1. travel
2. tourist destinations
3. australia and new zealand

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annual report 2009-10
lo o k ing fo r wa r d
table of contents
fremantle profile5
mayor's report6
elected members7-8
council/committee meeting attendance 2009–107-8
ceo’s report9
city of fremantle organisational structure10
directors 2009–1010
highlights:
> city management11
> community development 15
> corporate services 19
> technical services 23
> planning and development 27
statutory reporting31
disability access and inclusion plan (DAIP)32
plan for the future33
abbreviated financial report
35–42
City of Fremantle Annual Report 2009-10
5
5
fremantle profile
Fremantle is a historic port city located
to the south–west of Perth, Western
Australia. Fremantle was established in
1829 at the mouth of the Swan River,
and is bounded by the Indian
Ocean to the west.
Fremantle has been Western Australia’s major city for much of its early
history and today Fremantle sustains a rich mixture of cultures and
nationalities. Each year a large number of tourists visit Fremantle to take
in the maritime history, laid back atmosphere and unique culture that
permeates the city.
The population of Fremantle has grown steadily over the past 20
years from 23,500 in 1990 to over 28,000 in 2010. The population
growth rate over the past three years has been buoyed by residential
developments in the northern part of the city.
Despite the population growth residents are getting older, with the
proportion of residents under the age of 18 falling from 21% in 1991 to
17.6% in 2006. Over the same period the percentage of residents over
50 has increased from 29.5% to 36.4%.
Households in Fremantle tend to be small, with 70% of dwellings
having one or two people, whilst only 4% have five or more people.
Car ownership is reflective of the small households; 13% of households
have no vehicles and less than 10% of households have three or more
cars. Fremantle residents are well educated with 24% of the population
having a bachelors degree or higher.
One third of Fremantle residents were born overseas. The majority of
these residents originate from Europe, New Zealand, South Africa and
the USA. About 15% of residents come from non English speaking
backgrounds. Of those, Italians are the most common making up over
4% of the population. Over 50% of Fremantle residents are Christian,
whilst 27% have no religion.
The Fremantle economy is diverse with more than 2,000 registered
businesses operating across a large range of sectors. Many are small
businesses with 75% employing less than five people.
The industry employing the most people in Fremantle is health and
community services. Over 17% of Fremantle workers are employed in
this sector which is influenced by the presence of Fremantle Hospital.
Retail trade and manufacturing are also strong employers with 14.5%
and 13.5% of the workforce respectively. The local gross product of
Fremantle reached $3.6 million in 2009.
Fremantle is home to the largest working port in Western Australia
servicing over 26 million tonnes of cargo and $23 billion in trade
annually. The Fremantle Port is also an increasingly popular cruise ship
destination with over 39 visits in 2009.
City of Fremantle Annual Report 2009-10
6
6
mayor’s report
The 2009–10 financial year has been a period of transition for the City of Fremantle.
With a newly–elected council, we have been given the opportunity to start afresh,
Dr Brad Pettitt, Fremantle Mayor
take a step back and identify a strong and clear direction for the future of the city.
This is a complex and challenging task, but over the past year I believe we have laid
the foundations towards creating a revitalised Fremantle.
In 2009 we
adopted our
biggest ever
annual budget
totalling almost
$74 million.
As a key regional centre, we attract more than
11 million visitors annually who all use our services and
infrastructure along with our 27,000–plus residents.
In 2009 we adopted our biggest annual budget
totalling almost $74 million.
The budget is a strategic budget which reinvests
in the renewal of Fremantle through a $20 million
capital works program of which $9 million has been
ear–marked for building renewal including the $4.6
million enhancement of the Hilton Precinct and
Hilton Police and Community Youth Centre.
The City began borrowing an additional $2 million
over the next two years to undertake significant
asset renewal projects as well as potential projects
that will return their investment to the City.
Other capital works undertaken during the year
included:
• $500,000 towards conservation works at the
Fremantle Markets site;
• $3.75 million for road improvement projects;
• $700,000 towards footpath renewal projects;
• An additional $500,000 towards renewing
City of Fremantle infrastructure.
In February 2010, the City held a series of
workshops which resulted in the seven key
strategic imperatives that form the basis of the
City’s focused 2010–15 Strategic Plan:
These specific imperatives had been identified as
the categories critical to the success of revitalising
Fremantle. A clear vision has been developed and
we promise to turn Fremantle into an even more
liveable city with a variety of cultural, housing,
economic and recreational incentives.
On 1 July, 2009 the City of Fremantle reached
an important milestone in becoming Australia’s
second–only carbon neutral city. The strategy
enabled the City to switch to 100 per cent “green”
power to be used for street–lighting, to power
the City of Fremantle Town Hall Administration
Building, the Fremantle Leisure Centre, Fremantle
Arts Centre, Queensgate multi–storey car park
and in the City’s commercial properties. We also
invested in Perth’s largest solar photovoltaic array
on the roof of the Fremantle Leisure Centre. As a
progressive organisation, we have a responsibility
to demonstrate that sustainable energy is both
cost–effective and practical.
As you can see from this report, there are plenty
more exciting projects underway that I couldn’t
possibly fit in here.
I would like to thank former Mayor Peter Tagliaferri,
and council members for setting the foundations
for the new council to work with. And I also thank
City of Fremantle staff who have worked tirelessly
behind the scenes. The future looks bright and it
fills me with optimism to continue working with
you during 2010–11.
• Economic development;
• Urban renewal and integration;
• Climate change and environmental protection;
• Transport;
• Character;
• Community and safety; and
• Capability.
Dr Brad Pettitt, Fremantle Mayor
City of Fremantle Annual Report 2009-10
7
7
elected members
1 July 2009 – 18 October 2009
Mayor
Peter Tagliaferri
Term expired October 2009
Planning services committee
Strategic and general services committee
Library advisory committee
North ward
Cr Doug Thompson
Term expired October 2009
Strategic and general services committee
Cr Robert Fittock
Term expires October 2011
Planning services committee
South ward
Cr Jon Strachan
Term expired October 2009
Planning services committee
Cr Georgie Adeane
Term expires October 2011
Strategic and general services committee
Library advisory committee
City ward
Cr Les Lauder
Term expired October 2009
Planning services committee
Cr Donna Haney
Term expires October 2011
Strategic and general services committee
Library advisory committee
Hilton ward
Cr Alice King
Term expired October 2009
East ward
Cr Brad Pettitt
Term expired October 2009
Cr Bill Massie
Term expires October 2011
Cr John Dowson
(Deputy Mayor)
Term expires October 2011
Strategic and general services committee
L brary advisory committee
Planning services committee
Beaconsfield ward
Cr John Alberti
Term expires October 2011
Strategic and general services committee
L brary advisory committee
Plann ng services committee
Strategic and general services committee
L brary advisory committee
Cr Shirley Mackay
Term expired October 2009
Planning services committee
1 July 2009 to 18 October 2009
ELECTED MEMBER
COUNCIL (4)
PLANNING SERVICES COMMITTEE (7)
STRATEGIC and GENERAL SERVICES COMMITTEE (3)
Mayor Peter Tagliaferri
Cr Doug Thompson
Cr Robert Fittock
Cr Jon Strachan
Cr Georgie Adeane
Cr Les Lauder
Cr Donna Haney
Cr Alice King
Cr Bill Massie
Cr John Alberti
Cr Shirley Mackay
Cr Brad Pettitt
Deputy Mayor John Dowson
4/4
3/4
4/4
4/4
2/4
4/4
4/4
3/4
3/4
3/4
4/4
4/4
4/4
4/7
–
6/7
4/7
2/2
6/7
1/1
–
7/7
6/7
1/1
–
6/7
1/3
2/3
1/1
1/1
2/3
–
3/3
2/3
1/1
–
3/3
3/3
–
EXPLANATORY NOTES: when an elected member cannot attend a committee meeting, the other EM for that ward may be deputised in their place, even if not a regular committee member;
City of Fremantle Annual Report 2009–10
8
North ward
North ward
City ward
East ward
Hilton ward
South ward
Beaconsfield ward
19 October 2009 – 30 June 2010
Mayor
Dr Brad Pettitt
Term expires October 2013
South ward
Cr Andrew Sullivan
Term expires October 2013
Hilton ward
Cr Sam Wainwright
Term expires October 2013
East ward
Cr Dave Coggin
Term expires October 2013
Term expires October 2011
Cr Bill Massie
Term expires October 2011
Cr John Dowson
Term expires October 2011
Planning services committee
Planning services committee
Strategic and general services committee
Cr Georgie Adeane
Library advisory committee
North ward
Cr Doug Thompson
(Deputy Mayor)
Term expires October 2013
Strategic and general services committee
Library advisory committee
City ward
Cr Tim Grey–Smith
Strategic and general services committee Term expires October 2013
Planning services committee
Cr Robert Fittock
Term expires October 2011
Cr Donna Haney
Planning services committee
Term expires October 2011
Strategic and general services committee
Library advisory committee
Strategic and general services committee
L brary advisory committee
Plann ng services committee
Strategic and general services committee
L brary advisory committee
Plann ng services committee
Beaconsfield ward
Cr John Alberti
Term expires October 2011
Strategic and general services committee
L brary advisory committee
Cr Josh Wilson
Term expires October 2013
Plann ng services committee
19 October 2009 to 30 June 2010
ELECTED MEMBER
COUNCIL (4)
PLANNING SERVICES COMMITTEE (7)
STRATEGIC and GENERAL SERVICES COMMITTEE (3)
Mayor Dr Brad Pettitt
Deputy Mayor Doug Thompson
Cr Robert Fittock
Cr Andrew Sullivan
Cr Georgie Adeane
Cr Tim Grey–Smith
Cr Donna Haney
Cr Sam Wainwright
Cr Bill Massie
Cr John Alberti
Cr Josh Wilson
Cr Dave Coggin
Cr John Dowson
9/9
8/9
9/9
9/9
8/9
7/9
5/9
9/9
9/9
8/9
8/9
8/9
8/9
13/15
1/1
13/15
14/15
1/1
10/15
–
–
15/15
1/1
12/15
1/1
12/15
7/8
7/8
1/1
2/2
6/8
2/2
4/8
7/8
–
7/8
–
8/8
–
the mayor’s attendance at planning services committee meetings is optional, not a requirement; council elections held in 2009 with the change–over on 19 October 2009.
City of Fremantle Annual Report 2009–10
9
ceo’s report
The 2009–10 financial year saw
a return to a degree of economic
normality and stability, after the
tumultuous and disruptive global
financial crisis (GFC) of 2008–09,
which for the City of Fremantle
meant a return to more normal
levels of building and planning
applications, investment earnings
and other revenue streams.
The 2009–10 financial year was a significant
year of change for the City with the retirement
of Mayor Peter Tagliaferri in October 2009 after
eight years at the political helm. The elections in
October saw Dr Brad Pettitt elected as mayor
along with four new councillors.
As with any significant change in the make–
up of council, I established a process for the
new council to confirm its strategic direction.
Following a series of workshops and public
feedback, the City’s new 2010–15 Strategic Plan
was adopted in June 2010.
Recently, there has been a sense that Fremantle
is in slow economic decline; therefore building a
stronger economy became one of the seven key
categories of the strategic plan. Other key areas of
the plan are:
• Urban renewal and integration;
• Transport;
• Climate change;
• Character (of Fremantle);
• Community safety; and
• Organisational capability.
A number of new initiatives have been put in
place to support the strategic direction such as
developing a new process for the community
(via working groups) to work with council
to help achieve key strategic outcomes.
Other initiatives implemented
over the past two years
to improve organisational
capability
include
a
significant investment in new
corporate information systems,
implementation of organisation–wide
project management, expanded economic
development team, establishing a governance
project team, developing a community
engagement framework and policy to guide
how we interact with our community, monthly
reporting of progress against the strategic plan,
and coaching and mentoring program for the
management team.
Graeme Mackenzie, City of Fremantle CEO
These initiatives along with many others have
improved our organisational performance and
capacity. However, there is still a strong State
Government reform agenda which affects all
local governments, and to which the council and
the administration need to be engaged.
The 2009–10 financial year saw many changes
to the planning system, with the introduction of
development assessment panels, greater powers
for the Western Australian Planning Commission
to direct local governments to amend their
planning schemes, and other reforms which impact
on how local communities plan their districts.
The Local Government Minister also continued
his push for reform of local government through
amalgamations.The Minister’s Steering Committee
report was released during the financial year with
a recommendation for targeted government
intervention in the Fremantle area. The City
of Fremantle and Town of East Fremantle have
been approached to form a regional transition
group with a view to transitioning into one local
government. A regional transition group has not
been agreed upon by both councils and has
progressed no further at this time.
On a positive note, CHOGM and Perth 2011
World Sailing Championships are some of the
things to look forward to in 2011. I have appointed
an officer to liaise with Perth 2011 so that we can
take full advantage of the worldwide exposure
not seen since the America’s Cup defence.
There are many more achievements and initiatives
and I encourage you to review those in the report.
Once again, thanks to all staff for their continued
commitment and dedication that allows the city
to achieve all that it has and all that it can be.
Graeme Mackenzie, chief executive officer
City of Fremantle Annual Report 2009-10
10
10
city of fremantle organisation
Directors 2009–10
Graeme Mackenzie Chief executive officer
Philip St John Director planning and development
Provides organisational leadership and key liaison
between elected members and staff. Responsible
for implementing council plans and has economic
development and marketing and governance units
reporting directly to the CEO.
Responsible for leadership and management of
the planning and development directorate,
including sustainable development, heritage, urban
design, City development projects, strategic and
statutory planning, environmental health, building
and development compliance. Peter Pikor D rector technical services
Responsible for management of City’s infrastructure
assets including roads, stormwater drainage, footpaths,
parks, reserves, maintenance of buildings, plant fleet,
waste management, and graffiti.
Marisa Spaziani Director community development
Responsible for the community development
directorate comprising the cultural development –
festivals, Fremantle Arts Centre and Moores Building
Contemporary Art Gallery, Fremantle Leisure
Centre and Samson Recreation Centre, library and
information service, community development inclusive
of community engagement, sport and recreation,
positive ageing, youth, aboriginal engagement, The
Meeting Place, Fremantle Legal Centre, Warrawee,
Buster the Fun Bus, community housing sites and
home and community care programs.
Glen Dougall D rector corporate services
Responsible for finance services, rates, human
resources, information technology, record management,
service and information, parking and ranger services
and commercial properties.
City management
Elected members
Economic development and marketing
Corporate services
Community
development
Planning and
development
Technical services
Finance services
Fremantle Arts Centre
Planning projects and policy
Infrastructure services
Human resources
Fremantle Leisure Centre
Development services
City works management
Information technology
Fremantle City Library
and information services
Service and information
Parking, community safety
and ranger services
Commercial properties
Cultural development
Community development
11
city management
highlights
2010–15 Strategic Plan
The City of Fremantle 2010–15 Strategic Plan was developed through a series of workshops and
meetings after the October 2009 local government election, and adopted by council in June 2010.
The strategic plan identifies the themes and values that articulate a clear vision for a vibrant, creative
and innovative, diverse and sustainable Fremantle, expressed through seven strategic imperatives:
1
2
Economic development
3
Climate change and environmental protection
4
Strengthen Fremantle’s economic capacity.
Urban renewal and integration
Provide a great place to live, work and play through
growth and renewal.
Lead in the provision of environmentally sustainable solutions
for the benefit of current and future generations.
5
Character
6
Community and safety
7
Sustain and grow arts and culture and preserve the
importance of our social capital, built heritage and history.
Create a community where people feel safe in both
private and public spaces.
Capability
Deliver on the achievement of our strategic imperatives
through good governance, strong leadership, effective communication and excellence in delivery.
Transport
Lead in the provision of environmentally and economically
sustainable transport solutions.
Each imperative outlines clear anticipated outcomes, targets (in the next five years) and plans and
projects are identified in the strategic plan for each strategic imperative.
To assist achieving these, council has commenced and will continue to, in the 2010–11 financial year
and beyond, establish working groups with specific project objectives and specific timeframes for
achieving those objectives.
City management provides monthly reports to the council on progress in implementing the strategic plan.
City of Fremantle Annual Report 2009–10
The strategic plan identifies the themes
and values that articulate a clear vision
for a vibrant, creative and innovative,
diverse and sustainable Fremantle...
Economic development
Differential rate
As a consequence of the increased focus on economic development
by the council, the economic development and marketing unit within
City management was restructured and an appropriately resourced
economic development team is being established.
The council started levying a differential rate on the Fremantle
commercial sector and in the environs of the Fremantle commercial
business centre, including Fishing Boat Harbour, in the 2008–09
financial year for the purpose of supporting business activity through
increased and targeted marketing. The funds raised in 2008–09 and
2009–10 were allocated for this purpose in accordance with the
advertised notices.
The council established the economic development working group to
develop an economic development strategy that identifies the short,
medium and long term actions necessary to strengthen the economic
capacity of Fremantle by ensuring that Fremantle, through growth and
renewal, continues to be a great community to be part of.
During the development of the City of Fremantle 2010–15 Strategic
Plan, economic development was identified as an area in need
of particular attention. Independently the Fremantle Chamber of
Commerce identified the same need and lobbied the council for
the funds raised from the differential rate to be directed towards
economic development initiatives. In May 2010 the council resolved
that the expenditure of the differential rate funds would now be
focused on economic development.
The council established a differential rate working group to develop
specific recommendations for consideration for the expenditure of
the funds raised from the differential rate.
12
City of Fremantle Annual Report 2009-10
destination
(tourism)
The planning and development of
a new City of Fremantle website,
www.fremantle.wa.gov.au has been
a major activity during the year...
13
CBD
(retail and
professional services)
marketing &
communication
Marketing
The restructuring of the economic development and marketing unit
resulted in the establishment of a well-defined marketing team within
the unit.
The preparation of two distinct marketing plans commenced –
destination (tourism) and CBD (retail and professional services)
– as well as a marketing and communication plan for the organisation.
The planning and the development of a new City of Fremantle website,
www.fremantle.wa.gov au has been a major activity during the year.
The production and distribution of a comprehensive annual calendar,
distributed throughout Fremantle has continued. The calendar lists
many of Fremantle’s significant civic and cultural events and includes
a comprehensive list of City of Fremantle services and contact details.
The website continues to be an important focal point for communication.
The City has continued to utilise the
‘find yourself in fremantle’ brand in its
business--related marketing activities.
City of Fremantle Annual Report 2009-10
Anzac Day 2010 at Monument Hill.
14
Australia Day citizenship ceremony.
Event management
As a consequence of taking on additional responsibilities and internal
staff transfers the event management team was expanded.
The team planned and conducted Fremantle’s Australia Day
celebrations incorporating a citizenship ceremony and Cracker
Night, as well as Foundation Day celebrations; and the Anzac Day,
Battle for Australia and Remembrance Day commemorations,
among many other civic and corporate events.
The team now also manages the bookings of the Fremantle Town Hall,
other civic halls in the city and the many reserves and public areas for a
diverse activities and events, including performances, exhibitions and for
many wedding ceremonies.
Media
City of Fremantle CEO, Graeme Mackenzie with Melissa Parke MP, Federal Labor Member
for Fremantle and Fremantle Mayor, Dr Brad Pettitt at Cantonment Hill.
BUSINESS
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2
Free summer concerts | Boom time in port city
Building in sustainabil ty | Benefits of street trees
A Day in the Life of
During the year the City consolidated much of its communication
with the residents of Fremantle through a local newspaper with a
weekly full-page or half-page advertisement – Fremantle News.
The City of Fremantle continues to attract considerable media
interest and responding to media enquiries is a daily task.
n
Energy Bus ing Angels w th the tools of the trade
M
The media team has regularly identified and brought to the attention
of media outlets a range of the City’s many worthy activities and
initiatives, and has enjoyed considerable success in take-up, not only
in local newspapers, but also by radio and television.
FCN pg 5
The quarterly 12-page
Fremantle City News
magazine for residents
replaced the FreoSplash
newsletter in 2009.
www fremantle wa gov au
Foundation Day luncheon at the Fremantle Town Hall.
15
community development
highlights
In the 60th year of free public library
services in Fremantle, 281,415 people
visited the library, borrowed 251,680
items and contributed to the 87%
satisfaction rating achieved by the
library in the City’s 2010 community
perceptions survey.
City of Fremantle Annual Report 2009-10
16
Directorate’s key achievements during 2009–10:
Fremantle City Library and Information Service
The Meeting Place Community Centre:
In the 60 year of free public library services in Fremantle, 281,415
people visited the library, borrowed 251,680 items and contributed
to the 87% satisfaction rating achieved by the library in the City’s
2010 community perceptions survey. Wireless internet access was
implemented following customer demand and a monthly guest speaker
program proved very popular. The library was successfully taken to
the community through the Fremantle Festival Parade, Children’s Fiesta
and East Fremantle Festival. Fremantle was invited to participate in a
There were 130 adult community education
programs delivered in which 1,368
community members participated. There
are nine community groups operating at the
centre with about 168 attendees per term.
th
City of Fremantle Library Heritage Week.
The Meeting Place offers a wide range of programs for the community.
pre-school literacy pilot, after the success of Better Beginnings early
literacy program. Analysis of Fre-info usage showed that despite a large
peak in online use of the service, there has been no decrease in phone
and in–person queries for community information over the past 10 years.
Fremantle Community Legal Centre
The centre provides legal and non–legal advisory services for people
experiencing financial disadvantage and in 2009-10 1,715 people
were assisted.
Aboriginal development
The City of Fremantle Wardarnji Aboriginal Cultural Festival and
NAIDOC celebrations were well–attended with an increase in local
community participation.
Warrawee Women’s Refuge
The refuge accommodated 39 women and 79 children escaping
domestic violence.
Youth
Young people and young families accessed youth services information,
advocacy, emergency relief, and referral services. A youth officer position
was created to improve youth engagement and increase activities for
youth in Fremantle.
Community engagement
The City adopted a community engagement framework to guide
improvements in how the City engages with the community. The precinct
system was reviewed after consultation with the community with an
action plan being formulated through a consultative working group.
Fremantle Volunteer Service
Fremantle Volunteer Services referred a total of 379 volunteers and
assisted 151 organisations with volunteer recruitment, retention and
management.
City of Fremantle Annual Report 2009-10
Recreation services
A range of club development and Active Freo initiatives were
implemented to increase community participation in physical activity.
Initiatives included Come–and–Try days for people with disabilities,
Bike–to–Work Breakfasts, the Winter Workout and seasonal
workshops.
Positive ageing
The operation of the One Stop Shop continued to provide
resources and information to seniors. A range of community projects
targeting over–55s were also implemented including the Seniors Tea
Dance, monthly information sessions, computer training and ongoing
craft, gardening and physical activity groups.
Buster the Fun Bus
Sharing a cuppa at the Bike-to-Work Breakfast.
Buster the Fun Bus provided seven supported–parenting sessions
each week throughout 2009–10 to parents of children 0–5 years in
Fremantle, Cockburn and Melville. About 100 families attended weekly.
Fremantle Community Care
Fremantle Community Care continued to provide a Dial a Ride
transport program to frail, aged and disabled clients, a social support
service and a podiatry service.
Cultural development
The City provided a number of festivals and events which drew large
audiences of locals and visitors, which cemented Fremantle’s reputation
as a cultural centre. These included:
• Fremantle Festival
Included a new Norfolk Lanes Youth music event that was well
received by young people, the street parade and Wardarnji
Aboriginal Cultural Celebration which attracted around 25,000 to
the event.
• Fremantle Street Arts Festival
The festival, now an icon event for Fremantle, attracted more than
100,000 people to the city with street artists from across Australia
and international acts featured during the three–day event.
• Fremantle Heritage Festival
A successful festival was staged with increased community
participation and awards to many worthy recipients across
Fremantle celebrating the importance of the city’s history both
cultural and physical.
Indigenous dancers performing at the 2009 Wardarnji Aboriginal Cultural Festival.
City of Fremantle Art Collection
Fertile Soil, the exhibition celebrating the 50th anniversary of the City’s
art collection toured to seven regional WA galleries.
Scenes from the 2009 Fremantle Festival.
17
City of Fremantle Annual Report 2009-10
18
Fremantle Arts Centre
The centre assumed control of the vacated north wing and now has a small
performance and seminar space, more galleries and artists’ studios.
The centre ran a high quality multi–arts program which attracted a large
and diverse audience.
Exhibitions included local, interstate and international artists and attracted
more than 30,000 visitors.
Highlights included:
• Pierre Bismuth, Academy award–winning French artist;
• Chinese Contemporary Photography as a part of Foto Freo;
• The Artists In Residency Program involved 28 artists, 20 from WA,
one from interstate and seven from overseas;
Fremantle Arts Centre Print Award 2010 supported by Little Creatures Brewing.
• The Music Program included three series, Soft Soft Loud (contemporary
chamber), WAAPA Direct and Sonic Sessions with Lucky Oceans.
The Sunday Courtyard Music series had 26 dates to a total audience of
9,600. The music program engaged 366 musicians in total, most of them
from WA;
• There were nine South Lawn concerts, including Elvis Costello (UK) and
Polyphonic Spree (USA), to a total audience of 22,000;
• The Learning Program had 4,200 enrolments and delivered 5,900 hours
of tuition, and;
• The shop Found at Fremantle Arts Centre continued to trade successfully.
Moores Building Contemporary Art Gallery
This unique exhibition space was booked solidly with 40 exhibitions and
about 400 artists. Visitor numbers have increased to around 30,000 with the
new café continuing to add vitality and appeal.
Inside Moore & Moore café at the Moores Building Contemporary Art Gallery.
Fremantle Leisure Centre and Samson Recreation Centre
The installation of 168 photovoltaic solar panels with the capacity of 29.4kw
per hour produces an estimated 49 mega watts per annum. This project has
been funded by the Federal Government as a part of the Stimulus Package
sent to all local authorities.
The leisure centre continues to grow in attendances and has had an increase
of 27,207 visits compared to 2008–09, totalling 433,901 for the 2009–10
period.
The City and Royal Lifesaving Society have entered into an agreement to use
the centre’s training room to conduct educational courses. The old change
room area has been refurnished into a 65sqm training facility. It is estimated
this arrangement will generate between $12,000 to $16,000 per annum.
The City was successful in receiving a grant from Lotteries West for three
climate control systems for Samson Recreation Centre.
Samson Recreation Centre hosted a variety of physical activities during the year.
Samson Recreation Centre tennis courts were resurfaced, the two courts
are again operational after being decommissioned for safety reasons.
19
corporate services
highlights
Corporate services is responsible for ensuring appropriate
and cost–effective support services are provided to help
all City of Fremantle business units achieve their service
delivery objectives. Corporate services staff are responsible
for ensuring financial and administrative processes comply
with relevant legislation and is provided in a manner which
assists the many different service needs of the City. Corporate
services also provides support to the mayor and elected
members and is responsible for the commercial aspects of the
City’s operations in parking and property management.
An important part of managing such a large local authority is
ensuring long–term financial plans match the ambitions and
strategic direction of the organisation, to ensure we deliver
on our promises. Work has continued in providing a financial
plan to help us achieve that aim, which has been used as part
of our management toolkit. As this tool is also designed to
provide the community with some certainty about services
and facilities planned over future years it is linked to our
strategic and corporate planning.
An important part of managing such a
large local authority is ensuring long–term
financial plans match the ambitions and
strategic direction of the organisation, to
ensure we deliver on our promises.
City of Fremantle Annual Report 2009-10
20
Service and information play an important role as the first point of contact between community and organisation.
Development of this plan in the past year has continued to focus on financial sustainability,
ensuring that we know what is necessary and that our budgets are structured to meet
those needs. The City has been acknowledged in its financial planning by achieving
a 4 5 star fiscal sustainability rating out of 5 for the past from an independent
FiscalStar Services Pty Ltd, a company which has rated all local governments
across Australia. The City also achieved a Category 1 rating from the Local
Government Reform Steering Committee in its assessment of our
sustainability through a checklist of items requested by the Local
Government Minister. Only 31 of the 143 councils in Western
Australia achieved this rating. The Steering Committee
classifies category one councils’ as; “evidence indicates that
there is existing organisational and financial capacity to
meet current and future community needs...”
The City also achieved
a Category 1 rating from
the Local Government
Reform Steering Committee in
its assessment of our sustainability
through a checklist of items
requested by the Local Government
Minister. Only 31 of the 143 councils in
Western Australia achieved this rating.
City of Fremantle Annual Report 2009-10
The City maintains some hard-copy records; however if possible they are entered into the electronic record-keeping system.
Service and information
The service and information unit plays a vital role in providing the
first point–of–contact for our customers. The focus for the centre
is to assist customers as efficiently and effectively as possible with
responses to their enquiries while creating an environment of
consistency.
Operating the City’s switchboard, and handling all cashier payments
and front counter inquiries, the centre assisted more than 120,000
people over the past 12 months.
In the next financial year, the service and information business unit
will continue to improve systems to provide a greater benefit to
the organisation with the development of the Customer Request
Management System.
Information technology
Information technology activities have been focused upon implementing
the Enterprise Resource Plan (ERP) with Technology One.
This has included lengthy testing and building of programs to meet
the City’s processes and training of staff for introduction from 1 July,
2009. The commitment and time dedicated to this project by staff
has been amazing and without this dedication this project would
have been difficult. As with all new systems there is still much to do.
The implementation of stage 1 has provided a great learning curve
for the organisation and will lead us to achieve far better processes
and practices in the way we do business into the future.
Finance and administration
Finance and administration plays a key role in assisting the council
meet its overall objectives by promoting efficient, effective and
accountable financial management practices. This includes assisting
in compliance with relevant statutory legislative requirements.
During the year,
finance staff assisted
in the implementation
of the new enterprise
resource planning
software which
included the full suite
of financial modules
ready for “live” use as
of 1 July, 2009.
21
City of Fremantle Annual Report 2009-10
22
Parking services
The City continues to work with community, business and visitors to
ensure parking is considered a necessary but pleasant requirement in
Fremantle. The City maintains a relatively low cost structure to ensure
that parking alternatives are provided for both short and longer–term
parking needs.
The City’s parking compliance section provide a dual role in assisting
the community with its parking needs and ensuring compliance of
the parking laws to ensure the community access and use of parking
facilities is fair for all.
During the year, the City introduced 30 new ticket machines around
street parking and off–street open parking areas. These new machines
provide for solar energy generation and allow for credit card payments
to reduce the need for users to require cash. As a result of the
excellent outcomes from these machines the City will look to replace
all of its ageing machines.
The new ticket machines will make it easier to pay for parking in Fremantle.
Community safety and rangers
The City has 11 closed circuit television security cameras (CCTV)
operating within the CBD and one mobile camera which are achieving
great results. Of the more than 1,000 recorded incidents since the
cameras were installed some 300 direct arrests have occurred with
a number of secondary arrests also taking place from information
passed onto police. These incidences include motor vehicle offences,
vandalism, and anti–social behaviour. Many incidences have also been
handled by the City’s ranger services and Nyoongar Patrol. Incidences
including the need for medical help and illegal dumping of rubbish have
also been recorded and responded to.
The City of Fremantle Security and Safety Group continues to meet
and explore ways of working together to improve safety within the
CBD. This group consists of City of Fremantle Community Safety
Section, WA Police, Nyoongar Patrol, university security, Myer security
and private security companies working in and around the city.
The mobile camera in operation in the CBD is helping keep the Fremantle community safe.
The purpose of this group is to share information about activities and
profiles to help every member implement solutions and work toward
solving emerging issues before they become too big.
Commercial properties
The City has commenced its conservation planning for the Fremantle
Markets. Architects Kelsall Binet have been engaged to develop
detailed costs for the implementation of the Conservation Plan.
The City looked into the cinema complex at its Queensgate site with
the consideration of a future upgrade to provide commercial office
space. This review will be further considered over the next 12 months
with plans and costs being developed and scoped.
Management of our commercial sites enables the City to maintain a
variety of revenue sources which supports our longer term financial
sustainability.
Planning for the Fremantle Markets Conservation Plan.
23
technical services
highlights
Technical services are responsible for management of the City’s
infrastructure assets, including roads; storm water drainage,
footpaths, parks, reserves, vehicle fleet and maintenance of the
City’s building portfolio. The technical services unit provides a
comprehensive range of technical skills covering infrastructure
management and provision of project management expertise
for specific projects undertaken by the City. City works is the
preferred contractor for construction and maintenance works to
manage these assets.
In 2009–10, the City completed $4.2 million of improvements in
its infrastructure capital works program, partly funded by $1,056
933 of grants from bodies such as Main Roads WA and the
Federal Department of Transport and Regional Services (Roads
to Recovery program). The City also spent $4.8 million on routine
maintenance of the City’s infrastructure assets.
Major programs exist for road reconstruction and rehabilitation,
drainage, footpath replacement, Street Vision projects and traffic
management projects, as well as parks and environmental projects.
In 2009–10, the City
completed $4.2 million
of improvements in its
infrastructure capital
works program.
City of Fremantle Annual Report 2009-10
24
In 2009–10 an
additional amount
of $530,000 was set
aside for renewal
projects and
maintenance works
to improve the look
of the city.
Pavement cleaning during the early hours of the morning.
In 2009–10, major projects included:
• Right of way 27 reconstruction works completed
• Henry Street fully reconstructed as part of the major road reconstruction program
• South Terrace rehabilitation completed, including upgrades of the road and paths
• Drainage upgrades included Stevens Street and Amherst Street
•
Traffic management improvements included:
- James/Queen Victoria Street intersection signalisation improvements
- Winterfold Road and McCombe Avenue roundabout
• $1 million spent annually on the Road Preservation Program, which included sites on Marine Terrace and Elder Street
• $600,000 on the continuation of the footpath replacement program
• Lefroy Road cycle lane installation
• Street lighting was upgraded in various areas
• Playground equipment installed at Esplanade Reserve
• Stevens Street car park upgrade
• Roof replacement at Port Beach
• Fremantle Leisure Centre solar panel installation
• Stage one works at the Hilton Community Centre development
• The City has planted over 550 street trees under the major tree planting program through direct planting and customer requests
New bicycle lanes on South Terrace.
Roundabout on Winterfold Road and McCombe Avenue.
Work in progress at the Hilton Police and Community Youth Centre.
City of Fremantle Annual Report 2009-2010
Pirate ship playground at South Beach.
Challenges exist for the technical services directorate in
continuing to provide a balanced infrastructure asset
management strategy from available financial resources
given the relative age and condition of these assets, and the
demands for other funding programs.
Waste management
The chart indicates the tonnages of Fremantle waste disposed of during the 2009–10 financial year.
Waste disposal (t)
7356
cockburn (waste)
3840
materials recovery facility (recycling)
600
green waste facility
7488
waste composting facility (putrescrible)
City of Fremantle Annual Report 2009-10
A major focus for the infrastructure team was the continuing
development of asset management plans, which have
been completed for individual asset classes of roads, paths,
drainages, buildings, parks, street furniture and fleet.
Each one of these plans describes the asset and attempts to
provide information about the “whole of life” implications
(mainly budgetary) about owning these assets.
Planning is well underway to improve renewal programs that
have been derived from these plans.
Major subdivisions within the city have included Mather Road
in Beaconsfield and Taylors College in O’Connor.
In 2009–10 an additional amount of $530,000 was set aside
for renewal projects and maintenance works to improve
the look of the city. Some of these special works included
installation of bollards at Bruce Lee Reserve, tennis court
resurfacing at Samson Recreation Centre, upgrade to
irrigation cubicles at Stevens Reserve and Esplanade Reserve,
and repairs to the Moores Building Contemporary Art
Gallery and Union Stores.
Of this amount $170,000 was spent on maintenance to assets
including street furniture, signage and additional resources for
graffiti removal.
New playground equipment at Esplanade Reserve.
Newly-resurfaced tennis courts at Samson Recreation Centre.
Bryn Davis Pontoon in use at South Beach.
Early-morning street-sweeper.
26
27
planning and development
highlights
After the economic downturn the previous year, the 2009–10
year has seen a consolidation and maintenance of the high
activity with planning and development. Workload in statutory
planning, building and compliance services remained high,
although the nature of the projects still tended to be at the
smaller end of the scale.
A total of 750 development applications were received between
1 July 2009 and 30 June 2010, which is almost identical to that in
the previous year, whilst the number of building licenses issued
jumped by almost 200 to a total of 620.
The integrated compliance unit established a few years ago
carried out over 350 investigations into possible breaches of
planning, building and health legislation during 2009–10, and
continues to provide an integrated service in dealing with as
wide range of compliance issues.
The environmental health unit also continued to be busy
undertaking 320 inspections of food premises; in addition to
sample collection from food manufacturers; public buildings
inspections and water sampling from public swimming pools
and spas and the ocean.
2009–10 marks the completion of
the City’s first year of operation as
a carbon neutral organisation.
City of Fremantle Annual Report 2009-10
Fremantle Arts Centre Development.
The statutory planning, building and environmental health units major
challenges for the year ahead will include response to State Government
driven reforms such as the implementation of the development assessment
panels, providing improved customer service through use of information
technology and responding to the anticipated new building legislation,
which is likely to allow for the private certification of building approvals.
Many of the council’s key strategic projects fall within the planning and
development service area, and these have been significantly progressed
during the year.
Progress continues to be made on technical studies and preparation of
structure plans to guide potential future development on a number of key
sites covered by the Memorandum of Agreement between the City and
Landcorp.
Complex issues such as ground contamination, the cost of providing
services and other infrastructure and the impact of changing economic
conditions upon the financial viability of development continue to make
these challenging projects.
28
The carbon neutral launch was held at Victoria Hall,
Fremantle.
Other significant achievements during the 2009–10
year included:
• Formal initiation of East End Local Planning Scheme amendment
by council in May;
• Final approval of a series of scheme amendments intended to
streamline planning processes by simplifying controls/exempting
minor categories of development from needing planning
approval, such as provisions relating to mixed–use development,
permitted development provisions for external fixtures,
patios/minor additions to single dwellings, painting/rendering of
heritage buildings;
• Completion of the City’s first year of operation as a carbon
neutral organisation;
• Approval of the structure plan and building heights policy to
guide future development on former ‘One Steel’ site at 140
Stirling Highway;
• Implementation of testing for the possible presence of landfill
gases at the South Fremantle landfill site;
• Start work to remediate embankment at Salentina Ridge/Lefroy
Road quarry following resolution of legal issues with Salentina
Ridge developer (March–June 2010);
• Continued progress with planning work to guide regeneration
of key ‘brownfield’ sites such as Knutsford Street, East Road,
and Lefroy Road quarry; and
• Fremantle and East Fremantle Heritage Awards 2010.
Photovoltaic panels at the Fremantle Leisure Centre.
The Fremantle and East Fremantle Heritage Awards 2010 night.
City of Fremantle Annual Report 2009-10
For a number of years the council has sought improvement in the design
quality of major new development in Fremantle, and has considered
means by which this can be implemented in an effective way. A key
result in this area was the establishment of a City of Fremantle Design
Advisory Committee. This committee will advise the council on design
quality issues related to all major new developments in Fremantle, as
well as having input into policy development and structure planning.
As the committee is set–up under the provisions of the Local Planning
Scheme, its recommendations will have significant statutory influence
in the planning process. The committee comprises five members, all
professional architects with a variety of specialties, and a representative
from the Office of the Government Architect.
The 2010–11 year will see the finalisation and implementation
of a number of key strategic projects. The East End Local Planning
Scheme Amendment is likely to be finalised and implemented,
and, in consultation with the relevant landowners, the council will
be developing preferred outcomes for certain critical strategic
development sites within the CBD. The advice of the Design Advisory
Committee will be an essential element in ensuring that the ultimate
development of these sites meets community expectations. Other
major projects include the selection of preferred development model
for council owned land in Point Street, and progress of a final structure
plan for Landcorp controlled land in Swanbourne Street.
Fremantle and East Fremantle Heritage Awards 2010 winner.
City of FremantleDesign Advisory Committee members from left to right; Melinda Payne,
Geoffrey London, Dominic Snellgrove, Linley Lutton and Alan Kelsall.
During the next year it is likely that
development assessment panels will
be implemented by State Government.
This initiative, strongly opposed by
the Local government industry, will
remove certain planning decisions
from the hands of the council. The
planning and development directorate
will have to develop new approaches
and procedures to work within this new
framework, whilst attempting to ensure
that community values and aspirations
are still properly reflected in planning
decision making processes.
29
City of Fremantle Annual Report 2009-10
0
100
200
30
300
Metres
1a
1b
AC
H
ST
Scale
BE
Fremantle
Harbour
BU
2 3 4
5
Amended Sub Area 1 boundary
shown dashed
ST
IA
BE
TO
R
VIC
EEN
RY
S
QU
AR
T
QU
Leisure
Centre
Arts
Centre
ST
EY S
5
FFR
8
ST
SHU
4
Queen Victoria Street, part of the East End area designated for
redevelopment.
ORD
AC
H
ST
7
ES
LEGEND
Area 1
Area 2
Area 3
RY
S
Area 4
T
6
Area 5
Fremantle
Park
Area 6
Area 7
Area 8
The East End Local
Planning Scheme
Amendment is likely
to be finalised and
implemented and, in
consultation with the
relevant landowners,
the council will be
developing preferred
outcomes for certain
critical strategic
development sites
within the CBD.
AD
EL A
IDE
Princess
May Park
ST
PA
R
T
T
JAM
RT
S
Point Street ,Fremantle as it is today. At right, artist impression of the proposed development.
City of Fremantle Annual Report 2009-10
31
statutory reporting
Records management
Staff earning over $100 000 per year
Under the State Records Act 2000 the City of Fremantle, is required to
provide an annual report as outlined in the record–keeping plan.
The City of Fremantle currently employs 380 full–time–equivalent
(FTE) employees. Of those, the staff salaries in excess of $100 000
per year are listed as follows:
Commitment to records management
The City is committed to records management and has adopted a
policy that all records are to be managed in an efficient and effective
manner, at a cost commensurate with operational, information and
legislative needs.This enhances their retrieval and ensures their integrity,
physical safety and security, as well as supporting the City of Fremantle’s
compliance with record–keeping legislation and privacy principles.
$180,00–190,000
Record–keeping audit
$150,000–160,000
Two record–keeping audits were undertaken; the building services
business unit was audited during August 2009 and the parks and
landscapes business unit was audited during April/May 2010.
Areas of strength identified included all staff having a good knowledge
of the City’s record–keeping policies and procedures and understanding
the importance of creating, capturing and maintaining complete and
accurate records.
Nine audit action items were identified as areas requiring some
improvement for building services and will be addressed by the director
planning and development services over the next 12 months.
Thirty audit action items were identified as areas requiring some
improvement for parks and landscapes and will be addressed by the
director technical services over the next 12 months.
Record–keeping training program
Regular training is conducted for all staff in relation to records
management and our electronic document management system
DataWorks. It is compulsory for all new staff members to attend a
records management information session and DataWorks training
(conducted monthly).
$170,000– 180,000
–
$160,000–170,000
–
$140,000–150,000
$130,000–140,000
$120,000–130,000
$110,000–120,000
$100,000–110,000
From the auditing process areas of
strength identified which included
all staff having a good knowledge
of the City’s record-keeping
policies and procedures and
understanding the importance of
creating, capturing and maintaining
complete and accurate records.
Employees are provided with details of their record–keeping roles and
responsibilities, along with supporting case studies to ensure a good
understanding is ascertained at the onset of employment. The training
program, procedures and records processes were again reviewed this
year and new records processes and upgrade information now form
part of this program.
To indicate the increase in awareness, the statistics below highlight the number of documents placed into DataWorks,
during each financial year, since its implementation in September 2002:
Year
02–03
03–04
04–05
05–06
06–07
07–08
08–09
09–10
Total documents recorded
47,178
72,872
73,403
82,836
91,290
114,732
104,695
93,549
31
32
32
disability access & inclusion plan
(DAIP)
Striving towards best practice in access and inclusion in the Fremantle
community through the Disability Access and Inclusion Plan (DAIP)
continued to be a strong focus and commitment for the City of
Fremantle in 2009–10.
It is a requirement of the Disability Services Act (1993) amended in 2004,
that all public authorities develop and implement a DAIP that outlines the
ways in which the authority will ensure that people with disabilities have
equal access to its facilities and services.
The plan is governed by the WA Disability Services Act (1993) and
Commonwealth Disability Discrimination Act (1992) with implementation
facilitated through the City’s disability access project officer across all
areas of council.The disability access consulting committee (DACC) aims
to provide strategic advice to the City and monitors how the DAIP is
implemented and supports the review annually.
A sample of key new initiatives delivered under each objective of the
plan in 2009–10 is listed below, while a full report is available on request.
The City has had a DAIP (formerly Disability Services Plan) since 1995
and has made significant improvements since this time.
Achievements
The City of Fremantle has implemented a number of initiatives to ensure
access and inclusion for people with a disability. There are many examples
and these are just a few key initiatives:
• Establishing a disability access consulting committee, of local people
with disability, family carers and other community members, which
has been actively involved in advising on access issues and the
implementation of successive DAIPs for many years;
• Adding two outcome areas to its DAIP, over and above the
legislative requirements. These outcome areas support the
equitable employment of people with disabilities by the City and
support greater community awareness of disability, access and
inclusion. The addition of the outcome on employment assists the
City to meet its obligations under the Commonwealth Disability
Discrimination Act (1992);
• Participation in the State Government’s You’re Welcome Access WA
initiative. Which enabled the City to conduct access audits of 149
council and non–council sites and record the findings on the Access
WA website, to assist people with disabilities know where to find
accessible toilets, cafes, accommodation and much more;
• Use of the Creating Accessible Events checklist for key local events;
• More accessible and responsive library services for the diverse
population of library users in Fremantle. Many other council services
have also responded to individuals with disability, adapting the services
to meet their needs;
• Disability Awareness Newsletter provides information for staff,
volunteers and councillors;
The new beach wheelchair makes the beaches more accessible for people with disabilities.
• Budget allocated to improve accessibility when footpaths and
pram ramps are being upgraded; and
• Capital works budget for disability access.
Universal access accomplishments
The City produces a mobility map, and provides free parking and
extended times in easy access parking bays for people with a valid
ACROD permit.
Fremantle Leisure Centre accepts the companion card and has installed
automatic doors and other improvements to main entry.
Rates notices can be provided in alternative formats. The standard notice
also now has larger print and the symbol of access highlights text offering
other formats. Rates and other charges and debts can be paid online.
The City hires portable access toilets for events, and has a beach access
wheelchair available for loan.
The Fremantle Arts Centre is flexible with parking so that people with
disabilities can park as close as possible and uses the accessible event
checklist for events, exhibits and other projects.
The Fremantle City Library has separated audio/video from print
resources to make them easier to find, and uses the middle shelves as
much as possible, so people can reach them more easily. The library
has interlibrary loans with the Association for the Blind WA and runs
a Teens with Disability school holiday program. The library provides a
personalised service for homeless people, as well as a mobile service
to people who cannot leave their homes.
The City’s website is being upgraded to be more accessible, and people
can lodge comments or complaints online.
City of Fremantle Annual Report 2009-10
33
33
plan for the future
In June 2010 the City adopted its 2010–15 Strategic Plan considered to be our plan for the future under Section 5.56
of the Local Government Act 1995. Preparation for this plan started in February 2010 with elected members
attending three workshops. Once the City considered a draft, it was advertised for public comment with
a public workshop held in May. The plan is not a document for all issues within Fremantle; it has been
built around “strategic imperatives” on the key issues.
The plan specifies actions that will help to achieve our vision. These actions have been provided
in a report framework which will be presented to council each month, keeping council and
the community informed as to the progress of the plan.
The following significant projects were started or undertaken in the 2009–10
financial year;
1
A great place for people to live
Several City planning scheme amendments were considered including the McCabe Street structure
plan and East End structure plan
Various festivals and events were provided including Heritage Festival and Fremantle Festival
Continuation of various community services including Fremantle Community Legal Centre,
Fremantle Community Care, youth services and The Meeting Place programs
Continuation of capital conservation projects for the Fremantle Arts Centre with the start of the
Fremantle Markets conservation assessments, Pioneer Park and Fremantle Park conservation planning
Continued review of the consultation and participation policy
Completion of the implementation of stage one for the master plan for PCYC in Hilton
City of Fremantle Annual Report 2009-10
2
A vibrant economy
Review of the Fremantle Village Art Market
Review of the City of Fremantle Economic
Development and Marketing Committee
Contribution to Lefroy Road structure plan in
partnership with Landcorp
3
34
In June 2010 the City adopted
its 2010–15 Strategic Plan which
is considered to be our plan for
the future...
A beautiful and accessible place
Further significant funding for road resurfacing, renewal and maintenance
Funding for Streets Ahead footpath replacement
Funding for Blackspot areas in partnership with State Government
Funding for tree planting program
Funding for sustainable transport solutions
Continued funding of Central Area Transit (C.A.T.) bus in the CBD
Continued funding of Heritage Trails
Continued review of website
Funding for recreation facility upgrades
For further information on these projects please refer to the City of Fremantle 2010–15 Strategic Plan
and the 2009–10 annual budget.
35
city of fremantle
abbreviated financial report
for the year ended 30 June 2010
Local Government Act 1995. Local government (financial management) regulations 1996
City of Fremantle Annual Report 2009-10: Abbreviated Financial Statements
36
36
statement by
chief executive officer
The attached abbreviated financial report of the City of Fremantle – being
an extract of the annual financial report and other information for the
financial year ended 30 June 2010, are in my opinion properly drawn up
to present fairly the financial position of the City of Fremantle at 30 June
2010 and the results of the operations for the financial year then ended
in accordance with the Australian Accounting Standards and comply with
the provisions of the Local Government Act 1995 and regulations under
that Act.
Signed on the 10 December 2010.
Graeme Mackenzie
Chief executive officer
City of Fremantle Annual Report 2009-10: Abbreviated Financial Statements
37
City of Fremantle Annual Report 2009–2010: Abbreviated Financial Statements
38
City of Fremantle Annual Report 2009-10: Abbreviated Financial Statements
city of fremantle
Statement of comprehensive income by nature or type
For the year ended 30 June 2010
Note
2010
$
2010
Budget
$
2009
$
REVENUE
Rates
23
27,718,394
27,640,025
24,782,456
Grants, Subsidies & Contributions –
Operating
30
4,460,278
4,114,500
4,781,798
Fees and Charges
29
21,990,419
20,646,607
21,392,030
Service Charges
26
682,444
773,000
893,594
Interest Earnings
2(a)
1,863,705
722,259
1,854,450
4,063,314
107,582
382,957
60,778,554
54,003,973
54,087,285
Employee Costs
(26,356,453)
(26,946,238)
(25,406,418)
Materials and Contracts
(16,787,369)
(16,909,745)
(14,800,622)
(1,497,741)
(1,412,840)
(1,091,600)
Other Revenue
EXPENSES
Utility Charges
Depreciation on Non–Current Assets
2(a)
(9,850,272)
(9,319,650)
(9,819,456)
Interest Expenses
2(a)
(681,223)
(692,870)
(753,789)
Insurance Expenses
(545,179)
(570,518)
(473,160)
Other Expenditure
(1,625,786)
(1,241,299)
(3,375,180)
(57,344,023)
(57,093,160)
(55,720,225)
3,434,531
(3,089,187)
(1,632,940)
30
2,126,382
5,939,996
3,417,621
2(a)
1,097,888
–
(1,587,472)
Profit on Asset Disposals
21
–
20,000
82,518
Loss on Asset Disposal
21
(207,982)
(164,164)
(34,015)
NET RESULT
6,450,819
2,706,645
245,712
Other Comprehensive Income
3,470,227
–
2,346,052
Total Other Comprehensive Income
3,470,227
TOTAL COMPREHENSIVE INCOME
9,921,046
Non–Operating Grants, Subsidies and
Contributions
Fair value adjustments to financial
assets at fair value through profit or loss
–
2,706,645
The full financials and accompanying notes are available on the City's website: www.fremantle.wa.gov.au
2,346,052
2,591,764
39
City of Fremantle Annual Report 2009-10: Abbreviated Financial Statements
city of fremantle
Statement of financial position as at 30 June 2010
Note
2010
$
2009
$
1 July 2008
$
3
4
5
6
18,474,340
10,921,263
1,874,553
156,705
31,426,861
5,763,131
15,979,376
2,463,472
172,891
24,378,870
157,893
20,249,566
3,357,257
173,166
23,937,882
5
6 (a)
7
7 (a)
7 (b)
8
1,341,144
6,534,249
130,132,199
59,940,000
1,188,032
200,157,802
399,293,426
1,338,745
6,090,377
125,418,006
56,205,000
1,501,089
204,326,418
394,879,635
1,482,844
3,992,223
126,308,823
56,800,000
1,159,963
203,973,945
393,717,798
430,720,287
419,258,505
417,655,680
9
10
11
7,601,397
1,864,456
3,635,782
13,101,635
5,831,716
1,953,138
3,608,430
11,393,284
6,430,143
1,699,653
2,909,762
11,039,558
10
11
9,182,119
1,460,497
10,642,616
9,496,576
1,313,655
10,810,231
10,342,714
1,810,182
12,152,896
23,744,251
22,203,515
23,192,454
406,976,036
397,054,990
394,463,226
146,323,685
11,333,444
249,318,907
406,976,036
140,514,556
10,830,359
245,710,075
397,054,990
140,743,371
10,446,731
243,273,124
394,463,226
CURRENT ASSETS
Cash and Cash Equivalents
Investments
Trade and Other Receivables
Inventories
TOTAL CURRENT ASSETS
NON–CURRENT ASSETS
Other Receivables
Investments
Property, Plant and Equipment
Investment Property
Intangibles
Infrastructure
TOTAL NON–CURRENT ASSETS
TOTAL ASSETS
CURRENT LIABILITIES
Trade and Other Payables
Long Term Borrowings
Provisions
TOTAL CURRENT LIABILITIES
NON–CURRENT LIABILITIES
Long Term Borrowings
Provisions
TOTAL NON–CURRENT LIABILITIES
TOTAL LIABILITIES
NET ASSETS
EQUITY
Retained Surplus
Reserves – Cash/Investment Backed
Reserves – Asset Revaluation
TOTAL EQUITY
12
13
The full financials and accompanying notes are available on the City’s website: www.fremantle.wa.gov.au
40
41
City of Fremantle Annual Report 2009-10: Abbreviated Financial Statements
city of fremantle
Statement of changes in equity
For the year ended 30 June 2010
Reserves
Cash/
Investment
Backed
$
Retained
Surplus
$
Balance as at 1 July 2008
140,743,371
Asset
Revaluation
Reserve
$
10,446,731
Total
Equity
$
243,273,124
394,463,226
Changes in Accounting Policy
–
–
–
–
Correction of Errors
–
–
–
–
Restated Balance
140,743,371
10,446,731
Net Result
245,712
–
–
245,712
Total Other Comprehensive Income
Movement of investment using equity
method
Revaluation – Increment/(Decrement)
(90,899)
–
–
(90,899)
–
–
Reserve Transfers
(383,628)
Balance as at 30 June 2009
Net Result
Total Other Comprehensive Income
Movement of investment using equity
method
Revaluation – Increment/(Decrement)
Reserve Transfers
394,463,226
2,436,951
383,628
2,436,951
–
–
140,514,556
10,830,359
245,710,075
397,054,990
6,450,819
–
–
6,450,819
(138,605)
–
–
–
–
(503,085)
Balance as at 30 June 2010
243,273,124
146,323,685
3,608,832
503,085
3,608,832
–
11,333,444
(138,605)
–
249,318,907
The full financials and accompanying notes are available on the City’s website: www.fremantle.wa.gov.au
406,976,036
City of Fremantle Annual Report 2009-10: Abbreviated Financial Statements
city of fremantle
Statement of cash flows
For the year ended 30 June 2010
Note
Cash Flows From Operating Activities Receipts
Rates
Grants, Subsidies & Contributions – Operating
Fees and Charges
Service Charges
Interest Earnings
Goods and Services Tax
Other Revenue
Payments
Employee Costs
Materials and Contracts
Utility Charges
Insurance Expenses
Interest Expenses
Goods and Services Tax
Other Expenditure
Net Cash Provided By (Used In) Operating Activities
Cash Flows from Investing Activities
Payments for Purchase of Property, Plant & Equipment
Payments for Construction of Infrastructure
Proceeds from Redemption of Investments
Trust Liabilities
Payments for Purchase of Investments
Non–Operating Grants, Subsidies and Contributions
used for the Development of Assets
Proceeds from Sale of Plant & Equipment
14(b)
2010
2010
2009
$
Budget $
$
27,768,965
4,460,278
22,553,476
682,444
1,863,705
2,729,961
200,415
60,259,244
27,900,000
4,114,500
20,646,607
773,000
722,259
4,290,000
107,582
58,553,948
25,481,387
4,781,798
21,697,873
893,594
1,854,450
2,649,526
382,957
57,741,585
(26,266,078)
(15,256,251)
(1,497,741)
(545,179)
(487,468)
(2,622,375)
(1,244,566)
(47,919,658)
(26,950,000)
(15,500,000)
(1,300,000)
(570,518)
(692,870)
(3,350,000)
(1,241,299)
(49,604,687)
(25,204,277)
(14,139,074)
(1,091,600)
(473,160)
(753,789)
(2,493,906)
(1,246,423)
(45,402,229)
12,339,586
8,949,261
12,339,356
(1,959,254)
(5,314,609)
(5,900,000)
(15,373,894)
(3,247,045)
(7,204,634)
(2,243,274)
307,084
(2,952,127)
683,908
(311,634)
2,126,382
–
–
4,414,478
3,417,621
263,327
794,300
1,276,777
Net Cash Provided By (Used In) Investing Activities
(4,511,880)
(16,065,116)
(10,645,598)
Cash Flows from Financing Activities
Repayment of Debentures
Proceeds from Self Supporting Loans
Proceeds from New Debentures
Net Cash Provided By (Used In) Financing Activities
(1,953,138)
228,528
1,550,000
(174,610)
(1,953,138)
–
4,500,000
2,546,862
(1,699,653)
233,943
1,107,000
(358,710)
Net Increase (Decrease) in Cash Held
Cash at Beginning of Year
Cash and Cash Equivalents at the end of the Year
7,653,096
21,742,507
29,395,603
(4,568,993)
21,506,823
16,937,830
1,335,048
20,407,459
21,742,507
14(a)
42
The City of Fremantle is committed to ncorporat ng sustainability princ ples nto our decisionmaking and operational processes and this annual report is pr nted on MONZA recycled
paper, 55% recycled (30% pre–consumer, 25% post–consumer) plus FSC cer t fied virgin pulp
Certified Carbon Neutral. ISO 14001 Environmental Accreditation. The paper mill is an ISO
14001 certified mill which utilises renewable energy sources.
Photography courtesy of: City of Fremantle; Antony Lynch; Christ ne Gosfield; Rob S meon;
Justin Spiers; Brad Rimmer and Chris Thomas.
TANGELOCREATIVE:COF3177:ANNUAL REPORT: JAN 2011
Town Hall Centre
8 William Street
Fremantle WA 6160
PO Box 807
Fremantle WA 6959
T 08 9432 9999
F 08 9430 4634
TTY 08 9432 9777
E info@fremantle.wa.gov.au
www.fremantle.wa.gov.au