19 June 2018
Administration and Civic Centre
244 Vincent Street, Leederville
Chief Executive Officer
TRIM Ref: D18/69986
Author: Kylie Hughes, Coordinator Waste and Recycling Strategy
Authoriser: Andrew Murphy, Director Engineering
That Council APPROVES the draft Waste Strategy 2018 – 2023 for public comment for a period of 21 days in accordance with the City’s Policy No. 4.1.5 – Community Consultation.
Purpose of Report:
To consider the Draft Waste Strategy 2018 – 2023 for the purpose of advertising public comment.
In response to the necessity for long-term decision-making and improvement in Waste and Recycling Services, the City has been developing a Draft Waste Strategy as contained in Attachment 1. The requirement for a Waste Strategy is included in the Corporate Business Plan 2016/17 – 2019/20 (CBP) with the Engineering Directorate as the responsible Directorate. The Strategy was identified in order to;
· Guide the implementation of waste minimisation measures that will achieve greater waste diversion higher in the waste hierarchy than landfill and energy recovery.
· Inform a review of the City’s delivery of waste management to the community.
The draft strategy proposes the following overarching aims:
1. Zero waste to landfill through maximising avoidance and recovery
2. Engaged and informed community
3. Long-term planning to maximise opportunity
4. Cost effective and contemporary waste services
5. Working in collaboration, locally and regionally
It is proposed that the City will approach delivery of the strategy by:
· Application of the ‘Waste Hierarchy’ in all Projects
· Working towards Zero Waste to landfill throughout the Waste Strategy implementation
· Investigating opportunities for the Circular Economy (local solutions)
· Considering the carbon emissions which result from the management of waste
The overall vision is to achieve zero waste to landfill and the draft strategy proposes that specific targets are developed in Year 1 of the Waste Strategy in response to the outcomes of individual projects. Accurate and relevant targets for waste reduction and recovery for the City must be informed by and aligned with the new State Waste Strategy expected later in 2018.
The consultation will be undertaken in accordance with the Community Consultation Policy and the results of the consultation will be reported back to Council following assessment by Administration.
Risk Management Implications:
The City exposes itself to risk if it does not have a strategy to guide the long term planning and development of its waste and recycling services. The Waste Strategy will ultimately provide the guidance required as the City strives to manage its waste in an efficient, effective and ore sustainable fashion.
The draft Strategic Community Plan 2018 – 2028 (SCP) is the City’s most significant guiding document and establishes the community’s vision for Vincent’s future. The SCP will drive our planning, budgeting, resource allocation and service delivery over the next decade, in order to focus our efforts and align our activities to achieve the community’s vision.
As described, the Corporate Business Plan 2016/17 – 2019/20 (CBP) instigated the development of the Waste Strategy and those projects therein. The Waste Strategy has addressed the following draft community derived outcome areas within the Draft SCP:
Priority 1: Enhanced Environment
1.4 Our use of resources and management of waste is more efficient
Priority 6: Leadership & Governance
6.1 Programs, events and actions are proactively communicated
6.2 We are open and accountable
6.3 We are financially responsible
6.4 Assets are appropriately planned, managed and delivered
Waste has a significant impact on the environment and the strategy supports the City to sustainably manage its waste and to minimise its impact on the environment.
There are no financial implications arising directly from this report.
However, the City currently spends in the region of $6.5M on its waste and recycling services each year and a strategic approach is required to ensure that services are cost effective and that the impact of the rising landfill levy is controlled. The Waste Strategy proposes that a number of projects are delivered, resulting in options that will consider the cost of services as part of the appraisal process.
This report presents a draft Waste Strategy that will be a key document to guide the future direction of the City so that it can effectively manage its waste. It is considered timely to now release the strategy for full public consultation to allow community feedback on the strategy before it is finalised for implementation.
TRIM Ref: D18/83788
Author: John Paton, Special Projects Officer
Authoriser: Kerryn Batten, Director Corporate Services
That Council ADOPTS BY ABSOLUTE MAJORITY the City of Vincent Corporate Business Plan 2018/19 – 2021/22 (as at Attachment 1) as an outcome of the review and update of the Corporate Business Plan 2017/18 – 2020/21 and NOTES that final editorial, design and formatting of the document will be determined by the Chief Executive Officer.
Purpose of Report:
To consider adopting the Corporate Business Plan (CBP) 2018/19 – 2021/22 as a replacement to the 2017/18 – 2020/21 CBP adopted by Council at its Ordinary Meeting of 25 July 2017.
The preparation of a Corporate Business Plan covering a period of at least four years is a statutory requirement for local governments under the Local Government (Administration) Regulations 1996, and is a key element of the Integrated Planning and Reporting Framework (IPRF). The Corporate Business Plan sets out the City’s priorities and actions consistent with relevant priorities established in the City’s Strategic Community Plan (SCP), and informs the preparation of the City’s annual budget.
Council at its Ordinary Meeting of 10 September 2013 adopted the amended City of Vincent Strategic Community Plan 2013 – 2023 and Corporate Business Plan 2013 – 2017. These two strategic documents were presented together, attempting to achieve two things – be Council’s strategic direction, and to guide Administration’s program delivery.
It was subsequently recognised that the content of the combined Plan from 2013 were, over time, having diminishing relevance on Council’s decision making and Administration’s operational delivery and focus, and hence in 2016 and again in 2017, Council adopted a set of annual strategic priorities to provide the relevant guidance needed until the SCP could be fully reviewed.
In the latter half of 2017, the City launched the Imagine Vincent SCP engagement initiative, which gathered vital community feedback to inform preparation of the City’s new SCP. Six very clear community priorities emerged from the feedback received through Imagine Vincent. At its Ordinary Council Meeting on 6 March 2018, Council endorsed these six priorities as the basis for inviting community budget submissions for 2018/19. These community priorities have also formed the basis for preparation of the City’s revised CBP.
Administration has comprehensively reviewed the Corporate Business Plan 2017/18 – 2020/21 and prepared a revised draft Corporate Business Plan 2018/19 – 2021/22, included as Attachment 1. This was undertaken during January to June 2018 in collaboration with Council Members and having regard to:
· The engagement process and outcomes from the Imagine Vincent SCP engagement initiative and priorities endorsed by Council on 6 March 2018;
· Proposals raised through the 2018/19 Community Budget Submissions;
· The progress report on the Corporate Business Plan 2017/18 – 2020/21 presented to Council on 6 March 2018;
· The numerous new initiatives identified by Council and Administration over the past 12 months to deliver improved outcomes for the community; and
· The City’s financial and resourcing capacity to deliver new initiatives in the revised CBP over the coming four years.
The draft Corporate Business Plan 2018/19 – 2021/22 has not been advertised, however it has been prepared on the basis of Council’s endorsed priorities and informed by themes identified through Imagine Vincent and proposals raised through community budget submissions.
The development of the Corporate Business Plan covering a period of at least 4 financial years is a requirement of Regulations 19DA(1) and 19DA(2) of the Local Government (Administration) Regulations 1996. Regulation 19DA(3) in turn requires a Corporate Business Plan to:
a) Set out, consistently with any relevant priorities set out in the strategic community plan for the district, a local government’s priorities for dealing with the objectives and aspirations of the community in the district;
b) Govern a local government’s internal business planning by expressing a local government’s priorities by reference to operations that are within the capacity of the local government’s resources; and
c) Develop and integrate matters relating to resources, including asset management, workforce planning and long-term financial planning.
Risk Management Implications:
Low: The Corporate Business Plan 2018/19 – 2021/22 reflects existing and new projects and initiatives and aligns with the six community priorities which emerged from the feedback received through the Imagine Vincent SCP engagement process, through which the new SCP is being developed. Corporate business planning helps to manage risk to the City of Vincent by ensuring that formally articulated commitments reflect the Council’s strategic direction and are sufficiently matched to the City’s resourcing capability to successfully deliver projects and services.
The Corporate Business Plan 2018/19 – 2021/22 is structured to align to the key community priorities recently endorsed by Council, which ultimately continue delivering on the four Key Result Areas and Objectives of the City’s current Strategic Community Plan 2013 – 2023.
Corporate business planning is a key element in the ongoing sustainability of the City’s operations.
The 2018/19 CBP priorities have been reflected in the draft Annual Budget for 2018/19.
Corporate business planning is critical to achieving Council and community’s strategic priorities. Allocation of actions listed in the CBP to responsible directorates, together with regular review of progress towards the CBP will ensure that:
· Clear authorities and accountabilities are established for delivery of those actions;
· The City’s work efforts are aligned to the strategic direction and priorities desired by the community and determined by Council; and
· Resources are available to deliver on agreed actions as and when required/planned.
The City is finalising a major review of the Strategic Community Plan 2013 – 2023 through the Imagine Vincent community engagement initiative, with a new SCP due to be finalised before the end of the 2018 calendar year. In the meantime, the Corporate Business Plan 2018/19 – 2021/22 neatly bridges the gap between the Strategic Community Plan 2013 – 2023 and the community priorities being embedded into the drafting of the new SCP.
TRIM Ref: D18/84188
Author: Kara Davies, Administration Officer Corporate Services
Authoriser: Len Kosova, Chief Executive Officer
1. RECEIVES the 2018/19 Community Budget Submissions and ENDORSES Administration’s responses to those submissions as detailed in Attachment 1; and
2. Subject to adoption of the 2018/19 Annual Budget, NOTIFIES the persons and groups who made a Community Budget Submission of the outcome of their proposal.
Purpose of Report:
To consider the community budget submissions received for consideration in the development of the City’s 2018/19 Budget, aligned to Council’s endorsed Strategic Priorities for the year ahead.
At its Ordinary Meeting on 6 March 2018, Council endorsed the following six Strategic Priorities from the Imagine Vincent community engagement initiative to guide the City’s focus and work efforts in 2018/19 and to inform development of the 2018/19 draft Annual Budget:
· Enhanced Environment
· Accessible City
· Connected Community
· Thriving Places
· Sensitive Design
· Innovative and Accountable
Council also resolved to invite community budget submissions aligned to the above Strategic Priorities for consideration in the development of the 2018/19 draft budget – consistent with the approach taken by Council when developing the 2016/17 and 2017/18 draft budgets.
In response to the invitation for community budget submissions, the City received a total of 23 individual submissions raising 24 proposals for consideration. Administration’s summary of submissions received and comments on each is included as Attachment 1 to this report.
A breakdown of the number of proposals received by Strategic Priority area is listed in the table below:
2017/18 Strategic Priorities
No. of Proposals
1. Enhanced Environment
2. Accessible City
3. Connected Community
4. Thriving Places
5. Sensitive Design
6. Innovative and Accountable
Administration has assessed each of the community budget submissions for alignment with Council’s endorsed 2018/19 Strategic Priorities and against the City’s capacity to deliver on the proposals raised now and in the future. As a result of this exercise, all submissions have been colour-coded in Attachment 1 for ease of reference into the four categories of – Supported; Supported in Part; Defer Consideration; and Not Supported.
In total, Administration is recommending that:
· 7 proposals are Supported (equating to 29.2% of all proposals);
· 5 proposals are Supported in Part (equating to 20.8% of all proposals);
· 1 proposal be Deferred for Consideration at a later date (equating to 4.2% of all proposals); and
· 11 proposals are Not Supported (equating to 45.8% of all proposals).
The 12 proposals that are Supported or Supported in Part have an estimated implementation value of $322,000 in 2018/19 (representing approximately 1% of the City’s rates revenue) and have already been incorporated in the draft 2018/19 Budget. The estimated value of the proposals that are Supported, Supported in Part or recommended for Deferral and to be considered at a later date, equates to $340,000 (where proposals could actually be costed based on current information).
Importantly, the proposals that are recommended for Deferral and consideration at a later date will not be lost as those proposals have been referred to the nominated Responsible Directorate shown in Attachment 1 corresponding to each item, to ensure they are addressed at a more opportune time in future, to coincide with other bodies of work to be undertaken by the City.
In summary, over half of all proposals raised through the 2018/19 Community Budget Submissions are either Supported, Supported in Part or recommended for Deferral for more detailed consideration at a later date.
Where a proposal was not supported for funding through the community budget submissions process and an alternative funding method was a possibility, the relevant individual/group was advised.
Community budget submissions were invited throughout March and April 2018 (closing on 13 April 2018), by way of notices published in local newspapers, promotion on the City’s website and social media channels, and invitations sent to local community groups.
All persons and groups who made a community budget submission have been contacted, provided with an electronic link to this report and notified that the matter is being presented to the 19 June Council Briefing and 26 June Council Meeting.
RISK MANAGEMENT IMPLICATIONS:
Low: The invitation for community budget submissions provides all members of the Vincent community with a meaningful opportunity to contribute to development of the City’s current and future annual budgets in order to assist with the achievement of Council’s adopted Strategic Priorities for the year ahead.
In future, following adoption of a new Strategic Community Plan (SCP) and further revised Corporate Business Plan (CBP), Council will need to determine whether and how to continue inviting community budget submissions on an annual basis.
There are approximately $322,000 worth of community budget submission proposals that have been included in the draft 2018/19 Annual Budget.
The community budget submissions have been well thought out and the submissions have contained sufficient details to be meaningfully assessed by Administration. This process has assisted Administration and Council in understanding current community needs aligned to the 2018/19 Strategic Priorities and developing an Annual Budget that responds well to the submissions received.
It is recommended that Council receives and endorses Administration’s assessment of the Community Budget Submissions and notifies the community members who made a submission of the outcome of the process.