891 3,014,000Repayments - Deferred Debtors 1,547 - 619Net Cash Provided By (Used In) Financing Activities 3,201,472 1,942,113 1,941,840

Net Increase (Decrease) in Cash Held (5,252,699) (11,680,682) (10,759,551)Cash at Beginning of Year 22,471,077 22,471,077 33,230,628

CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR

17,218,378 10,790,395 22,471,077

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Rate Setting StatementFOR THE YEAR ENDED 30 JUNE 2014

2014Actual

$

2014Budget

$

2013Actual

$

RevenueSpecified Area Rates 88,592 90,187 106,945Operating Grants and Subsidies 1,322,397 2,249,774 2,595,046Contributions, Reimbursements and Donations 1,566,964 1,443,626 1,172,610Fees and Charges 13,222,461 13,291,623 12,631,348Interest Earnings 1,124,526 928,257 1,412,950Other Revenue 449,101 330,897 479,765Profit on Disposal of Assets 296,591 500,000 354,058

18,070,632 18,834,364 18,752,722

ExpensesEmployee Costs (21,928,914) (22,123,760) (20,535,480)Contract Employment Costs (530,496) (450,000) (106,144)Consultants (1,699,192) (1,776,926) (1,342,762)

Materials and Contracts (12,191,578) (12,689,782) (11,630,551)Utility Charges (2,441,490) (2,457,012) (2,292,044)Insurance Expenses (715,370) (712,829) (638,807)Interest Expenses (629,194) (584,429) (526,103)Other Expenses (2,580,648) (2,648,317) (2,179,343)Depreciation on Non-Current Assets (10,839,703) (12,626,503) (9,713,261)Loss on Disposal of Assets (38,973) (8,341.00) (882,668)

(53,595,558) (56,077,899) (49,847,163)

Net Result Excluding Rates (35,524,926) (37,243,535) (31,094,441)

Adjustments for Cash Budget Requirements:

Non-Cash Expenditure and Revenue(Profit)/Loss on Asset Disposals (257,618) (491,659) 528,610Depreciation and Amortisation on Assets 10,839,703 12,626,503 9,713,261

Transfers Between Current and Non CurrentMovement in Deferred Pensioner Rates (Non-Current) (25,062) - (31,543)Movement in Deferred Sundry Debtors 1,547 1,238 619Movement in Employee Benefit Provisions (Non-Current) 53,235 - 92,985Movement in College Grove Joint Venture (Sth) - - (86,217)Movement in College Grove Joint Venture (Nth) (30,707) - 6,649

Cash Flows From Operating Activities 2014 $

2014 Budget

$2013

$

Capital

Capital RevenueInterest on Capital Grants 50,379 50,379 471,710Proceeds from Disposal of Assets 2,564,796 909,910 752,773Contributions for the Development of Assets 6,485,166 6,797,704 6,546,486Proceeds from New Loans 4,578,427 4,578,427 3,014,000Self-Supporting Loan Principal Income 64,964 60,798 60,797

Capital ExpenditurePurchase Land (574,473) (95,850) (70,000)Purchase Buildings (9,840,326) (11,723,443) (5,678,546)Purchase Infrastructure Assets (9,102,453) (11,886,599) (14,764,472)Purchase Plant and Vehicles (1,112,454) (1,287,639) (3,520,737)Purchase Equipment (749,535) (968,430) (668,455)Purchase Furniture and Fittings (167,121) (170,608) (62,870)Purchase Other Assets (129,640) (833,316) (1,137,709)Deconstruction of Bunbury Timber Jetty (539,270) (714,974.00) (2,980,826)Repayment of Loans (1,444,703) (1,444,703) (1,133,576)

Financial Transfers

Movement in Unspent Loan 247,714 - 22,169Movement in Unspent Grants 1,907,779 5,267,134 7,184,442Transfers to Reserves (Restricted Assets) (4,377,052) (3,402,366) (7,448,976)Transfers from Reserves (Restricted Assets) 3,158,026 3,574,524 10,615,582

ADD Estimated Surplus/(Deficit) July 1 B/Fwd 7,393,492 7,393,492 8,441,220LESS Estimated Surplus/(Deficit) June 30 C/Fwd 3,805,212 1,317,154 7,393,492

TOTAL AMOUNT RAISED FROM GENERAL RATE (30,335,324) (30,320,167) (28,620,557)

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4 Stephen Street, Bunbury WA 6230 - PO Box 21 Bunbury WA 6231T: (08) 9792 7000 TTY: 13 36 77 F: (08) 9792 7184

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If you would like this publication in an alternative format please contact the City of Bunbury by phone on (08) 9792 7000; through the National Relay Service on 133 677

or 1300 555 727; or by email through records@bunbury.wa.gov.au