50504 CC AReport Cover - canning.wa.gov.au

City of

CA

NN

ING

Annual R

eport 2002-2003

Annual Report2002-2003

1317 Albany Hwy, Cannington WA

Locked Bag 80, Welshpool WA 6986

Telephone: (08) 9231 0606

Web-site: www.canning.wa.gov.auEmail: [email protected]

Authorised and produced by the City of Canning

City of CANNING 1

ContentsKey goals 1

Objectives and Highlights 2

Statement by the Mayor 3

The Council 4

Organisational Structure 5

Chief Executive Report 6

Finance and Client Services 7

Strategic and Regulatory Services 9

Community Services 11

Engineering and Technical Services 13

Financial Statements – Contents 17


Key GoalsThe Council has set a series ofkey goals that will provide atangible expression of what itwants to see achieved in thefuture.

They are:

◆ Serve the people of the City ofCanning with sensitivity to theirneeds and, encapsulate as partof its culture, the organisation’smotto...

“ABOVE ALL SERVICE”

◆ Provide for the convenience,comfort and safety of allpersons of the City.

◆ Ensure appropriatedevelopment and maintenanceof the amenities of every part ofthe City.

◆ Build a City of opportunities andone in which people will beproud to live, work and recreate.

◆ Promote the economicdevelopment and substantialgrowth of the City.

◆ Provide open and fairgovernment for all residentsand ratepayers.

◆ Safeguard the health andwelfare of those who reside orwork within the City.

2 Annual Report 2002-2003

Objectives and Highlights

Objectives for 2002/2003

◆ Allocation of more funds for Capital Works and Services from own Resources.◆ Maintain Rates and Charges increase to approximately the rate of Inflation.◆ No new Loan Borrowings to fund the City's Capital Works Program.◆ Incorporate programs and activities proposed in the Plan of Principal Activities

in the Annual Budget and adhere to the Objectives as set out in the Plan.◆ Achieve the Performance Measures detailed in the Business Plans of the

various Service Units.◆ Requirement that 97.5% of Funds allocated for Capital Works and Services be

spent by June 30 of each year.

Achievements for 2002/2003

◆ The City was recognised for its sound financial management andpresentation of financial documentation by being awarded the Certificate ofMerit in the Minister for Local Government’s Financial Management Awards.

◆ $13.4m was allocated for Capital Works and Services from own resources.◆ No new Loans were raised during the 2002/2003 financial year.◆ All programs and activities proposed in the Plan of Principal Activities were

incorporated in the Annual Budget and the Objectives as set out in the Planwere followed.

◆ The City’s objective is to ensure that 97.5% of the funds allocated for CapitalWorks and Services be spent by 30 June each year. The Capital Works andServices Program has been finalised with the exception of the following majorinitiatives of which have been carried forward as part of the 2003/2004Annual Budget:◆ Gerard Street Bridge and Associated Roadworks $ 3.15m◆ Extensions to Queens Park Day Care Centre $ 0.52m◆ Waste Transfer Station Construction and Associated Plant $ 1.48m◆ Part Funding Refurbishment Council Administration Building $ 6.39m◆ Multi-Purpose Recreation/Community Facility North of the

Canning River $ 0.86m◆ Roof Replacement of Woodford Park Changerooms $ 0.14m◆ Stage 1 of the New Animal Pound $ 0.10m

Highlights for 2002/2003

During the 2002/2003 financial year the City achieved the following:◆ Net surplus of $2.8m after allowing for committed expenditure.◆ Council adopted a general Rate in the Dollar - 5.8 cents and a minimum

rate of $375p.a., which resulted in rate increases being limited to 3% afterallowing for natural growth.

◆ Total expenditure on the Capital Program amounted to $14.0 million.◆ Operational expenditure of $55.3m was incurred to maintain services at

current levels.

City of CANNING 3

Statement by the MayorThe City of Canning continued to consolidate its financial position during 2002/2003,ending the year with a net surplus of $2.8m.

The City was recognised for its sound financial management and presentation offinancial documentation when it was awarded the Certificate of Merit at the Minister’sFinancial Management Awards during Local Government Week.The Awards assessa range of financial documents prepared and presented by local governments andare made on presentation, content and effectiveness as management andaccountability tools.

2003 New Year was welcomed by the annual New Years Day Celebration on theShelley Foreshore. This event is growing in stature and while it is attracting people from not only our City but across the metropolitan area, it has remained afamily-oriented occasion.

The Cannington Youth Centre, which opened in September 2002, is proving popularwith the young people north of the river. Located at the Sevenoaks Senior College inCannington, the Centre joins the Bentley, Willetton and Lynwood Youth Centres inproviding a wide range of services and programs for the youth within our community.

During the year, a report was presented to Council on the feasibility of a multi-purpose recreation facility for the suburbs north of the Canning River. Thisreport will be used for future research and planning for a wide range of communityservices and facilities.

Redevelopment of Whaleback Public Golf Course was completed in December 2002with construction of a two-storey driving range, new pro-shop and facelift toclubrooms and dining facilities.

Patrol & Security Services Officers provided a prompt response to around 8,600incidents and in all but 21 requests, responses were provided within 16 minutes ofthe call being received. Many favourable comments and expressions of appreciationwere received regarding this service.

The major focus of the Engineering Services budget continued to be on thepreservation of its major asset - the road network. Approximately $7.087m was spenton road rehabilitation, road improvement, traffic management, footpath construction,street lighting and drainage improvements during the 2002/2003 financial year.

In April 2003 Council resolved not to proceed with extension and refurbishment ofthe Administration building due to the escalation of costs. A new building option isbeing pursued.

The City continues to be a leader in providing assistance to other Councils withcouncils of Chittering and Ngaanyatjarraku now joined by the Town of Vincent andthe Shires of Cue and Wickepin.

The decisions of Council are based on finding the best overall outcome for theresidents/ratepayers of the City of Canning in an open and fully accountable manner.

It is always my pleasure to acknowledge the contribution made by my CouncilMembers, management and staff.

As a Council and a City, we will continue to operate on the basis of co-operation,honesty and integrity in all our decisions and above all work as a team for theprogressive and efficient operation of the City.

Dr Mick LekiasMB. BS. JP.


From Left to RightFront: Deputy Mayor Joe Delle Donne JP, Cr Mary Daly, Mayor Dr Mick Lekias JP, Cr Faye Morgan, Cr Stuart Clarke JP.

Back: Cr Graham Barry, Cr Lindsay Elliott, Cr Bruce Mason, Cr John Wibberley, Cr Norm Snell.

The Council

MayorDr Mick Lekias

MB. BS. JP.

Beeliar Ward Councillors Bannister Ward Councillors

Cr Faye Morgan OAM

Cr Stuart Clarke JP

Cr Norman Snell

Mason Ward Councillors

Deputy MayorCr Joe Delle Donne JP

Cr Lindsay Elliott

Cr Graham Barry

Cr Bruce Mason

Cr John Wibberley

Cr Mary Daly

City of CANNING 5

The Executive

Chief Executive OfficerDominic Carbone

Public Affairs Services

Human Resource Services

Information Technology Services

Orderly Services

Real Estate Services

◆ AccountingServices

◆ Rate Services◆ Records

ManagementServices

◆ CustomerServices

◆ EngineeringServices

◆ EngineeringWorksServices

◆ Parks &StreetscapeServices

◆ PropertyServices

◆ WasteServices

◆ LibraryServices

◆ RecreationServices

◆ Disability,Youth & FamilyServices

◆ Aged CareServices

◆ Patrol &SecurityServices

◆ PlanningServices

◆ BuildingServices

◆ EnvironmentalHealthServices

Acting ExecutiveFinance &

Client Services

Andrew Sharpe

ExecutiveEngineering & Technical

ServicesSilvio Trinca

ExecutiveCommunity

Services

Paul Merlo

ExecutiveStrategic &Regulatory

ServicesStuart Devenish

Organisational StructureThe City of Canning staff members are part of the corporate structure headed bythe Chief Executive Officer. This corporate approach ensures that staff memberswork towards achieving common goals.

The staff is organised across four Divisions. Whilst the Chief Executive Officeris responsible for the overall management of the organisation and in particularthe Corporate Services area, each Division is overseen by its own Executive.

The Corporate Management team implements and administers the policies ofthe elected Members.


Chief Executive ReportFollowing a prestigious career in local government, the Chief Executive Officer,Ian Kinner announced his retirement during 2002-2003.

Mr Kinner had been involved in local government since 1955, beginning hiscareer as a junior clerk at Marion Council, South Australia and working his waythrough the ranks to achieve the level of Chief Executive Officer.

In 1983 Mr Kinner moved from South Australia to Western Australia where hejoined the Fremantle Council.

Three years later, in 1986, he became Chief Executive Officer for the City ofCanning.

In discussing his career, Mr Kinner tells of his enjoyment in moving from Councilto Council making improvements wherever he went.

He believes one of his main achievements at Canning has been the opportunityto provide and extend community services.

This is an area that will continue to grow and prosper.

Mr Kinner also commented that one of the biggest challenges working as ChiefExecutive Officer has been to balance money with services provided.

This is a task he was always able to achieve and is an area in which I have beeninvolved at the City of Canning for the past 25 years.

The legacy that Mr Kinner has passed on to me as the in-coming Chief ExecutiveOfficer is a City that is sound and prospering.

We all wish Mr Kinner well in his retirement and look forward to a future basedon a legacy of development, growth and financial stability that will continue tobenefit residents and ratepayers.

Dominic CarboneChief Executive Officer

Presentation by Mayor Dr Mick Lekias on retirement of Chief Executive Officer, Mr Ian Kinner.

City of CANNING 7

Finance and Client ServicesOperating Revenue by Program amounted to $55.3m. General Purpose Incomecomprising of Rates levied $26.5m, Interest on Investment $1.6m, GovernmentGrants $9.4m and Rates Penalties $0.1m represents 68% of the City’s total revenue.

Operating Expenditure incurred by Program amounted to $55.3m withRecreation and Culture and Transport utilising 59% of the City’s Resources.

One of the City’s main financial objectives is to be Debt Free. The benefitsassociated with the “Debt Free” concept are:◆ Independence from uncontrollable Market Forces such as interest and

inflation, which add cost without real benefit.◆ The whole of the Council Revenue being available to meet current

expenditure for services and new Capital Works instead of the allocation offunds to the repayments of Loans.

◆ Promote efficiency in Planning Resources for major Capital Expenditure.◆ The City has financial control of its destiny and it is not restricted in Planning

and Annual Expenditures by decisions of the past.◆ Money now paid as interest is saved and available for service and facility

programs and/or for lessening the impact on annual rates levied.

The City’s objective was to become Debt Free by the year 2000/2001. Thefollowing graphs illustrate this achievement.

Long Term Loans Outstanding (Excluding Self-Supporting Loans)

Long Term Loans Raised (Excluding Self-Supporting Loans)

Operating Revenue

Operating Expenditure

Long Term Loans Repayments (Principal and Interest) (Excluding Self Supporting Loans)

8 Annual Budget 2003-2004

Funds Allocated for Capital Works and Services

Improved efficiency by placing controls over operating costs, debt free conceptand financial restructuring has resulted in more funds being allocated from ownresources for capital works and services.

Rates Levied (General and Minimum Only)

Domestic Rubbish Charges

Investment Earnings and Cash Holdings

Andrew SharpeActing Executive Finance and Client Services

City of CANNING 9

Strategic and Regulatory Services Planning Services

The City’s strategic planning plus the assessment, determination and provisionof information for applications for land development, rezoning and propertysubdivision is handled by Planning Services. Dedicated to the creation of qualityliving and working environments, the Service strives to maintain high levels ofcustomer satisfaction whilst ensuring legislative requirements are observed.

In 2002/2003 substantial progress was made on the "Local Planning Strategy"providing the framework for future development of the City. Key issues are housingdevelopment, commercial floor space allocation, public transport orientateddevelopment, City Centre growth, airport buffers and a range of measures targetingobjectives for ecologically sustainable development. The Strategy, which forms thefoundation for the regulatory controls set out in the City's draft Town PlanningScheme, has been nominated for a Planning Institute of Australia award.

The draft Scheme has a new "performance" based approach to developmentassessment, introducing flexibility and moving the focus of development controltowards desired planning outcomes. The Strategy and new Scheme, beingcompleted in-house, should near completion through 2003/2004.

Coordination of subdivision and development within Queens Park and EastCannington has been a high priority. The review of Scheme 21 reducesdevelopment constraints and simplifies development requirements in the area toallow a greater level of independence for landowners and encourage progressivesubdivision. Feedback from the ongoing landowner meetings, to discussdevelopment options and proposed changes, continues to shape the subdivisiondesigns and ensure residents' interests are taken into account.

The City's Public Open Space Strategy and assocaiated "Development Plan"adopted in May 2002 established a $2.14 million program over 8 years, targetingidentified shortfalls in Bentley and St James. Land acquisitions under thisprogram continued during 2002/2003.

Planning approvals are monitored to ensure conditions or requirements ofdevelopment are being met. The City's "Industrial Areas Enhancement Program"achieved improvements in the Willetton commercial area and is active inWelshpool and Canning Vale. Under the program, landowners can be asked toupgrade landscaping, car parking facilities and general appearance of propertiesto ensure suitable standards of presentation and amenity are maintained.

The new "Residential Design Codes" introduced in October 2002 brought arange of changes to the assessment of applications for residential development.Responding to community concerns with issues such as privacy, desiredstreetscapes and overshadowing, the new R-Codes triggered a review of theCity's residential development policies.

During the year, 781 development applications were processed along with 255subdivision applications and 4 Scheme Amendments. A significant proportionof the applications related to in-fill housing development. Introduction of the newR-Codes generated a substantial number of enquiries.

The City's website has been expanded to include additional scheme maps,information and planning documentation. The property enquiry system continuesto provide cadastral information, lot sizes and zonings for all sites within the City.

Environmental Health Services

This Service maintains regulatory responsibilities of the Health Act and otherlegislation through routine inspection and complaint response and providesinformation on health-related issues through handouts and via the web site.


Officers encourage food premises proprietors to implement food safetyprograms. Residents can contact the City if in doubt about the safety of foodpurchased or the standards of food premises.

Around 1000 inspections of food premises were undertaken during 2002/03 withthe investigation of around 100 complaints relating to food premises, foodhandling, food poisoning and food products.

Majority of the 21 notifiable infectious diseases investigated were of bacterialorigin, including Salmonella, Giardia, Listeria and Campylobacter, and related tofood poisoning associated with poor food handling and food hygiene.

Mosquito breeding cycles were significantly higher in 2002/2003 and althoughthere were no reported cases of Ross River Virus or Barmar Forrest Virus withinthe City, the risk of mosquito borne disease is still present.To assist the efficientmanagement of the mosquito control program, residents should contact HealthServices as and when mosquito presence is detected. Breeding may belocalised and can be easily eliminated.

The City is a major stakeholder in the development of a stormwater qualitymanagement plan, expected to be completed in early 2004, for the CanningPlain catchment encompassing the Mills Street, Cockram Street, Wilson andLeige Street Main Drain Systems.

One significant pollution incident occurred involving hydrocarbon contaminationof the stormwater system in East Cannington, with numerous minor dischargesthat required attention involving small fires, odour, noise and industrial waste.

The Parkwood Odour Committee, with representatives from the City of Canning,the Department of Environment, industry and the Parkwood Air QualityMonitoring Group, is working to reduce the impacts of industry odour fromCanning Vale on the adjoining Parkwood area.

The City continues to respond to complaints of aircraft noise. Residents canrequest noise measurements be taken from their property with the readings andcomplaints, forwarded to the appropriate regulatory authorities.

Over the past three years the City has been developing a "Community HealthPlan" involving review of existing and future operations and consideringAustralian population health trends, the obligations and expectations of localgovernment plus local, national and international trends in local governmentplanning. The plan is expected to be implemented in 2003/2004.

Building Services

The administration of building, fencing and signs control, swimming poolinspections and building related functions is looked after by Building Services.

During the past year, 2118 building applications with a construction valuetotalling $142.8 million were approved. Although marginally less than theprevious year’s 2191, the total value exceeds the previous total by $6 million.Approvals for new dwellings were 807 with the balance in residential additions,industrial/commercial and other minor residential works such as patios, shedsand swimming pools. Building Services also dealt with 126 demolition licences,130 signs and fence applications and 47 applications for strata titles.

With around 6158 private swimming pools in the City of Canning, pool safetyinspections were a high priority throughout the year. A similar pool safetyprogram is being undertaken for the Town of Vincent.

The City provides Environmental Health and Building services to other localgovernments, including the Shires of Cue and Ngaanyaatjarraku.

Stuart DevenishExecutive Strategic and Regulatory Services

City of CANNING 11

Community Services Community Recreation Facilities & Programs

A recent report on a multi-purpose recreation facility for suburbs north of theCanning River, is underpinning future research and planning for a range ofcommunity services and facilities.

A State Government grant of $128,666 was received towards the construction of anew sports changeroom at Woodford Park.

The Canning Art Award continues to increase with well over 300 entries received.The Canning section attracted an excellent response from local artists.

A new 6 metre square marquee was purchased during the year, increasing thenumber of marquees available for hire. Local organisations benefitted from anumber of community information evenings including a four week course in clubdevelopment and a session on funding and availability of grants.

Library Services

The City’s library and information service through its branches at Riverton,Willetton, Bentley and Queens Park, continues to be well patronised. 2002/03 sawa circulation of 1.72 million (ie loans and returns), with over 102,000 reservationsplaced on in-demand items. Over 34,400 loans were delivered by library staff toaround 200 'Books on Wheels' clients - library members who for reasons of age orhealth are unable to visit a library.

The Service introduced its 'new look' web pages, providing easier navigation andmore choices for library users. As well as browsing the catalogue and reservingitems of interest, borrowers can renew their loans plus review up-to-the-minutelistings of new items added to stock.

The City has provided computers in the libraries, for clients to browse the internetfor information and research, for a number of years. This service was expandedwith provision of an online reference database that can be accessed either in thelibrary or via the website. 'Australia/ New Zealand Reference Centre' is a full-textdatabase of around 100 magazines, newspapers and reference books. Itscomprehensive indexing and user-friendly searching is a well-used resource.

Disability Youth & Family Services

The City’s latest Youth Centre, at Sevenoaks Senior College in Cannington, is wellestablished and attendance numbers are high. A grant from the Alcohol EducationAnd Rehabilitation Foundation, for the next four years, will assist in fundingprograms at the Centre with emphasis on prevention of alcohol misuse.

With other Youth Activity Centres located in Lynwood, Willetton and Bentley the Citydelivered programs and activities during school holidays and after school.

The Youth Accommodation Services supported up to ten young people withrecurrent funding from the Department of Family & Children's Services. Fiveproperties, provided by Homeswest across various suburbs, enable the City tohouse homeless young people who require supported living.

The Community Inclusion Project oversees improvement of access for people withdisabilities. Consultation was undertaken with the City's Library Services, localbusinesses and community groups to make their premises and services moreaccessible. Initiatives with supported employment agencies developed workopportunities for people with disabilities.

The Disability Services Commission provided ongoing funding for the popular schoolholiday program for teen-age children with disabilities, allowing them to participate infun activities and offer respite for parents and carers during this critical period.


Leisure Services

Numbers at the Riverton Leisureplex continue to grow and with new and increasedprograms, the need for equipment and fittings has grown. Shade structures wereinstalled in the pool and crèche courtyards plus safety railing around part of theleisure pool. Extra storage fittings were added in the administration, aquatic andswim school areas, new gymnastics equipment bought for Tumblers plus an aquaaerobics sound system and lane dividers were purchased for the swim school.

The Canning Aquatic Centre in Bentley now offers kiosk facilities at all timesfollowing alterations to the administration area. New air conditioning was installedto replace aging units.

Queens Park Recreation Centre offered Les Mills aerobic/fitness classes afterpurchasing new steps and mats. A new photocopier replaced an aging unit.

Redevelopment of Whaleback Public Golf Course was completed in December2002 with construction of a two-storey driving range, new pro-shop and facelift toclubrooms and dining facilities.

Aged Care Services

In December 2002 the City’s HACC services received additional funding from theDepartment of Health and Ageing to provide more services. Multicultural RespiteServices received 3,500 one-way transport trips per annum with Home HelpServices receiving 4,160 hours p.a. domestic assistance, 1,000 hours p.a. homemaintenance and 250 hours p.a. assessment.

Queens Park Community Care Services received 551 hours p.a. social support and962 hours p.a. respite care (get away trip). South Canning Community CareServices received 551 hours p.a. social support, 2,400 respite care hours p.a.(getaway trip) and a new (two days per week) evening centre based day careservice for younger people with disabilities.

Non recurrent funding was received for kitchen equipment and a new pergola wasconstructed at Everglades. Extensions to Queens Park Community Care Centrewere approved with grants received from Lotterywest and HACC.

A "Snoezelen" room (sensory awareness) for carers and clients suffering withdementia has been established at the Multicultural Respite Services.

Patrol and Security Services

Patrol & Security Services continue to provide a 24-hour, 7 day week service toresidents and businesses in the City of Canning. Security Officers responded toapproximately 8,600 incidents, with 2,954 requiring an urgent response. In all but 21requests, response was within 16 minutes of the call being received. Delays wereconsidered unavoidable. Officers assisted the Police Service in apprehending severalpersons suspected of committing various criminal offences, mainly unlawful entry.

Further development of strategies to increase the number of dogs being claimed byowners or re-homed continued, with impounded dogs euthanased reduced from16% the previous year to just over 10%.

Patrol & Security Services provided assistance to the Neighbourhood Watchprogram and State Government funding to employ a part-time DistrictNeighbourhood Watch Co-ordinator during 2003/2004 will further enhance theeffectiveness of this program.

A Development Plan to construct a new animal and vehicle impounding facility wasapproved and funding has been incorporated in the 2003/2004 budget.Construction of the facility is expected to commence during May 2004.

Paul MerloExecutive Community Services

City of CANNING 13

Engineering and TechnicalServices

Engineering Services

The major focus of the Engineering Services budget continued to be on thepreservation of its major asset - the road network. Approximately $7.087m wasspent on road rehabilitation, road improvement, traffic management, footpathconstruction, street lighting and drainage improvements during the 2002/2003financial year.

Road improvement included construction of dual carriageways along sections ofBannister Road, the upgrading of Catherine Street and the construction of BentStreet.

Road rehabilitation projects included resurfacing of sections of High Road andRanford Road and resurfacing of Boundary Road, Central Road andMeadowbrook Drive.

New footpath construction projects included Bannister Creek, Parkhill Way andWelshpool Road while slab upgrade projects included Albany Highway andMarquis Street.

Traffic management projects included the installation of treed medians alongKillara Drive, Boundary Road and Portcullis Drive, centre blister islands alongHerald Avenue and Killara Drive, plus a number of intersection treatments alongHigh Road and Manning Road.

Street lighting projects included Roxby Lane while drainage improvementsincluded Westbourne Way, Glennon Way, Corona Crescent and Salmon GumRise.

Waste Services

The City continued to provide weekly and fortnightly waste and recyclingremoval services, plus kerbside collections for hard waste and green waste.

The year saw the commencement of the construction of an inert waste transferstation at the landfill site to cater for the future needs of residents once thelandfill is closed.

The Regional Resource Recovery Centre Bedminster Composting Facility wasalso completed.

Parks and Streetscape Services

The completion of the Department's capital program resulted in the continuedupgrade of a number of existing parkland irrigation systems particularly atFleetwood Park, Lynwood, Datura Court in Parkwood and Yarnell Park inFerndale. New ground water irrigation bores were established at FleetwoodPark and at Alderley Park, Wilson.

Other development projects included the construction of a raised boardwalkwithin the Canning River Regional Park adjacent to Kent Street Weir, and thefurther upgrading of a section of the Shelley / Rossmoyne Foreshore footpath.A new neighbourhood park was established at Thomas Street in Queens Park.

The City's Streetscape Enhancement Program saw the completion of a furtherstage of development in Vahland Avenue and the replacement and upgrading ofthe existing median planting in Karel Avenue, Willetton.


Other landscape improvements included the further introduction to streetplanting in association with numerous traffic management initiatives across theCity.

The Service also continued its environmental rehabilitation activities by workingclosely with a number of community based environmental groups.

The focus of this work is the continued establishment of the new artificial wetlandat Black Creek in Queens Park, and the provision of assistance to groupsworking within the Canning River Regional Park, particularly at the WilsonLagoon site in Wilson and within Ferndale flats.

Other programs were also conducted along the Shelley / Rossmoyne foreshore,within the Yagan Wetland Reserve in Rossmoyne, at Prendwick Park in Willettonand within Bannister Creek, Ferndale.

Property Services

Property Services continues to maintain and clean the City's building asset stockto the high standards expected by the various tenants and user groups.

Building maintenance programs are steadily moving from "reactive" to"proactive" and place the utmost importance on upgrading to comply with currentstandards that ensure user safety.

Property Services plays a leading role in the provision of new facilities, as wellas co-ordination of major upgrades to existing facilities.

Major projects completed during the year included:

◆ Ongoing restoration / refurbishment of the Canning Town Hall.

◆ Major renovation of public toilets at Wilson Park & Merv Macintosh Pavilion.

◆ Airconditioning to Herald Ave Seniors Centre.

◆ Re-roofing and painting Maniana Family Centre.

◆ Re-roofing Wandarah Hall.

◆ Continuation of program to re-key all City buildings.

◆ Reconstruction and lighting at Coker Park Carpark.◆ Provision of disabled access facilities to various buildings.

Silvio TrincaExecutive Engineering and Technical Services

Annual Report Details2002-2003

City of CANNING 17

C O N T E N T SPAGE NO

Operating Statement 19Statement of Surplus and Deficit 20Statement of Financial Position 21Statement of Changes in Equity 22Statement of Cashflows 23Statement of Rate Setting 24Statement of Rating Information 25

Notes to the Financial StatementsNote 1 Significant Accounting Policies 27-32Note 2 Operating, Revenues and Expenses 32Note 3 Description of Functions/Activities 33Note 4 Operating Revenues and Expenses By Nature and Type 34Note 5 Cash and Restricted Funds 34-35Note 6 Fixed Assets 35-37Note 7 Interest Bearing Liabilities 37-38Note 8 Reserves 38-40Note 9 Cash Flow Information 41Note 10 Trust Fund Information 42Note 11 Comparison with Rate Setting Budget 43Note 12 Rating Information 43-45Note 13 Service Charges 45-46Note 14 Interest Charges for the Late Payment of Rates Charges 46-47Note 15 Fees and Charges Information 47Note 16 Investments 48Note 17 Council Members - Fees, Expenses and Allowances 48Note 18 Depreciation on Non-Current Assets 49Note 19 Major Land Transactions 49Note 20 Trading Undertakings 49Note 21 Capital and Leasing Commitments 49Note 22 Financial Instruments 49-50Note 23(a) Position at Commencment of Financial Year 50Note 23(b) Statement of Reconciliation of Net Asset Brought Forward 51Note 24 Capital Expenditure by Program 51Note 25 Financial Information by Ratio 52Note 26 Receivables 53Note 27 Stock on Hand 53Note 28 Development Costs 53-54Note 29 Accounts Payable/Income Received in Advance 54Note 30 Accrued Annual Leave, Long Service leave Provisions and Other

Employee Entitlements 54-55Note 31 Provision for Insurance 56Note 32 Rossmoyne and Wilson Retirement Villages-Residents’ Equity 56Note 33 Town Planning Schemes 57-58Note 34 Statement of Changes in Equity 58Note 35 Joint Ventures 59Note 36 Disability Service Plan 60Note 37 Environmental Reporting 60-61Note 38 Corporate Governance 62-64Note 39 Plan of Principal Activities 65-86Note 40 National Competition Policy 87-98

Statement by Chief Executive Officer 99

Auditor's Report 100Strategic Policies 101-135

City of Canning

Financial Statements


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2001/2002 2002/2003 2002/2003 2002/2003NOTES ADOPTED REVISED

ACTUAL BUDGET BUDGET ACTUAL$ $ $ $

EXPENDITURE 1,3,4(842,827) Governance 17,18 (1,135,113) (1,140,113) (708,821)

(1,946,692) Law, Order, Public Safety (2,077,579) (2,077,579) (1,995,722)(676,981) Health (714,031) (714,031) (679,754)

(6,468,542) Education and Welfare (6,834,353) (7,067,277) (7,388,912)(335,173) Housing (394,183) (394,183) (420,277)

(8,092,022) Community Amenities (8,540,261) (8,579,261) (7,909,682)(13,588,212) Recreation and Culture (16,516,664) (16,557,511) (15,256,681)

(8,358,726) Transport (7,073,698) (7,073,698) (17,271,726)(813,188) Economic Services (883,459) (871,598) (855,435)

(3,104,023) Other Property and Services (5,513,486) (5,513,486) (2,814,397)(44,226,386) (49,682,827) (49,988,737) (55,301,407)

REVENUE 1,3,428,451,937 General Purpose Funding 15,16 29,720,876 29,801,723 30,227,083

2,823 Governance 1,000 1,000 3,452172,838 Law, Order, Public Safety 149,050 159,050 149,993162,576 Health 163,335 163,335 182,798

5,364,919 Education and Welfare 5,483,627 5,823,621 6,309,554272,941 Housing 249,930 249,930 376,813

10,441,895 Community Amenities 6,627,215 6,627,215 7,479,1404,934,758 Recreation and Culture 4,690,030 4,727,238 4,644,5564,261,946 Transport 3,017,376 3,614,137 3,609,463

952,697 Economic Services 765,164 765,164 1,080,0071,466,008 Other Property and Services 3,749,468 3,749,468 1,224,865

56,485,338 54,617,071 55,681,881 55,287,724

12,258,952 Increase/Decrease 4,934,244 5,693,144 (13,683)

DISPOSAL OF ASSETS 2,618,182 Land 0 0 0

133,569 Plant and Equipment 318,334 457,006 336,5980 Furniture and Equipment 1,000 1,000 0

151,751 Gain (Loss) on Disposal 319,334 458,006 336,598

OTHER ITEMS

(9,839,496) Infrastructure Assets - Decrement 1(c) 0 0 00 Infrastructure Assets - Prior Decrement Reversal 0 0 4,483,910

(35,000) Doubtful Debts Expense 0 0 02,192 Bad Debts Written Off 0 0 0

0 Change in Equity- Joint Venture 35 0 0 767,818(28,216) Prior Year Adjustment 0 0 85,207

(9,900,520) Total Other Items 0 0 5,336,935

Change in Net Assets resulting from Operations2,510,183 Gain/(Reduction) 5,253,578 6,151,150 5,659,850

City of CANNING 19

City of Canning

OPERATING STATEMENT FOR THE PERIODENDING 30 JUNE 2003

Note: This Statement is to be read in conjunction with the accompanying Notes.



ACTUAL BUDGET BUDGET ACTUAL$ $ $ $

OPERATING REVENUE

2,510,183 Change in net assets resulting from operations 5,253,578 6,151,150 5,659,850

ADD13,623 Principal Repay-Sporting & Community 10,811 10,811 10,812

Organisations7,031,665 Depreciation Written Back 18 7,937,535 7,937,535 15,689,8721,074,737 Book Value of Assets Sold Written Back 6(a) 1,021,711 1,021,711 868,728

0 Change in Equity- Joint Venture Written Back 0 0 (767,818)9,839,496 Infrastructure Assets Decrement Written Back 1(c) 0 0 (4,483,910)

17,959,520 6,706,281 6,726,704 11,317,68420,469,704 Sub Total 19,058,688 19,331,031 16,977,534

LESS CAPITAL PROGRAMME(5,962,193) Purchase Land and Buildings 24 (12,978,907) (13,221,982) (2,630,641)(8,332,950) Infrastructure Assets - Roads 24 (12,067,165) (12,517,003) (7,300,401)(1,179,330) - Recreation Facilities 24 (1,739,942) (1,913,806) (880,803)

(104,803) - Other 24 (59,525) (49,278) (49,278)(3,175,817) Purchase Plant & Equipment 24 (3,310,534) (3,514,810) (2,395,536)(1,150,567) Purchase Furniture and Equipment 24 (824,761) (891,552) (712,434)

(137,932) Debt Service Repayments-Principal on Loans 7(c) (155,206) (155,206) (155,213)Transfer to Reserves

(188,100) Reserve Fund Waste Management 8(b) (194,229) (194,229) (151,590)(216,583) Reserve Fund Land and Buildings 8(a) (341,453) (341,453) (202,907)(227,678) Reserve Fund Aged Persons Homes 8(c) (87,887) (87,887) (199,437)

0 Transfers Other - TPS 23 Scheme 33 0 0 0(11,811) Transfers Other - Special Overdraft TPS 24 33 (10,000) (10,000) (7,757)

(20,687,764) (31,769,609) (32,897,206) (14,685,997)(218,060) Sub Total (17,545,974) (17,775,999) 2,291,537

LESS - FUNDING FROM

Reserves315,775 Reserve Fund Waste Management 8(b) 2,592,709 2,732,709 910,857265,072 Reserve Fund Land and Building 8(a) 1,613,000 1,636,000 1,443,348116,993 Reserve Fund Aged Persons Homes 8(c) 51,695 118,720 34,659

0 Loan Fund 7 8,300 8,300 070,821 Loans Raised-Underground Power 7 60,840 60,840 0

12,668,837 Opening Funds 23(b) 13,219,430 13,219,430 13,219,430

13,437,498 17,545,974 17,775,999 15,608,294(8) Rounding 0 0 (1)

13,219,430 BUDGET(SURPLUS)/DEFICIT 0 0 17,899,830

City of Canning

STATEMENT OF SURPLUS OR DEFICITFOR THE PERIOD ENDING 30 JUNE 2003


City of CANNING 21

City of Canning

STATEMENT OF FINANCIAL POSITIONAS AT THE 30 JUNE 2003

2001/2002 NOTES 2002/2003ACTUAL ACTUAL

$ $CURRENT ASSETS

10,905 Cash 5 266,35026,637,418 Investments 5 30,609,1273,852,711 Receivables 26 2,722,685

177,358 Stock on Hand 27 191,3684,543 Prepaid Expenses 1(h) 73,519

30,682,935 TOTAL CURRENT ASSETS 33,863,049

NON CURRENT ASSETS293,811,839 Fixed Assets 6(c) 306,692,778

0 Interest in Joint Venture (Equity Method) 35 767,818594,521 Receivables 26 627,88473,360 Development Costs 28 118,532

294,479,720 TOTAL NON CURRENT ASSETS 308,207,012

325,162,655 TOTAL ASSETS 342,070,061

CURRENT LIABILITIES(3,241,664) Accounts Payable 29 (4,236,517)(1,140,834) Income Received in Advance 29 (1,453,043)(1,362,572) Provision for Annual Leave 30 (1,505,571)

(513,314) Provision for Long Service Leave 30 (515,720)(468,973) Provision for Insurance 31 0(155,206) Interest Bearing Liabilities 7(c) (170,516)(719,673) Cash-Overdraft 5 0

(7,602,236) TOTAL CURRENT LIABILITIES (7,881,367)

NON CURRENT LIABILITIES(1,154,228) Provision for Long Service 30 (1,264,757)(2,555,582) Resident’s Equity-Rossmoyne Retirement Village 32 (2,619,952)(1,312,515) Interest Bearing Liabilities 7(c) (1,141,992)

(340,097) Development Costs 28 (338,497)

(5,362,422) TOTAL NON CURRENT LIABILITIES (5,365,198)

(12,964,658) TOTAL LIABILITIES (13,246,565)

312,197,997 NET ASSETS 328,823,496

EQUITY272,397,541 Accumulated Surplus 279,936,10139,800,456 Reserves 8 48,887,395

312,197,997 TOTAL EQUITY 328,823,496



2001/2002 2002/2003ACTUAL NOTES ACTUAL

$ $

ACCUMULATED SURPLUS

269,809,798 Balance As At 1 July 2002 272,397,5422,510,183 Change in Net Assets Resulting from Operations 5,659,850

Transfer to Reserves(216,583) - Land and Buildings 8(a) (202,907)(188,100) - Waste Management 8(b) (151,590)(227,678) - Aged Persons Homes 8(c) (199,437)

12,082 Sundry Adjustments 34 43,779Transfer from Reserves

265,072 - Land and Buildings 8(a) 1,443,348315,775 - Waste Management 8(b) 910,857116,993 - Aged Persons Homes 8(c) 34,659

272,397,542 Balance As At 30 June 2003 279,936,101

LAND AND BUILDING RESERVE 8(a)3,803,406 Balance As At 1 July 2002 3,754,917

216,583 Transfers from Accumulated Surplus 202,907(265,072) Transfer to Accumulated Surplus (1,443,348)


WASTE MANAGEMENT RESERVE 8(b)4,008,365 Balance As At 1 July 2002 3,880,690

188,100 Transfers from Accumulated Surplus 151,590(315,775) Transfer to Accumulated Surplus (910,857)


AGED PERSONS HOMES RESERVE 8(c)1,289,414 Balance As At 1 July 2002 1,400,099

227,678 Transfers from Accumulated Surplus 199,437(116,993) Transfer to Accumulated Surplus (34,659)


ASSET REVALUATION RESERVE 8(d)34,320,521 Balance As At 1 July 2002 30,764,749(3,555,772) Revaluation of Fixed Assets 10,921,87030,764,749 Balance As At 30 June 2003 41,686,619

312,197,997 TOTAL EQUITY 328,823,496

City of Canning

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDING 30 JUNE 2003


City of CANNING 23

City of Canning

STATEMENT OF CASHFLOWS FOR THE YEARAS AT THE 30 JUNE 2003

2001/2002 2002/2003 2002/2003NOTES ADOPTED

ACTUAL BUDGET ACTUAL$ Cash Flows from Operating Activities $ $

Payments(20,829,254) Employee Costs (21,415,243) (21,349,039)(9,624,850) Materials and Contracts (11,073,351) (9,489,537)(2,288,448) Utilities (2,882,409) (2,346,121)

(624,936) Insurance (897,297) (768,397)(104,914) Interest Expenses (100,759) (99,000)

0 GST Payable 0 (2,489,559)(3,509,996) Other (5,463,832) (4,400,324)

(36,982,398) Total Payments (41,832,891) (40,941,977)

Receipts25,072,016 Rates 26,668,249 26,988,0944,282,938 Contributions, Donations and Reimbursements 2,626,192 2,673,723

236,418 Service Charges 260,425 265,23715,675,086 Fees and Charges 13,788,978 14,877,7831,283,298 Interest Earnings 1,453,822 1,855,012

0 GST Receivable 0 2,489,559160,087 Other Revenue 2,469,057 255,071

46,709,843 Total Receipts 47,266,723 49,404,4799,727,445 Net Cash flows from Operating Activities 9 5,433,832 8,462,502

Cash flows from Investing ActivitiesPayments

(5,962,194) Purchase Land and Buildings (12,978,907) (2,630,641)(9,617,083) Purchase Infrastructure Assets (13,866,632) (8,230,482)(3,175,817) Purchase Plant and Equipment (3,310,534) (2,395,536)(1,150,567) Purchase Furniture and Equipment (824,761) (712,434)

(19,905,661) (30,980,834) (13,969,093)Receipts

18,182 Disposal of Land 6(a) 0 00 Disposal of Furniture and Equipment 6(a) 1,000 0

1,208,306 Disposal of Plant and Equipment 6(a) 1,340,045 1,205,3261,226,488 1,341,045 1,205,326

(18,679,173) Net cash flows from Investing Activities (29,639,789) (12,763,767)

Cashflows from Financing Activities70,821 Proceeds from Borrowings 60,840 013,623 Principal Repayments Received - Loans 10,811 10,812

(137,932) Loan Repayments- Principal 7(c) (155,206) (155,213)(53,488) Net cash flows from Financing Activities (83,555) (144,401)

Cash flows from GovernmentReceipts from Grants

4,624,467 Recurrent 4,670,015 5,500,3494,446,727 Capital 4,028,239 3,892,1559,071,194 Net cash flows from Government 8,698,254 9,392,504

65,978 Net (decrease)/increase in cash held (15,591,258) 4,946,838

25,862,679 Cash at the Beginning of Reporting Period 25,928,650 25,928,650(7) Rounding 11 (11)

25,928,650 Cash at the End of Reporting Period 9 10,337,403 30,875,477




ACTUAL BUDGET BUDGET ACTUAL$ OPERATING REVENUE 1,3,4,15,16 $ $ $

3,357,637 General Purpose Funding 3,385,996 3,466,843 3,664,865 2,823 Governance 1,000 1,000 3,452

172,838 Law, Order, Public Safety 149,050 159,050 149,993162,576 Health 163,335 163,335 182,798

5,364,919 Education and Welfare 5,483,627 5,823,621 6,309,554 272,941 Housing 249,930 249,930 376,813

10,441,895 Community Amenities 6,627,215 6,627,215 7,479,1404,757,984 Recreation and Culture 4,568,894 4,606,102 4,517,5034,261,946 Transport 3,017,376 3,614,137 3,609,463

952,697 Economic Services 765,164 765,164 1,080,007 1,466,008 Other Property and Services 3,749,468 3,749,468 1,224,865

31,214,264 28,161,055 29,225,865 28,598,453LESS OPERATING EXPENDITURE 1,3,4,17,18

(842,827) Governance (1,135,113) (1,140,113) (708,821)(1,946,692) Law, Order, Public Safety (2,077,579) (2,077,579) (1,995,722)

(676,981) Health (714,031) (714,031) (679,754)(6,468,542) Education and Welfare (6,834,353) (7,067,277) (7,388,912)

(335,173) Housing (394,183) (394,183) (420,277)(8,092,022) Community Amenities (8,540,261) (8,579,261) (7,909,682)

(13,588,212) Recreation and Culture (16,516,664) (16,557,511) (15,256,681)(8,358,726) Transport (7,073,698) (7,073,698) (17,271,726)

(813,188) Economic Services (883,459) (871,598) (855,435)(3,104,023) Other Property and Services (5,513,486) (5,513,486) (2,814,397)

(44,226,386) (49,682,827) (49,988,737) (55,301,407)(13,012,122) Increase/Decrease (21,521,772) (20,762,872) (26,702,954)

OTHER ITEMS(9,839,496) Infrastructure Assets - Decrement 1(c) 0 0 4,483,910

(35,000) Doubtful Debts Expense 0 0 00 Change in Equity- Joint Venture 0 0 767,818

2,192 Bad Debts Written Off 0 0 0(28,216) Prior Year Adjustment 0 0 85,207

(22,912,642) (21,521,772) (20,762,872) (21,366,019)ADD

9,839,496 Infrastructure Assets Decrement Written Back 0 0 (4,483,910)0 Change in Equity- Joint Venture 35 0 0 (767,818)

13,623 Principal Repay-Sporting & Community Organisations 10,811 10,811 10,812151,751 Profit/(Loss) on Disposal of Assets 2,6 319,334 458,006 336,598

7,031,665 Depreciation Written Back 18 7,937,535 7,937,535 15,689,8721,074,737 Book Value of Assets Sold Written Back 6(a) 1,021,711 1,021,711 868,728

(4,801,370) (12,232,381) (11,334,809) (9,711,737)LESS CAPITAL PROGRAMME

(5,962,193) Purchase Land and Buildings 24 (12,978,907) (13,221,982) (2,630,641)(8,332,950) Infrastructure Assets - Roads 24 (12,067,165) (12,517,003) (7,300,401)(1,179,330) - Recreation Facilites 24 (1,739,942) (1,913,806) (880,803)

(104,803) - Other 24 (59,525) (49,278) (49,278)(3,175,817) Purchase Plant & Equipment 24 (3,310,534) (3,514,810) (2,395,536)(1,150,567) Purchase Furniture & Equipment 24 (824,761) (891,552) (712,434)

(137,932) Repayment of Debt-Principal 7(c) (155,206) (155,206) (155,213)(632,361) Transfers to Reserves 8 (623,569) (623,569) (562,461)(11,811) Transfers Other 33 (10,000) (10,000) (7,757)

(25,489,134) (44,001,990) (44,232,015) (24,406,261)LESS - FUNDING FROM

697,840 Reserves 8 4,257,404 4,487,429 2,397,39170,821 Loans 7 69,140 69,140 0

12,668,837 Opening Funds 23 13,219,430 13,219,430 13,219,430(13,219,430) Closing Funds 23 0 0 (17,899,830)

(8) Rounding 0 0 (1)(25,271,074) TO BE MADE UP FROM RATES (26,456,016) (26,456,016) (26,689,271)

City of Canning

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City of CANNING 27

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTSFOR THE YEAR ENDING 30 JUNE 2003

1. SIGNIFICANT ACCOUNTING POLICIES

The significant policies which have been adopted in the preparation of the Financial Report are:

(a) Basis of Accounting

The Financial Report is a general purpose financial report which has been prepared in accordance withapplicable accounting standards and other mandatory professional reporting requirements and theLocal Government Act 1995 including the Local Government (financial Management) Regulations.The Financial Report has been prepared on the basis of historical cost and does not take into accountchanging money values or, except where stated, current valuations of non-current assets. Theaccounting policies have been consistently applied, unless otherwise stated.

Local Governments are not required to comply with the following Australian Accounting Standards:AAS 16 “Financial Reporting by Segments”AAS 22 “Related Party Disclosures”

(b) The Local Government Reporting Entity

The Financial Statements forming part of this report has been prepared on the basis of five funds(Municipal, Reserve, Loan Capital, Trading and Trust Funds). For the purposes of reporting theMunicipality authority as a single unit, all transactions and balances in respect to the Municipal, Loan,Reserve and Trading Funds have been consolidated. Certain monies held in the Trust Fund have beenexcluded from the consolidated Financial Statements, but a separate Statement of those monies appearat Note 10.

(c) Non-Current Assets - Valuation and Depreciation

Council’s Policy in relation to the valuation and depreciation of Council Assets is as follows:

The Assets include:Land and BuildingsFurniture and EquipmentPlant and EquipmentToolsInfrastructure Assets

Infrastructure Assets include the following Sub-Classes:Infrastructure Assets Roads-- Roads- Footpaths- Drainage- Street Signs- Parking Signs- Bus Shelters- BridgesRecreation Facilities- Playing Fields- Passive Parklands- Reticulation and Irrigation- Lighting- Fences- Play Equipment and Facilities- BBQ and Park Furniture

Other- Carparks

NO

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Land under roads is not recognised within the above Asset Classes as there is no legislative requirement to includesuch values.

The values of the above-mentioned Assets are based on the following:

In the 1999/2000 financial year, the City engaged Australian Property Consultants, Licenced Valuers, to valueCouncil’s Land and Building Assets as at the 30th June 2000. Richard A Blow and Associates, Valuers andConsultants were engaged to value Council’s Furniture and Equipment Assets as at the 30th June 2000. All Plant andEquipment and Tools have been recorded at cost irrespective of the purchase date.

From 1st July 1997, Council increased its minimum Asset Capitalisation Threshold from $100 to $1,000.

- Land

(i) Non Commercial Purposes (Recreation, Public Open Space, Roads and Drainage Construction) to be recorded at$100 per holding.

(ii) Commercial Purposes - Independent assessments to be obtained at 4 yearly intervals of the Fair Market Value ofLand based on existing use which wa undertaken in the 1999/2000 financial year and will be amended for theremaining 3 years by the additional historical cost value of land purchases.

- Buildings, Furniture and Equipment

Independent assessments to be obtained on 4 year intervals which was undertaken in the 1999/2000 financial yearbased on the replacement cost of the Asset. These values to be incorporated in the Financial Records and for theremaining 3 years will be amended by the additional historical cost of new purchases.

- Plant and Equipment

Acquisitions are recorded at historical cost due to the frequent changeover of Council’s Plant, Equipment and Tools.

- InfrastructureInfrastructure Assets Valuation Policy

Where the annual valuation derived for the Infrastructure Asset models varies to the opening balance brought forwardplus the actual amount expended on construction or purchase for each Asset class, the net increment or decrement inrespect of that class compared to the Valuation Model will be accounted for as follows:

(i) If the annual valuation amount derived from the model exceeds the opening balance brought forward plus theactual amount expended on construction or purchase for each Asset class the Increment will be credited directlyto the Asset Revaluation Reserve - except to the extent that the increment reverses a re-valuation decrementpreviously recognised as an expense in the Operating Statement in respect of that same class of Asset, it must berecognised as revenue in the Operating Statement for the period, and

(ii) If the annual valuation amount derived from the Model is less than the opening balance brought forward plus theactual amount expended on construction or purchase for each Asset class the decrement will be recognised as anexpense in the Operating Statement -except to the extent that such a decrement reverses a re-valuation incrementpreviously credited to, and still included in the balance of the Asset Revaluation Reserve in respect of that class,in this situation it will bedebited directly to the Asset Revaluation Reserve.

Asset class increments and decrements shall be offset against one another within a class of non-current Assets,but shall not be offset in respect of different classes of non-current Assets.

Values of Infrastructure Assets are recorded based on models used to value each class of Infrastructure Assets onan annual basis as detailed below.

City of CANNING 29

Infrastructure Asset Classes

Infrastructure Assets Roads includes:

- Roads

The Pavement and Road Management Maintenance System (PARMMS) is the method used by Council to value itsRoad Network. The class of Asset is valued at Replacement Cost and depreciated after taking into account thecondition of the roads. Physical inspections and condition testing of the Road Network are continually undertaken.

- Bridges

The valuations of Bridges are based on Replacement Cost and Depreciation is calculated on its useful life.

- Footpaths

The Valuation of Footpaths are based on Replacement Cost and Depreciation is calculated on its useful life.

- Drainage

The Valuation of Drainage is based on Replacement Cost and Depreciation is calculated on its useful life.

- Signs - Parking- Street

The Valuation of Signs is based on Replacement Cost and Depreciation is calculated on its useful life.

- Bus Shelters

The Valuation of Bus Shelters is based on Replacement Cost and Depreciation is calculated on its useful life.

Infrastructure Assets Recreation Facilities includes:

- Recreation Facilities - Playing Fields

The Valuation of Playing Fields is based on current Development Costs to develop land to Playing Fields.

- Passive Parklands

The Valuation of Parklands is based on current Development Costs to develop land to Passive Recreational Facilities.

-Reticulation and Irrigation

The Valuation of Reticulation and Irrigation is based on Replacement Cost and Depreciation is calculated on its useful life.

- Lighting

The Valuation of Lighting is based on Replacement Cost and Depreciation is calculated on its useful life.

- Fences

The Valuation of Fences is based on Replacement Cost and Depreciation is calculated based on annual conditionassessments which are continually undertaken.

- Play Equipment and Facilities

The Valuation of Play Equipment and Facilities is based on Replacement Cost and Depreciation is calculated on itsuseful life.


- Barbecues and Park Furniture

The Valuation of Barbecues and Park Furniture is based on Replacement Cost and Depreciation is calculated on its useful life.

Infrastructure Assets Other includes:

- Other - Carparks

This class of Asset is valued at Replacement Cost and depreciated after taking into account the condition of theCarparks. Physical inspections and condition testing of the all Carparks are continually undertaken.

Depreciation

All property (excluding land), plant and equipment and tools are depreciated over their useful lives on a straight line basis as follows:

Buildings 2-60 yearsTools 5 yearsPlant and Equipment- Mobile Plant and Vehicles 5 years- Other Plant 8 yearsFurniture and Equipment 10 years

From the 1999/2000 financial year, buildings have been recorded as per independent valuations and will bedepreciated over the remainder of their useful life. During subsequent years depreciation is calculated as determinedby the independent assessment to be obtained on 4 year intervals which commenced in the 1999/2000 financial year.Buildings constructed in between independent assessments are depreciated according to Officers estimate of theiruseful lives.

Infrastructure

Roads- Roads Condition Rated Annually- Bridges 30-50 years- Footpaths 50 years- Drainage 75 years- Signs

Streets 15 yearsParking 10 years

- Bus Shelters 20 years

Recreation Facilities- Playing Fields Not Depreciated- Passive Parklands Not Depreciated- Reticulation and Irrigation 25 years- Lighting 40 years- Fences Condition Rated Annually- Play Equipment and Facilities 10 to 15 years- BBQ and Park Furniture 5 to 10 years

Other Facilities- Carparks Condition Rated Annually

City of CANNING 31

(d) Rates, Grants, Donations and Other Contributions

Rates, grants, donations and other contributions are recognised as revenues when the City of Canning obtainscontrol over the assets comprising the contributions. Control over Assets acquired from rates is obtained at thecommencement of the rating period or, where earlier, upon receipt of the rates. Control over granted assets isnormally obtained upon their receipt or upon prior notification that a grant has been secured, and the timing ofcommencement of control depends upon the arrangements that exist between the grantor and the City ofCanning.

Unreceived contributions over which the City of Canning has control are recognised as receivables.

Where contributions recognised as revenues during the reporting period were obtained on the condition thatthey be expended in a particular manner or used over a particular period, and those conditions wereundischarged as at the reporting date, the nature of and amounts pertaining to those undischarged conditionsare disclosed in Note 5. That note also discloses the amount of contributions recognised as revenues in aprevious reporting period which were obtained in respect of the City of Canning’s operations for the currentreporting period.

The rating and reporting period coincides with rates levied for the year and recognised as revenues. Alloutstanding rates are collectable and therefore no provision has been made for doubtful debts.

(e) Employee Benefits

The amounts expected to be paid to Employees for their pro-rata entitlements to Long Service and Annualleave are accrued annually as follows:

Annual and Special Leave - accumulated to the last anniversary date from the commencement ofemployment, less leave taken. Leave untaken is expressed as a liability by utilising the rate of pay applicableat 30 June 2003 plus applicable salary and wage oncost.

Long Service Leave - computed in accordance with the provisions of the Local Government (Long ServiceLeave) Amendment Regulations 1983 and Australian Accounting Standards Board 1028-"Employee Benefits"(AASB 1028).

The provision for employees entitlements to Long Service Leave represents the present value of the estimatedfuture cash outflows to be made by the City resulting from employees who have worked with the City for 12months or more.

Liabilities for employee entitlements which are not expected to be settled within 12 months are discountedusing the rates attached to the Commonwealth Bond rates at balance date, which most closely match the termsof maturity of the related liability.

In determining the liability for employee entitlements, consideration has been given to future increases in wageand salary rate. Related on-costs for superannuation and workers compensation have also been included in thecalculations.

(f) Superannuation

The Municipality contributes to the Local Government Superannuation Fund. Contributions for 2002/2003were 9% for Superannuation Guarantee Charge (Compulsory Scheme) and 3.5% for the VoluntaryContribution Scheme. Effected from November 2002 the Council contributed an additional 1%Superannuation for all employees. Contributions are charged as an expense when incurred.

(g) Investments

All Investments are valued at cost and interest on those investments is recognised when accrued.


(h) Prepaid Expenses

Prepaid Expenses relate to the operations of Canning Lodge, which Council assumed responsibility from theAssociation of the Blind.

(i) Stock on Hand

Stocks on hand of materials and stores are valued at cost. Materials are issued to works on basis of cost.

(j) Cash

For the purpose of the statement of cash flows, cash includes cash on hand and in banks and investments inmoney market instruments, net of outstanding bank overdrafts.

(k) Interest in Joint Ventures

Council's interest in Joint Venture entities are brought to account using the equity method of accounting in theFinancial Statements. For further details relating to Interest in Joint Venture refer to Note 35.

(l) Comparative Information

Comparative Information has been included in the Financial Statements. Where required, comparative figureshave been adjusted to conform with changes in presentation for the current financial year.

(m) Goods and Services Tax (GST)

In accordance with recommended practice, revenue expenses and assets capitalised are stated net of any GSTrecoverable, except where the amount of GST incurred is not recoverable from the Australian Taxation Office(ATO). Receivables and Payables in the Statement of Financial Position are stated inclusive of applicableGST.

2 OPERATING REVENUES AND EXPENSES

The Operating Revenue and Expenses as reported in the Financial Report includes:

AdoptedActual Budget Actual2001/02 2002/03 2002/03

$ $ $Charging as Expenses

7,031,665 Depreciation on Non-Current Assets 7,937,535 15,689,872

Charging as Expenses

17,450 Auditors Remuneration 17,950 13,450

Crediting as Income

Profit(Loss) on Sale of Non-Current Assets18,182 Land 0 0

133,569 Plant and Equipment 318,334 336,598 0 Furniture and Equipment 1,000 00 Buildings 0 0

151,751 319,334 336,598

City of CANNING 33

3. DESCRIPTION OF FUNCTIONS/ACTIVITIES

The City of Canning’s Mission Statement reflects the views of where the City is currently positioned as far asits operations are concerned.

It reads:

“The principal activities of Council for the Local Government of the City of Canning covers the provisions oflaw, order, public safety services, education services, health services, welfare services, housing services,community amenities, recreation and cultural services, transport services, economic services, and otherproperty services as permitted under the Local Government Act or other written law”.

Description of Programs

General Purpose FundingRates Levied, Interest on Late Payment of Rates, General Purpose Grants and Interest Received onInvestments.

GovernanceMember of Council Allowances and Reimbursements, Civic Functions, Election Expenses and AdministrationExpenses.

Law, Order, Public SafetySupervision of various Local Laws, Fire Prevention, Animal Control, Ranger and Security Services,Impounding of Vehicles and Emergency Services.

HealthEnvironmental Health, Food Control, Pest Control, Immunisation Services and Maintenance of Maternal InfantHealth Clinics.

Education and WelfarePre-Schools and other Education. Care of Families and Children, Senior Citizens Centres, Day Care Centres,Meals on Wheels, Home Help, Transport Services, Family Support and Multicultural Centre Activities.

HousingAged Persons Residence, Accommodation for People with Disabilities and Staff Housing.

Community AmenitiesRefuse Collection Services, Landfill Site Operations, Protection of the Environment. Administration of theTown Planning Scheme and Urban Stormwater and Drainage Works.

Recreation and CultureMaintenance of Halls, Swimming Pool, Recreation Centres, Reserves, Libraries, Golf Course, RecreationEquipment Hire and Other Culture.

TransportMaintenance of Roads, Drainage Works, Footpaths, Street Lighting, Parking Facilities, Crossovers, VergeMaintenance and Street Sweeping.

Economic ServicesWeed Control, Area Promotion, Implementation of Building Controls, Swimming Pool Inspections, PlantNursery Operations and Concrete Batching Operations.

Other Property and ServicesPrivate Works, Town Planning Schemes, Public Works Overheads, Plant Operations, Materials, Salaries andWages Controls and Other Unclassified Activities.


4. OPERATING REVENUES AND EXPENSES BY NATURE AND TYPE

Operating expenses and revenues classified according to nature and type.


$ $ $

Operating Expenses

20,868,889 Employee Costs 21,625,863 21,601,6949,724,061 Materials and Contracts 10,750,000 10,207,8147,031,664 Depreciation of Non-Current Assets 7,937,535 15,689,8722,295,537 Utility Charges (Gas, Electricity, Water, etc) 2,864,000 2,364,403

756,170 Insurance Expenses 940,838 940,838103,285 Interest Expenses 100,759 96,461

9,900,520 Other Items- Direct from Operating Statement 0 03,446,780 Other Expenditure 5,463,832 4,400,325

54,126,906 49,682,827 55,301,407

Operating Revenues25,271,074 Rates - General 26,456,016 26,547,3991,397,111 Interest Earned 1,368,129 1,774,1869,195,365 Grants and Subsidies 8,573,425 9,221,8614,361,053 Contributions, Reimbursement & Donations 2,594,403 2,915,340

236,418 Service Charges 260,425 265,23715,866,420 Fees and Charges 12,895,616 14,393,837

151,751 Profit on Sale of Assets 319,334 336,5980 Other Items- Direct from Operating Statement 0 5,336,935

157,897 Other Revenue/Income 2,469,057 169,86456,637,089 54,936,405 60,961,257

Agreed with Change in Net Assets2,510,183 Resulting from Operations 5,253,578 5,659,850

5. CASH AND RESTRICTED FUNDS

Adopted AdoptedActual Budget Actual2001/02 2002/03 2002/03

$ $ $

(719,673) Cash at Bank 4,628,439 254,24510,905 Cash on Hand 10,905 12,105

(708,768) Total Cash - Sub Total 4,639,344 266,35026,637,418 Investments 5,698,059 30,609,127

25,928,650 10,337,403 30,875,477

Represented by:-

9,330,193 Restricted Cash 5,698,059 7,503,020 16,598,457 Unrestricted Cash 4,639,344 23,372,457

25,928,650 10,337,403 30,875,477

City of CANNING 35

The following restrictions have been imposed byregulations or other externally imposed requirements

Actual Actual2001/02 2002/03

$ $

8,299 Loan Fund - Unspent (Restricted Cash) 8,2991,400,099 Reserve Fund - Aged Persons Homes (Restricted Cash) 1,564,8773,754,915 Reserve Fund - Land and Buildings (Restricted Cash) 2,514,4763,880,690 Reserve Fund - Waste Management (Restricted Cash) 3,121,423

286,190 Other - (Town Planning Scheme 23 and 24) (Restricted Cash) 293,945

9,330,193 7,503,020

The following details Grants recognised as revenues during the financial year in respect of which expenditure had notbeen made and is to be carried forward and expenditure incurred in the 2003/2004 financial year:

- HACC Building Grant- Queens Park Community Care Service 181,818- HACC Equipment Grant- Bus Queens Park Community Care Service 103,488- Swan River Trust Contribution - Fishing Jetties 37,208- Bikewest Contribution - Canning River Regional Park Path 87,062- Roads to Recovery - Specific Road Grant 332,791- Main Roads Department Blackspot Road Grant 135,818- Main Roads Department Specific Road Grant 968,557- Federal Government Blackspot Road Grant 85,290- Alcohol Education and Rehabilitation Foundation - Operational Grant 38,000

1,970,032

6. FIXED ASSETS

(a) Sale of Assets

In accordance with Financial Management Regulation 36(1)(e), the following information isprovided in relation to the disposal of Assets by Asset Class:

Proceeds Written Down Gain(Loss)Sale of Assets Value on Disposal

2002/03 2002/03 2002/03 2002/03 2002/03 2002/03Adopted Adopted AdoptedBudget Actual Budget Actual Budget Actual

$ $ $ $ $ $

Asset by ClassFurniture and Equipment 1,000 0 0 0 1,000 0Plant and Equipment 1,340,045 1,205,326 1,021,711 868,728 318,334 336,598Land 0 0 0 0 0 0

TOTAL BY CLASS OF ASSETS 1,341,045 1,205,326 1,021,711 868,728 319,334 336,598

(b) Borrowing Costs Incurred and Capitalised as part of a Qualifying Asset

No Borrowing Costs were incorporated in the Financial Statement as Assets purchased are to be funded from General Purpose Funding.


(c) Fixed Assets Classifed according to Class


$ $ $ $

23,966,400 Land 23,966,700

70,726,975 Buildings 73,421,986 (22,102,030) 48,624,945 Less Accumulated Depreciation (23,540,434) 49,881,552

11,848,644 Furniture and Fittings 12,273,814 (8,917,656) 2,930,988 Less Accumulated Depreciation (9,392,624) 2,881,190

12,995,605 Plant and Equipment (at cost) 12,635,987 (6,527,581) 6,468,024 Less Accumulated Depreciation (6,724,496) 5,911,491

92,516 Tools (at cost) 92,516 (92,516) 0 Less Accumulated Depreciation (92,516) 0

Infrastructure Assets

232,274,124 Roads 253,077,087 (54,221,474) 178,052,650 Less Accumulated Depreciation (64,364,734) 188,712,353

36,751,372 Recreation Facilities 37,549,759 (5,755,666) 30,995,706 Less Accumulated Depreciation (6,133,055) 31,416,704

3,738,733 Other 5,004,382 (965,607) 2,773,126 Less Accumulated Depreciation (1,081,594) 3,922,788

293,811,839 TOTAL FIXED ASSETS 306,692,778

For further details on Council’s Policy on Accounting for Fixed Assets refer to Note 1(c) “Non-Current Assets - Valuations and Depreciation”.

(d) Assets Classified by Program

Council’s Assets classified by Program are summarised as follows:

Program Land Buildings Furniture Plant Infrastructure All Totaland and and Other By

Equipment Equipment Equipment Assets Program$ $ $ $ $ $ $

Governance 0 7,484,080 432,285 886,941 0 1,297,171 10,100,477Law, Order &Public Safety 263,615 489,836 28,291 58,050 0 30,012 869,804

Health 0 354,956 20,502 42,066 0 42,905 460,429Education &Welfare 670,985 2,685,472 155,114 318,257 0 16,712 3,846,540

Housing 1,725,446 1,351,640 78,072 160,183 0 13,314 3,328,655CommunityAmenities 2,899,769 7,114,606 410,945 843,156 0 1,167,638 12,436,114Recreation &Culture 10,426,349 13,395,143 773,711 1,587,464 35,339,492 144,625 61,666,784Transport 0 3,910,266 225,859 463,408 188,712,353 180,245 193,492,131Economic Services 0 253,398 14,639 30,030 0 0 298,067Other Property& Services 7,980,536 12,842,155 741,772 1,521,936 0 295,382 23,381,781

No SpecificProgram Allocation 0 0 0 0 0 32,189,279 32,189,279

TOTAL 23,966,700 49,881,552 2,881,190 5,911,491 224,051,845 35,377,283 342,070,061

City of CANNING 37

The following buildings, included in the above figures are restricted assets:

176 Gibbs Street, East Cannington ) The properties are held under a Deed 62,000178 Gibbs Street, East Cannington ) Management from the State Planning 64,000305 Welshpool Road, Welshpool ) Commission for a period of 25 years. 135,00012/1179 Albany Highway, Bentley ) The properties are held under Deeds 52,00076 Hamilton Street, Cannington ) of Trust with Caveats lodged on the 32,00012 Allen Court, Queens Park ) Certificate of Title to prevent any 46,00012/152 Hamilton Street, Cannington ) dealings 60,0008 Blenny Close, Cannington ) 85,00054 Hybanthus Road , Ferndale ) 95,0008/19 Saurel Way, Ferndale ) 92,000

723,000

(e) Movements in Carrying Amounts

Movement in the carrying amounts of each of each class of property, plant, and equipment between thebeginning and the end of the current financial year

Program Land Buildings Furniture Plant Infrastructure Totaland and

Equipment Equipment$ $ $ $ $ $

Balance at the beginning of the year 23,966,400 48,624,945 2,930,988 6,468,024 211,821,482 293,811,839

Additions 0 2,630,641 712,434 2,395,536 8,230,482 13,969,093

Changes in Equity 300 0 0 0 0 300

"Increase in ResidentsEquity RetirementVillages" 0 64,370 0 0 0 64,370

Disposals 0 0 0 (868,728) 0 (868,728)

"Revaluation Increments/(decrements)" 0 0 0 0 15,405,776 15,405,776

"DepreciationExpense" 0 (1,438,404) (762,232) (2,083,341) (11,405,895) (15,689,872)

"Carrying Amountat the endof Year" 23,966,700 49,881,552 2,881,190 5,911,491 224,051,845 306,692,778

7. INTEREST BEARING LIABILITIES

(a) In accordance with Financial Management Regulation 48 the unspent balance of moneyborrowed in previous years is summarised as follows:

Loan Date Purpose Opening Funds ClosingNo. Raised Balance Spent Balance

01.07.02 2002/03 30.06.03$ $ $

Community Amenities228 05/06/1992 Canning Regional 8,300 0 8,300

Centre Studies

TOTAL 8,300 0 8,300


(b) Loans Raised in Financial Year

No new Loans were raised during the 2002/2003 financial year:

(c) Loan Repayments

Council’s Loan Liability is summarised as follows:

Program Loan Principal Loans Interest Loan Repayment PrincipalNo. Raised Budget Actual Budget Actual

01/07/02 2002/03 2002/03 2002/03 2002/03 2002/03 30/06/03$ $ $ $ $ $ $

Economic Services

Underground Power 235 1,467,721 0 98,759 98,765 155,206 155,213 1,312,508

SUB TOTAL 1,467,721 0 98,759 98,765 155,206 155,213 1,312,508

LESS Change in Net Accrual (2,539)

TOTAL 1,467,721 0 98,759 96,226 155,206 155,213 1,312,508

Current 155,206 170,516 Non Current 1,312,515 1,141,992

Loan Repayments to be 0 0 0 0financed by the CityLoan Repayments reimbursed 98,759 96,226 155,206 155,213from external sources

TOTAL 1,467,721 98,759 96,226 155,206 155,213 1,312,508

8. RESERVES

In accordance with Financial Management Regulation 38 the following Reserve account information isdisclosed.

(a) Land and Building Reserve (Cash Backed)

Purpose - Acquisition, Development and Improvement of Land and Buildings.

The transactions of the Reserve Fund are summarised as follows:


$ $ $3,803,406 Opening Balance 3,754,915 3,754,917

Plus Transfer from Accumulated Surplus

92,456 - Rental Pt Lot 79 Ranford Road 93,435 55,998173,585 - Interest Received 117,493 146,909(49,458) - Net proceeds/(Expenditure)Proposed Ranford Rd Subdivision 130,525 (26,245)

Less Transfer to Accumulated Surplus3,532 - Feasibility Studies and Survey 10,000 7,719

539 - Legal Expenses 2,000 384876 - Valuation Fees 1,000 0

0 - Demolition Costs - Wharf St Cannington 0 9,0000 - Development and Extensions-Whaleback Golf Course 1,400,000 1,400,000

260,125 - Land Acquisition - Wharf St Cannington 0 00 - Administration Centre Upgrade 200,000 0

3,754,917 CLOSING BALANCE 2,483,368 2,514,476

City of CANNING 39

(b) Waste Management Reserve (Cash Backed)

Purpose - Acquisition and Development of Landfill Sites including Buildings, Plan and Equipment and lining of Site.

The transactions of the Reserve Fund are summarised as follows:Adopted

Actual Budget Actual2001/02 2002/03 2002/03

$ $ $4,008,365 Opening Balance 3,880,690 3,880,690

Plus Transfer from Accumulated Surplus188,100 - Interest Received 194,229 151,590

Less Transfer to Accumulated Surplus6,419 - Rehabilitation & Ground Water Control Landfill 358,405 319,109

0 - Plant and Equipment - Front End Loader 225,000 00 - Plant and Equipment - Sweeper 40,000 00 - Plant and Equipment - Various Miscellaneous Tools 15,000 0

5,052 - Land & Building - Waste Transfer Station 1,650,000 287,444304,304 - Plant and Equipment-Mobile Bins Recycling 304,304 304,304

3,880,690 CLOSING BALANCE 1,482,210 3,121,423

(c) Aged Persons Home Reserve (Cash Backed)

Purpose - Acquisition, Development and Improvements of Facilities for the Aged.

The transactions of the Reserve Fund are summarised as follows:


$ $ $1,289,414 Opening Balance 1,400,099 1,400,099

Plus Transfer from Accumulated Surplus58,231 - Interest Received 61,407 47,521

- Surplus from the following Operations22,734 People with Disabilities 0 20,73324,085 Joint Venture Housing 0 6,78714,433 Rossmoyne Village 26,480 096,539 Canning Lodge 0 70,21011,656 Capital Gain of Reallocation of Units 0 54,186

1,517,092 1,487,986 1,599,536Less Transfer to Accumulated Surplus

47,223 - Land and Buildings-Paint and Curtains-Canning Lodge 0 00 - Wilson Village Deficit from Operations 0 17,2760 - Rossmoyne Village Deficit from Operations 0 10,8920 - Feasibility Study Canning Lodge Extensions 10,000 0

3,394 - Land & Buildings-Upgrade Reticulation-Canning Lodge 0 02,825 - Land & Buildings-Carport Wilson Village 25,000 6,3025,279 - Land & Buildings-Emergency and Exit Light Canning Lodge 0 0

16,058 - Land & Buildings-Replace Light Fittings- Canning Lodge 0 03,273 - Furniture and Equipment-Kitchen Appliances Canning Lodge 0 0

15,205 - Land & Buildings-Kitchen Extension - Wilson Village 4,695 00 - Land & Buildings-Utility Storage Room- Rossmoyne Village 12,000 189

23,736 - Land & Buildings-Carpets- Canning Lodge 0 01,400,099 CLOSING BALANCE 1,436,291 1,564,877


All of the above Reserve Accounts are Cash Backed and are disclosed as Restricted Cash Assets in Note 5 of the Financial Statements.

Its anticipated the Reserves will be utilised as follows:

Land and Buildings Progressively over the next 5 YearsWaste Management Progressively over the next 5 YearsAged Persons Homes Progressively over the next 5 Years

Council would expect further transfers to be made to the Aged Persons Home and Land and Building Reserve as fundsare utilised.

It is not anticipated to change the purpose of the Reserve Funds during the next financial year.

(d) Asset Revaluation Reserve

The following Asset Revaluation Reserve has resulted from the revaluation of Council Assets in accordance with the Australian Accounting Standards 38 - "Revaluation of Non-Current Assets”.

The Asset Revaluation Reserve is not Cash Backed and future transaction on the Reserve will be in accordance with Note 1(c) “Non Current Assets - Valuation and Depreciation”.


$ $ $

34,320,521 Opening Balance 0 30,764,749(3,555,772) PLUS/(LESS) Valuation changes to Fixed Assets 0 10,921,870

30,764,749 CLOSING BALANCE 0 41,686,619

The amount in the Asset Revaluation Reserve is represented by the following Asset Class balances:

$

Land 16,565,432Buildings 11,036,239Furniture and Equipment (3,840,145)Infrastructure Assets:

Footpaths 3,552,180Bridges 1,747,776Signs 104,991Playing Fields 442,490 Reticulation and Irrigation 77,151Park Furniture 78,468Carparks 1,842,398Drainage 8,904,238Bus Shelters 89,085Fences 1,086,316

41,686,619

City of CANNING 41

9. CASH FLOW INFORMATION

(a) Reconciliation of cash flows from operations with change in net equity resulting fromoperations.

For the purpose of this statement of cash flows, cash includes cash on hand and in or at call depositswith Banks or Financial Institutions.


$ $ $

2,510,183 Change in net equity from operations 5,253,578 5,659,850

Non cash flows in change in Net Equity

7,031,665 Depreciation 7,937,535 15,689,872 (151,751) (Profit) loss on sale of Fixed Assets (319,334) (336,598)

170,584 Changes to provisions 254,161 251,655(9,071,194) Government Revenue (8,698,254) (9,392,504)

0 Change in Equity - Joint Venture 0 (767,818)9,839,496 (Increment)/Decrement from Revaluation-Infrastructure Assets 0 (4,483,910)

Change in Assets and Liabilities

16,533 (Increase)/Decrease in Inventory 7,358 (14,010)285 (Increase)/Decrease in Prepaid Expenses 0 (68,976)

(1,629) Increase/(Decrease) in Accrued Expenditure 0 (2,539)(576,385) (Increase)/Decrease in Accounts Receivables 1,293,740 1,085,851

89,766 Increase/(Decrease) in Accounts Payables (349,118) 529,420(130,108) Increase/(Decrease) in Income in Advance 54,166 312,2099,727,445 Cash flows from Operations 5,433,832 8,462,502

Credit stand by arrangement and loan facilities

Council has Bank Overdraft facilities of:-

1,900,000 Credit Facility 1,900,000 1,900,0000 Amount Utilised 0 0

1,900,000 Unused Facility available 1,900,000 1,900,000

RECONCILIATION OF CASH

16,598,457 Cash at Bank - Operating 7,639,344 23,372,4579,035,706 - Restricted Reserves 2,401,871 7,200,776

8,299 - Restricted Loans 0 8,299

Bank Overdraft Facility

286,188 - Town Planning Schemes 296,188 293,945

25,928,650 TOTAL CASH 10,337,403 30,875,477


10. TRUST FUND INFORMATION

In accordance with Financial Management Regulation 37 the transactions of the Trust Fund are summarisedas follows:

TRUST FUNDFOR THE PERIOD ENDING 30 JUNE 2003

PARTICULARS OPENING RECEIPTS PAYMENTS CLOSING BALANCEBALANCE ADOPTED ACTUAL ADOPTED ACTUAL ADOPTED ACTUAL

BUDGET BUDGET BUDGET01.07.2002 2002/03 2002/03 2002/03 2002/03 2002/03 2002/03

$ $ $ $ $ $ $DEPOSITSCanning Rugby Club -Establish ClubroomsWilson Park 500 0 0 0 0 500 500

Youth Accommodation Bond 1,025 1,100 2,215 1,100 2,595 1,025 645

Canning Literary Awards 3,649 0 0 0 0 3,649 3,649

Nomination Deposits 0 0 720 0 720 0 0

PUBLIC OPEN SPACE CONTRIBUTIONS

TPS6 Drainage (KempeHutchinson) 1,307 0 0 0 0 1,307 1,307

TPS9 (VM & FM Allen) 72 0 0 0 0 72 72Public Open Space

Contributions 0 0 0 0 0 0Public Open Space and Local

Centre Contributions- TPS 17 128,609 0 14,987 0 22,490 128,609 121,106- TPS 21 630,412 0 351,788 0 1,641 630,412 980,559- TPS 23 395,852 0 0 0 0 395,852 395,852- TPS 24 111,723 0 0 0 0 111,723 111,723

TOWN PLANNING SCHEMESTown Planning Scheme 28A-Reimbursement 154 0 0 0 0 154 154

Town Planning Scheme 30 34,139 0 0 0 0 34,139 34,139

OTHERWoodloes Folk Museum 628 0 0 0 0 628 628

Dewey St-Private DrainageScheme Contribution 19,783 0 0 0 0 19,783 19,783

Donation-Getting to Know You 7,300 0 0 0 0 7,300 7,300

City of Canning Relief Fund 116 0 2,225 0 2,225 116 116

"Unclaimed Monies and Returned Cheques" 0 0 76,546 0 0 0 76,546

TOTAL 1,335,269 1,100 448,481 1,100 29,671 1,335,269 1,754,079

City of CANNING 43

11. COMPARISON WITH RATE SETTING BUDGET

In accordance with Financial Management Regulation 36(1)(a) the following information provides details ofall income and expenditure together with movements to and from Reserve Accounts which have not beenincluded in the Operating Statement but which have been included in the “Rate Setting Statement”.


$ $ $

Non Operating Income13,623 Principal Repayment Received (Community Groups) 10,811 10,812

Proceeds from Disposal of Assets:0 Furniture and Equipment 1,000 0

1,208,306 Plant and Equipment 1,340,045 1,205,32618,182 Land 0 0

697,840 Transfer from Reserves 4,257,404 2,397,3910 Loans - Unspent 8,300 0

70,821 Loans - Raised 60,840 0

2,008,772 TOTAL 5,678,400 3,613,529

Non Operating Expenditure5,962,193 Purchase Land and Buildings 12,978,907 2,630,6413,175,817 Purchase Plant and Equipment 3,310,534 2,395,5361,150,567 Purchase Furniture and Equipment 824,761 712,4348,332,950 Infrastructure Assets-Roads 12,067,165 7,300,4011,179,330 Infrastructure Assets-Recreation Facilities 1,739,942 880,803

104,803 Infrastructure Assets-Other 59,525 49,278137,932 Repayments of Debt-Principal 155,206 155,213632,361 Transfer to Reserves 623,569 562,46111,811 Transfer Other 10,000 7,757

20,687,764 TOTAL 31,769,609 14,694,524

12. RATING INFORMATION

In accordance with Financial Management Regulation 39 Council has imposed the following Rates:

(a) General and Minimum RateAdopted

Actual Budget Actual2001/02 2002/03 2002/03

$ $ $0.06 -General Rate 0.058 0.058

Rate in $ (The basis for the rate is Gross Rental Value) Rate in $ Rate in $

$365pa. -Minimum Rate $375pa $375pa

The Objects and Reasons for General and Minimum Rate

Council imposed a general rate of 0.058 cents in the Dollar and minimum rate of $375pa, as Council perceivesit to be a “reasonable” minimum level of rates which all ratepayers in its district should pay. The minimumrate reflects the basic cost incurred by the Council in servicing each lot or dwelling in its district.

For additional information on the rates levied refer to the “Statement of Rating Information”.


(b) Specified Area Rates(i) Canning Vale Public Open Space Maintenance

To maintain the level of Public Open Space Development at the current standard. Recently established and ongoing subdivisions in Canning Vale, a suburb located in the South East Corner of the City, adjacent to Ranford Road, all have Public Open Space fully developed and initially provided at the expense of the respective subdividers.


$ $ $0.00073 The Rate in the Dollar 0.0044 0.0044

(the basis for the rate is Gross Rental Value)

- Description of LandAll the land comprised within the area connecting at the north western corner of theintersection of Nicholson Road and Clifton Road then in a north easterly direction alongthe north western boundary of Nicholson Road to Nicholson Court then in a north easterlydirection along the north western boundary of Nicholson Court to the south western cornerof the intersection of Nicholson Court and the Standard Gauge Railway Reserve then in asouth westerly direction along the southern boundary of the Standard Gauge railwayReserve and Ranford Road then in a south easterly direction along the north easternboundary of Ranford Road to the north eastern corner of the intersection of Ranford Roadand Wilfred Road then in a south westerly direction along the south eastern boundary ofWilfred Road to the south eastern corner of the intersection of Wilfred Road and CliftonRoad then in a south easterly direction along the north eastern boundary of Clifton Road tothe south eastern corner of the intersection of Clifton Road and Silicon road then in a southeasterly direction along the north eastern side of Clifton Road to the starting point".

More commonly known as the "Canning Vale Estates".

Application of Rates Levied

To meet the additional cost of maintaining the Public Open Space developed in the CanningVale Estates. The Canning Vale Estates ratepayers are required to contribute approximately20% of the total amount of maintaining the parklands and street gardens.


$ $ $

(15,981) Unspent Balances Carried Forward 35,653 35,653176,774 Revenue 121,136 127,053160,793 156,789 162,706

Less ExpensesPublic Open Space & Verge Maintenance

(9,911) - Canning Vale Oval (12,134) (6,822)(35,896) - Livingston Estate P.O.S. (45,952) (42,495)(29,621) - Waratah Estate P.O.S. (35,741) (33,181)(49,712) - Ranford Estate P.O.S (62,962) (59,170)

(125,140) (156,789) (141,668)

35,653 Unspent/(Overspent) Balance Carried Forward 0 21,038

The additional information in the Specified Rates levied refer to the “Statement of Rating Information”.

City of CANNING 45

(c) Information about discounts, incentives, concessions and write offs

The following Prizes were donated by the Sponsors of the Rate Payment Incentive Scheme for the 2002/2003 Financial year.

First Prize - One “Classic Or Classic Plus Account” to the value of $1,500 donated by Challenge Bank.

Second Prize- A “One Night Breakaway” for two Persons at the Esplanade Hotel, Fremantle.

Third Prize- A “One Night Stay” for two Persons at Best Western Emerald Colonial Lodge.

Fourth Prize- Household Termite Treatment donated by Stewarts Pest Control.

Fifth Prize- Two Tickets to the West Australian Symphony Orchestra.

13. SERVICE CHARGES

(a) Pursuant to Section 6.38(1) of the Local Government Act 1995 and Regulations 40 and 54 of the LocalGovernment (Financial Management) Regulations, a Service Charge is imposed for the provision ofUnderground Electricity within a defined part of the District of Rossmoyne.

Description of Land

The properties bounded by Leach Highway, the Council Boundary in Bullcreek, Riverton Drive andFifth Ave and including the properties abutting Riverton Drive between Fifth Ave and Beatrice Ave,properties abutting Pleasant Place, Lot 211 Robins Place and Lot 210 Robins Place and propertiesabutting Fifth Ave between Riverton Drive and Leach Highway with the exception of Lot Pt 1135 FifthAve.

(b) The Project involves the Design, installation and commissioning of an underground Electricity SupplyDistribution System. The Project includes the conversion of all existing Overhead customer serviceconnections to Underground between the property boundary and the property building.

Council has an objective to underground the powerlines where the residents support the Scheme as itrepresents a significant opportunity with tangible benefits, such as improved streetscape, enhancesafety, better lighting and an attractive environment.

The Loan repayments for the 2002/2003 financial year amounts to $253,978 comprising of :

Interest Repayment $98,765Principal Repayment $155,213


$ $ $

3,172 Unspent Balance Carried Forward (6,460) (6,460)236,418 Service Charges Raised 260,425 265,237239,590 253,965 258,777

Less Expenses(137,932) Loan Repayment Principal (155,206) (155,213)(104,068) Loan Repayment Interest (98,759) (98,765)

Service Charge Instalment Refundable(4,050) to lump sum Payment Contributors 0 0

(246,050) (253,965) (253,978)

(6,460) Unspent/(Overspent) Balance Carried Forward 0 4,799


The Service Charges to be imposed are defined as follows:

Annual AnnualService ServiceCharge Charge2001/02 2002/03

$ $Description

233.00 (A) House or Unit with overhead internal 251.10power connection

180.65 (B) House or Unit with Underground internal power connection 194.70(C) Flats with underground internal power

8,759.05 connection - 97 flats 9,440.006,411.25 - 71 flats 6,909.105,640.15 (D) Shopping Complex 6,078.70

86.25 (E) Houses in Streets already with Underground Power 93.005,528.60 (F) Council Properties 5,958.45

(G) 4 Units with overhead internal connection188.75 -one supply only 203.40

(H) 2 Units with overhead internal connection0 -one supply only 0

The categories and costings determined above are based on information provided by Western Power which categorisesdifferent properties depending on the “After Diversity Maximum Demand” which is affectively the average powerdraw at the time of Peak load. Further the full service component for the underground connection between the streetand the property is $900 and therefore properties which already have this are given a discount of $450 (i.e. their halfcontribution).

The amount raised from the Service Charge is to meet the cost of the Loan repayment comprising of principal andinterest. Lump sum amounts received reduced the amounts of the last Drawdown.

14. INTEREST CHARGES FOR THE LATE PAYMENT OF RATES CHARGES

(1) Pursuant to Section 6.51 of the Local Government Act and Financial Management Regulation 43(a) the City of Canning imposed the following rate of interest applicable for the late payment of rates andapplied as follows:

(a) Where no election has been made to pay the rate charge by instalments due

(i) after it becomes due and payable;or

(ii) 35 days after the date of issue of the rate notice

which ever is the later.

(b) Where an election has been made to pay the rate charge by instalments and an instalment remains unpaid after its due and payable.

The rate of interest to apply is 10% and the revenue from the imposition of the interest was as follows:


$ $ $

118,725 Interest Charges for the late Payment of Rates Charged 110,000 141,871

City of CANNING 47

(2) Pursuant to Section 6.45 of the Local Government Act and Financial Management Regulation 43(c) the duedates of each instalment was as follows:

1st Instalment 07th October 20022nd Instalment 17th December 20023rd Instalment 18th February 20034th Instalment 18th April 2003

15. FEES AND CHARGES INFORMATION

(a) In accordance with Financial Management Regulation 41, the estimates of total revenue fromFees and Charges for each program are summarised as follows:


$ $ $2,709 Governance 1,000 3,055

167,850 Law, Order, Public Safety 145,050 146,992157,576 Health 157,335 177,798603,079 Education and Welfare 556,312 1,030,872243,708 Housing 249,930 248,113

10,423,997 Community Amenities 6,616,715 7,396,9673,159,859 Recreation and Culture 4,239,528 4,152,822

20,655 Transport 14,000 9,610520,208 Economic Services 401,882 611,746566,779 Other Property and Services 513,864 615,862

15,866,420 TOTAL FEES AND CHARGES 12,895,616 14,393,837

(b) Fees and Charges amended during the financial year are as follows:

Adopted RevisedFees New Fees

Incl. GST Incl. GSTas at

01/03/2003$ $

Non-Sporting Usage of Parks and Reserves

Charges for Social or Passive Use of Council Reserves 0 50.00


16. INVESTMENTS

In accordance with Financial Regulation 49 the Earnings from Investments are summarised as follows:


$ $ $

965,385 General Account 955,000 1,246,430 Reserve Funds

173,585 - Land and Buildings 117,493 146,909 58,231 - Aged Persons Homes 61,407 47,521

188,099 - Waste Management 194,229 151,590 11,811 Other - (Town Planning Scheme No 24) 10,000 7,757

1,397,111 TOTAL 1,338,129 1,600,207

17. COUNCIL MEMBERS - FEES, EXPENSES AND ALLOWANCES

In accordance with Financial Management Regulation 44 Fees, Expenses or Allowances paid to CouncilMembers are summarised as follows:

AdoptedActual Budget Actual

2001/02 2002/03 2002/03$ $ $

-Annual Attendance Fee

54,000 Councillor (9) - $6,000 per annum 54,000 54,000

12,000 Mayor - $12,000 per annum 12,000 12,000

- Expenses

20,000 - $2,000pa per Member 20,000 20,000

4,911 - Travel Expenses 6,000 3,883

- Annual Local Government Allowance

39,817 - Mayor 44,232 44,2328,750 - Deputy Mayor 8,750 8,750

City of CANNING 49

18. DEPRECIATION ON NON-CURRENT ASSETS

The Depreciation charge included in the Financial Statements are summarised as follows:


$ $ $

533,691 Governance 662,912 357,780 51,496 Law, Order, Public Safety 73,895 39,882 23,337 Health 35,830 19,338

174,265 Education and Welfare 271,593 146,582 88,875 Housing 136,453 73,645

261,181 Community Amenities 344,546 185,956 1,744,353 Recreation and Culture 2,548,987 1,875,880 3,292,882 Transport 2,547,159 12,280,462

16,663 Economic Services 25,582 13,807 844,922 Other Property and Services 1,290,578 696,540

7,031,665 TOTAL 7,937,535 15,689,872

19. MAJOR LAND TRANSACTIONS

Council did not participate in any major land transactions.

20. TRADING UNDERTAKINGS

Council did not participate in any trading undertakings.

21. CAPITAL AND LEASING COMMITMENTS

Council did not have any Capital and Leasing Commitments.

22. FINANCIAL INSTRUMENTS

(a) Interest Rate Risk

The following table details the City of Canning’s exposure to interest rate risks as at 30th June 2003.

Average Variable Fixed Interest Rate Maturity Non TotalInterest Interest Less than 1 to 5 Interest

% Rate 1 year years Bearing$ $ $ $ $

Financial AssetsCash 4.55 4.55 254,244 0 12,105 266,349Bank Bills/Term Deposits 4.9 0 30,609,127 0 0 30,609,127Trade Receivables-Current 0 0 0 0 2,722,685 2,722,685

30,863,371 0 2,734,790 33,598,161Financial LiabilitiesCash - Overdraft 8.5 719,673 0 0 0 719,673 Accounts Payable - Current 0 0 0 0 4,236,517 4,236,517 Employee entitlements- Current 0 0 0 0 2,021,291 2,021,291

Interest Bearing Liabilities 7.0 0 170,516 1,141,992 0 1,312,508

170,516 1,141,992 6,257,808 7,570,316


(b) Council does not have any material credit risk exposure to any single debtor under any financial instruments entered into.

(c) The aggregate net fair values and carry amounts of financial assets and financial liabilities are disclosed in the notes to and forming part of the Annual Budget.

(d) Investment of Council Funds:

In accordance with Council's Policy, funds may be invested in one or more of the following :

- Fixed Deposits- Commercial Bills- Government bonds- Other Short-term Authorised Investments (ie Mortgage Backed Securities) with a AA+ Rating or better as set

by Standard and Poors. Investment in this area to be limited to 10% of the available funds.

Council's Policy allows for funds to be invested with the following financial institutions:

- Licensed Australian Banks with a BBB rating or better as set by Standard and Poors- Bonds Issued by Government and/or Government Authorities and Utilities.- Corporate Entities which have a BBB rating or better as set by Standard and Poors.

23(a) POSITION AT COMMENCEMENT OF FINANCIAL YEAR

DETERMINATION OF OPENING FUNDS


$ $ $

Current Assets26,637,418 Investments 5,698,059 30,609,127

(719,673) Cash at Bank - (Overdraft) 4,628,439 254,24510,905 Cash on Hand 10,905 12,105

3,793,740 Receivables 2,500,000 2,707,889177,358 Stock on Hand 170,000 191,368

4,543 Prepaid Expenses 4,543 73,51929,904,291 13,011,946 33,848,253

Less Current Liabilities(74,364) Interest Received in Advance (95,000) (167,612)

(1,066,470) Income Received in Advance (1,100,000) (1,285,431)(3,216,538) Accounts Payable (2,867,420) (4,213,929)(1,362,572) Accrued Annual Leave (1,390,986) (1,505,571)(1,140,635) Accrued Long Service Leave (1,322,841) (1,250,291)

(25,126) Accrued Interest Loan Liability (25,126) (22,587)(468,973) Provision - for Insurance (512,514) 0

(7,354,678) (7,313,887) (8,445,421)SURPLUS OF CURRENT ASSETS OVER

22,549,613 CURRENT LIABILITIES 5,698,059 25,402,832

ADJUSTMENTS

10 Rounding 0 18Restricted Funds

(9,330,193) Less Cash Backed Reserves and Restricted Funds (5,698,059) (7,503,020)

13,219,430 OPENING/CLOSING FUNDS 0 17,899,830

City of CANNING 51

(b) STATEMENT OF RECONCILIATION OF NET CURRENT ASSETS BROUGHT FORWARD

In accordance with Financial Management Regulation 36(1)(b) the following reconciliation is providedbetween the Net Current Assets carried forward from the previous financial year, compared to the Net CurrentAssets detailed in the 2002/2003 Annual Budget.

Net Current Asset detailed in the 2002/2003 Annual Budget $13,219,430

Net Current Assets Brought Forward as at 1st July 2002 $13,219,430

24. CAPITAL EXPENDITURE BY PROGRAM

Actual Capital Expenditure incurred by Program is summarised as follows:

Program Furniture Land Plant Infrastructure Totaland and and Roads Recreation Other

Equipment Buildings Equipment Facilities$ $ $ $ $ $ $

Governance 361,025 89,625 0 0 0 0 450,650

Law, Order, Public Safety 1,611 5,913 132,523 0 0 0 140,047

Health 0 0 70,374 0 0 0 70,374

Education and Welfare 133,492 170,078 260,463 0 0 0 564,033

Housing 0 9,441 0 0 0 0 9,441

Community Amenities 24,080 287,443 625,824 0 0 0 937,347

Recreation and Culture 115,604 2,067,767 696,091 0 880,803 49,278 3,809,543

Transport 76,622 0 460,724 7,300,401 0 0 7,837,747

Economic Services 0 374 46,923 0 0 0 47,297

Other Property & Services 0 0 102,614 0 0 0 102,614

TOTAL 712,434 2,630,641 2,395,536 7,300,401 880,803 49,278 13,969,093


25. FINANCIAL INFORMATION BY RATIO

In accordance with Financial Regulation 50 the following Financial Information by Ratio is provided:

2000/01 2001/02 2002/03Percent Percent Percent

(a) Current Ratio

332% 314% (Current Assets Minus Restricted Assets) 334%(Current Liabilities-Liabilities Associated

with Restricted Assets)

(b) Debt Ratio (All Debt is Self Supporting)

4% 4% Total Liabilities 4%Total Assets

(c) Debt Service Ratio (All Debt is Self Supporting)

1% 1% Debt Service Cost 0%Available Operating Revenue

(d) Rate Coverage Ratio

44% 45% Net Rate Revenue 48%Operating Revenue

(e) Outstanding Rates Ratio

5% 6% Rates Outstanding 4%Rates Collectable

DEFINITIONS“available operating revenue” means the operating revenue-

(a) plus any contributions towards the repayment of money borrowed which have not been included in the operating revenue; and

(b) minus specific purpose grants, contributions and donations of a capital nature;

“current assets” means the total current assets as shown in the statement of financial position;

“debt service cost” means all principal and interest expenses for borrowings under Section 6.20 of the Local Government Act 1995;

“net rate revenue” means the revenue from all rates and money paid in lieu of rates on non-rateable land -

(a) plus interest for late payment and interest and additional charges on instalments;(b) minus discounts and concessions granted and money written off;

“rates collectable” means the amount of-

(a) all rates, interim rates, back rates, interim minimum payments, back minimum payments;(b) interest and additional charges payable on rates and payments referred to in paragraphs (a) and (b);(c) arrears brought forward from a previous financial year of the amounts referred to in paragraphs (a) and (b);

“rates outstanding” means unpaid rates collectable;

“restricted assets” has the same meaning as in Australian Accounting Standard 27 (AAS27);

“total assets” means all current and non-current assets as shown in the Statement of Financial Position;

“total liabilities” means all current and non-current liabilities as shown in the Statement of Financial Position.

City of CANNING 53

26. RECEIVABLES

Receivables due to the City include the following:


$ $Current

1,017,645 Rates 602,973279,074 Sanitation 245,642

5,632 Swimming Pool Charges 4,6775,653 Underground Power 18,325

178,228 Private Works 29,1722,111,453 General 1,734,391

0 Less Provision for Doubtful Debts (60,754)10,811 Long Term Loans-Interest Free & Self Supporting 12,878

244,215 Goods and Services Tax 135,3813,852,711 2,722,685

Non Current

510,067 Rates Outstanding-Pensioner Deferred 556,30884,454 Long Term Loans-Interest Free and Self Supporting 71,576

594,521 627,884

Deferred pensioners rates represent amounts owing by pensioners who have chosen to defer the payment of their rates in accordance with the Rates and Charges (Rebates and Deferments) Act 1992.

27. STOCK ON HAND


$ $

177,358 Comprises of Construction Materials, Fuels and Consumables 191,368

All stock on hand at balance date has been valued at cost.

28. DEVELOPMENT COSTS

Development costs represent preliminary expenditure on Town Planning Schemes financed by the City.


$ $Development costs to be recovered

73,360 Town Planning Scheme No 21 118,532

73,360 118,532 Development costs over recovered

(23,405) Town Planning Scheme No 29 (23,405)(316,692) Town Planning Scheme No 38 (315,092)

(340,097) (338,497)

(266,737) TOTAL DEVELOPMENT COSTS OVER RECOVERED (219,965)


Town Planning Schemes 21

Recovery of Costs are subject to as and when participants in the Schemes subdivide their land holdings in accordancewith the relevant Scheme Texts and Maps.

Town Planning Schemes 29 and 38

Further costs are to be incurred in relation to the Schemes, the Over Recovery of Scheme Costs is consideredtemporary.

29. ACCOUNTS PAYABLE/INCOME RECEIVED IN ADVANCE


$ $Income Received in Advance

64,545 Restaurant/Eating House Licences 71,270992,211 Crossover Construction Fees 1,214,161

9,714 Other 074,364 Interest Received in Advance 167,612

1,140,834 Sub Total 1,453,043

Accounts Payable

851,475 Kerb and Footpath Deposits 927,84825,126 Accrued Expenses - Interest on Loans 22,586

2,365,063 Goods and Services Received 3,286,0833,241,664 Sub Total 4,236,517

4,382,498 5,689,560

30. ACCRUED ANNUAL LEAVE, LONG SERVICE LEAVE PROVISIONS AND OTHER EMPLOYEEENTITLEMENTS

Employees’ entitlements at balance date are as follows:


$ $Current

1,362,572 - Accrued Annual Leave 1,505,571513,314 - Accrued Long Service Leave 515,720

Non Current

1,154,228 - Accrued Long Service Leave 1,264,757

3,030,114 3,286,048

Accrued Long Service Leave Liability has been calculated under the provisions of AAS30 and in accordance with the provision of the Local Government (Long Service Leave) amendment Regulations 1983.

City of CANNING 55

In addition to the above entitlements, Council’s Policy provides for the following:

(i) The provision of a watch, suitably inscribed, the value of which (together with engraving costs) is not to exceed $100.00, to those officers or employees who have completed ten (10) years service with the Municipality.

The provision of a watch or silver coffee/tea set suitably inscribed, the value of which (together with engravingcosts) is not to exceed $250, to those officers or employees who have completed twenty-five (25) continuous years service with the Municipality.

Council’s yearly liability is estimated at $2,000 and considered immaterial and has not been brought into account in these statements.

(ii) The provision of a gratuity, as a token of appreciation, to officers and employees who are retiring as follows:

Upon resignation, termination or retirement of an Employee, Council shall as a token of appreciation as recognition for years of continuous service, provide the following:

The payment made shall be the greater of:

(i) Prior to completion of ten (10) years service - Benefit Nil.(ii) On completion of ten (10) years service - Benefit - One days salary. (iii) On completion of eleven (11) years service and above - Benefit - One days salary plus 75% of a day's

salary for each completed year of service over ten (10) years

or

(iv) On completion of twenty (20) years to twenty nine (29) years of service - Benefit - $7,500 subject to theemployee having accumulated sick leave entitlement, to the extent not taken to a total of not less than75% of the maximum sick leave which can be accumulated.

or

(v) On completion of thirty (30) years and above - Benefit - $15,000 subject to the employee, havingaccumulated sick leave entitlement to the extent not taken to a total of not less than 75% of the maximumsick leave which can be accumulated.

(vi) A Pro-rata payment shall apply for part time employees.

(viii) Any further recommended payments must be referred to Council for approval.

(viii) The Chief Executive Officer shall use his or her discretion to waive any rights to the above benefits incases where an employee is dismissed by Council for reasons of misconduct or unsatisfactory workperformance.

(iii) Contract of Employment - Executive Officers and Managers.

The City has entered into Contracts of Employment with its five Executive Officers and eleven Managers(16 Officers).

In the event that the City has not agreed to employ the Officers after the expiration of the Contract period (5 years), a liability equal to one years salary for each Executive officer and nine (9) months salary for each Manager could arise.


31. PROVISION FOR INSURANCE

The Council has adopted an Insurance Strategy, of adopting higher external deductibles and providing for anincrease in the level of self insurance for the following Policies:

- Industrial Special Risk

The Policy covers all risks of direct physical loss or damage, however caused to all real and personal property.Including property held in Trust or on Commission, for which Council is legally liable.

The deductible for the 2002/2003 financial year was $2,000 excluding lease properties with the savings inInsurance Premiums to be utilised to maintain Councils internal deductible of $500 and to fund possible futureself insurance.

- Motor Vehicle

The Policy covers loss of or damage to nominated vehicles and/or plant, including removal of debris andprotection costs, plus legal liability protection against Third Party Property Claims.

The Deductible for the 2002/2003 Financial Year was $1,000 with the savings in Insurance premiums to beutilised to maintain Councils internal deductible of $200 and to fund possible future self insurance.

- Workers Compensation

The premium for Workers Compensation Insurance is based on a performance based rate with a annual depositpayable which is adjusted between a minimum and maximum rate based on claims paid.

In addition to the initial deposit payable an amount equal to half of the difference between the deposit andmaximum premium payable is place in the Provision for Insurance account to be utilized to meet future claimsthat may exceed the initial deposit.

Provision for insurance as at 30th June 2003 has been reclassified within Accounts Payable which isrepresented as follows:


$ $468,973 Provision for Insurance 0

32. ROSSMOYNE AND WILSON RETIREMENT VILLAGES-RESIDENTS’ EQUITY

The Resident’s Equity in the Villages amount to $2,555,582 which is in exchange for their life occupancy ofthe Units.

The Resident’s Equity is summarised as follows:


$ $2,551,082 Resident’s Equity Opening Balance 2,555,582

4,500 PLUS Capital Gain on the re-allocation of Units 64,370

2,555,582 Resident’s Equity Closing Balance 2,619,952

City of CANNING 57

33. TOWN PLANNING SCHEMES

With Overdraft Facility

Statement of Revenue and ExpenditureFor the Year Ended 30 June 2003

DESCRIPTION TP23 TPS24 TOTAL$ $ $

Revenue

Scheme Income 0 0 0Interest on Investments 0 7,757 7,757

0 7,757 7,757

Expenses 0 0 0

Net Income Over Expenses 0 7,757 7,757

Bank Balance As At 01.07.02 8,011 278,177 286,188

Bank Balance As At 30.06.03 8,011 285,934 293,945

Deficit/Surplus Represented by:Assets- Cash At Bank 8,011 43,782 51,793- Investments 0 242,152 242,152

NET ASSETS OVER LIABILITIES 8,011 285,934 293,945

TOWN PLANNING SCHEMES

(i) Town Planning Scheme No 23

The Overdraft facility was established in August 1973 for the sum of $500,000.

Purpose - Implementation of Guided Development Town Planning Scheme No. 23.

(ii) Town Planning Scheme No. 24

The Overdraft facility was established in October 1976 for the sum of $400,000.

Purpose - Implementation of Guided Development Town Planning Scheme No. 24.


With No Overdraft Facility

Statement of Revenue and ExpenditureFor the Year Ended 30 June 2003

DESCRIPTION TPS21 TP29 TPS38 TOTAL$ $ $ $

RevenueContributions - Valuation Fees 4,182 0 0 4,182Contributions - Scheme Costs 983 0 0 983

Expenses

Valuations (3,871) 0 0 (3,871)Legal Costs (492) 0 0 (492)Roadworks (45,974) 0 0 (45,974)Sewerage Reticulation and Headworks 0 0 (1,600) (1,600)

Funds Advanced by Municipality (45,172) 0 (1,600) (46,772)

Funds Advanced As At 30.06.02 (73,360) 23,405 316,692 266,737

Funds Advanced As At 30.06.03 (118,532) 23,405 315,092 219,965

Represented by:Assets- Development Costs Capitalised 118,532 0 0 118,532

Liabilities- Development Cost Over Recovered 0 (23,405) (315,092) (338,497)

NET ASSETS OVER LIABILITIES 118,532 (23,405) (315,092) (219,965)

34. STATEMENT OF CHANGES IN EQUITY

Sundry Adjustments

Adjustments to Capital Accumulation have resulted from the following:


$ $PLUS:- Land Acquisition

200 Land Acquired under Town Planning Schemes and from 300 Government Departments

- Net change in Development Costs Capitalised:11,140 Town Planning Scheme 21 46,772

746 - Decrease in Provision for Long Service Leave - Non Current 0

LESS:0 - Increase in Provision for Long Service Leave - Non Current 3,280 4 - Sundry Adjustment - Rounding 13

12,082 TOTAL ADJUSTMENTS 43,779

City of CANNING 59

35 JOINT VENTURES

Investment in Joint Venture Canning Vale Regional Resource Recovery Centre (RRRC)

The Municipality is a participant in the above Venture.

The RRRC is controlled by a regional local government established in accordance with the Local GovernmentAct 1995. The regional local government being the Southern Metropolitan regional Council (SMRC)consisting of 7 local governments of which five are participants in the Canning Vale Regional ResourceRecovery Centre (RRRC). The purpose of establishing the RRRC is to maximise the diversion of waste fromlandfill and gain Economies of Scale in order to reduce the operational and capital costs associated with thecollection of waste.

The RRRC is proposed to become fully operational by December 2004 and will provide for future needs ofwaste disposal for the participating Member Councils.

Participating Councils are required to contribute an annual fee to cover the capital cost in the establishment ofthe facility and pay gate fees for each tonne of waste they deliver to the facility to cover the operating costs.The capital costs for each participating member Council is based on the Australian Bureau of Statistics censusof population statistics. Each project participate will develop equity in the project equal to the relevantproportion of the total capital loan repayments made by that project participant.

The City’s interest in the Joint Venture is calculated by the SMRC as at 30th June 2003 is 27.95% representing$767,818.

The $40M project is funded by borrowings repayable by annual contributions from the five participating LocalGovernments. Councils portion of the Capital repayment commenced in the 2001/2002 financial year and willcontinue for a period of 20 years. The contribution for the 2002/2003 financial year by the City was $870,149and this expenditure has been reflected in the Councils financial statements as an operating expense.

The City has guaranteed by way of agreement its share of the Loan Liability to the SMRC and WesternAustralian Treasury Corporation (funding body). The City's share of outstanding loan liability of the RRRCas at the 30 June 2003 is $10,042,569.

Interest in the Joint Venture is summarised as follows:

ACTUAL2002/2003

$

Retained Surplus attributable to interest in the joint venture as at the 30 June 2003. 767,818

Share of Joint Venture entity's results and financial position.

Current Assets 751,546Non- Current Assets 10,386,075Total Assets 11,137,621

Current Liabilities 1,685,527Non- Current Liabilities 8,684,276Total Liabilities 10,369,803

Net Assets 767,818

Revenues 2,287,253Expenses (1,519,435)

Net Changes in Assets Resulting from Operations 767,818


36 DISABILITY SERVICE PLAN

In accordance with Section 29 of the Disability Service Act 1993, Local Governments are required to reportannually with regard to their Disability Service Plan and provide details addressing the Plans key outcomeswithin the Annual Report.

Key Outcomes:

1. Existing services are adapted to ensure they meet the needs of people with disabilities.2. Access to buildings and facilities is improved.3. Information about services is provided in formats which meet the communication requirements of people

with disabilities.4. Advice and services are delivered by staff who are aware of and understand the needs of people with

disabilities.5. Opportunities are provided for people with disabilities to participate in public consultations, grievance

mechanisms and decision-making processes.

The City of Canning continues to ensure the above key outcomes are addressed in order to meet the needs ofpeople with disabilities.

The Community Inclusion Project oversees the improvement of access for people with disabilities across allareas of Council services and buildings. Access improvement included consultation with the City's LibraryServices, local businesses and community groups to make their premises and services more accessible.

The City of Canning has established a Disability Access Advisory Group that provides people with disabilitiesthe opportunity to participate in public consultations, grievance mechanism and decision-making processes.

New and planned Council buildings are designed to ensure full accessibility and to accommodate users withdisabilities.

37. ENVIRONMENTAL REPORTING

Environmental and social factors are an important part of the local government decision-making process.

The City is committed to maintaining a strong environmental focus that will respond to current social demands.

The following details a listing of environmental services and activities currently undertaken by the City:

Waste Management- Recycling (paper, plastic, metals, construction waste).- Composting of putrescible waste and green waste processing at Regional Facility, Canning Vale.- Verge collection of green waste and white goods from residential property.- Methane gas extraction at the Ranford Road Waste Disposal Site.

Engineering- Participation in the Cities for Climate Protection Program.- Gross pollutant trap evaluation project with the Town of Mosman Park.- Development of the Station Street Wetlands in association with Main Roads WA and Environmental Groups.- Stormwater improvement project to identify best practice for stormwater gully educting operations and

identifying high risk stormwater catchments for potential location of gross pollutant traps."- Encouraging onsite retention of stormwater for development and subdivision.- Stormwater gully educting.

City of CANNING 61

Property Services- Incorporating energy efficient principles into building design.- Using non toxic or low toxicity chemicals during building cleaning operations.

Land Administration- Ensuring that any development of land owned or under the control of Council meets all relevant environment

criteria.

Health- Pollution response (noise, water, air).- Urban drainage monitoring.- Household Hazardous Waste Management.- Member of Project Steering Group for Canning Plain Stormwater Quality Management Plan.- Member of the Canning Plain Catchment Management Group.- Co-ordinator of Stormwater Quality Improvement Project.- Regulator of pesticide use throughout the City.- Training provider for pesticide usage.- Assessment of noise management, stormwater and industrial waste management plans.- Mosquito management.- River and Lake water quality.- Member Swan Canning Industry Survey Group.- Contaminated Sites.- Provision and maintenance of equipment for Ribbons of Blue.- Noxious weed Control.

Parks and Streetscapes- Development and implementation of foreshore management plans.- Improving water conservation practices in Council parks and reserves.- Turf nutrient monitoring on major sports grounds.- Bushland management (weed control, dieback control, revegetation).- Minimising the use of pesticides on parks and reserves.- Membership and attendance at various environmental forums.- Providing administrative, financial and on ground support for environmental groups.- Participation in the Turf, Irrigation and Nutrient Study.- Provision and maintenance of street trees.- Management of parks and reserves.- Providing propagation and nursery facilities for the community.- Providing tools and equipment for community conservation groups.- Provision of seed and tube stock of revegetation projects.

Administration- Provision of subsidised compost bins.- Developing of brochures and information.- Office paper recycling.- Liaison with various environmental agencies including Department of Environmental Protection, Water and

Rivers Commission, Swan River Trust and the Department of Conservation and Land Management."- Strategic and Administrative Policy on various areas of the environment.

Planning- Assessment of environmental impacts for applications relating to development and subdivision and

application or recommendation of appropriate environmental conditions.- Enforcement of conditions relating to development.- Town Planning Schemes, Policies and Strategies reflect and consider sustainability and quality of life

principles relative to land use, development, transport networks and social impacts.- Promotion of energy efficiency for group housing developments.- Development and implementation of an environmental strategy.- Preparation of an integrated strategic planning approach to manage growth and change.


38 CORPORATE GOVERNANCE

The Council

The duty of the Council is to represent the people and to facilitate the decision-making process that will maintainand improve community facilities and services.

The Council operates within the boundaries of the Local Government Act 1995, Local Laws and relevantlegislation and is bound by a code of conduct.

The Council consists of the Mayor (Dr Michael Lekias) and Nine (9) Councillors who represent the District thatis divided into three Wards being:

Ward Councillor Term Expiring2005 or 2007

Mason Ward Joe Delle Donne, JP 2007Lindsay Elliott 2005Graham Barry 2007

Beeliar Ward Stuart Clarke, JP 2007Faye Morgan, OAM 2005Norm Snell 2007

Bannister Ward Bruce Mason 2007Mary Daly 2005John Wibberley 2005

The Mayor and Councillors are elected for a four year term with Local Government Elections being held onthe first Saturday in May every second year.

The Council meets in the Council Chambers at the City of Canning Administration Offices twice a month - onthe second and fourth Tuesday at 6.00pm. These meetings are open to the public.

Organisational Structure

The organisation consists of four Divisions. Whilst the Chief Executive Officer is responsible for the overallmanagement of the organisation, each Division has its own Executive who oversees the functions of his/herDivision. The Corporate Management team implements and administers the policies of the Council's electedmembers.

The City has entered into Contracts of Employment with its Executive Officers and Managers and undertakesPerformance Reviews of each employee who is employed for a term of more than one year.

Auditors

Council has appointed Grant Thornton, Chartered Accountants, as the City's Auditors.

The City has appointed Auditors based on the minimum standard audit specifications developed by theDepartment of Local Government in order to ensure that the scope of the Audit at least meets a minimumstandard so as to satisfy the Council that an adequate audit is undertaken.

Code of Conduct

The City has adopted a Code of Conduct in accordance with Section 5.103 of the Local Government Act 1995.

The Code of Conduct provides elected members and staff with consistent guidelines for an acceptable standardof professional conduct. The Code addresses the broader issues of ethical responsibility and encouragesgreater transparency and accountability from local governments.

City of CANNING 63

The Code is complimentary to the principals adopted in the Local Government Act 1995 and Regulations whichincorporates four fundamental aims to result in:

(a) better decision-making by local governments;(b) greater community participation in the decisions and affairs of local governments;(c) greater accountability of local governments to their communities; and(d) more efficient and effective local government.

The Code provides a guide and a basis of expectations for elected members and staff. It encourages a commitment toethical and professional behaviours and outlines principles in which individual and collective Local Governmentresponsibilities may be based.

Role of Elected Members.

A Councillor's primary role is to represent the community, and the effective translation of the community's needs andaspirations into a direction and future for the Local Government .

A Councillor is part of the team in which the community has placed its trust to make decisions on its behalf and thecommunity is therefore entitled to expect high standards of conduct from its elected representatives.

In fulfilling the various roles, elected members' activities will focus on:

- achieving a balance in the diversity of community views to develop an overall strategy for the future of thecommunity;

- achieving sound financial management and accountability in relation to the Local Government's finances;- ensuring that appropriate mechanisms are in place to deal with the prompt handling of residents' concerns;- working with other governments and organisation to achieve benefits for the community at both a local and regional

level;- having an awareness of the statutory obligations imposed on Councillors and on Local Governments.

Financial Management

Local Government (Financial Management) Regulations 1996 require the Chief Executive Officer of a localgovernment to establish efficient systems and procedures:

(a) for the proper collection of all money owing to the local government;(b) for the safe custody and security of all money collected or held by the local government;(c) for the proper maintenance and security of the financial records of the local government (whether maintained in

written form or by electronic or other means or process);(d) to ensure proper accounting for municipal or trust -

(i) income received or receivable;(ii) expenses paid or payable; and(iii) assets and liabilities.

(e) to ensure proper authorisation for the incurring of liabilities and the making of payments;(f) for the maintenance of payroll, stock control and costing records; and(g) to assist in the preparation of budgets, accounts and reports, required by the Act or these regulations.

The Chief Executive Officer is to -

(a) ensure that the resources of the local government are effectively and efficiently managed;(b) assist the Council to undertake reviews of fees and charges regularly (and not less than once in every financial

year); and(c) undertake reviews of the appropriateness and effectiveness of the financial management systems and procedures of

the local government regularly (and not less than once in every 4 financial years) and report to the local governmentthe results of those reviews."

A review of Councils fees and charges is undertaken annually and coinsides with Budget preparation.A review of thefinancial management systems and procedures was last performed in the 1999/2000 Financial year and is due forreview in the 2003/2004 Financial year.



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City of CANNING 65

39. PLAN OF PRINCIPAL ACTIVITIES

Plan of Principal Activities is a document which is produced annually and gives an overview of the significantprogrammes and activities proposed to be carried out by the Council of the local government of the City of Canningover the next four years. Its objectives are to provide the community with information relating to proposed principalactivities and to offer the community the opportunity to lodge submissions in relation to these proposals forconsideration by the Council.

Pursuant to Section 5.53 of the Local Government Act 1995, a Local Government is required to report as follows inrelation to the Principal Activities in its annual report:

(a) Principal Activities commenced or continued during the financial year.

(b) Assessment of the Local Government's performance in relation to each Principal Activity.

(c) An overview of the Principal Activities that are proposed to commence or to continue in the next financial year.

The Principal Activities are detailed as follows, together with estimates and actual Income and Expenditure detailed inthe Plan of Principal Activities, Annual Budgets and Annual Financial Statements.

The wording pertaining to each Principal Activity is taken from the Plan of Principal Activities the City adopted inAugust 2002, with comparative figures taken from the adopted Plan of Principal Activities, Adopted Budget and Actualamounts detailed in the Annual Statements.

PRINCIPAL ACTIVITIES

Ranford Road, Canning Vale Subdivision

The City proposes to carry out the subdivision of Lot 502, Part lot 72 and Part Lot 501 Ranford Road, Canning Valeand create an attractive residential environment that has due regards to the physical attributes and can be effectivelylinked into the adjoining Waratah Estate.

The subdivision comprises of 15.7ha of land and will result in the creation of 156 residential homesites and one grouphousing site. The subdivision incorporates a "Conservation Dampland" as Public Open Space. Its intended to establishan Environmental Park in which to retain the Dampland, together with an approximate 30-40 metre buffer. Its proposedto prepare a Management/Preservation Plan with the assistance of the Waters and Rivers Commission, LocalCommunity Organisations and the residents of the City.

A Business Plan has been prepared in accordance with Section 3.59 of the Local Government Act, 1995.

A flora and vegetation survey of the site was undertaken in September 2001 by the City's environmental consultantsATA Environmental, emphasis was placed on identifying and recording the location of any declared rare flora (DRF).The survey revealed declared rare flora was located on part of the site, consequently a revised subdivision applicationto protect the DRF has been submitted by the City to the Western Australian Planning Commission (WAPC) forapproval. The City is now awaiting the WAPC's decision in relation to the approval of the subdivision and anyconditions set.

Objective

(1) To create residential homesites with lot sizes ranging from 400 to 800 m2 with 15-20 metre frontages and 28-30metre depth.

(2) To promote the establishment of an attractive neighbourhood and to ensure that acceptable levels of safety,privacy and amenities are provided.


Performance Measures

(1) Development of the subdivision to be completed by March 2005.

(2) Council’s Net Return on the Subdivision Development to be maximised.

(3) An Environmental Park be established as matter of priority to secure the conservation of the Dampland located within the proposed Public Open Space Reserve.

Funding

Action taken during 2002/2003 Financial Year and Assessment of Performance

(1) A draft Management Plan is currently being finalised for the Public Open Space Reserve which incorporatedthe conservation of the Dampland and is expected to be released for Public consultation by February 2004.

(2) That all necessary approvals relating to the Subdivision have been obtained from the Western AustralianPlanning Commission and the Commonwealth Department of the Environment and Heritage during the2002/2003 financial year.

Amount Amount AmountProgram Principal Annual Annual

Activities Budget StatementPlan

02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureRanford Road Residential- Other Property & Services 2,287 2,287 26SubdivisionTransfer to Land and Building Fund Transfer 130 130 (26)Reserve Fund

TOTAL EXPENDITURE 2,417 2,417 0

Estimated FundingProceeds Sale of Lots Other Property & Services 2,417 2,417 0General Purpose Funding General Purpose Funding 0 0 0

TOTAL FUNDING 2,417 2,417 0

Administration and Civic Centre Upgrade

The City proposes to carry out the extension and refurbishment of the Administration and Civic Centre andLandscaping of the Civic Centre Park located at 1317 Albany Highway, Cannington.

The upgrade will address the future Administrative and Civic requirements and the landscaping of the surroundingParklands will create a ceremonial amenity for the City

The Council’s Administration Centre was completed in May 1971 and is approximately 30 years old and in need of afacelift, both internally and externally.

A Business/Development Plan was prepared and adopted by Council in March 2002. The cost of the Project isestimated at $6.683M comprising of the following:

* Administration and Civic Centre Extensions and Refurbishment $5.714M* Landscaping of Civic Centre Park $0.969M

$6.683M

Its proposed to fund the Project from funds allocated in the 2001/02 Annual Budget amounting to approximately$4.983M and the balance of the funds estimated a $1.7M to be provided in the 2002/03 financial year.

Objective

(1) To provide a modern Administration and Civic Centre that will meet the needs of the City in the foreseeablefuture.

(2) To upgrade the Landscaping in a way that will improve its appearance and enhance its usage by the City residents


(1) Construction of the Facility to be completed by July 2003.(2) Construction of the Facility to be on Budget.

Funding



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureAdministration and Civic Infrast. Land and Buildings 6,683 6,483 87Centre Upgrade - Governance


Estimated FundingGeneral Purpose Funding-Bought Forward General Purpose Funding 4,983 4,783 0-Annual Allocation General Purpose Funding 1,500 1,500 0

Transfer from Reserve Fund Fund Transfer 200 200 0Land and Buildings


Funding Available 2002/2003 Budget 0 0 6,483Funding to be Carried Forward to2003/2004 Budget 0 0 6,396

City of CANNING 67



(1) In April 2003, Council resolved not to proceed with the extension and refurbishment option as detailed in theabove Plan. During the design phase of this Option it was identified that costs associated with therefurbishment had increased substantially when compared to preliminary estimates of the New BuildingOption.

(2) Subject to (1) above, Council resolved to amend the Business Plan to incorporate the New Building Option.The amended Draft Business Plan was considered by Council in October 2003 and is current subject to Publicconsultation.

Waste Management

The City provides for the collection and disposal of Household Refuse on a weekly basis, a co-mingled RecyclingProgram on a fortnightly basis and six (6) Verge Collections per annum. A Waste Landfill Facility is operated by theCity at Ranford Road, Canning Vale. This site has been closed to Commercial customers from March 2002 and isexpected to reach the end of its life in January 2003 for the City's own waste. Gas is extracted from its Bannister andRanford Landfill Sites which is used to generate Electricity with the City receiving a royalty, based on the volume ofgas extracted.

The City of Canning is a member of the Southern Metropolitan Regional Council (SMRC) who’s primary objective isto develop sustainable Waste Management Strategies to ensure that the current and future Waste Disposal needs of itsmember Councils are met. The Regional Council has adopted a strategy to reduce the amount of total Waste sent toLandfill by 50% by the year 2001 and by 85% when the Regional Resource Recovery Centre (RRRC) is fullyoperational. The Regional Waste Management Strategy is based on three components:

(1) Collection System - Weekly Mobile Garbage Bin (MGB) collection for non-recyclable general waste andsmall greenwaste

- Fortnightly MGB collection for co-mingled dry recycables- Three verge side green waste collections per annum- Three bulk waste verge collection per annum

(2) Processing System - A combination of material recovery facility, greenwaste processing facility and an 'In vessel' composting facility to reduce waste to landfill by approximately 85% from residential premises.

(3) Sale of recycled material and disposal of residual waste.

The City has agreed to participate in ‘Project 2000’ which is the development of a Regional Resource Recovery Centre(RRRC) in Canning Vale. The RRRC will provide for the future needs of waste disposal for the participating memberCouncils. The “Material Recovery Facility” for recyclables and “Greenwaste Processing” facility are completed andin operation. The 'In Vessel' Composting facility is currently under construction and expected to be completed in late2002.

Waste Transfer Station

A separate Business Plan has been prepared for the construction and operation of a Waste Transfer Station in CanningVale on the existing landfill site to cater for the needs of people wishing to dispose of inert waste (i.e. non organic) afterthe closure of the landfill operations. The transfer station will not accept greenwaste, although green waste materialwill be accepted by the SMRC facility in Canning Vale. It is anticipated the transfer station will cost approximately$1,650,000 to construct, funding for the building being provided by the Waste Service Reserve Fund.

The proposed waste transfer station will take advantage of existing infrastructure at the landfill site to reduce the capitalcost of providing the facility. The City through its Waste Management Service will manage the on-going day-to-dayoperations of the Waste Transfer Station.

A Business Plan for the four years ending 2006 is currently being reviewed and will address the following:

Domestic Collections

* The on-going operation of the domestic household refuse collection service by the City.

City of CANNING 69

Landfill Operations* An examination of the proposed closure of Ranford Road Landfill Site and investigation into the development

potential of the site.

* The preparation of a separate Business Plan for the construction of a Waste Transfer Station.

Objective

To provide an efficient and effective Waste Management Service that incorporates Collection, Disposal, Educationand to adopt best practices in Waste minimisation.


(1) Complete post closure management plan by December 2002.

(2) Construction of a Waste Transfer Station by 31 January 2003.

Funding



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureOperating

- Landfill Levy E.P.A. Community Amenities 66 66 157- Landfill Operations Community Amenities 416 416 410- DomesticCollection Community Amenities 2,143 2,143 2,490- Verge Collection Community Amenities 643 643 578- Recycling Community Amenities 891 891 843- Transfer Station Operations Community Amenities 748 748 0- Contribution SW Metropolitan

Regional Waste Management Community Amenities 1,035 1,035 1,012- Rehabilitation and Ground Water

Control Infrastructure Other 358 358 319Capital- Front End Loader-Transfer Infrast.-Plant & Equip. 225 225 0

Station Community Amenities- Sweeper-Transfer Station Infrast.-Plant & Equip. 40 40 0

Community Amenities- Misc. Tools -Transfer Station Infrast.-Plant & Equip. 15 15 0

Community Amenities- Transfer Station Construction Infrastructure-Land & 1,650 1,650 287

Buildings-CommunityAmenities

- Side Loader Compact.Trucks Infrastructure-Plant & 494 494 503- Domestic Collection Equip-Community

Amenities - Vacuum Blower Infrastructure-Plant & Equip. 0.4 0.4 0.3- Brushcutter - Community Amenities 0.6 0.6 0- Two Way Radios/Receiver Infrastructure.-Furn & Equip 27 27 24- Utility Infrastructure-Plant & 21 21 21- Tip Truck Equip-Community Amenities 55 55 57

TOTAL EXPENDITURE 8,828 8,828 6,701



(1) The Post Management Plan was not required to be completed by December 2002 as a result of the Landfill site’slife being extended to provide the ability to meet the City’s waste requirements, due to the delay in thecompletion of the Regional Resource Centre (RRRC).

(2) The construction of the Waste Transfer Station was deferred due to delays in the completion of the RRRC andthe City’s landfill site remaining operational.



02/03 02/03 02/03$,000 $,000 $,000

Estimated FundingOther Fees and Charges-Refuse Removal Domestic Community Amenities 4,634 4,634 4,657-Landfill Site Community Amenities 967 967 2,255-Transfer Station Community Amenities 748 748 0-Gas and Electricity Royalty Other Property & Services 20 20 24-Recycled Material Community Amenities 8 8 13

Proceeds Sale of Assets Operating Statement 99 99 125Transfer from Reserve FundWaste Management Fund Transfer 2,593 2,593 911

General Purpose Funding General Purpose Funding (241) (241) (1,284)

TOTAL FUNDING 8,828 8,828 6,701

City of CANNING 71

Community Care Facilities

The City of Canning is committed to building modern Facilities from which it will deliver a wide range of services tothe Community. The construction of the following Facilities is dependent on the availability of Grants from the FederalGovernment, State Government and the Lotteries Commission.

* Meals on Wheels Facility

Research was undertaken to determine whether the service should be expanded with the construction of a newkitchen/dining room facility in Bentley to service residents north of the river. The result of the Survey conductedduring the 1999/2000 financial year indicated that their was no immediate demand for the additional service. Thisproject will be reviewed from time to time to determine its priority.

* Canning Lodge

(i) The on-going upgrading and enhancement of the Lodge Buildings, equipment, furniture and fittings.(ii) A feasibility study to be undertaken which will determine the viability of future expansion of services.

* Aged Persons Accommodation

(i) A Feasibility Study was undertaken and it revealed that the extension to the existing Queens Park Day CareCentre was the most practicable solution and consequently a Development Plan for the extensions is currentlybeing prepared. Funding has been allocated in the 2002/03 financial year.

(ii) Refurbishment of the facilities to include painting, floor coverings, lighting upgrades, roof cover to pergola.(iii) Replacement of furniture and equipment - various.(iv) A "Snoezelen" room for clients with dementia. (Snoezelen is a sensory awareness room designed to calm

and relax individuals with physical or mental disabilities).

* Aged Persons Accommodation

(i) Kitchen Extensions to Wilson Retirement Village(ii) Storeroom Construction to Rossmoyne Retirement Village(iii) Carpark Resurfacing Wilson Village(iv) On-going upgrading enhancement programme for the Rossmoyne and Wilson Retirement Villages in

accordance with the programme maintenance plan is to be funded from residents maintenance fees.

* Youth Centres

(i) Extensions to Willetton Youth Centre(ii) Develop and establishment of new Youth Centre in Cannington.

* Youth Accommodation

(i) Replacement of furniture and equipment - various.(ii) Refurbishment - various buildings.

Objective

To provide modern and convenient facilities which cater for the Youth, Aged Persons, People with Disabilities and forpeople from Culturally and linguistically diverse backgrounds.


(1) Construction of the proposed facilities to be on time.(2) Construction of the proposed facilities to be on Budget.


Funding


(1) The construction of the Queens Park Day Care Centre Extensions was commenced in June 2003 and isanticipated to be completed by December 2003.

(2) The construction of the Queens Park Day Care Centre is expected to be completed within budget.



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureCapital

-Canning Lodge HostelPaint and Curtains Infrast-Land & Build-Educ. & Welfare 16 16 17Chemical Dispensing Unit Infrast-Furniture & } 3.5 3.5 3.7Furniture & Equip-Various Equip-Educ. & Welfare } 7.5 7.5 5.9Consult. Fee-Study ExpansionEduc. & Welfare 10 15 0Accreditation Educ. & Welfare 14.5 9.5 7

-Day Care CentresFurniture & Equip-Various Infrast-Furniture & 13.3 13.3 7.6

Equip-Educ. & Welfare Extension Queens Park CentreInfrast-Land & Build 575 545 26

-Educ. & Welfare Bus Replacement Infra. Plant & Equip-Educ. 126 119 0

& Welfare-Aged Persons Accommodation

Wilson Retirement Village - Kitchen Extensions Infrast-Land & Build 4.8 4.8 0- Carpark Resurface -Housing 25 25 0

-Aged Persons AccommodationRossmoyne Retirement Village Infrast-Land & Build - Storeroom -Housing 12 12 0

-Youth AccommodationLand & Building-Various Infrast-Land & Build -Housing 3 3 3

-Youth CentresFurniture & Equip-Various Infrast-Furniture & 4 4 2

Equip-Educ. & Welfare Extension Willetton Youth Infrast-Land & Build 40 40 1

Centre Educ. & Welfare Expansion of Service - -Educ. & Welfare 9 9 10

Bentley Youth Centre Expansion of Service - -Educ. & Welfare 19 19 23Cannington Youth CentreTOTAL EXPENDITURE 882 846 106Estimated FundingGovt Grants-Q/P Day Centre Educ. & Welfare 287 395 181Govt Grants-Bus HACC Educ. & Welfare 104 104 103Proceeds Sale of Assets Operating Statement 22 22 0Transfer from Reserve Fund

-Aged Persons Homes Fund Transfer 52 52 6General Purpose Funding General Purpose Funding 417 273 (184)

TOTAL FUNDING 882 846 106

City of CANNING 73

Street Beautification Programme

The Council is committed to improving the appearance of the City's Streets and has developed a Street BeautificationProgramme. The Programme has brought the following activities under one umbrella.

- Streetscape Enhancements- Entry Statements- Street Sweeping- Weed Control- Street Gardens- Street Tree Pruning- Verge Maintenance - Mowing- Tree Watering- Street Signs

Objective

To ensure that the City's Streets remain relatively free from Litter and their appearance is in keeping with high customersatisfaction.

Performance Measure

Conduct an Annual Community Survey to assess the level of customer satisfaction of the Street BeautificationProgramme.

Funding


Council conducted a Community Survey in the 2002/03 financial year to assess the level of customer satisfaction to theStreet Beautification Programme. The survey was conducted in March 2003 with 250 ratepayers being randomlyselected that represented all locations of the City.

The results indicated a high level of satisfaction towards the Street Beautification Programme.



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureStreet Sweeping Transport 210 210 188-Path Sweeping Commercial Recreation & Culture 58 58 29

Precincts-Weed Control Transport 75 75 54-Street Gardens Recreation & Culture 314 314 290-Street Tree Pruning Transport 501 501 550-Entry Statements Recreation & Culture 38 38 45-Verge Maintenance Mowing Transport 700 700 608-Tree Watering Recreation & Culture 143 143 158-Street Signs Transport 63 63 63

Capital-Streetscape Enhancements Infrastructure-Roads 309 309 137


Estimated FundingGeneral Purpose Funding General Purpose Funding 2,411 2,411 2,122

TOTAL FUNDING 2,411 2,411 2,122


St James and Bentley Public Open Space Acquisition and Development

An analysis of open space throughout the City of Canning has identified shortfalls within the suburb areas of St Jamesand Bentley.

Accordingly, a Development Plan has been prepared detailing the City's intentions for:

(a) The progressive acquisition of land to increase the overall area of parkland.(b) The development of acquired land.(c) Existing Reserve upgrade to provide a higher level of amenities to residents.(d) Undertake negotiations to establish shared management agreements for existing Water Corporation Reserves

which have been identified as having potential for passive open space and landscape amenity development.

The eight year program will see the proportion of open space increase from 5.4% to 6.5%. This compares with abenchmark established by the State Government of 8%. In order to compensate for the remaining shortfall in land area,the Development Plan details work to be undertaken across various reserves to improve the level of amenity of openspace.

The estimated cost of the project is summarised as follows:$

Acquisition of Land 1,302,000Development of Acquired Land 330,050Reserve Upgrades 329,000Development of Public Purpose-Reserve for multiple use 185,000

2,146,050

Objectives

(1) To overcome the shortage of public open space within the suburb areas of St James and Bentley.(2) To provide the residents of St James and Bentley with quality public open space within walking distance of their

home.

Performance Measure

(1) That future annual budgets allocate the sum of approximately $270,000 per annum in order to fund the proposalsas outlined in the development plan.

(2) The Project be completed by June 2012.

Funding


The 2002/2003 Annual Budget made provision of $268,000 for the purchase of Public Open Space in accordance withthe Development Plan. Accordingly Lots 246 and 247, corner of Albany and Highway and Alexandra Place, Bentleyhaving an area 1,529m2 were identified as suitable for the development of Open Space and purchased.



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureAcquisition of Land Infrastructure-Land & 0 268 246

Buildings-Recreation & CultureTOTAL EXPENDITURE 0 268 246

Estimated FundingGeneral Purpose Funding General Purpose Funding 0 268 246


City of CANNING 75

Ern Clark Athletic Centre - Regional Facility

The surface of the Ern Clark Athletic track is approaching the end of its useful life. Advise from the Ministry of Sportand Recreation is that based on the current condition the track should continue to be operational for up to five years.

Accordingly, a Business Plan has been prepared to facilitate the resurfacing and development of the Ern Clark AthleticCentre into a Regional Facility. The Plan also proposes to lease a portion of the land forming part of the Centre forcommercial purposes. The rental income derived will offset the operation costs with the view to the Centre becomingfinancially self sufficient.

The Ern Clark Athletic Centre with the refurbishment of the track will fulfill the role of a regional Athletics Facilityfor the suburbs located in the East Metropolitan Region.

The Department of Sport and Recreation has set up a Working Party to investigate the needs of the relevant stakeholders. There findings will assist the City in determining the level of refurbishment required.

Submissions have been made to the Department of Sport and Recreation in relation to the funding of the refurbishmentand indications are that funding up to a maximum of $500,000 will be provided.

Objectives

(1) The refurbishment of the Ern Clarke Athletic Track to a level which will fulfill the role of a Regional facility.(2) To progress the lease of portion of the land forming part of the Athletic Centre for commercial purposes.(3) The Athletic Centre to become financially self-sufficient.

Performance Measure

(1) To complete the refurbishing of the Facility incorporating the resurfacing of the track by June 2005.(2) Application to amend the Metropolitan Regional Scheme by December 2002.(3) Amendment to the City's Zoning Scheme by December 2002.(4) Variation to the City of Canning Regional Centre Structure Plan by December 2002.

Funding


(1) In October 2003, the Department of Sport and Recreation indicated they would fund $435,000 to assist with re-development of the Regional Facility. The City is now awaiting Ministerial confirmation of this funding.

(2) Application to amend the Metropolitan Regional Scheme and the City’s Zoning Scheme to allow for the leaseof portion of the land forming part of the Athletic Centre for commercial purposes was completed by December2002. The Canning Regional Centre Structured Plan also allows for the commercial development along theCecil Avenue frontage of Ern Clark Athletic Centre.



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureRefurbishment of the Facility Infrastructure-Land & 0 0 0and resurfacing of the Track Buildings-Rec & Culture

TOTAL EXPENDITURE 0 0 0

Estimated Funding

Govt Grants-Dept Sport & Rec. Recreation & Culture 0 0 0General Purpose Funding General Purpose Funding 0 0 0

TOTAL FUNDING 0 0 0


Centenary Park Regional Open Space

The City proposes to develop the Centenary Park Regional Open Space which is located on the banks of the CanningRiver in the suburb of Wilson.

A Development Plan has been prepared and was adopted by Council in May 2002.

The re-development, restoration and enhancement of the Centenary Park Regional Open Space incorporates thefollowing:- Sportsground Stabilisation and Refurbishment- Passive Parkland Development.- Centenary Avenue / Leach Highway Interchange Streetscape Enhancement.- Building Analysis- Landscape and Master Plan Design Review.- Riverine Restoration.

Objectives

(1) To establish Centenary Park Regional Open Space as a premier Parkland within metropolitan Perth.(2) To ensure the existing passive and active recreation facilities are utilised to their maximum potential.(3) The restoration of the Canning River Foreshore within the Centenary Park Regional Open Space.

Performance Measure

(1) That the Project be completed by Year 2012.(2) An annual survey be conducted during the staged development to assess the increased level of utilisation and user

satisfaction.

Funding


(1) In accordance with the above Plan the Northern Sports Playing Surface was compacted and levelled and a newirrigation system designed for Centenary Avenue which included the installation of a new irrigation bore.

(2) The Western End Landscaping Stage 1 works were completed in accordance with the Development Plan.



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureStabilise Sports Surface Infrastructure Assets- 100 100 51Detailed Design Recreation Facilities 15 15 8Bore and Reticulation Works Recreation Facilities 34 34 35Western End Landscaping Recreation Facilities 85 85 85


Estimated FundingGeneral Purpose Funding General Purpose Funding 234 234 179


City of CANNING 77

Shelley Beach Park Development

The City proposes to upgrade existing and develop new facilities on Shelley Beach Park as recommended in the ShelleyRossmoyne Foreshore Management Plan.

The Management Plan recommends a concept plan be commissioned to ensure that any development on the ShelleyBeach Park integrates functionally and esthetically with the existing surroundings. It incorporates a consideration of aKiosk/Café on the Park which will be subject to a separate Business Plan. The Plan will address the issues of landvesting, the ability to sub-lease a portion of the reserve, the commercial viability and terms of development and use.

The upgrading of the existing facility incorporates the existing elements such as carparking, fencing, toilet block,lighting, playgroup, picnic tables, barbecues, drink fountains, bicycle parking rails, seats, bins, signage and paths. Thedevelopment of new facilities such as pedestrian jetty, kiosk/cafe and community notice board.

Objective

To encourage better utilisation of the facilities and to ensure that conflicts in usage patterns are minimised.


(1) That the project be completed by June 2012.(2) Preparation of a Business Plan in relation to the development of a Kiosk/Café on the Park to be completed by June

2003.

Funding


(1) The planning and design of the proposed Jetty Structure and Children’s Playground was completed, togetherwith obtaining the necessary statutory approvals.

Actual works will be initiated in the 2003/2004 financial year with the total redevelopment due for completionin June 2012.

(2) The preparation of a Business Plan in relation to the development of a Kiosk/Cafe on the Shelley Beach Parkhas been delayed pending the completion of the Riverton Bridge Kiosk Re-Development Plan.



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureRe-Development of Infrastructure Assets- Recreation Area Recreation Facilities 90 90 0


Estimated Funding

General Purpose Funding General Purpose Funding 90 90 0



Canning Regional Centre

The Infrastructure development within the Canning Regional Centre has been in progress since 1992. It is the aim ofthe City to accelerate the Infrastructure development program and encourage development opportunities through theprovision of Infrastructure, including roads, drains, parks and streetscape enhancements.

Objectives

(1) To establish a strategic Regional Centre as intended within the State Governments Regional Scheme.(2) To ensure that the Canning Regional Centre is presented as an attractive and safe place to work, shop, recreate and

meet.


(1) The Infrastructure works as detailed in the Development Plan be completed by December 2012.(2) The on-going operational maintenance of:

- Litter Control- Street Sweeping- Arterial Verge Mowing- Street Garden Maintenance- Street Furniture Maintenance/Graffiti Removal- Street Tree Maintenance

to be achieved as detailed in the Development Plan.

Funding



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureOperatingRegional Centre Precinct-Operational Maintenance Recreation & Culture 65 65 41Capital- Road Works

Gerard St Bridge & Roadworks Infrast Assets-Roads 150 150 1Sevenoaks St-Guthrie to Crawford Infrast. Asset-Roads 1,000 1,000 365Sevenoaks St-Guthrie to Crawford Infrast. Asset-Roads 356 356 0Sevenoaks St-Guthrie to Crawford Infrast. Asset-Roads 350 350 17Bent St-Station to Morgan 117 117 134

Capital-Streetscape EnhancementsSevenoaks St-Cecil to Gerard Infrast Assets-Roads 197 197 1


Estimated Funding

Govt Grant-Metro Local Transport 1,350 1,350 1,150Road Funding

Development Area Scheme Transport 14 14 0Contributions

General Purpose Funding General Purpose Funding 871 871 (591)


City of CANNING 79


(1) The works identified in the Development Plan and listed in the Budget were all programmed and commencedtowards the end of the financial year and any unspent funds carried forward to the 2003/2004 financial year.

(2) The maintenance program for the Regional Centre has been operating effectively resulting in improvements tothe cleanliness of the area.

Asset Management Programme

To provide the necessary equipment, buildings and infrastructure for the Community and the Asset Management ofsuch facilities.

Asset Acquisition and Replacement includes:

· Furniture and Equipment· Land and Buildings· Plant and Equipment· Tool Purchases· Infrastructure Assets - Roads

- Recreation- Other

Asset Management provides for the necessary preventive maintenance, to ensure the functionality and safety of theinfrastructure assets. Infrastructure maintenance includes:

· Roads, Drainage and Footpath maintenance· Parks and Reserve Maintenance· Building Maintenance· Plant Operation Costs.

Objective

To provide and replace as necessary the infrastructure of the City and maintain the infrastructure to an acceptablestandard of presentation, usability and safety.


(1) Monitor levels of expenditure in road asset management against those recommended by the Road Pavement Management System (PARRMS) which provides a highly complex based management tool for assessingcondition and predicting expenditure requirements.

(2) Lengths of roads, drains, footpaths replaced or constructed each year.

(3) Requirements that 97.5% of funds allocated for Capital Works and Services be spent by 30th June of each year.


Funding

Note:

(1) Amounts stated in the Capital Section above do not include items detailed in other Plans referred to previously.

(2) Expenditure incorporated in the Capital Section under the heading “Estimate Included in 2002/2003 Budget”includes all Capital Works approved in previous Budgets, but not completed as at 30 June 2002, thus thevariation between the amounts included in the 2002/2003 Annual Budget and Plan of Principal Activity reflectsthis amount.



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureOperating-Roads, Drainage and Transport; Community 990 990 1,093

Footpaths Maintenance Amenities-Parks and Reserves Mtce Recreation & Culture 4,404 4,404 4,304-Building Maintenance Various Programs 2,696 2,696 2,559-Plant Operation Costs Other Property & Svcs 2,290 2,290 2,464

Capital-Furniture & Equipment Infrast.-Furniture & 667 769 669

Equipment-Land and Buildings Infrast.-Land & 2,529 4,694 1,964

Buildings-Plant & Equipment Infrast.-Plant & 2,255 2,340 1,815

Equipment-Infrastructure Assets

- Roads Infrastructure-Roads 5,878 9,589 6,645- Recreation Infrastructure-Recreation 460 1,416 702

-Other Infrastructure-Other 0 59 49


Estimated FundingSpecified Area Rate-POS

Canning Vale Recreation & Culture 176 176 142Contribution and Donations Various Programmes 234 234 429Grants and Subsidies General Purpose Funding 1,860 1,860 2,253

and TransportProceeds Sale of Assets Operating Statement 1,164 1,341 1,080Reimbursements Recreation & Culture 172 172 178Fees and Charges Recreation & Culture 292 292 301Plant Operation Costs

Recovered Other Property & Svcs 2,250 2,250 2,265Transfer from Reserve Fund Land and Buildings Fund Transfer 1,400 1,400 1,400General Purpose Funding General Purpose Funding 14,621 21,522 14,216

TOTAL FUNDING 22,169 29,247 22,264

City of CANNING 81


(1) All the objectives of the Activity set for the 2002/2003 financial year have been achieved with levels ofexpenditure kept generally within allowances made. Unspent funds allocated for Capital Expenditure have beencarried forward into the 2003/2004 financial year.

(2) Council’s Strategic Planning Policy Number 61 states:

97.5% of the funds allocated for each Capital Works Program must be spent each year.

The only exception to this requirement occurs when:- the Plan of Principal Activities and/or the Strategic Plan provides for expenditure to be spent over two or more

years.- funds originate from sources external of the local government of the City of Canning and involves expenditure

extending two or more years, provided the Council is notified that such funds may not be expended within anyyear under review.

- funds held in trust or contributed by developers for works associated with developments.- prior Council approval has been given to carry forward works due to external factors outside the control of the

City or other justifiable reasons.

The results achieved by Division/Department for the 2002/2003 financial year are as follows:

Corporate ServicesChief Executive:Percentage of Program Completed - 100%; Number of Projects - 2Projects Authorised to be Carried Over - Nil.

Public Affairs:Percentage of Program Completed - 100%; Number of Projects - 5Projects Authorised to be Carried Over - Nil.

Finance and Client Services:Executive:Percentage of Program Completed - 100%; Number of Projects - 2Projects Authorised to be Carried Over - Nil

Computer Services:Percentage of Program Completed - 100%; Number of Projects - 10Projects Authorised to be Carried Over - Nil.

Engineering and Technical Services:Works:Percentage of Program Completed - 100%; Number of Projects - 159Projects Authorised to be Carried Over - Nil.

Plant and Equipment:Percentage of Program Completed - 100%; Number of Projects - 167Projects Authorised to be Carried Over - Nil.

Parks and Reserves:Percentage of Program Completed - 97%; Number of Projects - 34Projects Authorised to be Carried Over - 1

Property Development and Maintenance:Percentage of Program Completed - 100%; Number of Projects - 15Projects Authorised to be Carried Over - Nil.

Waste Collection and Disposal:Percentage of Program Completed - 100%; Number of Projects - 2Projects Authorised to be Carried Over - Nil.


Strategic Planning Policy Number 61 continued...

Community ServicesExecutive:Percentage of Program Completed - 100%; Number of Projects - 3Projects Authorised to be Carried Over - Nil.

Aged Care:Percentage of Program Completed - 100%; Number of Projects - 47Projects Authorised to be Carried Over - Nil.

Disability, Family and Youth:Percentage of Program Completed - 91%; Number of Projects - 11Projects Authorised to be Carried Over - 1

Branch Libraries:Percentage of Program Completed - 100%; Number of Projects - 8Projects Authorised to be Carried Over - Nil.

Patrol and Security Management:Percentage of Program Completed - 100%; Number of Projects - 8Projects Authorised to be Carried Over - Nil.

Leisure:Percentage of Program Completed - 100%; Number of Projects -31Projects Authorised to be Carried Over - Nil

Recreation:Percentage of Program Completed - 100%; Number of Projects - 6Projects Authorised to be Carried Over - Nil.

Strategic and Regulatory ServicesBuilding and Associated Services:Percentage of Program Completed - 100%; Number of Projects - 1Projects Authorised to be Carried Over - Nil

Environmental Health and Associated ServicesPercentage of Program Completed - 67%; Number of Projects - 3Projects Authorised to be Carried Over - 1

Town Planning and Associated Services:Percentage of Program Completed - 50%; Number of Projects - 2Projects Authorised to be Carried Over - 1

The length of roads, drains, footpaths replaced or constructed during the 2002/2003 financial year were as follows:

Roads: 23.4km - reconstructed and resealed and 3.9km of new Roads constructedDrainage: 7.9kmFootpaths: 6.5km of new Footpaths and 2.3km of Slab Paths upgraded

(3) The Activity is considered to be on-going.

City of CANNING 83

Reserve Fund

The City of Canning has established Reserve Funds to provide funding for future projects, reduce the impact on futureAnnual Budgets and to ensure “Debt Free” Status is not only achieved but is also sustainable.

Land and Building Reserve

The purpose of this fund is for the acquisition, development and improvement of Land and Buildings.

Waste Management Reserve

The purpose of this fund is for the acquisition and development of Landfill Sites, including Buildings and Equipmentand lining of sites.

Aged Persons Homes Reserve

The purpose of this Fund is for the acquisition, development and improvement of facilities for the Aged.

Asset Revaluation Reserve

The purpose of this Fund is to reflect changes in the value of the City’s Fixed Assets.

With the exception of the Asset Revaluation Reserve, all the other reserves are cashed backed.

Objective

To accumulate cash backed Reserves to provide funding for future projects and reduce the impact on future AnnualBudgets.


Annual assessment of the extent to which accumulated Reserves are able to meet the future expenditure needs of theCity.


Funding



02/03 02/03 02/03$,000 $,000 $,000

Estimated ExpenditureLand & Building ReserveLand & Building Reserve

Balance B/Fwd 1st July 3,750 3,755 3,755Plus Transfer from General Revenue-Interest Earning Fund Transfer 117 117 147-Rent Received Fund Transfer 93 93 56-Net Proceeds Sale of Lots-Ranford Road Subdivision Fund Transfer 131 131 (26)Less Transfer to General Revenue-Admin & Civic Centre Upgrade Fund Transfer 200 200 0-Feasibility Studies & Sundries Fund Transfer 13 13 8-Golf Course Development Fund Transfer 1,400 1,400 1,400-Demolition Costs- Wharf St, Fund Transfer 0 0 9

Cannington

BALANCE AS AT 30 JUNE 2,478 2,483 2,515

Estimated ExpenditureOperatingWaste Management ReserveBalance B/Fwd 1 July 3,884 3,880 3,880Plus Transfer from General Revenue-Interest Earnings Fund Transfer 194 194 152Less Transfer to General Revenue-Transfer Station Development Fund Transfer 1,650 1,650 287-Plant and Equipment- Transfer Fund Transfer 280 280 0

Station-Rehabilitation & Ground Fund Transfer 358 358 319

Water Control- Garbage Bins - Recycling Fund Transfer 304 304 304


City of CANNING 85


(1) All of the objectives of the Activity set for the 2002/2003 financial year have been achieved resulting in additionalfunds being accumulated in the Reserve Funds and the transfers from Reserves reducing the impact on the needto raise additional Rates Revenue.

(2) The accumulation of funds held in the Reserves will enable the Local Government to fund many of itsInfrastructure Projects from own resources, thus creating a financial stable environment for its Ratepayers.

(3) The Activity is considered to be on-going as funds accumulated will aid in the funding of proposed expenditureas set by future years Budgets.



02/03 02/03 02/03$,000 $,000 $,000

Estimated Expenditure

Estimated ExpenditureOperatingAged Persons HomesBalance B/Fwd 1 July 1,228 1,400 1,400

Plus Transfer from General Revenue-Interest Earnings Fund Transfer 61 61 48-Surplus Rossmoyne & Wilson Fund Transfer 27 27 0

Retirement Villages-People with Disabilities Fund Transfer 0 0 21-Joint Venture Housing Fund Transfer 0 0 7-Canning Lodge Fund Transfer 0 0 70-Capital Gain of Reallocation of Units Fund Transfer 0 0 54Less Transfer to General Revenue-Canning Lodge-Feasibility Study

Expansion Fund Transfer 10 10 0-Wilson Retirement Village-

Kitchen Extension Fund Transfer 5 5 0-Wilson Retirement Village Fund Transfer 25 25 6-Carpark

-Rossmoyne Retirement Village-Storeroom Construction Fund Transfer 12 12 1-Wilson Village Deficit from Operating Fund Transfer 0 0 17-Rossmoyne Village-Deficit from Operating Fund Transfer 0 0 11




40. NATIONAL COMPETITION POLICY

(1) Competitive Nuetrality

The 2002/2003 Annual Report identified the City's Activities and Functions and how it intended toprogressively cost the Activities as if a Business Unit to include Competitive Neutrality Principles.

The Business Plans compiled for the Business Units of the City address the requirements of Clause 7 of theNational Competition Policy and ensure that the Council of the Local Government of the City of Canning cansatisfy itself that it is meeting the essential criteria of the Policy.

Statement of Significant Activities to Which Competitive Neutrality have been Applied

Business Plans prepared and/or reviewed by 30 June 2003 and presented to Council on 3 December 2002included the following:

* Human Resources Management Service

* Public Affairs Management Service

* Plant and Equipment Management Service

* Road Reserve Management Services

* Waste Management Service

* Passive Parks and Associated Property Management Service

* Library Management Service

* Queens Park Recreation Service

* Canning Aquatic Centre

* Whaleback Public Golf Course

* Recreation Management Service - Sportfields and Associated Facilities

* Recreation Management Service - Community Halls and Centres

* Riverton Leisureplex

* Patrol and Security Management Services

* Multicultural Respite Service

* Community Aged Care Package

* Canning Lodge

* Queens Park Community Care Service

* South Canning Community Care Service

* Youth and Family Service

* Catering Service - (Meals on Wheels)

* Home and Community Care Services

* Accommodation and Respite Services (Disability)

* Planning Service

* Building Service

* Environmental Health Service

The City of Canning is classified as a Category 1 Local Government under the National Competition Policy. Underthis Policy a business activity is defined as one that generates an annual income from fees and charges exceeding$200,000. The Business Units detailed above in most instances derive an annual income of less than $200,000 fromthis Source, however the City has elected to prepare Business Plans for all the various activities and to apply thePrinciples of the Policy to each of the Business Units.

NA

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City of CANNING 87


The Business Plans findings in relation to the benefits and costs of introducing Competitive Neutrality are summarisedas follows:

Human Resources Management Service

Costs associated with the operation of the Human Resources Management Services are charged to the various worksand services delivered by the City of Canning. In a number of instances these costs are entirely recovered from theincomes generated from the provision of these works and services while in others, financial support from the generalpurpose revenue of the City is required where there is only partial or no recovery of the costs. This provides amechanism for the cost pricing principles of National Competition Policy to be included in the annual reviews of feesand charges levied for the various works and services delivered by the Council.

Public Affairs Management Service

The Service does not generate any income from fees and charges and as a consequence is entirely dependent on theCity to finance the ongoing operations of the Service. In view of this the service is not required to introduce theprinciples of National Competition Policy to the business plan of this Service.

Plant and Equipment Management Service

The examination of the various works and service programs undertaken by the council revealed that the full cost pricingprinciples of National Competition Policy are being applied to a number of the programs while in others it wasconcluded there were no benefits arising from the application of this policy and therefore the neutrality principles ofthe policy were not introduced.

Road Reserve Management Service

The services and facilities provided by the Road Reserve Management Service are in the main classified as bothstatutory and discretionary. Statutory, as the road reserves have pursuant to the Land Act been placed under the carecontrol and management of local government whose responsibility it is to develop and maintain vehicle thoroughfaresto all properties in the district, and discretionary as there is an expectation of the community for these thoroughfares tobe constructed to a standard that enhances and strengthens the economic and social environment of the localgovernment.

The City considers the level of development and maintenance of these thoroughfares are community serviceobligations, the quality of them contributing to the general promotion of the City and importantly, meeting the priorityneeds of the community as a whole. Another National Competition Policy principle relates to the establishment by alocal government of processes and procedures to encourage competition. The policies and procedures of the RoadReserve Management Service have embraced this concept, ensuring where practicable the private sector is invited totender for the supply of works and services required by the City. In addition the tax equivalent payments of competitionpolicy, while not being included in the financial statements appended to this plan or the pricing policy, are includedwith in-house bids in order that an evaluation can be made with the bids received from the private sector. Theapplication of these principles have been of benefit to the Service and therefore it has been concluded the activities willcontinue to be subject to competitive outcomes in the future.

Waste Management Service

The City has been providing a domestic refuse collection service for the past 30 years. The weekly household refuseremoval service has been complemented by the inclusion fortnightly collection of recyclables as well as three vergeannual greenwaste and junk collections.

The current pricing policy of the City has set the annual refuse removal fee on the basis of recovering the majority ofthe costs incurred for providing these range of services. A comparison of the income generated from the WasteManagement Services total operations with all the costs associated with the implementation of the competitiveneutrality policy discloses that a subsidy will be required from the general revenue of the City to finance the ongoingoperations of the Service. The proposed closure of the landfill site and the commencement of operations by theSouthern Metropolitan Regional Council (SMRC) are principal factors contributing to a revenue downturn andincreased cash outflows. The longer-term position following the commencement of operations of the new wasteprocessing transfer station to be constructed by the City may result in the full cost pricing principles under NationalCompetition Policy being achieved.

Notwithstanding this principle, it does not mean that the City must charge the full cost of the service if it considers thatthis is outweighed by social welfare, equity considerations and other community service obligations. The vergegreenwaste and junk collection services are regarded as community service obligations. The activities are undertakenas a result of council direction and for the general interests, convenience and assistance of the community as a whole.An argument therefore exists for the cost of the service to be financed from the general-purpose revenue of the Cityrather than from the revenue of the waste management service.

An analysis of the costs and benefits concluded that the benefits of removing the competitive advantage were less thanthe costs and therefore it was decided that competitive neutrality should not be introduced to the verge collectionservice. The removal of verge collection costs from the pricing policy determination reveals that in the main, operatingcosts associated with competitive neutrality for the remaining activities of the Waste Management Service are beingrecovered from the annual refuse collection fees and charges.

Passive Parks and Associated Property Management Service

The services and facilities provided by the Passive Parks and Associated Property Management Service are in the mainclassified as both statutory and discretionary. Statutory, as the provision of parkland within the community is arequirement of the State Government through the planning legislation of the W A Parliament and discretionary, as thereis an expectation of the community for the City to enhance and strengthen the economic and social environment of thelocal government.

The City considers the development and maintenance of these passive recreation areas and associated facilities arecommunity service obligations, the quality of them contributing to the general promotion of the City and importantly,meeting the priority needs of the community as a whole. Furthermore, these services and facilities are also of the typethat would not otherwise be supplied by the private sector due to the lack of potential to generate commercial profits.As a result it is considered the benefits of implementing competition policy do not outweigh the costs of providing theservices and facilities by the City and therefore it was concluded the principles of competitive neutrality should not beintroduced.

City of CANNING 89

Library Management Service

The implementation of competitive neutrality principles to the operations of the Library Service demonstrates that therewould be a significant increase in the amount of the subsidy provided by the City. While Competition Policy does notrequire the council to contract out or competitive tender the business, the cleaning and ground maintenance of the fourlibraries was market tested in 1999. The ground maintenance contract was awarded to a commercial operator and thein house cleaning contract remained with the Property Services Management Department of the City.

The Library Service has a limited revenue base, access to the general library services being free of charge, and as aconsequence funding from the general revenue of the City to finance the ongoing operations of the business is required.It is evident that it would be uneconomic for the service to be undertaken by the private sector without a substantialsubsidy from the City. An analysis of the costs and benefits revealed that the competitive advantages should be retainedand that the competitive neutrality principles should not be introduced.

Queens Park Recreation Service

The income generated from the Centre is insufficient to meet the operating costs and therefore the Centre will continueto require a subsidy from the general revenue of the City. The implementation of competitive neutrality principles tothe operations of the Centre discloses that there would need to be a substantial increase in the amount of the subsidyprovided by the City to finance these additional costs. The Centre's operations have a low cost recovery and to fullyrecover these additional costs, all of the fees and charges would have to increase to an extent that would inevitably resultin fewer people using the facility and an even lower cost recovery being achieved. It is evident that it would beuneconomic for anyone else to operate a recreation centre of the same design and structure. An analysis of the costsand benefits revealed that the benefits of removing the competitive advantage were less than the costs and consequentlyit was concluded the competitive neutrality principles should not be introduced.

Canning Aquatic Centre

The implementation of competitive neutrality principles to the operations of the Canning Aquatic Centre demonstratesthat there would be a significant increase in the amount of the subsidy provided by the City. The swimming pooloperations have a low cost recovery and to fully recover costs, a higher entry fee for adults and children respectivelywould have to be charged. This would result in fewer people using the facility resulting in an even lower cost recoverybeing achieved. It is evident that it would be uneconomic for anyone else to operate a swimming pool of the samedesign and structure, even though it is the only one of its type in the area. An analysis of the costs and benefits revealedthat the benefits of removing the competitive advantage were less than the costs and consequently it was concluded thatthe competitive neutrality principles should not be introduced.

Whaleback Public Golf Course

A comparison of the income generated from the course with all the costs associated with the implementation of thecompetitive neutrality policy discloses that the City has applied the full cost pricing principles of this policy to theoperations of the Whaleback Golf Course. Notwithstanding the additional costs involved with placing the business ona 'level playing field' with the private sector, the City is still able to generate a positive financial return from theoperations. While Competition Policy does not require the Council to contract out or competitive tender the business,the Council has already entered into an arrangement with a commercial operator to lease and manage a portion of thebusiness activities at the Course. This arrangement is of benefit to both the commercial operator and the City.

Recreation Management Service - Sportfields and Associated Facilities

The sports grounds and associated facilities are used for a wide variety of recreational pursuits and the ongoingoperation of them by the City will continue to benefit and provide opportunities to enhance the lifestyles of thecommunity as a whole. They do however, have a low cost recovery and to fully recover these costs it would benecessary for the fees and charges to be increased substantially. This may result in fewer people using the facilities andan even lower cost recovery being achieved.

An analysis of the costs and benefits reveals that the advantages arising from local government ownership of thesefacilities should be retained and therefore it was concluded that the full cost pricing principles of competitive neutralityshould not apply.


Recreation Management Service - Community Halls and Centres

The Community Halls and Centres are used for a wide variety of recreational and cultural pursuits and the ongoingoperation of them by the City will continue to benefit and provide opportunities to enhance the lifestyles of thecommunity as a whole.

While full cost pricing is implicit in determining a pricing policy under National Competition Policy, this does notmean that the City must charge the full cost of the service if it considers that this is outweighed by social welfare, equityconsiderations and other community service obligations.

The halls and community centres have a low cost recovery and to fully recover these costs, it would be necessary forthe fees and charges to be substantially increased. This would result in fewer people using the facilities and an evenlower cost recovery being achieved. An analysis of the costs and benefits revealed that the advantages arising from localgovernment ownership and management of these business activities should be retained and therefore it was concludedthat the principles of competitive neutrality should not be introduced.

Riverton Leisureplex

A comparison of the income generated from the Centre with all the operating costs associated with implementation ofthe competitive neutrality policy, discloses that the City has applied the full cost pricing principles of this policy to theGymnasium, Café, and Swim School. Whilst these areas of the Centre are expected to return a surplus to the City ofCanning, the remaining business units will return a deficit. The financial plan discloses the City will be required toprovide an overall subsidy to the Centre in the years covered by this plan.

While full cost pricing is implicit in determining a pricing policy under National Competition Policy, this does notmean that the City must charge the full cost of the service if it considers that this is outweighed by social welfare, equityconsiderations and other community service obligations. The Aquatic Pools and associated facilities have a low costrecovery and therefore to fully recover all the costs under National Competition Policy, the average entry fees wouldhave to be increased. This would result in fewer people using the facility and an even lower cost recovery beingachieved. It is evident that it would be uneconomic for anyone else to operate aquatic facilities of this design eventhough it is the only one of its type within the City.

The Crèche, Community Centre, Hydrotherapy Pool and Children's Gym will not generate sufficient income to meetthe costs of operating the facilities. The use of them will be relatively low compared to the other facilities in the centre.Their availability however, attracts patrons to the centre thereby contributing to the financial viability of the otherfacilities within the centre.

An analysis of the costs and revenues of the Kids Gym, Aquatic Facilities, Crèche and Community Centre operationsrevealed there were no benefits in removing the competitive advantage at this stage. There is potential for the overalloperations at the centre to generate additional income thereby providing an avenue for a reduction in the amount of theoperating subsidy from the general purpose revenue of the City for these activities. In view of this it was decided thatthe competitive neutrality principles should not be introduced until the council has had the opportunity to analyse thefinancial performance of the centre over a two or three year period.

Patrol and Security Management Service

The implementation of the competitive neutrality policy to the Patrol and Security Services reveals the pricingprinciples of the policy will result in an increase to the cost of delivering the services and consequently a correspondingincrease in the subsidy required from the City to finance the ongoing operations of the service. The sources of revenueavailable to the service to fully finance the cost of operations are limited, and variations to the majority of the fees andcharges are subject to restrictions imposed under legislation of the State Government. An analysis of the costs andbenefits therefore revealed that the benefits of removing the competitive advantage were less than the costs and as aresult it was concluded the principles of the policy should not be introduced to the operations of the Patrol and SecurityServices.

City of CANNING 91

Multicultural Respite Service

The Multicultural Respite Services has a low cost recovery and is largely dependant upon the invaluable contributionreceived from volunteers and the availability of government grants and subsidies to support and finance the ongoingoperations of the Service. The implementation of the competitive neutrality policy would result in an increase to thecost of delivering these services and, unless there was a corresponding increase to the level of government funding tofinance these additional costs, it would be necessary to increase the fees and charges and the subsidy currently providedby the City.

Increases in the fees and charges would ultimately result in fewer people being able to afford the level of servicesrequired. An analysis of the costs and benefits therefore revealed that the benefits of removing the competitiveadvantage were less than the costs and consequently it was concluded the competitive neutrality principles should notbe introduced.

Community Aged Care Package

Community Aged Care Packages are predominantly dependant on a Commonwealth government subsidy to supportand finance its ongoing operations. The implementation of the competitive neutrality policy would result in an increaseto the cost of delivering these services and, unless there was a corresponding increase to the level of governmentfunding to finance these additional costs, it would be necessary to increase the fees and charges and the subsidycurrently provided by the City.


Canning Lodge

The majority of revenue generated from the operations of the service is derived from government subsidies. Unlessthere was a corresponding increase in the level of these subsidies, it was assessed significant increases to fees andcharges would be required to meet the additional costs arising from the implementation of the National CompetitionPolicy principles. A review established that most of the clientele are financially disadvantaged and increases to thesefees and charges would result in fewer citizens being able to afford the level of retirement accommodation required.

While an ongoing subsidy will be required from the City to finance the operations of the service, a community serviceobligation in providing retirement accommodation will ensure the welfare and security of its senior citizens will beattended to in an effective and efficient manner. It was concluded therefore, that the benefits of removing thecompetitive advantage were less than the costs and as a result the principles of National Competition Policy should notbe introduced.

Queens Park Community Care Service

The Queens Park Community Care Services has a low cost recovery and is largely dependant upon the invaluablecontribution received from volunteers and the availability of government grants and subsidies to support and financethe ongoing operations of the Service. The implementation of the competitive neutrality policy would result in anincrease to the cost of delivering these services and, unless there was a corresponding increase to the level ofgovernment funding to finance these additional costs, it would be necessary to increase the fees and charges currentlyimposed by the City.

An analysis of the costs and benefits therefore revealed that the benefits of removing the competitive advantage wereless than the costs and consequently it was concluded the competitive neutrality principles should not be introduced.


South Canning Community Care Service

The South Canning Community Care Services has a low cost recovery and is largely dependant upon the invaluablecontribution received from volunteers and the availability of government grants and subsidies to support and financethe ongoing operations of the Service. The implementation of the competitive neutrality policy would result in anincrease to the cost of delivering these services and, unless there was a corresponding increase to the level ofgovernment funding to finance these additional costs, it would be necessary to increase the fees and charges currentlyimposed by the City.

An analysis of the costs and benefits therefore revealed that the benefits of removing the competitive advantage wereless than the costs and consequently it was concluded the competitive neutrality principles should not be introduced.

Youth and Family Service

The Youth and Family Services has a low cost recovery and is largely dependent upon the significant subsidy providedby the City and the availability of government grants and subsidies to support and finance the ongoing operations ofthe Service. The implementation of the competitive neutrality policy would result in an increase to the cost of deliveringthese services and, unless there was a corresponding increase to the level of government funding to finance theseadditional costs, it would be necessary to increase the fees and charges as well as the subsidy currently provided by theCity.


Catering Service

While a small subsidy is required from the City to finance the operations of the service at present, the majority ofrevenue generated from the operations of the service is derived from contributions received from the sale of meals andmeal subsidies from the HACC program. In assessing the benefits and the costs of implementing competitiveneutrality, it was disclosed that the prices charged for these meals was only slightly lower than the full cost of providingthe service.

The full cost pricing principle implicit in determining a pricing policy under National Competition Policy does notmean that the City must charge the full cost of the service if it considers that this is outweighed by social welfare, equityconsiderations and other community service obligations. Caring for the frail, elderly and persons with disability wholive within the City of Canning enables them to remain living in their own homes, thereby avoiding earlyinstitutionalisation.

An analysis therefore of the costs and benefits revealed that the benefits of removing the competitive advantage wereless than the costs and consequently it was concluded the competitive neutrality principles should not be introduced.

Home and Community Care and Seniors Residential Service

The Home and Community Care and Seniors Residential Services has a low cost recovery and is largely dependantupon the invaluable contribution received from volunteers and the availability of government grants and subsidies tosupport and finance the ongoing operations of the Service. The implementation of the competitive neutrality policywould result in an increase to the cost of delivering these services and, unless there was a corresponding increase to thelevel of government funding to finance these additional costs, it would be necessary to increase the fees and chargescurrently imposed by the City.

This would result in fewer people being able to afford using the services and an even lower cost recovery beingachieved. An analysis of the costs and benefits therefore revealed that the benefits of removing the competitiveadvantage were less than the costs and consequently it was concluded the competitive neutrality principles should notbe introduced.

City of CANNING 93


Accommodation and Respite Service (Disability)

The Accommodation and Respite Services (Disability) is almost entirely dependent upon the receipt of governmentgrants to finance the ongoing operations of the service. The implementation of the competitive neutrality policy wouldresult in an increase to the cost of delivering these services. Unless there was a corresponding increase to the level ofgovernment funding to finance these additional costs, it would be necessary to increase the fees and charges currentlyimposed by the City.

The full cost pricing principle implicit in determining a pricing policy under National Competition Policy does notmean that the City must charge the full cost of the service if it considers that this is outweighed by social welfare, equityconsiderations and other community service obligations. The services provided by the Accommodation and RespiteServices (Disability) offers a range of residential accommodation, support and other activities and the provision of theseby the City fulfils a community service obligation to the people with intellectual disability.

An analysis of the costs and benefits concluded therefore that the benefits of removing the competitive advantage wereless than the costs and consequently it was concluded the competitive neutrality principles should not be introduced.

Planning Management Service

An analysis of the costs and benefits arising from the implementation of competition policy revealed there were noadvantages to be gained from the application of this policy. A comparison of the income generated from the operationsof the Service with all the operating costs discloses that the full cost pricing principles of competition policy have notbeen adopted. The level of fees and charges that may be imposed are subject to legislative restrictions and consequentlythe sources of revenue available to the Service to fully finance the cost of operations are limited.

Building Service

A comparison of the income generated from the operations of the Building Service with all the operating costsassociated with the implementation of the competitive neutrality policy disclosed that the prices charged are marginallylower than the full cost of providing the service. In assessing the benefits and the costs of implementing competitiveneutrality, it is considered that while the full cost pricing principles of National Competition Policy should beintroduced, the level of fees and charges is subject to legislative restrictions resulting in it being necessary for the Cityto provide a subsidy from general revenue to finance the ongoing operations of the Service.

Environmental Health Service

An analysis of the costs incurred in providing the Environmental Health Services reveals that an ongoing subsidy fromthe City is required to finance the operations of the Service over the next four years. The sources of revenue availableto the service to fully finance the cost of operations are limited, and increases to the level of fees and charges are subjectto restrictions imposed under government legislation controlling the activities of the service. In view of this the full costpricing principles of competition policy are not practicable and as a result it was concluded there were no benefits tobe gained from the introduction of the competitive neutrality principles to the Environmental Health Services.

City of CANNING 95

Statement of Significant Activities to which Competition Neutrality Principles have not been Applied

* Finance and Accounting Services

* Information Technology

* Rates and Client Management

The above-mentioned Activities are to be costed as if a Business Unit through the completion of Business Plans tobe completed in the 2003/2004 Financial Year.

(1) Legislative Review

The City's Local Laws are in the process of being systemically reviewed.

Actions taken to-date are as follows:

(a) By Laws made under the provisions of the Roads Act 1911, The District Act 1919 and the Local Government Act 1960, which are no longer relevant, require appropriate action taken to remove them.

In April 1998 Council adopted a Local Law to revoke the following By Laws:

Name of Local Law Date Gazetted Date of Amendments

General 2.6.16Regulating Motor Traffic 3.11.16Discount of Rates 12.8.21Straying Stock 1.5.25Camping 14.5.26Appointment of Employees 10.10.41Bathing in Canning River 12.3.48Coker Park Sportsground 16.4.48 29.2.52Long Service Leave 24.3.50Buildings 9.11.51 9.4.57

27.11.565.6.53

Control of Dogs 10.2.56Building Line-Riverton Road 28.9.56Parking Facilities 10.1.66 22.1.69Payment of Rates by Instalments 30.8.85Caravan Parks and Camping Grounds 26.5.71


(b) The Local Law No. 1 - Standing Orders (Meeting Procedure) was reviewed and adopted by the Councilon 22 September 1998. The Local Law was updated having regard to changes in Legislation.

(c) Health Local Laws were reviewed and adopted by the Council on 22 September 1998.

(d) Council at its meeting held on 27th July 1999 adopted to revoke the following Obsolete and Redundant Local Laws.

· Regulating Motor Traffic By-law published in the Government Gazette 3 November 1916

· Long Service Leave By-law published in the Government Gazette 24 March 1950

· Bridges and Weirs By-law published in the Government Gazette 18 January 1952

· Removal of Verandah By-law published in the Government Gazette 13 June 1962

· Parking and Parking Facilities By-law published in the Government Gazette 10 January 1966

as amended in the Government Gazette published 12 October 1979

· Draft Model Bylaw No.17 - Vehicle Wrecking published in the Government Gazette 24

May 1966

· Draft Model By-law No.8 - Old Refrigerator Cabinets published in the Government Gazette 12 October 1962

· Quarrying, Excavating and Blasting By-law published in the Government Gazette 25 June

1958 as amended in the Government Gazette published15 August 1958 and 9 August 1967

· Crossing Places By-law published in the Government Gazette 23 April 1969

· Swimming By-law published in the Government Gazette 4 June 1970 as amended in the

Government Gazette published 16 February 1973, 28 February 1975, 17 October 1975, 24

December 1976 and the 23 May 1980.

· Caravan Parks and Camping Grounds By-law published in the Government Gazette 26 May

1971

· Public Halls and Community Halls By-law published in the Government Gazette 23 January

1973 as amended in the Government Gazette published 19 April 1984

· Public Reserves By-law published in the Government Gazette 16 February 1973 as amended in

the Government Gazette published 20 May 1977 and 19 January 1979

· Access Across Footpaths, Damage to Kerbing and Footpath By-law published in the

Government Gazette 30 September 1966 as amended in the Government Gazette published 19

January 1979

· Care, Control and Management of Roads and Ways By-law published in the Government

Gazette 2 March 1979 as amended in the Government Gazette published 28 September 1979

· Public Golf Course By-law published in the Government Gazette 19 March 1982

· Dog By-law published in the Government Gazette 7 July 1989 as amended in the Government

Gazette published 12 November 1993

· Use of Foreshores By-law published in the Government Gazette 21 May 1982

· Removal of Materials By-law published in the Government Gazette 11 January 1991

· Street Lawns and Gardens By-law published in the Government Gazette 12 April 1991

· Beekeeping By-laws published in the Government Gazette 12 July 1991

City of CANNING 97

Obsolete and Redundant Local Laws cont ...

· Hawkers, Stallholders and Street Traders By-law published in the Government Gazette 2 October 1992

· Parking and Parking Facilities By-law published in the Government Gazette 30 October 1992

· Signs, Hoardings and Billposting By-law published in the Government Gazette 8 July 1994

· Operations of the City of Canning Refuse and Recycling Facility published in the Government Gazette

28 October 1994

· Fencing By-law published in the Government Gazette 24 October 1996

· Draft Model By-law No.3 - Regulating Construction, Establishment, Operation and Maintenance of

Motels as published in the Government Gazette 6 January 1966.

and to Redraft and Consolidate Provisions of existing Local Laws into new Parts namely:

Parks, Reserves & ForeshoresCouncil Property, Public Swimming Pools, Public Golf Courses and Recreation FacilitiesAnimal in Public Places and BeekeepingDogsBridges and WeirsOperations of Refuse and Recycling FacilityQuarrying, Excavating and BlastingStreets and Public PlacesHawkers, Stallholders and Street TradersParking and Parking FacilitiesFencingSigns and Hoardings

and to provide new local laws covering -

Verge Treatments - details permitted treatments and obligations of owners/occupiers of abutting propertiesRubbish, Disused and Stored Things - details action to be taken concerning matters adversely affecting land ina locality

Rubbish, Disused and Stored Things - details action to be taken concerning matters adversely affecting land ina locality.


Council on the 14th March 2000 resolved to make the following Local Laws and were gazetted on 31st March 2000 asthe City of Canning Consolidated Local Laws:

* Part I - Repealed, Citation and Application of Local Laws

* Part II - General Interpretation

* Part III - Parks, Reserves and Foreshores

* Part IV - Council Property, Public Swimming Pools, Public Golf Courses and Recreation Facilities

* Part V - Animals in Public Places and Bee Keeping

* Part VI - Dogs

* Part VII - Bridges and Weirs

* Part VIII - Operation of Refuse and Recycling Facility

* Part IX - Quarrying, Excavating and Blasting

* Part X - Streets and Public Places

* Part XI - Hawkers, Stallholders and Street Traders

* Part XII - Verge Treatments

* Part XIII - Parking and Parking Facilities

* Part XIV - Fencing

* Part XV - Rubbish, Disused and Stored Things

* Part XVI - Signs & Hoardings & Bill Posting

* Part XVII - Enforcement of Local Laws

* Part XVIII - Objections and Appeals and Miscellaneous

The review of the above-mentioned Consolidated Local Laws incorporated the assessment as to whether the LocalLaws were anti-competitive as required by the National Competition Policy.

The City has now completed a review of all its Local Laws.

(3) Structural Reform

The City of Canning did not privatise any Activities in 2002/2003. Consequently, there were no obligations for Structural Reform.

City of CANNING 99

STATEMENT BY CHIEF EXECUTIVE OFFICER

The attached financial report of the City of Canning being the Annual Financial Report and supporting notesand other information for the year ended 30 June 2003 are, in my opinion, properly drawn up to presentfairly the financial position of the City of Canning at 30 June 2003 and the results of the operations for thefinancial year then ended in accordance with the Australian Accounting Standards (except to the extent thatthese have been varied in the Statement of Accounting Policies required by Australian Accounting StandardAAS 6 "Accounting Policies" and the accompanying notes to the annual financial report) and comply withthe provisions of the Local Government Act 1995 and the regulations under that Act.

Signed

Name Dominic CarboneChief Executive Officer

Date 27 October 2003


City of CANNING 101

Title Policy No

Accommodation and Respite Services for People with Disabilities 81

Acting on Council Resolutions 8

Aquatic and/or Recreation Centres 82

Building Services 53

Business Incubators 58

Business Plans in respect of Service Units 76

Business Plans 78Requirements under LGA.; Capital Works Projects which may haveimplications in respect of Fees and Charges

Canning River Foreshore - Management 80

Capital Works Program 75Advice to persons likely to be affected by works; minimising inconvenienceto those likely to be affected; project scheduling; and schematic plans.

Care of Families with Children 14

(Note* includes the provision of Patrol And Security Services)

City Promotion 51

Community Consultation 77

Community Halls and Centres inc. Civic Centre 33

Conservation Locations 35

Continuous Improvement to Services and Facilities 84

Cultural Activities 43

Delegations to Chief Executive Officer 2

Depot 59

Development Plans 90

Disability Access 15

Environment - Cities for Climate Protection 83

Environment - Living Streams 24

Finalisation of Programs 61

Footpaths and Cycle ways 44

Golf Course(s) 36

Health Services 12

Home and Community Care Support Services for Frail Seniors, YoungerPeople with Disabilities and Persons with Dementia and their Carers 16

ST

RA

TE

GIC

PO

LIC

IES

Strategic Policies and Performance Objectivesfor the Year Ending 30 June 2003

Title Policy No

Human Resources 86

Information Technology 85

Library Services 42

Maintenance of Road Reserves 50

Meetings 4

Network of Roads 45

New Public Buildings 87

Our Clients/Customers 79

Parklands 37

Patrol and Security Services 11

Plant Nursery Operations & Use by Community 56

Policy Documents 89

Public Playgrounds 38

Public Relations 5

Recreation Activity Programs 39

Responses to Correspondence 9

Responses to Service Requests 10

Road Resurfacing and Rehabilitation 47

Seniors Residential Services 18

Sports-fields and Associated Facilities 41

Street Infrastructure Enhancement 95

Streetscape Enhancement 48

Supported Accommodation Service for Frail Aged Seniors - Canning Lodge 19

The Canning River and Tributaries 26

The Financial Status of the City 60

Tourism Promotion 52

Town Planning Services 27

Traffic Management Assessment 49

Urban Drainage System 23

Ward Boundaries and Representation 6

Waste Collection Services 20

Waste Disposal 21

Waste Minimisation 22

Youth and Family Services 17


City of CANNING 103

Operational Performance in respect of Strategic PoliciesFor the Year ended 30 June 2003

Policy No Policy Title and Actual Policy Objectives Set

2 Delegations to Chief Executive Officer

When it is practical to do so, and where Review Delegations to possible and expedient, the Council of Chief Executive Officer by the local government of the City of 30 June 2003.Canning undertakes to delegate to its Chief Executive Officer functions to ensure that the organisation is run efficiently and the electors are able to beserviced in an efficient and practical

manner provided that Council has givenappropriate authority of delegation underthe provisions of the Local GovernmentAct 1995 or other written law.

Levels Achieved:All Delegations were reviewed on 3 December 2002.

4 Meetings

Every effort will be made to ensure that Reduce referrals of Executive'sthe business of Council is expedited in Reports to Briefing Sessionsan efficient and economical manner. (by The Council) to not more

than 1.5% of the Total No of the respective Executive Officer's Reports.

Levels Achieved:Percentage of Reports by Executive Officers referred to Briefing Sessions:

0%-Corporate Services3%-Finance and Client Services1%-Engineering and Technical Services2%-Community Services4%-Strategic and Regulatory Services

5 Public Relations

A range of informational documentation No Objectives were set for this Policy.will be made available to residents andlocal opinion leaders.

Levels Achieved:No Performance Objectives were set for this Policy.



6 Ward Boundaries and Representation

Representation, so far as Wards are No Objectives were set for this Policy.concerned and so far as practicable, is to be based on an equal quotient basis.A comprehensive review of Ward Boundaries and Representation will be effected at least every eight years (Refer Schedule 2.2(6) LGA 1995).


8 Acting on Council Resolutions

Formal resolutions adopted by the 100% Compliance with Policy.Council of the local government of the City of Canning must be acted upon within (2) two working days after the meeting at which they were passed.

Levels Achieved:Within 2 Days - By Division; and No Resolutions of the Council - By Division

Corporate Services:100% Resolutions acted upon within 2 days: 203 Resolutions relating to this Division were "Passed" by the Council.

Finance & Client Services:99% Resolutions acted upon within 2 days: 158 Resolutions relating to this Division were "Passed" by the Council.

Engineering & Technical Services:97% Resolutions acted upon within 2 days: 212 Resolutions relating to this Division were "Passed" by the Council.

Community Services:100% Resolutions acted upon within 2 days: 125 Resolutions relating to this Division were "Passed" by the Council.

Strategic & Regulatory Services98% Resolutions acted upon within 2 days: 415 Resolutions relating to this Division were "Passed" by the Council.

City of CANNING 105


9 Responses to Correspondence

Acknowledgement: Ensure 92.5% Correspondence receivedThat correspondence which requires a is Finalised within 5 days.response must be acknowledged on the day that it is received. Correspondence which is to be referred to the Council for decision, comment or information should indicate the date of the meeting to which it will be referred.Answers: Correspondence referred to an employee fora reply must be answered within 5 days of receipt unless special circumstances apply, in which case the correspondence will beanswered within the time-frames set by an Executive; correspondence referred to Councilmust be answered within 2 days following the meeting at which it is considered.

Levels Achieved:Percentage of Correspondence Finalised within 5 Days by Division/Department:Corporate ServicesOffice of the Chief Executive - 86%Public Affairs - 81%Personnel and Safety - 35%

Finance and Client ServicesOffice of the City Treasurer - 72%

Engineering and Technical ServicesOffice of the City Engineer - 49%Works - 23%Parks and Reserves - 77%Property Development and Maintenance - 61%Waste Collection and Disposal - 47%

Community ServicesAged Care - 58%Disability, Family and Youth - 68%Libraries - 86%Patrol and Security Management - 96%Leisure - 97%Recreation - 86%

Strategic and Regulatory ServicesSecretariat - 82%Building and Associated Services - 71%Environmental Health and Associated Services - 95%Town Planning and Associated Services - 62%



10 Responses to Service RequestsAcknowledgement: Ensure 92.5% Service Requests All requests for the provision of services Finalised within 10 Days.must be acknowledged on the day of receiptOutcomes:All service requests shall be the subject of a Report - addressed either to the Council or to the employee responsible for finalisation of the request - which shall be completed within 10 days of receipt.Advice on Finalisation:Requestors must be advised of the outcomes of service requests immediately following finalisation.

Levels Achieved:Number of Service Requests received and percentage completed on time by Division/Department:

Corporate Services:Personnel and Safety - 1891 (100%)Public Affairs - 4 (75%)

Finance and Client Services:Office of the City Treasurer - 10 (20%)

Engineering and Technical Services:Office of the City Engineer - 663 (72%)Parks and Reserves - 2304 (75%)Property Development and Maintenance - 14 (64%)Waste Collection and Disposal - 77 (83%)

Community Services:Office of the Executive Community Services - 5 (100%)Branch Libraries - 9 (89%)Patrol and Security Management - 111 (100%)Leisure - 4 (100%)Recreation - 5 (80%)

Strategic and Regulatory Services:Building - 16 (75%)Environmental Health - 183 (89%)Town Planning - 49 (100%)

City of CANNING 107


11 Patrol and Security Services

Residents and the public will be provided with a Ensure all requests for assistance arerange of Patrol and Security Services so as to responded to.achieve a pleasant and safe environment in whichto live, work and relax. Category ‘A’ Response:

Immediate attendance of officerrequired at scene of reported incident currently in progress to prevent, remove or reduce the risk of personal injury, damage to property or affect theapprehension of person/s responsible. This response to occur within 16 minutes.

Category ‘B’ Response:Non-immediate attendance requiringan Officer to respond within 60 minutes.

Category ‘C’ Response:Respond within the Time-frames set.

Levels Achieved:Category ‘A’ Total received 2954. Total attended to on time 2933Leaving 21 jobs for the year not being responded to within requiredtarget, resulting only a 99% achievement.Reason for any Shortfall:1% of category "A" incidents were not responded to within the 16 minutesdue to a variety of factors, mainly outside the control of the officer.

Category ‘B’Total received 1198. Total Attended to within required time 1190Total 8 jobs not attended to within required time limits, resultingin a 99% achievement.Reason for any Shortfall:Due mainly to the officers attending a higher categorised job at the time or being delayed due to heavy traffic flow.

Category ‘C’Target Achieved.

12 Health Services

Residents and the public will be provided Inspections-Food Premises High Riskwith a range of services to protect the 100% Premises inspected at least 3public health, safety and amenity of the times a year.community.

The services will include relevant Inspections-food premises medium riskmatters relating to food safety; disease 100% Premises inspected at least prevention; pollution (control); community twice per year.living and education; and pest management.

Investigations following notification of Inspections-Food Premises Low Riskany matter which may affect the health 100% Inspections Completed-155 or safety and amenity of the community required (125.81 achieved).will be conducted as soon as possible toensure that the "issue" is resolved quickly.



12 Health Services cont...Inspections - Accommodation Premises (Public Buildings, ChildCare Centres, Lodging Houses, Motels/Hotels, Hospitals, CaravanParks): 100% premises inspected at least twice a year.

Inspections - Miscellaneous Premises (Hairdressing, Skin Penetration, Stables, Second Hand Clothing, Offensive Trades, Pet Food Establishments): 100% premises inspected once per year.

Inspection - Proactive Pest Management Council Property(Buildings, Parks, Bus Stops): 100% premises inspected at least once each year.

Inspection - Reactive Pest Management Council Property: 100%requests actioned in 3 days or less.

Investigation - Infectious Diseases: 97.5% notifications investigated in equal to or less than 3 days.

Sampling - Public Pools: 100% samples secured each monthduring opening period.

Levels Achieved:Inspections - food premises high risk:63 inspections completed - 75 required (84% achieved).Reason for any Shortfall:A small number of high risk food premises did notreceive the third of the required three inspectionsper year. Low staff numbers due to resignationcontributed to shortfall.

Inspections - food premises medium risk:724 inspections completed - 712 required (101.69% achieved).Reason for any ShortfallExceeded performance target.

Inspections - food premises low risk:195 inspections completed - 155 required (125.81% achieved).Reason for any ShortfallExceeded performance target.

City of CANNING 109


12 Health Services cont...

Levels Achieved:

Inspections - Accommodation Premises164 inspections completed - 188 required (87.23% achieved).Reason for any ShortfallLow staff numbers due to resignation has contributed to the shortfall.

Inspections - Miscellaneous Premises98 inspections completed - 97 required (101.03% achieved).Reason for any ShortfallExceeded performance target.

Inspection - Proactive Pest Management Council Property522 inspections completed - 442 required (118.10% achieved).Reason for any ShortfallExceeded performance target.

Inspection - Reactive Pest Management Council Property:379 inspections finalised on time - 379 requests (100% achieved).Reason for any ShortfallAchieved performance target.

Investigation - Infectious Diseases:21 investigations finalised on time - 21 requests (100% achieved).Reason for any ShortfallAchieved performance target.

Sampling - Public Pools:316 samples secured - 200 required (158% achieved).Reason for any ShortfallAchieved performance target.

14 Care of Families with Children(Note* includes the provision of Patrol And Security Services)

On-going development and delivery No Objectives have been setof services will be encouraged and supported. for this Policy.


15 Disability Access

To provide advocacy and information to Ensure 5 day turnaround on enquiries members of the public and staff of the and internal referrals by publicCity regarding access for people with and staff.disabilities to facilities, services andopportunities within the City.

Levels Achieved:100% Enquiries and internal referrals achieved within target range.



16 Home and Community Care Support Services for Frail Seniors, Adults with Disabilitiesand Persons with Dementia

A quality range of services will be provided Home and Community Care Servicesfor frail aged seniors and younger people with to provide for the frail aged, youngerdisabilities, persons with dementia and their people with disabilities, persons withcarers encompassing centre based respite, dementia and their carers:in-home respite, carer support, domestic - Case planning/review and assistance, social support, counselling/support, co-ordination of 320 hours per information and advocacy, assessment and case annum.planning review and co-ordination, home and - Centre based day care of 82,275 gardening maintenance and transport. hours per annum. With continuing financial support from the - Counselling/support information Commonwealth and State Governments, these and advocacy of 8,120 hours per .services will be expanded and developed. annum.

- Domestic assistance (home help)of 14,147 per annum.

- Respite care of 10,493 hours per annum.

- Entry assessment of 2,810 hoursper annum.

- Home maintenance of 6,995 hoursper annum.

- Transport assistance/trips of15,300 per annum.

- Personal care of 1,040 hours perannum.

- Social support of 5,222 hours perannum.

- Centre based day care (youngerpeople with disabilities) of 1,920hours per annum.

Levels Achieved:Case planning/ review and coordination – 75% achieved.Centre based day care – 95% achieved.Counselling support information and advocacy- 89% achieved.Domestic assistance (home help) – 111% -Target achieved.Respite care- 237% achieved- Target achieved.Entry assessment- 100% achieved- Target achieved.Home maintenance- 91% achieved.Transport assistance- 95% achieved.Personal care- 182% - Target achieved.Social support- 165% - Target achieved.Centre based day care (younger people with disabilities) – pleaserefer to centre based day care statistics.Reason for any ShortfallA lack of demand for counselling services.

City of CANNING 111


Home and Community Care cont.

Home and Community Care Support Services and Catering Services to provide for the frail aged and younger people with disabilities,persons with dementia and their carers:- Centre based meals (includes dining room

meals & frozen takeaway meals) of 26,305.- Home delivered meals of 53,112.

Levels Achieved:Centre based meals – 86% -Home delivered meals- 122% - Target achieved.Reason for any Shortfall:There has been an increase in home delivered Meals and a corresponding decrease in dining room meals.

Community Aged Care Packages provide planned and managed packaged of community care services to help older people with complex care needs remain living in their own homes. They are designed for each individual and are based on their particularneeds. The 70 packages per month encompass:- 5 Aboriginal & Torres Strait Islander- 5 financially & socially disadvantaged- 20 mainstream- 40 multicultural

Levels Achieved:Aboriginal and Torres Straight Islander- 18% achieved.Financially and socially disadvantaged – 100% -Target Achieved.Mainstream- 100% - Target Achieved.Multicultural 110%- Target Achieved.Reason for any ShortfallShortfall due to five packages allocated to Aboriginal and Torres Straight Islanders have been at this time allocated to mainstreamclients with permission from the Commonwealth.

Home & Community Care Support Services Getaway Trip to provide:- Getaway trip to Busselton of 4,802 hours

per annum (usually held in June).

Levels Achieved:Target Achieved.



17 Youth and Family Services

A comprehensive range of Youth and Family Services Youth activity services for 710 main-will be provided which will encompass youth activity stream and “at risk” youths:services for youth "at risk", and mainstream youth, youth - Bentley Youth Centre 110 per monthaccommodation services for homeless youth and family - Cannington Youth Centre 110 perliaison services to assist young people and their families. month.

- Lynwood Youth Centre 350 per month.

- Willetton Youth Centre 140 per month.


Supported accommodation servicefor 10 homeless youth per month.


Family Liaison services support andassistance for 12 families per month.


18 Seniors Residential Services

Administrative support services and Ensure 92.5% occupancy of units/responsibility in respect to the houses.(based on units of residentreallocation of units and for building occupancy.maintenance, will continue in respect of Note: The following indicates the the Rossmoyne and Wilson Retirement figures upon which "units of resident Villages, Caprice Place, Scythe and occupancy" is based:Kingsford Place Homes. * Wilson Retirement Village - 16

single bedroom units and 2 x 2 With continuing financial support, the bedroom units - occupancy based on Seniors Community Housing Project will 18 units. be expanded and developed. * Rossmoyne Retirement Village - 12

single bedroom and 24 x 2 bedroom units - occupancy based on 36 units.

* Caprice Place - 18 single bedroom units and 2 x 2 bedroom units - occupancy based on 20 units.

* Scythe Street- 1 house x 4 rooms - occupancy based on 4 units.

* Kingsford Drive - 1 house x 4 rooms - occupancy based on 4 units.


City of CANNING 113


19 Supported Accommodation Service forFrail Aged Seniors - Canning Lodge

Supported accommodation options encompassing Ensure 92.5% resident occupancypermanent and respite beds will be provided for frail in respect of the Canning Lodge.aged seniors (hostel care) through the Canning Lodge. Note: The Canning Lodge provides

40 permanent and 2 respite bedsWith continuing financial support from the for supported accommodation.Commonwealth and State Governments, these services will be expanded and developed as required.

Levels Achieved:Targets Achieved.

20 Waste Collection ServicesThe range of services provided to electors Increase the percentage of material are aimed at ensuring the convenient collected from domestic premises disposal of waste whilst, at the same time, which is recycled to approximatelymaximising the potential for recycling that waste. 50%.The services include putrescible waste, greenwaste, household junk and inert recyclable Ensure an 85% “good to very good” material collections. survey response in relation to Verge

Collection, Recycling and Litter.

Levels Achieved:This target has not been achieved this year.Reason for any ShortfallDue to delays in Bedminister Recycling Plant commissioning.

Results Achieved:The survey results were considered unreliable and a definitive value cannot be given. However, the results indicated a relatively high approval rating.

21 Waste Disposal

Facilities to handle the disposal of waste Complete Waste Transfer Stationfrom the Municipality will be provided - for residential inert material on trailer.currently at the Ranford Road Landfill Site.Economically acceptable alternative Complete the Regional Resourcefacilities will be made available by the Recovery Centre to cater for the time the Ranford Road Site has finished domestic, putrescible and recycableits life. waste disposal needs of the City.

Levels Achieved:Design completed and construction commenced. Project completion anticipated for January 2004.

RRRC complete, commissioning however has been delayed.

Reason for Shortfall:Delay due to necessity to resolve a number of mechanical faults.



22 Waste Minimisation

Promotional activities aimed at maximising Promotion of waste minimisation initiativesrecycling opportunities and minimising by way of a Regional Education Program.waste to landfill will be regularly undertaken.Initiatives to introduce new, cost Monitor effectiveness and impact ofeffective services aimed at maximising Education Program.recycling and minimising waste to landfill will be encouraged and supported.

Levels Achieved:Public Education program implemented monitoring in progress.

23 Urban Drainage System

A comprehensive storm water drainage Completion of a further 8% of the drainagesystem to effectively collect and dispose "as constructed" drawings and further storm water to protect residential, development of the Assessment Managementcommercial and industrial properties from Program.flooding will be provided and maintained.An ongoing maintenance program to ensure that all gully pits and manholes are inspected and cleaned each year willbe conducted.

Levels Achieved:This target was not achieved. A further 5% of the "as constructed" drawingswere completed.Reason for any ShortfallDue to surveyors being used on a very heavy works.

24 Environment - Living Streams

Rivers and streams are to be given particular Identify, categorise and prioritise sitesparticular attention in the management of suitable for management as “living streams”.parks and reserves, and with co-operation of the Water Corporation, main drains will be managed as far as practicable as if they were natural waterways. Opportunities will be pursued at the land subdivision or development stage for acquisition of additional land to facilitatethe improvement of existing drains orwaterways, to enhance public amenity andecological values of such locations wherecommunity or environmental benefit canbe demonstrated.

Levels Achieved:Sites identified,categorised and prioritised.

City of CANNING 115

Policy No Policy Title and Actual Policy Objectives SetPolicy No Policy Title and Actual Policy Objectives Set

26 The Canning River and Tributaries

A sampling program will be maintained to Prioritise all sub catchments identified as facilitate monitoring of long term changes “high vulnerability:” and prepare designin water quality of the Canning River, by and budget estimate for retrofiting grossethe Swan River Trust and the Water pollutant trap or nutrient stripping pond toCorporation. highest priority project.Where practicable the design and management of Council's drainage infrastructure will be undertaken with a view to minimising peak flows to the riverand minimising the transport of pollutants,including nutrients to the river.

Levels Achieved:Sub catchments have been identified and prioritised however design and budget estimates for installation not commenced.Reason for any ShortfallTreatment methods dependent on completion of Canning Plains Catchment Group assessment of water quality treatments.

27 Town Planning Services

Initiatives to create a higher quality Applications for Development Approval:physical, economic, environmental and 85% of reports required to be completedsocial urban infrastructure for the City in less than or equal to 10 days.will be provided through the provision of Town Planning Services. Applications for Subdivision of Land:

60% of the reports required in to beThe services provided will include where completed in less than or equal to 10 days.appropriate, response to the needs forco-ordinated and orderly subdivision and Rezoning Proposals: The number ofdevelopment of land, particularly where applications to be initiated in response toland is fragmented and contains multiple land owner applications to be equal to orownership. In these instances Town less than 1 every month.Planning Development Schemes will be prepared "as necessary" to prevent Monitoring of Development Approvals:undesirable development and to promote 75% of properties inspected at time of a higher standard of living. practical completion or upon expiry ofAll applications seeking Development approval.Approval comment and recommendationson the subdivision of land and rezoningproposals will be processed expeditiously.

Levels Achieved:Development Applications: 498 applications processed on time - target of 781 (64% achieved).Reason for any ShortfallResults achieved represent an improvement over the performance for the preceding year,demonstrating continuous improvement.

Application for Subdivision of Land: 112 applications processed on time - target of 255 (44% achieved).Reason for any ShortfallResults achieved represent an improvement over the performance for the preceding year,demonstrating continuous improvement.



Levels Achieved:Rezoning Proposals: 4 rezonings initiated.Reason for any ShortfallAchieved performance target.

Monitoring of Development Approvals: 230 properties inspected at time of practical completion or upon expiry of approval - 270 applications received (85% achieved).Reason for any ShortfallAchieved performance target.

33 Community Halls and Centres inc. Civic Centre

A range of public buildings will be made Increase the number of hours Communityavailable for public use . Such use will Halls and Centres are hired to 27.5% ofbe subject to the constraints imposed by optimum hours of availability per annum.the nature of the buildings. (Note: Optimum hours of availability as atAvailability of halls is to be primarily for 1 June 2001 calculated at 17,200 hours.recreational and social usage rather than for commercial activities.

Levels Achieved:Halls used for total of 11,591 hours. Halls mainly used for regular activities, meetings etc.3 Halls exceeded targets considerably. Other halls received varying usage.Reason for any ShortfallA greater number of alternative facilities for social functions are now available in licenced non Council venues. Loss of 2 regular commercial groups through decline in line dancing.

35 Conservation Locations

Parklands assessed as being biologically Complete review of Yagan Reserveor ecologically significant in association Management Plan and Shelley Rossmoynewith the Conservation Parklands Assets Foreshore Policy Plan.Audit (2002) will be managed to protect andenhance conservation values in accordancewith the recommendations of establishedmanagement guidelines.

Levels Achieved:Public comment received on both plans and comment under review prior to amending documents for submission and consideration by Council.Reason for any ShortfallReview not complete due to staff resources being utilised on other conservation projects.

City of CANNING 117


36 Golf Course(s)

A high standard amenity for the playing Whaleback Public Golf Course: of golf by members of the community will Achieve 90,000 or more patrons per annum. be provided; amenities will include ancillary services and facilities for activeand social activities.

Levels Achieved:Course usage exceeded estimated levels for the driving range and came within 5% for use of the course.Reason for any ShortfallNew driving range construction during first six months of the period affected course usage.

37 Parklands

Parklands will be maintained to a level 1. Ensure at least an 85% “good to verysuitable for a range of active and good” Survey response in relation topassive recreational pursuits which meet “Parklands”.community expectations.

Levels Achieved:The survey results were considered unreliable and a definitive value cannot be given. However, the results indicated a relatively high approval rating.

38 Public Playgrounds

A network of Regional, District and Local Review and finalise Playground Provisionplayground facilities will be provided and Policy; Implement inspection and maintained which offer a range of play maintenance program; Conduct bi-annual opportunities to the community within a independent condition and safety inspectionsafe and attractive environment. of all public playgrounds.Playgrounds will be inspected and maintainedin compliance with established maintenanceprograms to ensure continual protection of thecommunity against unsafe situations.

Levels Achieved:Bi Annual inspection complete and data recorded in management programme, repairs initiated and policy at final stage of revision.Reason for any ShortfallPlayground Provision Policy not finalised due to resourcing issues resulting from changeover ofstaff.



39 Recreation Activity Programs

Programmes shall be provided which will Ensure that the hire of recreation equipment promote opportunities for participation in achieve targets set for optimum availability activities to enhance the lifestyle and per annum.well being of participants; these programmes may include courses, Recreation equipment availability:community programmes, celebrations, - 32 amp power board (12 periods of use)provision of recreational equipment, - Box trailer 7 x 5 (28 periods of use).activities for specific populations, and - Canoes (38 periods of use)the collation of information on groups. - Marquee 12 x 12 (38 periods of use)

- Marquee 15 x15 )( 30 periods of use)- Marquee 18 x 18 (30 periods of use)- Marquee 20 x20 (24 periods of use).- Marquee 22 x 22 (50 periods of use)

Levels Achieved:- 32 amp power board - 92% (11 periods).- Box trailer 7 x 5 - 138% (40 periods).- Canoes- 126% (63 periods).- Marquee 12 x 12 - 47% (18 periods).- Marquee 15 x 15 - 160% (48 periods).- Marquees 18 x 18 - 127% (38 periods).- Marquees 20 x 20 - 83% (20 periods).- Marquees 22 x 22 - 156% (78 periods).Reason for any ShortfallEquipment well used apart from small tents. Small tents to be upgraded.

41 Sports-fields and Associated Facilities

The use of sports-fields and associated Sportsfields and Associated Facilities:facilities located on them, by organised groups, clubs and casual users, for Maintain the hours of active usage of sporting and outdoor activities, to sportsfield and associated facilities to 97.5%enhance the lifestyle and well being of of the capacity of the grounds per annum.participants, will be encouraged. (Based on 1,300 hours capacity for the year

ended 30 June 2002).

Increase use of Sports Centres by 5% per annum. (Based on 1,700 hours of usage for year ended 30 June 2002.)

Increase the use of Tennis, Basketball and Netball Courts by 10%.(Based on 9,489 hours usage for the year ended 30 June 2002.)

Levels Achieved:Council’s grass sports fields are well used with an over demand in some areas. Fields used to a total of 98.14% of capacity.Reason for any ShortfallShortfall on some reserves due to nature, area social concerns or location.

Grass playing area used 1107 hours (100%) and synthetic track 805 hours (83%). The Ern Clark Athletic Centre continues to receive heavy usage.Reason for any ShortfallTrack used in summer only. Ern Clark Athletic Centre being used to best of limits due to wear etc.


Levels Achieved:Total use of 11537 hours equating to 21% increase on previous year. Tennis courts are well used in summer although there exists capacity for additional usage.Reason for any ShortfallCasual tennis suffering decline overall.

42 Library Services

Residents will be provided with a Reduce the cost per book loan to $1.90comprehensive range of library services. per item, based upon the maximum The range of resources provided will number of loans being 1,000,000, after include print, audio-visual and electronic which the cost per item is to be data enhanced by appropriate service programs. proportionately reduced.

Levels Achieved:Final cost per loan for 2002/2003 is estimated to be $1.95.Reason for any ShortfallShortfall due to increased operating costs.

43 Cultural Activities

The conduct of programmes of a cultural Art and Cultural Awards:nature including the promotion of the - Increase the number of Canning Art Award arts, provision of facilities, and the entries to 295 or greater per annum.pursuit of excellence to enhance the - Increase number of functions held atlifestyle of the participants will be Woodloes Church to 57 or greater per undertaken. annum.

Levels Achieved:Canning Art Awards - 329 entries (112%)Function held at Woodloes - 44 events (77%)Reason for any ShortfallWoodloes- inclement weather resulted in reduction in number of weddings in winter months.

44 Footpaths and Cycle Ways

A network of footpaths including cycle Construction of the highest priority pathways is to be provided to ensure safe projects (both new and replacement) pedestrian and cycling passage. within budget constraints.The progressive replacement of 'slab' pathways will be effected. Ensure an 85% “good or very good” survey

response in relation to Footpaths and CycleWays.

Levels Achieved:Achieved.

The survey results were considered unreliable and a definitive value cannot be given.However, the results indicated a relatively high approval rating.

City of CANNING 119



45 Network of Roads

A network of roads with sufficient Construction of the highest priority capacity and serviceability to ensure the projects within budget constraints. Continuedsafe, convenient and compatible improvement to the road network.vehicular, cycling and pedestrian passage will be provided.

Levels Achieved:All highest priority budgeted items completed.

47 Road Resurfacing and Rehabilitation

Road rehabilitation and resurfacing Construction of the highest priority requirements will be identified through a projects within budget constraints.mechanised pavement management Continued improvement to the road network.system together with visual inspections by experienced staff.

Levels Achieved:All budgeted works completed. Four year plan developed.

48 Streetscape Enhancement

The enhancement of the street environment Ensure at least a 85% “good to very good”through the introduction of streetscape initiatives survey response in relation to Streetscapes.such as the establishment of avenue tree planting, development of street gardens, the installation of surface paving and street furniture will be progressively undertaken.

Levels Achieved:The survey results were considered unreliable and a definitive value cannot be given. However, the results indicated are relatively high approval rating.

49 Traffic Management Assessment

Sections of roads and intersections Improvements to the highest priority displaying high accident severity ratings locations in accordance with establishedor having identified volume or speed needs. A safer road network.problems will be subjected to assessment for possible traffic management improvements.

Levels Achieved:Achieved. Significant additional funding obtained through Black Spot funding.

City of CANNING 121


50 Maintenance of Road Reserves

Frequency and quality standards in Ensure at least a 85% “good to very good”relation to the precinct maintenance of survey response in relation to maintenanceroad reserves will be assigned by the of road reserve.Council of the local government of the City of Canning from time to time.Frequency expectations and quality standards will be assigned to the following categories of road maintenance: Street Sweeping; Verges; Road Surfaces; Foot/Cycle Paths (whereprovided); Weed Control; Street Trees (where provided); Traffic Islands/MedianStrips (where provided); Street Name Plates; Parking Control Signs (where provided); and Litter Control.Identified Precinct Areas are:1. Canning Regional CentreThe Canning Regional Centre is the focal point for a wide range of activities withinthe sub-region, including local government, shopping, commercial services, community facilities, education and recreation. How the centre is developed and maintained will to a large extent determine how the City is perceived both by residents and visitors.

2. Welshpool Industrial AreaThe Welshpool Industrial Area is one of two strategic industrial estates in Canning, and provides a range of industrial goods and services essential to the economic welfare of the City and its surrounding region. It also provides employment for an increasing number of people in the sub-region and its ongoing development is important from both an economic and environmental perspective.

3. Canning Vale Industrial AreaThe Canning Vale Industrial Area, is a modern industrial estate providing for a wide range of industries, warehousing and distribution outlets as well as associated business. It is strategically located between the future Roe Highwayalignment and the railway line and is serviced by two important regional roads. As well as the employment provided within the estate, it provides forthe development of high profile industries important to the regional and state economy.



Maintenance of Road Reserves cont...

4. Arterial RoadsArterial roads in the City not only provide access to and within the area, but are the main point of exposure for visitors and those passing through. As such, the arterial routes to a large extent determine the image of the City as a place to invest, work, live or recreate. The perception of these routes and therefore of the City will be affected by the standard of roads and traffic management and by the nature, design and upkeep of peripheral development, including landscaping and (where applicable) fencing.

5. Neighbourhood AreasComprise the balance of the district of the local government of the City of Canning. These areas consist of the suburbs in which most of the population of the City live and where most of the facilities and services of the City areprovided.

Levels Achieved:The survey results were considered unreliable and a definitive value cannot be given. However, the results indicated a relatively high approval rating.

51 City Promotion

Promote programs and services provided by Continue Standardisatin of written the City and increase involvement and enjoyment communications and publications.by the residents of the City. Completion of handbook to implement

the strategy by December 2003.

Implement and continue development of Corporate Communications Strategy.

Implement and continue development of Advertising Strategy.

Implement and continue development of Public Relations Strategies for the City.

Provide assistance to Staff in Public Relations and communications areas.

Develop and organise Civic andPublic events.

Provide Public Relations /communications assistance to Members.

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Levels Achieved:Standardisation achieved. Handbook will be completed by December 2003.

Implementation achieved. Development will be ongoing.

Implementation achieved. Strategy to be completed by December 2003.

Implementation achieved. Development will be ongoing.

Public Relations - Achieved.

Achieved with following events held:July 2002 - Canning Art Awards (Canning Agricultural Hall)December 2002 - Mayor's Christmas Dinner (Civic Centre)December 2002 - Carols by Candlelight (Civic Centre Gardens)January 2003 - New Years Day Concert (Shelley Foreshore)January 2003 - Australia Day Citizenship (Shelley/Kent Street Weir)February/March 2003 - Autumn Concert Series (Shelley Foreshore/Canning Arts Centre)June 2003 - Foundation Day Celebrations (Kent Street Weir)June 2003 - Civic Dinner (Held alternate years at Civic Centre)June 2003 - Pioneers Afternoon Tea (Civic Centre)Australian Citizenship Ceremonies held regularly through the year.

Canning Concern - Achieved.

Public Relations/communications - Achieved.

52 Tourism Promotion

The unique features of the Canning River No Objectives were set for this Policy. and the Shelley Basin, together with the cultural heritage of the City provide opportunities for tourist activity and these opportunities are to continue to be promoted.

Levels Achieved:No Performance Objectives were set for this Policy..

53 Building Services

A range of assessment and regulatory Application for a Building Licence: services in respect of building and site 92.5% of the reports required prior to theworks, strata titling, fencing, signage and issue of a building licence or refusal of answimming pools (including spas), will be application for a building license to be provided. completed in equal to or less than 5All applications for licenses and certificates days.will be processed expeditiously and allinspection services will be strictly monitored. Applications for Demolition Licences:

85% of the reports required prior to the issue of a license or refusal of an application to becompleted in equal to or less than 4 days.

Applications for a Fence License: 100% of reports required prior to the issue of a Fence License or the refusal of an application for aFence License to be completed in equal to or less than 4 working days.



Application for a Sign License: 100% of reports required prior to the issue of a Sign License or refusal of an application for a Sign License to be completed in equal to or less than 4 working days.

Applications for a Strata Title Certificate: 100% of applications for a Strata Title Certificate to be finalised in equal to or less than 5 working days.

Levels Achieved:1255 Building Licences reports completed - 2118 applications received (59% achieved).Reason for any ShortfallShortfall generally due to delays in referral to officers following initial receipt of applications.Marked improvement expected next financial year due to anticipated reduced referral times.

114 Demolition Licence reports completed - 126 applications received (90% achieved).Reason for any ShortfallAchieved performance target.

64 Fence Licence reports completed - 69 applications received (93% achieved).Reason for any ShortfallWhen fully implemented, automation of the system is expected to achieve anticipated targets.

38 Sign Licence reports completed - 41 applications received (93% achieved).Reason for any ShortfallWhen fully implemented, automation of the system is expected to achieve anticipated targets.

43 Strata Title reports completed - 47 applications received (91% achieved).Reason for any ShortfallWhen fully implemented, automation of the system is expected to achieve anticipated targets.

1503 inspections finalised - 1503 required (100% achievement).Reason for any ShortfallAchieved performance target.

56 Plant Nursery Operations & Use by Community

A plant nursery will operate, on a self Provision of assistance to community based funding basis, to produce quality mature environmental groups in the production of plant stock for use in Streetscape native plants for rehabilitation projects.enhancement programmes in particular, A Plant Nursery producing a consistent but only in circumstances where the supply of quality mature plant stock and cost of stock produced is equal or less endemic plant material at a cost advantagethan the cost of stock from commercially to the City.operated nurseries.The nursery will continue to be a venue for the propagation of endemic plant material by community groups.

Levels Achieved:Achieved. Provided assistance to Bannister Creek Catchment Group, Canning River RegionalPark Volunteer, Friends of Queens Park and Wilson Wetland Action Group.

City of CANNING 125


58 Business Incubators

Support An accumulated surplus which will enableSupport in respect of the Welshpool Business investment to be made in “start-up business”Incubator will continue. opportunities at the Welshpool BusinessOperational Self Funding Incubator.The Welshpool Business Incubator is to become self-funding in relation to its operations.

Levels Achieved:Funds amounting to $20,000 were allocated in the 2001/02 Annual Budget for Consultancy Fees in relation to the preparation of a Business Plan. No other action was taken in relation to thepreparation of the Business Plan as the existing facility met the demand and the extension of the facility is dependent on government funding, which is currently not available.

59 Depot

An operational centre for day labour workforce, Prepare a feasibility study showing thestorage of materials, equipment and plant will viability of relocating the existing Councilbe provided Depot to another site. Maintain existing

depot at an acceptable standard for the operational needs of the City whilstminimising noise and dust complaints.

Levels Achieved:Report completed.

60 The Financial Status of the City

A strong Financial Status will be maintained at 100% compliance with Policy.all times through the preparation of AnnualBudgets, Four Year Financial Plans, Businessand Development Plans. Underpinning the financial status of the City is to retain the City's debt free status and maximise its return from investments.

Levels Achieved:100% compliance with Policy.



61 Finalisation of Programs

97.5% of the funds allocated for each 100% Compliance with PolicyCapital Works Program must be spent each year.The only exception to this requirement occurs when:- the Plan of Principal Activities and/or the Strategic Plan provides for expenditure to be spent over two or more years- funds originate from sources external of the local government of the City of Canning and involves expenditure straddling two or more years, provided the Council is notified that such funds may not be expended within any year under review.- funds held in trust or contributed by developers for works associated with developments.- prior Council approval has been given carry forward works due to external factors outside the control of the City or other justifiable reasons.

Levels Achieved:No of Projects and Percentage Achieved by Division/Department(This Policy is replaced by Policy No 96 in 2003/2004).

Corporate Services:Office of the Chief Executive - 2 (100%)Public Affairs - 5 (100%)

Finance and Client Services:Governance - 2 (100%)Computer Services - 10 (100%)

Engineering and Technical Services:Works - 159 (100%)Plant and Equipment - 167 (100%)Parks and Reserves - 35 (97%)Property Development and Maintenance - 15 (100%)Waste Collection and Disposal - 2 (100%)

Community Services:Office of the Executive - 3 (100%)Aged Care - 47 (100%)Disability, Family and Youth - 11 (91%)Branch Libraries - 8 (100%)Patrol and Security Management - 8 (100%)Leisure - 31 (100%)Recreation - 6 (100%)

Strategic and Regulatory Services:Office of the City Planner - 1 (100%)Building and Associated Services - 1 (100%)Environmental Health and Associated Services - 3 (67%)Town Planning and Associated Services - 2 (50%)

City of CANNING 127


75 Capital Works Program Advice to persons likely to be affected by works; minimising inconvenience to those likely to beaffected; project scheduling; and schematic plans.

All persons likely to be effected by the 100% Compliance with Policycarrying out of any capital works are to be notified by advertisement, signage or formal advice of the intention to effect the capital works at least 10 days beforethe commencement of such works.Every effort is to be made to minimise theinconvenience of those persons or organisations likely to be effected as a result of capital works being effected The advertisement, signage or formal advice is to contain details of the nature and extent of the proposed capital workstogether with timing details.

At least 10 days before the commencement of any project a project management schedule is to be provided in respect of the works to be effected.Each schedule must detail the anticipatedcommencement and completion dates for each task comprising the project together with cost estimates; and should aim at achieving the shortest time delay between the commencement and completion of the project without impinging upon cost effectiveness.Each schedule will be made available for perusal by members of the Council, those who may be affected by the works and the community at large.Each schedule must be updated at least weekly and a copy is to be made available for perusal by members of the Council, those who may be affected by the works and the community at large.Where significant Capital Works are to beeffected Schematic Plans will be prepared and copies made available for perusal by Members of the Council and by those who may be affected by the works and the community at large.

Levels Achieved:Number of Projects and percentage complete for Division/Department:

Engineering and Technical Services:Works - 117 (100%)Parks and Reserves - 9 (100%)Property Development and Maintenance - 10 (100%)

Community Services:Office of the Executive Community Services - 1 (100%)



76 Business Plans in respect of Service Units

The organisation will provide Business Ensure all Business Plans are reviewed Plans for each "service provider" unit by 30th June 2003.department.The provision of Business Plans by eachService Unit will be the responsibility of the Manager/Supervisor of the Unit.Every Business Plan will be approved bythe Council.Every Manager/Supervisor is to ensure their Business Plan is reviewed at least yearly.All Business Plans For Service Units will cover a period of 4 or more years and will contain the following sections: Executive Summary; Purpose; Proposal; Background; Analysis of Proposal; Staffing; Marketing; Financial Analysis; Fee Structure; Costs and Benefits; Issues; and Performance Measures.

Levels Achieved:The Business Plans for the Finance and Client Services Group and Information Technology were not finalised.

The Business Plans for other Units were reviewed and adopted on 3 December 2002.

77 Community Consultation

Members of the Council appreciate that 100% compliance with Policy.the introduction of new services or facilities may, in some instances, have a perceived impact upon the lifestyle or amenity of residents.The Council recognises that, in some instances, community consultation should take place prior to a particular proposal being effected.The Council will choose the projects on which it considers community consultation should be conducted and will ensure that such consultation is effected.

Levels Achieved:The objective was achieved by each Division/Department for projects started for the 2002-2003financial year.

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78 Business PlansRequirements under LGA.; Capital Works Projectswhich may have implications in respect of Fees and Charges

Business Plans will be prepared: 100% compliance with Policy1. Where there is a requirement in terms of the Local Government Act for such a plan to be prepared;2. Where the impact of any developmentproposed or for the proposed provision or significant extension of any service may have an impact on the fees and charges imposed upon either existing or potential users.The responsibility for the production of a Business Plan for these purposes will rest upon the Manager/Supervisor of the Business Unit primarily responsible for the development or service provision.Every Business Plan must be approved by the Council prior to any expenditure being incurred.Every Business Plan prepared for these purposes will contain the following sections: Executive Summary; Purpose; Proposal; Background; Analysis of Proposal; Staffing (only if appropriate); Marketing; Financial Analysis; Fee Structure (only if appropriate); Costs andBenefits; Issues; and Performance Measures.

Levels Achieved:This objective was achieved.

79 Our Clients/Customers

The City recognises the importance of its At least a 92.5% "very good service" Client/Customer base and will ensure, result in respect of each Service Unit wherever reasonable, that its Client/Customer Satisfaction Survey.Clients/Customers receive excellent service.The City undertakes to conduct random (and anonymous) Client/Customer Satisfaction Surveys in respect of each of its Service Units at least twice yearly.

The City also undertakes to correct any shortfalls in respect of "customer service provisions" discovered as a result of the Analysis which will be effected upon the closure date of a particular Client/Customer SatisfactionSurvey.



Levels Achieved:"Good to Very Good" levels achieved by Division/DepartmentCorporate Services:Public Affairs - 91%Engineering and Technical Services:Engineering Services - 89%Works - 73%Property Development and Maintenance - 76%Waste Collection and Disposal - 76%Community Services:Aged Care - 93%Branch Libraries - 83%Patrol and Security Management - 78%Recreation - 79%Strategic and Regulatory Services:Building and Associated Services - 89%Environmental Health and Associated Services - 78%Town Planning and Associated Services - 81%

80 Canning River Foreshore - Management

The Canning River foreshore will be Implement recommendations from Shelleymanaged to ensure that the environmental Beach Design Study.environmental benefits of the river and its foreshore are maintained whilst providing the opportunity for the controlled development of facilities to enable various recreational opportunities for the community.

Levels Achieved:Awaiting finalisation of Aboriginal Heritage Consultation and statutory approval prior to implementation.

81 Accommodation and Respite Services forPeople with Disabilities

A comprehensive range of services will Provide respite options for up to 28 clients be provided for people with intellectual per month.disabilities encompassing supported accommodation and holiday programs; Provide supported accommodation for up and planned and emergency respite to 20 clients per month.services to assist families. With continuing financial support from the Provide school holiday program for 7 clients Commonwealth and State Governments, or more per school holiday period.these services will be expanded and developed.


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82 Aquatic and/or Recreation Centres

A wide and diverse range of recreational Canning Aquatic Centre: programs which encourage participation - Total attendance achieve 90,000 per annum. and enhance the lifestyle for all ages - Kiosk/retail operations achieve incomewill be provided at aquatic and/or $42,000 per annum.recreation centres. Queens Park Recreation Centre

- Aerobics attendance achieve 1,893 per annum.

- Kiosk/retail operations achieve income of $13,700 per annum.

- Term enrolments achieve 1,075 per annum.Riverton Leisureplex:- Aquatic entry achieve income $600,000 per

annum.- Café/Retail operations achieve 52% gross

profit per quarter.- Creche attendances achieve 4,300 per

annum.- Gym/Fitness Centre achieve 100,000

attendances per annum.- Function Centre achieve usage hours 2,100

hours per annum.- Hydro Suite/Hot Exercise Pool achieve

income $60,000 per annum.- Kids Gym attendances achieve 10,200 per

annum.- Swim School term enrolments achieve

4,100 per annum.

Levels Achieved:Aquatic Centre - 84%.Kiosk/retail operations - 92%.Reason for any ShortfallResults achieved are slightly lower than the targets set. This is due to the new RivertonLeisureplex having a greater impact on the attendance figures at the Canning Aquatic Centrethan first anticipated. Attendances into the Aquatic Centre has a direct impact on sales achievedthrough the retail operations.

Queens Park Recreation CentreAerobics- 93%.Kiosk- 138%.Term Enrolment - 159%.Reason for any ShortfallAerobics attendances have declined due to 4 classes per week being cancelled due to lack ofInstructors.

Levels Achieved:Aquatic Entry - 89%.Café - 112%.Creche - 123%.Fitness Centre - 104%.Function Room - 179%.Hot Exercise Pool - 185%.Kids Gym - 119%.Swim School - 145%.Reason for any ShortfallThis is our first full year of operation at the Riverton Leisureplex. The target set for Aquaticincome in this first year was too high. Excellent results were achieved throughout.



83 Environment - Cities for Climate Protection

As a participant in the Cities for Climate Implement the local greenhouse action planProtection Program (CCP) we will pursue and monitor and report on greenhouse gasthe reduction of greenhouse gas emissions. Review and implement emissions from the City's own activities community action plan.and encourage local households andbusinesses to reduce their omissions.


84 Continuous Improvement to Services and Facilities

The City recognises that it has an Undertake Monthly Performance Reviews obligation to ensure that the services and in respect of the Activity areas of the facilities it provides should operate City’s Operations.effectively, efficiently and economically.To this end, the City will seek continuous improvement to its services and facilities and will undertake regular reviews to evaluate performance.

Levels Achieved:Monthly Performance Reviews were undertaken in respect of the following Policies:

4 - Meetings of the Council8 - Acting on Council Resolutions11 - Patrol and Security Services12 - Health Services16 - Home and Community Care Support Services17 - Youth and Family Services18 - Seniors Residential Services19 - Supported Accommodation Service for Frail Aged Seniors20 - Waste Collection Services (Survey)27 - Town Planning Services33 - Community Halls and Centre36 - Golf Course(s)37 - Parkland (Survey)38 - Public Playgrounds (Survey)39 - Recreation n Activity Programs41 - Sportfields and Associated Facilities42 - Library Services44 - Footpath and Cycleways (Survey)48 - Streetscape Enhancement (Survey)50 - Maintenance of Road Reserves (Survey)53 - Building Services61 - Finalisation of Programs75 - Capital Works Program - Public Notification77 - Community Consultation (Authorised by Council)78 - Business Plans (Summary Report)79 - Our Client/Customers (Survey)81 - Accommodation and Respite Services (Disabilities)82 - Aquatic and/or Recreation Centres87 - Public Buildings (Survey)89 - Policy Documents90 - Development Plans.

City of CANNING 133


85 Information Technology

A program of continuing improvement Continued development and enhancementand development of Stress Free of Systems with emphasis on introductionBusiness Solutions and access to critical of Integrated Field Systems, Optimisation ofInformation and Data from anywhere at Electronic Documents, Optimisation of any time will be provided. Services/Information on the City’s Internet/Achievement of the goal of ongoing Intranet Site and continued Research andimprovement and development will be Development in Wireless Technology. accomplished through the use of efficient, effective and economical -• Back up Systems• Centralised Storage Management• Data Sharing System's)• Disaster Recovery System's)• Data Security System's)• High-Band Width Environment• Wide Area Network• Management of the Network Environment.A program of research development and enhancement of systems will continue tobe undertaken with the aim of being in the forefront in the provision of effective and trustworthy e-commerce and internet Business Solutions available to anyone, from anywhere at any time.We will continue to encourage Strategic Alliances with persons and organisations able to mutually assist in the enhancement and development of systems.

Levels Achieved:Achieved. Development is ongoing.

86 Human Resources

The City recognises the extremely Maintain the City’s Safety Managementimportant role its staff plays in achieving Plan at an effective level that ensures the key values and key goals of the minimal lost time and injury. organisation. To this end, the City acknowledgesits staff should consist of highly trained Develop an enhanced Performance Appraisalpersonnel committed to achieving the System and measurement process.organisation's key goals and key values.On the question of the management of its Use skills to develop a detailed Training Human Resources, the City will undertake Plan for the organisation.to provide management and employees withindependent, accurate and up-to-date advice and Develop and implement Stage 2 of the assistance on all matters relating to the Recruitment and Selection Procedures.employment and development of staff; and to ensure that all legislative requirements with Integrate Payroll within the Humanrelation to the employment and safety Resource Department. Increase theand health of its staff will be met to a effectiveness and integrity of data.satisfactory standard.

Continue to work towards a Human Resource Information Systemthat will provide statistical information to enhance decision making process.



Levels Achieved:City's Safety Management Plan - Achieved.

Performance Appraisal system - In progress - first stage complete.

Detailed Training Plan - Achieved.

Stage 2 of the Recruitment and Selection Procedures - Information Technology phase in progress.

Integrate Payroll - Integrity of data has been increased significantly, integration by December 2003.

Human Resource Information System - New system developed - currently in testing phase.

87 New Public Buildings

All new buildings will be designed to Audit of 33.3% of existing buildings to ensure compliance with access for identify improvements to disability access people with disabilities requirements, energy efficiency and maintenance issues.energy efficiency and to minimise the Prepare an implementation plan and “whole of life” cost of on-going costings for Improvements identified inmaintenance. audits.


89 Policy Documents

Policy Documents will be prepared for 100% Compliance with Policy.those matters which will involve substantial improvement to the amenities or services provided by the City. In most instances, the services or amenities to be improved will result in ongoing recurrent expenditures.

All Policy documents must be approved by Councilprior to any expenditure being incurred.

The responsibility for the production of Policydocuments rest with the Manager/Supervisorof the Business Unit which will undertake theimprovements.


Policy Documents Adopted by Council:25 February 2003 - Local Planning Policies - Residential Development08 April 2003 - Speed Alert Program Policy24 June 2003 - Safety Management of Trees on Recreation Reserves.

City of CANNING 135


90 Development Plans

Development Plans will be prepared where the 100% Compliance with Policy.development or purchase of a facility or serviceinvolves expenditure over more than one financialyear.

This Strategic Planning Policy will not apply if aBusiness Plan is required as set out in Strategic Planning Policy No 78.

The responsibility for the production of a DevelopmentPlan will rest upon the Manager/Supervisor of the Business Unit responsible for the development ofservice provision.

Every Development Plan must be approved by Councilprior to any expenditure being incurred.

Levels Achieved:Development Plans approved by Council include:- Willetton Industrial Area (22.10.02)- Shelley Beach Integrated Design Study (13.08.03)- Rossmoyne Retirement Village - Refurbishment (23.11.02)- Extensions and Refurbishment of Queens Park Day Care Centre (03.12.02)- Rationalisation of Buildings at Woodford Park (14.01.03)- Public Open Space Acquisition and Development - St James and Bentley (14.05.02)

95 Street Infrastructure Enhancement

Streetscapes and Street Infrastructure will be Implement Street Infrastructurereviewed and where necessary upgraded in Enhancement program.conjunction with the City's annual road resurfacingor major road upgrading projects. Improved appearance of streetscapes

and street infrastructure inassociation with road resurfacing and upgrading projects.

Levels Achieved:Street Infrastructure Enhancement program - Achieved.

Improved appearance of streetscapes and street infrastructure - Achieved, protocols now in place.



Freedom of Information Act 1992

In accordance with the above legislation an Information Statement has been prepared as a stand alonedocument. The Information Statement is available for perusal at the Enquiry Counter, Administration

Building and at Council Libraries.

City of

CA

NN

ING

Annual R

eport 2002-2003


1317 Albany Hwy, Cannington WA

Locked Bag 80, Welshpool WA 6986

Telephone: (08) 9231 0606

Web-site: www.canning.wa.gov.auEmail: [email protected]

Authorised and produced by the City of Canning