11.1 Chief Executive Officer · 2016. 4. 28. · SHIRE OF AUGUSTA MARGARET RIVER . ORDINARY COUNCIL...

SHIRE OF AUGUSTA MARGARET RIVER ORDINARY COUNCIL MEETING 27 APRIL 2016

11.1 Chief Executive Officer 11.1.1 DRAFT ECONOMIC DEVELOPMENT STRATEGY

Attachment 1 – Draft EDS 2026 Attachment 2 – The Urban and Regional Food Declaration

1 Draft Economic Development Strategy 2026 Shire of Augusta Margaret River

Economic Development Strategy 2026


Table of Contents

Foreword – message from Shire President ................................................................... 3

Introduction ..................................................................................................................... 4

1. Strategy background ................................................................................................ 4

2. Strategic Alignment .................................................................................................. 6

3. The economic challenge – trends and issues ........................................................ 7

4. Augusta Margaret River economic snapshot ......................................................... 8

5. Economic opportunity map ................................................................................... 17

6. Our vision and outcomes ......................................................................................... 19

7. Strategic themes and key actions ........................................................................... 20

7.1 Wine and food .......................................................................................................... 21

7.2 Tourism Development ............................................................................................. 23

7.3 Economic infrastructure ......................................................................................... 26

7.4 Creative industries .................................................................................................. 28

7.5 Competitive Business ............................................................................................. 31

7.6 International Plans .................................................................................................. 33

8. Summary of Signature projects – what we have to do .......................................... 35

9. Measuring success – what are our targets ............................................................. 36

10. Implementing the strategy ..................................................................................... 38


Foreword – message from Shire President The Council is committed to creating a sustainable and prosperous future for our residents and local businesses. A future that balances and integrates the often competing needs of environmental protection, social advancement and developing economic prosperity. This means protecting the Shire’s pristine environment from exploitation and inappropriate

development, ensuring our communities are cohesive and resilient and that economic development is well planned and sustainable into the future. An intergenerational approach is required to ensure long lasting prosperity is created not just short term financial gain at the expense of the environment or social cohesion. Long term social benefits and improved community infrastructure need to accrue from any economic development. The Council in governing the Shire’s strategic direction has a vital role to play through this Economic Development Strategy in setting a clear economic vision by adopting the policy settings which will foster sustainable economic development in the Shire. Margaret River has become an internationally recognised Brand. Brand Margaret River is a tourist destination known principally for its premium wine produce and associated fine dining, world class surfing and its reputation as a quality multi-faceted tourist destination through the published acclamations of bodies such Lonely Planet and Trip Advisor. The safeguarding and strengthening of the Margaret River Brand is a serious responsibility for all stakeholders and the Council has an important function to play in a variety of ways within its remit and scope of operations. A variety of relevant roles that the Shire can play to support and grow the Margaret River Brand include advocacy, political lobbying, land use planning, provision of infrastructure and facilities, information provision, sponsorship and management of major events, international relations, local law maker and enforcer, rate setter, waste management coordinator, signage, incentives for local business chambers and so on. This Economic Development Strategy broadly covers the sphere of influence which the Shire is involved in which can help to facilitate and foster sustainable economic development. It identifies priority areas for action over the next 10 years to build on the Region’s strengths and tackle the shortcomings which are evident in a seasonal tourism focussed economy. Although the Shire is the most visited Shire in the State outside of the Perth Metropolitan Area for overseas and interstate tourists, the drop in visitation from May to August severely impacts on local business and employment. Economic diversification and tackling the seasonal downturn are key planks of the strategy. The Shire is a dynamic place to live and do business and promises a bright future for all stakeholders if governed and managed responsibly by the Shire. That is the challenge posed by ensuring growth is sustainable and inter-generational and this Economic Development Strategy aims at providing guidance on how to achieve that goal.

Cr Ian Earl Shire President


Introduction

1. Strategy background The Council, CEO and Executive Leadership Team are focussed on an integrated approach to sustainable economic development. Historically economic growth has been driven by agriculture, tourism, wine production and population growth. The Shire’s leadership is committed to grasping and maximising the opportunities which are being presented by the planned significant spending on public sector investment on key infrastructure in the Margaret River Region, the rise of the internationally mobile Asian middle classes and in particular those of China and India, and the enormous potential to diversify the economic base through innovative and creative approaches. The Shire of Augusta Margaret River Economic Development Strategy (EDS) 2016-2026 provides the direction for the Shire to consolidate its position as the most visited local government by interstate and international visitors outside of the Perth Metropolitan Area and to partner with other key stakeholders to drive the promotion of an internationally recognised region known for its healthy and active lifestyles, creative energy, premium produce, world class attractions and iconic events. Major Public Investment The EDS aims to leverage maximum benefit from recent and planned major public infrastructure upgrades in the Margaret River Region including the

• Busselton Margaret River Regional Airport; • Augusta Small Boat Harbour; • Margaret River Perimeter Road; • Margaret River Main Street Redevelopment, and the • Margaret River Cultural Centre Redevelopment (HEART) Project.

Challenges The economy faces some serious challenges and constraints which will be targeted for action through this EDS. These include the following weaknesses and threats:

• The seasonality of tourist visitation with a major downturn in the May to August months;

• Lack of accessibility to the Region from the eastern states and overseas markets; • The dependence on leisure tourism and a correspondingly low number of business

and conference tourists; • Lack of larger indoor venues of sufficient quality for hosting winter events and

business and tourist related events; • Ageing accommodation and the paucity of top end 5 star hotels and boutique

operations; • The ongoing viability of agricultural producers in increasingly competitive local and

global markets;


• The lack of student enrolments and the under-utilisation of the Margaret River Education campus (MREC);

• The lack of high speed internet and broadband access to all parts of the Shire, and • The combination of low annual average earnings compared to the State average and

the lack of housing affordability. The workforce of the Shire of Augusta Margaret River is heavily concentrated in the hospitality industry, retailing, construction and in primary production. Tourism and hospitality jobs tend to be lower paying and seasonal in nature and this is supported by historical Australian Bureau of Statistics (ABS) data which indicated that the average wage in Augusta Margaret River was well below both the South West Development Commission (SWDC) and Western Australian average wages. Managers in Augusta Margaret River have historically had the greatest level of income disparity, earning almost $6,000 less than the average across the region and over $20,000 less than the state-wide average. The EDS will seek to improve incomes by reducing the job losses and under-employment caused by seasonality and diversifying and strengthening the economy. Outcomes The strategy will assist in identifying and prioritising strategies to deliver on the following key outcomes:

• Diversification of the economy; • Improved business and investor confidence; • Job creation; • increased access to education, training and skills development; • Increased trade and export opportunities, and • Creative industries development.

Research and consultation The Shire acknowledges the publications and contributions informing the Strategy provided by the Region’s key stakeholders including the Margaret River Busselton Tourism Association, South West Development Commission (SWDC), the Capes Region Voluntary Organisation of Councils (CapeROC), Margaret River Wine Association (MRWA), Margaret River and Augusta Chambers of Commerce and Industry (MRCCI and ACCI), the Cowaramup Traders Association, Creative Emergence and others. Relevant research information from these sources and others has been collated to inform the EDS. Consultation has been and further consultation is being undertaken in developing the direction and content of the strategy including the Food and Agricultural Summit held in April 2016, key industry focus groups, an MRCCI on line survey, whole of Shire community survey and stakeholder interviews. A combination of qualitative feedback combined with evidence based data supports the identification of the priority issues and opportunities and the development of the strategies in the EDS. The data and information contained within the strategy has been prepared based on the most accurate and reliable information available. Any revisions or updates to the underpinning data will be incorporated into the final EDS to be adopted by Council after advertising and in future strategy updates. The Shire gratefully acknowledges the permission of the City of Gold Coast in using the EDS format and structure overlayed with Augusta Margaret River content.


2. Strategic Alignment The Shire of Augusta Margaret River’s Vision has sustainability at its core and can be summed up in three words – Naural, Connected and Prosperous. Our vision requires an intergenerational approach and an integration of the triple bottom line in all that we do as a local government. Our vision drives the long term Community Strategic Plan which drives the four year Corporate Plan which is in turn is informed by a variety of key strategic documents including the Economic Development Strategy. Corporate stratgies are fundamental in delivering transformational change across the Shire and meeting challenges and grasping opportunities. Of critical importance is the retention of our character and community livability as we undergo growth and economic development. The Economic Development Strategy is grounded in stakeholder and community support and is implemented and evaluated across all Directorates of the Shire.


3. The economic challenge – trends and issues The economic challenge is to manage population and visitor growth without reducing the quality of community life enjoyed by local residents and degrading the environment. The key drivers of the economy will continue to be wine production, tourism, food and agriculture and construction. Potential new industries will be in the creative industries utilising broad band, service industries, education, and niche boutique food production. Challenges To deliver Implications and Opportunities Maintaining the Shire as an attractive place to live, work and enjoy

High quality of community life Alternatives to urban sprawl

• Protection of natural environment through land use planning and rehabilitation works

• Encourage a variety of housing types and higher density lifestyles

• Access to services and facilities Diversification of the economic base

More jobs in a wider range of industries

• Business tourism • Creative industries • Margaret River Industrial Area • Processing of agricultural produce

Eliminating the seasonality of Tourism

Higher winter occupancy rates for accommodation and businesses

• Busselton Margaret River Airport • Winter events • Business tourism • Educational courses • Comfortable indoor venues – Cultural Centre

redevelopment Growing and safeguarding the Margaret River Brand

Global recognition and increased visitation

• Regional signage • Wine and Food Strategy • Mountain biking and trails development • Busselton Margaret River (BMR) Airport

A viable and sustainable food and agricultural sector

Productive use of rural land

• Abalone and seafood production • Export markets through BMR Airport • Branding clean and green produce • Organic farming • Innovative farming practices

Chinese and International Tourism and Investment

Increased visitation and private investment

• China ready providers • Sister city relationship building • Hosting trade delegations and reciprocal visits • Key tourism development sites

Access to high speed internet Creative industries competing in the global on line economy

• Main Street wi-fi systems • NBN roll out • On line marketing of Margaret River products and

services Activation of the Margaret River Education campus

Increased student, industry and community participation

• Overseas students • Creative industry cluster • Community access

In considering the challenges, emerging opportunities and strengths of the local economy in a global context there are three focus area of importance in growing a stronger economy.

DIVERSIFICATION

REDUCING THE WINTER DOWNTURN

INNOVATION

ECONOMIC DRIVERS


4. Augusta Margaret River economic snapshot The thrust of the EDS 2026 in growing the economy will be to focus on three key focus areas, namely economic diversification, reducing the winter downturn in tourist visitation and fostering innovation in creating new value adding processes, start-up businesses and generating new jobs. Lack of Diversity Economic modelling was recently undertaken for the Shire by Tourism Research Services using the REMPLAN analytical tool. REMPLAN has estimated that the output generated by wine production a major component of the manufacturing sector accounts for $447.453 million or 28.6% of the economic output of the Shire (Table 4.1), construction fuelled by population growth and both public and private sector investment is second. Tourism in Augusta Margaret River Shire is valued at $157.185 million, making tourism the third highest contributor to Output at 10.1% after construction. The Agriculture and Food sector is next with $135.483 million or 8.7% of economic output. Table 4.1 – Augusta-Margaret River Shire Output by Sector

Industry Sector $M %

Manufacturing $447.453 28.6 %

Construction $170.725 10.9%

Tourism $157.185 10.1%

Agriculture, Forestry & Fishing $135.483 8.7%

Ownership of Dwellings $88.195 5.6%

Retail Trade $67.338 4.3%

Education &Training $43.422 2.8%

Sub-Total $1,109.800 71.0%

Source: Tourism Research Services Dr Jack Carlsen 2016 The workforce of the Shire of Augusta Margaret River is concentrated in the hospitality industry, retailing, and primary production. Many jobs in these industries tend to be low paying and seasonal in nature and this is supported by ABS Data. Tourism is a major driver for employment in Margaret River and from the graph below it can be seen that industries such as accommodation and food and retail are the major employers of people in the Shire. This is consistent with the Table 4.2 below from Tourism WA which highlights the importance of tourism in providing jobs in the accommodation, food and retail industries as well as other segments.


Figure 4.1 Employment by Industry (Place of Work 2010-11)

Table 4.2 Tourism Employment in WA by Category Industry Type Persons Directly Employed in

Tourism in WA % of WA Tourism

Employment Accommodation, cafes/restaurants/takeaway food services, bars/clubs

29,700 51%

Retail trade 9,800 17% Transport 5,500 9% Education 4,400 8% Travel agency and tour operator services 2,900 5%

Entertainment and recreation 2,800 5% All other 2,500 4% The Shire’s 2011 Economic Development Plan produced by the AEC Group summed up the lack of diversity of the local economy as follows: “Due to their natures, the wine industry and tourism industry are highly volatile. Both are dependent, to a large extent, on consumer confidence and spending. The current trough in the national tourism industry and persistent fears for a glut in the wine market heighten the risks for the local economy from a lack of economic diversification. Building on a region's unique competitive advantages is fundamental in supporting sustainable economic growth, however, an overreliance on two industries of high seasonality and extreme economic cycles is not ideal.”


Table 4.3 below indicates that the number of businesses in the Shire decreased slightly from 1,842 in 2008 to 1,780 in 2013. Significantly, the number of small businesses with 1-4 employees increased by 46 between 2008 and 2013 according to ABS data. Table 4.3 – Number of businesses 2008-2013

Shire of Augusta Margaret River June 2008 June 2010 June 2013 Number of non-employing businesses 1,207 1,204 1,163 Number of businesses with 1-4 employees 356 355 401 No. of businesses with 5 or more employees 279 273 216 Total number of businesses 1,842 1,832 1,780

Source: ABS ‘data by region’.

Table 4.4 highlights the number of businesses by industry in the Shire in 2013. Agriculture, forestry and fishing have the most businesses following by construction, real estate services, technical services and retail trade.

Table 4.4 Number of Businesses by Industry 2013

Shire of Augusta Margaret River June 2013 Accommodation & Food Services 122 Administrative & Support Services 58 Agriculture, Forestry and Fishing 369 Arts & Recreation Services 17 Construction 343 Education & Training 16 Electricity, Gas, Water & Waste Services 8 Financial & Insurance Services 78 Health Care & Social Assistance 69 Information Media & Telecommunications 8 Manufacturing 109 Mining 8 Not Classified 41 Other services 59 Professional Scientific & Technical Services 128 Public Administration & Safety 3 Rental, Hiring, & Real Estate Services 139 Retail trade 124 Transport, Postal and Warehousing 42 Wholesale trade 40

Source: ABS ‘data by region’.


Table 4.5 includes some recent economic indicators relating to jobs and productivity etc. Of note is the relatively low average annual wage of workers in the Shire ($42,933) which is less than both the State ($57,365) and SW averages. This is attributable to the high numbers of workers in lower paid jobs in the tourism, agricultural and wine sectors including seasonal workers in the accommodation, hospitality, agricultural and retail sectors. Greater economic diversity means more career opportunities while reducing the winter downturn in tourist visitation and are key ways of improving average annual incomes. Table 4.5 Economic indicators 2012/2013

Shire of Augusta Margaret River Western Australia

Worker productivity (GRP/worker) $115,996 $180,100

Unemployment 4.73% 4.65%

Businesses Number 1,802 219,320

State % 0.82% 100%

Population Number 13,168 2,478,873

State % 0.53% 100%

Building approvals

$,000 56,281 11,912,440

State % 0.46% 100%

Average annual wage 2011 $42,933 $57,365 Sources: ABS At the same time housing affordability is a serious issue for many people in the Shire. In 2010-11, house prices in the Augusta-Margaret River LGA (with a median of $430,000) were 34.1% higher than the average in SWDC and 14.7% higher than the median for regional Western Australia, despite having fallen 10.4% over the preceding four years. In terms of housing affordability, the average house price in Augusta Margaret River equated to 8.4 times the average annual household income - far exceeding the average of the SWDC (3.9 times) and Regional WA (5.5 times). Reducing mortgage stress by improving annual incomes and improving housing affordability are major goals of the EDS 2026. Seasonality – The Winter Downturn “The tourism industry is vitally important to the entire South West region. As highlighted in a recent Tourism Research Australia Report (Economic Importance, 2011), the South West is one of the seven largest tourism regions in Australia, based on tourism expenditure. About 25% of all overnight visitors to the South West region visit the Shire of Augusta Margaret River, making it one of the key destinations within the region.” Tourism Research Services 2015


Locally, tourism is a key industry for the economy with over 1,177,000 overnight visitors and 1,133,000 Intrastate Day Trippers to the Region in 2015 as shown in the latest Tourism Research Australia data from International and National Visitor Surveys. Table 4.6 Estimated Visitation to the Margaret River Region Year Ending

Sep-13 Year Ending Sep-

14 Year Ending Sep-

15 International Overnight Visitors 79,000 90,100 101,000 Interstate Overnight Visitors 122,000 83,000 76,000 Intrastate Overnight Visitors 980,000 985,000 1,000,000 Total Overnight Visitors 1,181,000 1,158,100 1,177,000 Intrastate Daytrip Visitors^ 852,000 790,000 1,133,000

The Margaret River Region is the most visited region in WA outside the Perth metro area, making it one of the key destinations within the State. Tourism drives many local industries including accommodation, retail, hospitality and personal services. Additionally, the tourism sector is very important for the wine industry - another key industry sector in the local economy. The tourism industry however suffers a major seasonal downturn from May to August impacting on business activity and employment. Furthermore, the tourism sector in Margaret River is very narrow, focused almost exclusively on leisure/holiday tourists, which make up over three quarters of all visitors (according to Tourism Research Australia). This concentration on the leisure market has developed an over reliance on this market segment and considerable volatility between peak and non-peak times, with accommodation occupancy rates fluctuating between 40.5% and 67.1% from 2005, according to the Australian Bureau of Statistics (ABS) . The former AMR Tourist Association (Now the MRBTA) estimated that less than 1% of visitors come to the Shire expressly to attend MICE activities hosted in the Shire. Business tourism visitation is a market segment which can be increased which will help to diversify the tourist economy and can also assist in reducing the winter downturn if events are held in winter. The graph below demonstrates the dramatic impact of seasonality in the Tourism market created by the winter downturn. There is a 24% drop of in guest arrivals between January and the June months, almost 50% less guest nights occupied and occupancy rates drop from over 60% to 45%. More importantly the takings of accommodation providers drop from over $12 million for the month of January to under $6 million. This has significant impacts on employment and the wider economy with reduced spending and flow on effects right across the economy.


Graph Comparing Visitor Data from the Peak Season to the Winter Downturn

Strategies to overcome tourism seasonality are summarized the report by Lee et Al in the publication “Seasonality in the Tourism Industry – Impacts and Strategies” CRC Tourism 2008. Table 4.7 Strategies to Overcome Seasonality in Tourism Recommended Strategy Issue Addressed Shire Action

Differential Pricing Seasonal (or promotional) pricing (e.g.) discount or free offers – see wotif.com

Increasing visitation in low periods Increasing length of stay. Increasing yield High prices to decrease congestion in peak periods

Work with MRBTA and Chambers of Commerce to link accommodation discounts to Shire sponsored events

Group booking offers Increasing visitation in low periods

Link accommodation discounts to Shire sponsored events and winter escapes

Financial planning and budgeting to manage fluctuating operational costs (employees and other resources) based on cyclical trends

Inability to control fluctuating seasonal costs

No role for the Shire

Closure of business in off peak season Reduction of operational costs No role for the Shire


Table 4.7 (Part B) Strategies to Overcome Seasonality in Tourism Recommended Strategy Issue Addressed Shire Action

Diversified attraction (changing the product mix) Introduction or development of festivals and events

Increasing visitation in low periods

Shire sponsored events and event partnerships

Development of the local environment (access to restricted natural attractions)


Advocacy for controlled access to special DPAW areas, MRBTA caves and Indigenous sites

Facility or structural development (eg public transport, public amenities)


Upgrade of Margaret River Main Street, Cultural Centre Redevelopment, MTB and Trails development. Advocacy for improved transport services.

The EDS 2026 will aim to reduce the winter downturn in tourist visitation by supporting winter cultural, sporting and business conferencing events and by the redevelopment of the Margaret River Main Street which will improve the retail and food and wine experience of visitors, the major improvement of Shire facilities such as with the Cultural Centre Redevelopment Project, the development of MTB, hiking and bridle trails and the development of wine and food trails. Innovation The AEC 2011 Economic Development Plan commissioned by the Shire under the SuperTown program identifies a variety of opportunities for the private sector to diversify and enrich the Shire’s economy using innovative approaches by incorporating new value adding processes, generating new start-up businesses and moving into emerging niche markets, including:

• Agriculture and Growing (including niche global exports and food security services) • Food Processing (including fresh made food and local value added) • Creative Industries (including internet/software based, arts and professional services) • Lifestyle Changes (including pre-retirement and post-retirement) • Tourism (including events, business travellers and leisure travellers) • Health & Retirement (including health services, aged care services, allied health

services) • Education (including high quality schooling, industry-oriented tertiary education and

student housing) • Retail (including food retailing and other retailing)

NB: Another important area not itemised by AEC are the innovative technologies surrounding the transition to a cleaner future from renewable energy production in the Shire. The transition to new clean fuels and green technologies offers an opportunity for local businesses to move into this area. A signature project identified under the Local Energy Action Plan (LEAP) will be to investigate and encourage the production of renewable energy within the Shire on a commercial basis.


Table 4.8 AEC 2011 Economic Development Plan Extract

Opportunity/ Growth Sector

High Value-Adding Activity Point of Differentiation Why Augusta-Margaret River?

Agriculture and Growing • Niche global exports (with focus on South East Asian markets and higher value products)

• Food security services (providing market and logistical support for overseas and domestic buyers).

• General security of production within global environment of increased food uncertainty.

• Proximity to South East Asia

• Strong water security: compared to other national agricultural locations

• Increased diversity of production: increased emergence of niche products and growth of fruit and other more sustainable plantation- based crops

• Demonstrated international focus: with exports to South East Asian markets already occurring.

• Existing Brand: Margaret River has an established and well respected brand that provides for product differentiation and premium pricing.

Food Processing • Fresh made food (packed fresh produce, packed snacks, prepared foods)

• Local value added (conversion of local production)

• Existing brand • Strong existing cluster: Augusta-Margaret River already has an established food processing cluster providing an existing workforce, supply chains and specialised services.

• Existing Brand: Margaret River has an established and well respected brand that provides for product differentiation and premium pricing.

• Proximity to Asia: compared to eastern states, the South West has greater proximity to Asian markets.

Creative Industries • Internet/software based (games development, animation, media production)

• Arts (sculpture, graphic arts, crafts, fine furniture) • Professional services (architecture,

graphic design, fashion)

• Amenity and natural environment as well as existing creative industries help to build existing environment, which is conducive to creative industries

• High Amenity: Margaret River has high amenity for residents, including many natural elements that inspire creative minds

• Existing Creative Industries: there is an existing creative industries cluster in Margaret River, which helps to build conducive environment

• Residential Attraction: Margaret River is a destination that can attract creative professionals that are not tied to a specific location for the purposes of their work (if sufficient internet speeds exist)

Lifestyle Changes • Pre-Retirement (professionals in Bunbury or Perth that can run their business from Margaret River and plan to retire in the short-term)

• Post-Retirement (active retirees that seek a residential location with amenity to spend part

• Amenity and natural environment

• High Amenity: Margaret River has high amenity for residents • New Demographic: there is a new demographic emerging in Australia

that includes 55-70 year olds with high disposable incomes that are very active and tend to travel between residential areas


Table 4.8 (Cont) AEC 2011 Economic Development Plan Extract

Opportunity/Growth Sector High Value-Adding Activity Point of Differentiation Why Augusta-Margaret River?

Tourism • Events (focus on key events to extend traditional tourism season and draw consideration visitation over a short time period)

• Business travellers (business events, conferences, corporate retreats)

• Leisure travellers (product diversification to extend length of stay and increase expenditure)

• Existing brand and wine/food tourism products

• Existing Brand: Margaret River is a well-known tourism destination that can assist in attracting participants for events and business conferences

• Existing Infrastructure: Margaret River has an existing stock of hotel rooms and various dining facilities to cater for events and business conferences

Health & Retirement • Health services (public and private hospitals, general practitioners (GPs))

• Aged care services (retirement villages, respite and hospice care, in-home care services)

• Allied health services (physiotherapy, general practitioners, diagnostic facilities, occupational therapy, dentists, mental health care)

• Existing and future population growth.

• Existing facilities.

• Ageing demographic: The ageing population trend will result in increased demand for health services, particularly aged care. In addition, the aging of existing healthcare practitioners is expected to leave a gap in the provision of services.

• Affordable Housing: providing prospective retirees with the ability to cash-out of the family home in metropolitan Perth or other major cities.

• Critical mass: As the population of Augusta-Margaret River LGA increases, demand for additional healthcare services will increase, resulting in a shift of demand away from Bunbury to the town.

Education • High quality secondary schooling (including private boarding schools)

• Industry-oriented tertiary education (including further investment into the existing facilities)

• Student housing (providing accommodation for students to study in Margaret River)


• Growing population base: The Augusta-Margaret River LGA population is expected to increase over time, supporting demand for local education facilities.

• Growing demand for skilled workers: As the structure of the economy changes, demand for new skills will be required, supporting demand for higher education in the region.

• Collocation with Major Industries: opportunities to support agriculture, hospitality and viticulture.

Retail • Food retailing (supermarkets, greengrocers, farmers markets)

• Other Retailing (clothes, outlets for local art, local shops, etc)


• Large tourism sector

• Growing population base: The Augusta-Margaret River LGA population is expected to increase over time and visitor numbers are expected to increase, supporting demand for all retailed goods.

• Consumerism: Consumerism remains strong in Australia, supporting the long-term trends in retail sales growth.

• Centralised Catchment: Margaret River is located sufficient far from major regional centres for significant expenditure to be captured locally.

• Extended Trading Hours: recent approval of extended trading hours in Margaret River will support its role as a major retail centre.


5. Economic opportunity map



6. Our vision and outcomes The Shire’s vision has been articulated through the Community Strategic Plan 2033 as follows: “A prosperous and connected community that values its natural environment and character as it grows sustainably into the future.” The vision recognises the importance of sustainable economic development in delivering prosperity but not at the expense of the environment or the character and sense of place of the Shire or the community connectedness. The three key core employment generating industry sectors in the Shire are wine manufacturing, food and agriculture and tourism. Other sectors from construction through to services to people exist due to the flow on and multiplier effects of the three core industries and the population growth which is attracted to the Shire. The Shire has a key promotional, facilitation, coordination and regulatory role in working with the business community and potential investors to grow the local economy in the global context. The Shire is committed to supporting a sustainable economy which builds on its traditional strengths and seizes innovative new approaches to diversification, eliminating seasonality and developing new products. Key Economic Drivers The three economic focus areas will provide a strategic direction for the six Key Strategic Themes which form the framework for the Economic Development Strategy.

• DIVERSIFICATION • REDUCING THE WINTER DOWNTURN • INNOVATION

STRATEGIC THEMES AND OUTCOMES Wine and Food Thriving food, agricultural and wine industry sectors marketing premium produce to local, interstate and international markets. Tourism Development Strong diversified year round tourism visitation experiencing a range of world class attractions and iconic food and wine, cultural, sporting and business events. Competitive Business A globally focussed business sector providing innovative services and products to local, interstate and international customers. Economic Infrastructure The completion of key transformational infrastructure which leverages sustainable economic development in the Margaret River Region. Creative Industries Vibrant creative industries attracted by the quality lifestyle using the Shire as a base to compete globally. International Plans Strong international Margaret River Brand recognition supported by key strategic international partnerships which create trade and investment opportunities.


7. Strategic themes and key actions The six core Strategic Themes are underpinned by key signature transformational projects, areas of focus and key activities as outlined in the EDS Framework summarised below.

Economic Development Strategy 2026 Framework


7.1 Wine and food Thriving food, agricultural and wine industry sectors marketing premium produce to local, interstate and international markets. The Shire will focus on land use planning to protect prime agricultural land, assist start-up businesses to comply with legislative requirements and support industry efforts to increase food, agricultural and wine production in the Shire. What does this mean for the Shire?

• The full utilisation of priority agricultural land for food, agricultural and wine grape production.

• Strong economic activity in the Shire generating jobs and flow on effects throughout the local economy.

• The Margaret River Region is widely recognised internationally for its premium food and wine produce.

• Celebrating in 2017 the 50th anniversary of the establishment of wine production in the Shire.

• Conducting a feasibility study into the conversion of the Beenup Mine site for a milk processing plant.

• Support any industry efforts to locate a meat processing plant in the Shire. • Support for commercial fishing, seafood processing and maritime businesses at the

Augusta Boat Harbour Key activities:

• Statutory protection of priority agricultural land under the Local Planning Scheme (LPS).

• Protection of conservation areas and remnant bushland under the LPS. • Maintenance and upgrading of key transport routes to rural producers. • Advocacy and lobbying on behalf of the food, agricultural and wine industries. • Support for seasonal workers/accommodation initiatives. • Facilitating stakeholder forums related to wine and food production. • Becoming a signatory to the Urban and Regional Food Declaration. • Supporting local producers markets and food markets. • Facilitating start up business compliance with the Health Act. • Supporting Aboriginal food promotions such as the Kambarang satellite event. • Assessment of applications for on shore infrastructure associated with the

commercial fishing industry. • Assisting the development of wine and food trails, organic gardens trails and food

trails. • Participation in the Margaret River Wine Association (MRWA) entry statement

working group. Performance measures:

• Completion of signature projects. • Increase in food and agricultural production. • Level of commercial investment in food and agricultural and wine industries. • Increase in food and agricultural and wine production related employment.


Food and Agricultural Summit


7.2 Tourism Development Outcome: Strong diversified year round tourism visitation experiencing a range of world class attractions and iconic food and wine, cultural, sporting and business events. The Shire will focus on attracting and managing visitation through direct events sponsorship and management, upgrading its own caravan parks, providing tourism associated infrastructure and forming strategic partnerships with the Margaret River Busselton Tourism Association (MRBTA) and tourist businesses to overcome the winter downturn. What does this mean for the Shire?

• Consolidating the Shire’s position as the State’s most visited destination by interstate and international tourists.

• Increased utilisation rates for accommodation providers and hospitality industry businesses.

• Increased year round employment in tourist related jobs. • Increased investment in the tourism sector in new and existing businesses. • Increased economic activity in the Shire during the construction phases of projects

and in the ongoing operational phases. • Shire Caravan Park Redevelopment. • Augusta Boat Harbour activation through events and dual use path connectivity • “Your Margaret River Region” Branding and Signage Project. • Iconic Events Sponsorship. • Wadandi Track (Rails to Trails) southern extensions.

Key activities: • Promoting opportunities arising from the Busselton Margaret River Airport. • Augusta cruise ship attraction. • Construct dual use path from Augusta Boat Harbour to Dead Finish Bay. • Advocating a ‘no coal mining” and “no fracking” position to Government decision

makers. • Walking, MTB and bridle trails development. • Business and tourism events attraction. • Managing parking and illegal camping. • Wine and food trail development. • Tourism infrastructure eg public toilets, parking, environmental protection of sensitive

areas. • On shore infrastructure for surfing and associated water sports. • Support for underwater diving and snorkelling, kayaking, recreational fishing charters. • Support for eco-tourism and nature based tourism eg bird watching, use of

Department of Parks and Wildlife (DPAW) reserves. • Strategic tourism site planning and investment attraction in partnership with Tourism

WA and the SWDC. • Completion of assessment of Witchcliffe Eco Village Project.

Performance measures: • Completion of signature projects.


• Increase in visitation particularly during the winter downturn. • Level of commercial investment activity generated. • Increase in tourism related employment. • Value of marketing generated by Shire iconic events.

“The atmosphere, and the spirit, it’s just fantastic. I’m going to have a really hard time going back home trying to explain to my guys that I’ve been working. See, life doesn’t get much better than this. Honestly, I don’t think that there is any other food event on this planet like this!”

The Turner Caravan Park redevelopment is commencing with the construction of three chalets in 2016


On shore infrastructure for surfing and associated water sports.


7.3 Economic infrastructure The completion of key transformational infrastructure which leverages sustainable economic development in the Margaret River Region. The Shire’s focus will be to work collaboratively with external funding bodies to progress and deliver key identified transformational infrastructure projects within the Shire. What does this mean for the Shire?

• The completion of the Perimeter Road and the Margaret River Main Street will provide: a) Improved transport routes for heavy haulage vehicles bypassing the main street

and an additional vehicle crossing to the Margaret River; b) The creation of a safe, vibrant, pedestrian friendly main street showcasing the

Margaret River brand; c) The opportunity for the attraction of private investment into the Margaret River

industrial estate, and d) Improved access to the Margaret River Airport.

• Shire residents, visitors and local businesses will have access to attractive modern and comfortable community and cultural facilities.

• A long term solution to the Shire’s waste management needs. What are our signature projects?

• Integration of the Margaret River Perimeter Road into the local distributor road network.

• Completion of the Margaret River Main Street redevelopment. • Stewardship of the Gracetown Expansion Subdivisional Process • Completion of the Cultural Centre redevelopment. • Becoming equity partners in a new Regional Waste Management Facility. • Encouraging renewable energy production on a commercial scale within the Shire.

Key activities: • Implementation of the Main Street works program. • Completion of John Archibald Drive. • Facilitation and approval processes for the Margaret River Industrial Estate. • Implementation of Stages 1 & 2 of the Cultural Centre Redevelopment (HEART)

project. • Implementation of the Local Energy Action Plan (LEAP) and implementation of

renewable energy technologies. • Participation in regional waste management facility site identification and planning.

Performance measures: • Completion of signature projects. • Increase in Margaret River Main Street foot traffic. • Level of commercial investment in the Shire. • Increase in utilisation and operating revenue at the Cultural Centre (HEART)

complex.


Margaret River Main St project


Proposed Gracetown Redevelopment

Cultural Centre concept plans


7.4 Creative industries A vibrant creative industries sector attracted by the quality lifestyle using the Shire as a base to compete globally. The focus of the Shire will be to directly sponsor and support creative and cultural activities and to work collaboratively with the NBNCO and other key stakeholders to provide infrastructure which supports the growth of the creative industries. What does this mean for the Shire?

• The Shire consolidates its position as a great place to live and create and compete globally.

• Greater vibrancy from creative activities occurring within the community and at local venues.

• Greater utilisation of the Margaret River Education Campus (MREC). What are our signature projects?

• Support for creative industry development eg Creative Emergence Festival, Readers and Writers Festival, MR Open Studios.

• Site assessment for the NBN fixed wireless network roll out. • Curtin University partnerships through the Margaret River Education Campus.

Key activities: • Support for Main Street Wi-fi installation by the MRCCI. • Support for Creative Emergence activities. • Support for the Readers and Writers Festival. • Support for Cinefest Oz. • The creation of a Film Friendly Shire. • Provision of an excellent regional performing arts venue and town libraries. • Participation on the MREC governing board. • Curtin University research collaborations. • Support for community based cultural and community activities.

Performance measures: • Completion of signature projects. • Increased participation rates in Shire sponsored iconic festivals and events. • Increased numbers of creative industry workers. • Increased vibrancy of the MREC.


Margaret River Open Studios Event sponsored by the Shire

http://www.google.com.au/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=&url=http://www.ninadesigns.com/blog/tag/working-moms/&psig=AFQjCNHeumN0pCO8yIzE7YilqzvUYkje6w&ust=1461302040256482


7.5 Competitive Business A globally focussed business sector providing innovative services and products to local, interstate and international customers. The focus of the Shire will be on cutting red tape and assisting new start-up businesses to meet legislative compliance and sponsoring the Small Business Awards. What does this mean for the Shire?

• A strong small business sector will mean greater employment opportunities and more flow on benefits across the community.

• Streamlined approvals processes and Shire assistance to start-up businesses will reduce paperwork and additional costs and foster small business development.

What are our signature projects? • MRCCI Business Awards sponsorship. • Business Friendly Shire and Buy Local (Regional Price Preference) policies.

Key activities: • Convening Industry Leaders Group meetings. • Displaying Small Business Centre brochures and information through library and

information outlets. • Supporting MRCCI, ACCI and Cowaramup Traders Association initiatives and

promotions. • Supporting MRBTA and MRWA initiatives and promotions. • Shire policy review and red tape reduction strategies. • Land use planning for commercial and industrial sites. • Supporting SWIT and Curtin University training and partnering opportunities. • Supporting not for profit and community group use of Cultural Centre facilities. • Providing facilities for business groups to hold regular events information and

networking events. Performance measures:

• Completion of signature projects. • Number of registered small to medium businesses in the Shire. • Level of commercial construction activity. • Number of collaborations completed with strategic stakeholders.


Affordable housing will be a priority action of the EDS 2016


7.6 International Plans Strong international Margaret River Brand recognition supported by key strategic international partnerships which create trade and investment opportunities.

The focus of the Shire will be on partnering with the SWDC to foster international relations with the Cities of Jaixing and Haining in China and the Vietnamese City of Dong Hoi, and working with the SWDC, Tourism and other State departments to welcome incoming trade delegations as well as fostering targeted international investment in the Shire. What does this mean for the Shire?

• The Shire has an outward looking international perspective which supports business engagement with China and Vietnam.

• Councillors and key staff members are aware of the diplomatic requirements and cultural protocols under which foreign delegations operate.

• The Shire creates stronger relationships with State and Federal agencies in the area of trade and investment.

What are our signature projects? • Sister City Agreement with City of Haining, China. • Potential economic and cultural agreement with the City of Dong Hoi, Vietnam.

Key activities: • Participation in SWDC Jaixing – Bunbury Trade Missions to and from China. • Reciprocal cultural and economic trade delegations to China and potentially Vietnam. • Support for Margaret River Senior High School (MRSHS) exchanges. • Training for foreign visitors in conjunction with MRCCI and others. • Marketing materials in foreign languages. • SWDC and Austrade Partnerships to receive visiting delegations. • Fostering China and India Ready strategies within the Shire’s operations. • Working with Tourism WA and the SWDC to attract investment into strategic tourism

sites. • Working with MREC partners to foster international students to the Margaret River

Education Campus. Performance measures:

• Completion of signature projects. • Number of international trade delegations visiting the Shire. • Level of international investment in the Shire. •


Participation in SWDC Jaixing – Bunbury Trade Missions to and from China. Reciprocal cultural and economic trade delegations to China and potentially Vietnam


8. Summary of Signature projects – what we have to do

STRATEGIC THEME SIGNATURE PROJECT TIMEFRAME Wine and Food Celebrating the 50th anniversary of the

establishment of wine production in the Shire.

2017

Wine and Food Feasibility study of the conversion of the Beenup Mine site for a milk processing plant.

2017-18

Wine and Food Support any industry efforts to locate a meat processing plant in the Shire.

2016-21

Wine and Food Support for commercial fishing, seafood processing and maritime businesses at the Augusta Boat Harbour.

2016-26

Tourism Development Shire Caravan Park Redevelopment 2016-26 Tourism Development Augusta Boat Harbour activation through

events and dual use path connectivity. 2016-26

Tourism Development “Your Margaret River Region” branding and signage project.

2017-2020

Tourism Development Iconic Events sponsorship. 2016-26 Tourism Development Wadandi Track (Rails to Trails) southern

extensions 2016-26

Economic Infrastructure Integration of the Margaret River Perimeter Road into the local distributor road network.

2017-18

Economic Infrastructure Completion of the Margaret River Main Street redevelopment.

2018-19

Economic Infrastructure Stewardship of the Gracetown Expansion Subdivisional Process

2017-21

Economic Infrastructure Completion of the Cultural Centre redevelopment.

2017-19

Economic Infrastructure Becoming equity partners in a new Regional Waste Management Facility.

2021-26

Economic Infrastructure Encouraging the establishment of renewable energy production on a commercial scale within the Shire.

2021-26

Creative Industries Support for creative industry development eg Creative Emergence Festival, Readers and Writers Festival, MR Open Studios.

2016-26

Creative Industries Site assessment for the Fixed Wireless NBN roll out.

2016-21

Creative Industries Curtin University Partnerships through the Margaret River Education Campus.

2016-26

Competitive Business Main Street upgrading in Augusta, Cowaramup and Margaret River.

2016-26

Competitive Business Business Awards sponsorship. 2016-26


Competitive Business Business Friendly Shire and Buy Local policies.

2016-26

International Plans Sister City agreement with City of Haining, China.

2016-26

International Plans Potential economic and cultural agreement with Dong Hoi.

2017-21

9. Measuring success – what are our targets The Shire of Augusta Margaret River Economic Development Strategy aims at driving a vibrant and diversified economy which has greater resilience to the macro-economic forces which impact on the Region’s key economic drivers – wine manufacturing, food and agriculture and tourism. The Shire is a key player in the economic development of the Shire and the Margaret River Region along with the other tiers of Government, the private sector and the peak bodies which lead their industry sectors. Measuring success will be undertaken by trend analysis from key statistical data published about the Shire’s economy including that published by the Shire itself. Key targets which will indicate the success of the EDS will be:

• Increased visitation particularly during the May-August winter downturn. • Increased length of visitor stay. • Increased visitor spending. • Improved occupancy rates of accommodation providers in the Shire. • Increased number of jobs in the economy. • Improved average weekly earnings compared to south west and state Averages. • Increased exports of wine, agricultural and food produce from the Shire. • Increased level of private sector investment. • Increased business and investor confidence. • Increased number of businesses operating within the Shire.

Targets will be further refined and quantified when the EDS is put to Council for final adoption in the second half of 2016.

Hamelin Bay

Karri Forest, Boranup


The board of the Margaret River Chamber of Commerce and Industry at the Margaret

River region Business Awards, sponsored by the Shire

Surfers Point – home to the Margaret River Drug Aware Pro


10. Implementing the strategy The EDS will be implemented over a ten year timeframe through a combination of signature projects being completed as well as annual investments made through Shire, Government and private sector funding on an ongoing basis. Partnerships Sustainable economic development is the shared responsibility of many key stakeholders with an interest in the economic prosperity of the Shire. The Shire of Augusta Margaret River will therefore implement the EDS in partnership with State and Federal Government Agencies, local Chambers of Commerce and Industry and business associations, the Margaret River Busselton Tourism Association, the Margaret River Wine Association, event organisers and the various private sector industry sectors. Funding The principal sources of external funding which underpin the major signature projects are the State Government’s Royalties for Regions (RfR) Program, the Federal Government’s National Stronger Regions Fund (NSRF), Lotterywest funding for community components and, potentially, corporate sponsorships. Monitoring The ongoing collection of data will be used to monitor the progress of the EDS with the main sources being:

• ABS census and inter-census data. • Tourism WA and tourism sector data. • MRWA reports and publications. • SWDC reports and publications. • Department Food and Agricultural WA data and publications. • Shire surveys and data collection.

The EDS will be reviewed in 2021 Implementation Plans Funding for the implementation of the signature projects and annual investments prioritised in the EDS will be identified in the Shire’s Long Term Financial Plan (LTFP) which will be used incorporated in the four yearly Corporate Plan and annual budgeted program of works. The Economic Development Strategy 2016 - 2026 is a vision to guide the transformation of the Shire’s economy over the next ten years as well as prioritising Shire spending and investment. The strategy will be used as a tool to assess and prioritise funding needs to assist in working collaboratively with partners and to underpin bids for funding from all levels of government through targeted advocacy with decision makers and funding bodies.


The Augusta Boat Harbour has been the catalyst for significant economic growth in the marine sector and has delivered numerous benefits to the South West. The harbour’s pen occupancy rates are well beyond the first year estimates with 28 of the 40 pe ns being hired on an annual basis


‘Sustainable, Healthy and Fair Food’

Urban and Regional Food Declaration

Food is fundamental to life and health. Increasing urbanization, the industrialization of agriculture and a changing climate are adversely impacting many parts of the global food system. This interconnected food system includes production, processing, distribution, consumption, waste management, and meaning creation. The food system faces compounding global challenges and variable local issues. The scale of these challenges and issues is reflected in local concerns about food security, producer livelihoods, local economies, damage to ecosystems, persistently high levels of hunger and malnutrition, a pandemic of dietary-related illness and disease, and biodiversity reduction. Many organization and government policy areas—including health, planning, transport, infrastructure, economic development, education, trade, biosecurity and environment—are relevant to the food system. A coherent long-term food policy, at whatever level and scale of governance, enables the integration of these different areas. Cities and regions need a sustainable, fair and resilient food system that provides dignified access to healthy food for all citizens, offers viable livelihoods for local producers, and engenders careful stewardship of regional ecosystems. Purpose To achieve a vision of a sustainable, healthy and fair food system, integrated action is needed from individuals, communities, businesses, organisations and governments. The purpose of this Declaration is to encourage such action through offering the following:

• A set of agreed principles; • A lexicon of agreed definitions and common language; • A generalized framework for policy and legislative changes; • A tool for mobilization and advocacy; and • An associated set of tools for assessment and analysis.

Vision Signatories to this ‘Urban and Regional Food Declaration’ share a vision of a sustainable, healthy and fair food system. We commit to the following characteristics as shaping our approach towards such a system: • A thriving diversity of food production throughout our towns and cities and countryside,

from networks of backyard, community and school gardens, to market gardens, ethical animal rearing, orchards, vineyards and food forests in our peri-urban and regional areas.

• A valuing of food producers as caretakers of the land and ecosystems, and as guarantors of our present and future food security.

• An expansion of farmers’ markets, a wide variety of farm-gate shops and trails, and high streets revitalised with shops that burst with local and seasonal produce, all supporting a growing local food economy that generates jobs and livelihoods for communities.

• A food system that supports the health and well-being of all, recognising that access to good food is a fundamental and universal human right.

The food system is a complex set of practices that face unique and unprecedented challenges. This Declaration and its principles are based upon four domains as expressed in Figure 1: Circles of Social Life1.

Principles2 Ecology: Our food system should actively maintain the health and integrity of the natural environment on which it depends, seeking to maintain the health of existing ecosystems and enhance biodiversity. Economics: Our food system should support, create and sustain local and regional livelihoods while building a resilient food industry. Politics: Governments and organisations should collaborate and work holistically, both internally and externally, while proactively engaging with communities to inform policy, planning and legislative actions relating to environmental stewardship, food security, health and wellbeing, and urban and regional livelihoods. Culture: Our food system should embrace the diverse and cultural significance of food, recognizing its central role in promoting social cohesion, life-long and intergenerational learning, and community health and wellbeing.

Figure 1. Circles of Social Life

An understanding of and agreement with these principles provide the basis to engage in further collaborative action.

1 Developed by Professor Paul James. For more information, see http://www.circlesofsustainability.org/ and

Urban Sustainability in Theory and Practice.

http://www.circlesofsustainability.org/

http://www.routledge.com/books/details/9781138025738/

Signatories

Katy Barfield CEO

United Nations Global Compact

Cities Programme

Shahana MacKenzie CEO, Australian Institute of Landscape Architects

Australian Food Alliance

Alison Peake, Director, Slow Food Melbourne

Suzette Jackson Director

Lord Mayor Robert Doyle

Elaine Montegriffo CEO

Miranda Sharp, Director & Founder Melbourne Farmers Markets

Rob Rees MBE, Founder and Director

Tammi Jonas President Australian Food Sovereignty Alliance

SHIRE OF AUGUSTA MARGARET RIVER ORDINARY COUNCIL MEETING 27 APRIL 2016

11.1 Chief Executive Officer 11.1.2 REVIEW OF PUBLIC QUESTION AND DEPUTATION

GUIDELINES FOR MEMBERS OF THE PUBLIC

Attachment 1 – Updated Information Sheet for Public Use – Public Questions and Deputation at Council Meetings

© SHIRE OF AUGUSTA MARGARET RIVER

Things you should know about Public Questions and Deputations at Council Meetings

Local Government Act 1995 Standing Orders Local Law 2011

Ordinary Meetings are the most important arena for Councillors to consider the business of the Shire and how it affects their community. To help members of the public participate, and enhance relationships with its community, the Council allows public questions to be asked and deputations to be made.

Public Questions Public Question Time is a means by which members of the public can seek responses from Council about issues affecting the local government of which are concern to them. It also provides the Shire with a mechanism to identify issues of importance to the community. Questions asked during Public Question Time must pertain only to business of Council. This includes any matter before Council at the meeting or any issue relating to the Shire. Here are some important things to remember when you prepare and deliver your question to Council: • Ensure your question is clear and concise • Do not phrase your question as a statement or personal opinion • Ensure your question is not an offensive nature to any member of the public, the Council or employee of the Shire A maximum of 20 minutes will be allowed for public question time unless extended by the Presiding Member or decision of Council. To ensure that people are given an equal and fair opportunity and time is used efficiently, questions will be limited to two per person if there are a number of persons wishing to ask questions. Questions must be asked by the author at the meeting. Prior to asking a question you must state your name and address. The Shire President may nominate a Shire officer to answer the question and may also determine that any complex questions requiring research be taken on notice and answered in writing. A summary of each question asked and the response given will be included in the minutes of the meeting. Responses to questions that are taken on notice will be included in the agenda of the next ordinary meeting of Council. If you wish to ask a question, please complete the Public Question Time Form and submit it to the Minutes and Agenda Officer prior to the commencement of the meeting. You can do this via email [email protected] or alternatively, the Minutes and Agenda Officer will be available 15 minutes prior to the commencement of the meeting to receive completed submission forms.

Deputations A deputation is a presentation by a member of the public regarding an item on the agenda in which the speaker/s has a direct interest. A deputation must be requested in advance of the meeting and approved by the Shire President. Below are a few things to remember about deputations: • Email the Minutes and Agenda Officer your request for deputation as soon as possible (the

Standing Orders state that the application needs to be received by the CEO five working days before the meeting, so any request received after this time will be approved only at the discretion of the Shire President)

mailto:[email protected]

• Include a concise description of the purpose of your deputation and to which agenda item it relates

• A maximum of 3 people may present per deputation, with a maximum of five minutes each, or ten minutes if only one person presents

• You will need to provide the Shire with a written copy of your deputation notes • Deputations may not be of an offensive nature and may be terminated if the Presiding Member

deems it necessary • The speaker must be prepared to answer questions from the Council with regards to their

presentation If you would like to know more about the procedures for Public Question Time and Deputations, please contact the Shire’s Minutes and Agenda Officer on 9780 5253 or email [email protected].

Document and Version Control Table

Strategic outcome Community Strategic Plan 2033 (CSP) Corporate Business Plan 2014-2018 Goal 5: Effective Leadership and Governance Community Outcome 5.5: Community and Customer Focus Strategic Response 5.5.2: Communicate effectively with the community and promote the Shire’s positive image.

Responsible Directorate Governance

Authority of original issue:

Council

Date of original issue: 27 April 2016

Contact officer Council Minutes and Agenda Officer

Date of next review: April 2019 File number GOV/10, GOV/60

Document ID number [number assigned by SynergySoft]

Related documents Public Question Time and Deputation Regulations

Legislation Local Government Act 1995 Standing Orders Local Law 2011

Version Date issued Approved by Brief description

Example 1.0

2014

Initial issue

1.1 27/04/2016 COUNCIL DECISION OM2016/75

Change to limitations on public question time.

mailto:[email protected]

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