Shire of Esperance 2011/2012 Annual Report Summary

Shire of Esperance
2011/2012 Annual Report

2 Shire of Esperance 2011/2012 Annual Report
Our Vision
The spirit of Esperance is unique, we take pride in being a creative, caring, and
supportive community.
We live in a diverse and dynamic region with outstanding opportunities for all.
As custodians, we are committed to protect our spectacular natural environment.
Esperance has a sense of community ownership with a commitment to
determine its own direction.
We make it happen!
Mission
The Shire of Esperance will listen to its people and provide services in a
caring, responsive and consultative manner through Councillors and staff
that are well equipped to meet community needs, and show leadership in
development at regional and higher levels.

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Contents
Shire President’s Report 4
CEO’s Report 6
Your Councillors 8
Executive Team 9
Executive Services 10
Community Services 14
Engineering Services 34
Development Services 36
Corporate Services 40
Annual Financial Report 47

Shire Presidents Report
It is with a great deal of pleasure that I present to you
the Shire of Esperance Annual Report for 2011/2012.
Council elections held in October 2011 installed a
new Council which I believe has operated as a strong
dynamic team during the year. I wish to sincerely
thank my fellow Councillors, the CEO and Council
staff for their dedicated contribution to enable
Council to achieve what it has over the 2011/2012
year. We are fortunate to have such an enthusiastic
and professional team and I thank each and every
member of our Council for their contribution.
As we reflect on the year I would describe it as a
year of steady achievement punctuated with some
highs and a few lows. We have had a steady stream
of good news stories which is always guaranteed
to attract a politician or two. It’s even better if they
come bearing a cheque which we have been able,
on each occasion, to put to good use.
The year has been dominated by Esperance being
selected as a SuperTown which presented an
opportunity to compete for a share of an $85m pool
earmarked for the nine SuperTowns. The Council
worked frantically to prepare business cases for
our prioritised programs. A collaborative effort and
pooling of resources with the Goldfields Esperance
Development Commission (GEDC) and Esperance
Chamber of Commerce and Industry (ECCI)
produced four very professional submissions.
These were assessed by the SuperTowns panel
and Esperance was very fortunate to receive the
requested funding on three of the four projects.
The number one community endorsed project which
received $12.65m was the Esperance Waterfront
Project (formerly called the Esperance Foreshore
Protection and Enhancement project).
“As we reflect on
the year I would
describe it as a year
of steady achievement
punctuated with some
highs and a few lows.“

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In addition Council has produced and endorsed, in
conjunction with the GEDC and ECCI, an interim
Growth Plan for the South East Region which will
provide direction and strategic priorities for the region
for the next twenty years. The final Growth Plan will
be completed within the next few months.
The Shire has continued its good work in the
asset management arena and now has a number
of maintenance or management plans in place
to preserve the value of our community assets
and extend their useful life span. Ongoing asset
management plans will continue into the future until
such time as we have a long term financial plan for
all our community assets.
The Council has a goal to provide quality services
to the community at an affordable cost. With
increasing utility and other costs, this has not been a
simple exercise. In accordance with the community’s
expectations, Council has prioritised where to spend
its resources to achieve the most cost effective
outcome and still provide a quality level of service.
In closing I wish to acknowledge the input and interest
of our local community in all these developments
within our wonderful town. For Esperance to achieve
and continue to achieve a team effort is required
involving the community, Industry groups, Shire
staff, Councillors and our local Politicians. I am very
pleased to say, because of all these ingredients
Esperance is a SuperTown and will continue to be
a safe and wonderful environment to visit or more
importantly, to raise a family in.
I would like to thank our CEO Mal Osborne for his
guidance, leadership and dedication during the past
12 months.
I conclude by saying that 2011/2012 was a watershed
year and 2012/2013 will be even better.
Malcolm Heasman
Shire President.
I know the community of Esperance will be delighted
to see this long awaited project commence and
hopefully resolve the erosion and other issues
concerning on our foreshore. The Waterfront
project will extend beyond the seawall and also
include foreshore landscaped park land and amenity
which will link the town centre to our foreshore.
Our landscape planners were appointed in June
2012 and we look forward to community input in the
finalisation of these project plans.
Whilst on the subject of infrastructure development
there is a lot either happening or about to happen.
The State and Federal funded Port Access Corridor
project has commenced and on completion will
make transport movement, not only to and from
the Port, but traversing the railway line much more
user friendly. In addition the High School hostel and
new Esperance Primary School developments have
commenced. Esperance Hospital upgrades have
been announced and we are exhausting all avenues
to obtain funding for the Greater Sports Ground
development.
The Local Government Minister introduced the
Integrated Planning and Reporting Framework
requiring Council to prepare medium and long
term planning documents for implementation. A
refinement of our Draft Strategic Community Plan
which summarises our community long term vision,
values, priorities and aspirations for the next ten
years is near completion and will be circulated for
comment to the community early in the next financial
year. We continue working on our Corporate Business
Plan (four year plan) so that both of these plans will
be ready for implementation by the deadline date of
June 2013.

CEO’s Report
The 2011/2012 financial year
has been especially rewarding
for the Shire of Esperance due
to the number of significant
projects and opportunities that
have become available to the
Esperance community. This
was achieved by the hard work and commitment
of Council and the staff, by the contributions of
our community organisations, by partnerships with
government agencies and the active participation of
our community members.
The October 2011 Local Government Elections saw
a substantial change to the makeup of the Council. A
complete spill of all 11 existing Councillors occurred,
with 9 positions contested at the election. This was a
recommendation by the previous Council to reduce
the number of elected representatives as part of the
State Government’s Structural reform process. The
Esperance Community saw this as an opportunity to
have their input with a record number of nominees
and voter turnout being recorded. The election
saw 3 returning Councillors (Crs Rodgers, Stewart
Walker) and 6 new Councillors (Crs Heasman,
Brown, Bowman, Griffiths, McIntyre and Mansell)
being elected to represent the Shire of Esperance.
I would like to acknowledge the retiring Councillors,
especially Ian Mickel, who was Shire president
and Councillor for 22 years. 74 years of collective
Council experience was contributed by the outgoing
Councillors. They are to be applauded for ensuring
that Esperance continually embraced development
and reacted positively to change for the benefit of
the whole Shire. The time and energy committed
as elected representatives is greatly appreciated by
all members of the community.
I would like to extend a welcome to Cr Malcolm
Heasman as our new Shire President and all current
Councillors, who as a whole, have challenged the
status quo and encouraged fresh initiatives, whilst
ensuring strong and visionary leadership within the
community. We look forward to continuing to build
on this relationship to ensure the delivery of the
Community’s aspirations and goals.
The State Government’s Royalties for Regions
program announced the SuperTowns initiative and
in early 2012 Esperance was selected as one of
nine towns identified as future regional centres.
The impact of the SuperTowns funding will be felt
positively throughout the community. We are now
able to begin work on the Esperance Waterfront,
which is a transformational project along the
foreshore. Funding was also secured for Town
Centre Revitalisation and Economic Development
Projects, both of which look at social and economic
drivers that will encourage investment and growth
in a sustainable manner. Royalties for Regions has
also included funding for Esperance Residential
College, Esperance Primary School and upgrades
to the Esperance Hospital.
Extensive work has been carried out within the Shire
to develop the required plans under the Integrated
Planning and Reporting Framework. These plans are
designed to assist in equipping our organisation to
respond to short, medium and long term community
requirements. The Strategic Community Plan is in
draft format and will be advertised as an overarching
plan that guides the future directions of Council’s
policies, plans, projects and decision making over
the next ten years to 2022.
Asset Management Plans (AMP) have been further
advanced this year with the majority of the Shire’s
asset classes AMP’s now being completed. These
AMP’s identify our current assets, current and
future expenditure requirements and the assets
condition. This information then feeds into our Long
Term Financial Plan which will determine priorities
and identify any funding shortfalls. The Long Term
Financial Plan needs to balance the services needed
by the community with the resources available.
Drafts have been completed for the Strategic
Community Plan, the Corporate Business Plan and
the Workforce Plan. These documents are required
by the State Government to be in place by 1 July
2013 under the Integrated Planning and Reporting
Framework. The Draft Strategic Community Plan
is an overarching plan outlining community visions
and aspirations which guide Council actions. It will

7
be advertised for public comment in October 2012.
The Corporate Business Plan is the operational plan
for Shire Staff to deliver on services and projects
identified as important to the community.
Some major challenges faced at the Shire this
financial year include the temporary closure of the
Myrup Truck wash due to environmental constraints.
This site has subsequently been reopened however
additional funding is being sought to ensure
the facility meets best practice standards in
environmental management.. The redevelopment of
the truck wash facility will include the integration of
a liquid waste facility, therefore ensuring efficiencies
and better practice in liquid waste management for
the Esperance community.
Legislative changes regarding baggage and security
screening at Airports saw major capital works take
place at the Esperance Airport. Security screening,
incorporating x-raying of checked in and hand
luggage, explosive trace detection and passenger
screening had to be in place by July 2012. This
deadline was met through some great organisation
and project management by the Staff involved.
Additional upgrades to the terminal include an
expansion of the departure lounge that will be
completed later in 2012.
Executive and Managerial staff have remained
relatively consistent over the financial year allowing
for stability and the building of local knowledge. The
one significant change was the loss of our Director
Corporate Services, Darren Kennedy who took the
opportunity to move into a role in the private sector.
I would like to thank Darren for his commitment and
contribution to the Shire of Esperance.
The Shire was very fortunate to secure the services
of Shane Burge as the incoming Director Corporate
Services. Shane had previously worked for the Shire
and came back to Esperance from his role as CEO
at the Shire of Derby-West Kimberley.
Workforce training has been undertaken to ensure all
staff have the skills required to perform their duties
efficiently and effectively. A need to become more
proficient in project management throughout the
organisation was identified therefore a Diploma in
Project Management course was conducted locally.
Staff across all levels of the organisation committed
to investing personal time to complete the study
required. Our commitment to providing skills based
training will assist in retaining a stronger more
efficient workforce.
There are exciting times ahead for the Shire of
Esperance and the broader community as the
Esperance Waterfront project gets under way.
This will build a better foreshore by protecting
existing infrastructure and building environmental
and picnic related infrastructure. The Town Centre
Revitalisation project will be working towards the
development of a town centre that boosts both
economic and social investment. As an organisation
we are very excited to be living and working in such
a dynamic environment. I wish to thank all staff for
their ongoing commitment and efforts and extend on
behalf of the Shire, appreciation to all community
groups and individuals that have supported and
assisted Shire staff over these past twelve months.
Mal Osborne
Chief Executive Officer
“We are poised to grab
hold of the opportunities
and address the challenges
that come our way in
such a rapidly changing
landscape.“

Cr Malcom Heasman
Shire President
Town Ward
Term expires 2015
Cr Roger Mansell
Town Ward
Term expires 2015
Cr Wayne (Buck) Rodgers
Town Ward
Term expires 2013
Cr Victoria Brown
Deputy Shire President
Rural Ward
Term expires 2015
Cr Natalie Bowman
Rural Ward
Term expires 2015
Cr Beverley Stewart
Town Ward
Term expires 2013
Cr Paul Griffiths
Town Ward
Term expires 2013
Cr Nigel Walker
Rural Ward
Term expires 2013
Cr Lara McIntyre
Town Ward
Term expires 2015
Cr M Heasman
H: 9076 1483 M: 0428 713 444
E: malcolm.heasman@esperance.wa.gov.au
Cr L McIntyre
H: 9072 0006 M: 0429 301 066
E: lara.mcintyre@esperance.wa.gov.au
Cr R Mansell
H: 9072 0146 M: 0428 720 146
E: roger.mansell@esperance.wa.gov.au
Cr V Brown
H: 9076 6088 M: 0418 905 407
E: victoria.brown@esperance.wa.gov.au
Cr W Rodgers
H: 9072 0093 M: 0457 720 093
E: wayne.rodgers@esperance.wa.gov.au
Cr P Griffiths
H: 9071 4106 M: 0458 381 840
E: paul.griffiths@esperance.wa.gov.au
Cr N Walker
H: 9076 5089 M: 0427 081 856
E: nigel.walker@esperance.wa.gov.au
Cr N Bowman
H: 9075 7034 M: 0427 757 034
E: natalie.bowman@esperance.wa.gov.au
Cr B Stewart
H: 9072 0737 M: 0427 720 737
E: beverley.stewart@esperance.wa.gov.au
Your Councillors
Contact details

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Shane Burge
Director Corporate Services
Gavin Harris
Director Engineering Services
Richard Hindley
Director Development Services
Rod Hilton
Director Community Services
Executive Team
Mal Osborne
Chief Executive Officer

Executive Services
The Executive Services Team has been working
towards achieving compliance with the Integrated
Planning and Reporting Framework that was
introduced late in 2011. Community forums were
held in the late stages of 2011 to re-evaluate the
community’s visions and aspirations for the future
growth of our Shire. These views, along with those
established from previous community consultation,
the community perception survey and community
engagement through the SuperTowns initiative,
form the foundations of the Esperance Strategic
Community Plan. The community showed great
enthusiasm and passion to see Esperance grow in
an economically sustainable manner whilst retaining
our current inclusive community spirit and pristine
environment.
The Esperance Strategic Community Plan is
now in draft format and work has begun on the
Corporate Business Plan. The Corporate Business
Plan coordinates the processes required to
ensure the aspirations and goals identified in the
Strategic Community plan are utilised to drive
Shire operations. The Corporate Business Plan is
a planning document that outlines priorities and
major projects being undertaken within the Shire in
addition to outlining business as usual activities.
Work will continue on the integration of asset
management, workforce and long term financial
plans ensuring the Shire is in a position to resource
an appropriate level of service satisfactory to the
community whilst maintaining an acceptable level of
sustainability.
The promotion of health and well being in the
workplace has been actively encouraged throughout
the organisation this financial year. With new
initiatives being introduced around healthy work
place practices for internal and external staff,
improving safety and producing a more positive
work environment.
The Shire of Esperance, via the Emergency
Services Levy (ESL) was allocated funding through
the 2011/2012 Capital Grant allocation. This meant
eight new fire fighting appliances are to be supplied
to replace aging equipment throughout the Shire
and a further six appliances are offered as part of
the 2012/2013 allocation.
These new trucks will replace existing fleet vehicles
at a cost of $3.6m. Neridup and Commalbidgup
Bush Fire Brigade were the first to receive their
new appliances, with trucks to arrive for Cascade,
Munglinup, Grass Patch and Beaumont in the near
future.
Executive Services is responsible for the coordination
of Elected Members of Council; emergency services
management;governance;humanservices;occupational
safety and health; media and communications; major
projects; strategic planning and economic and business
development.

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SuperTowns
We were excited to be announced as one of
nine SuperTowns across the Southern part of
Western Australia by the State Government.
This announcement provided us with significant
Royalties for Regions funds to undertake long-term
community planning (Esperance SuperTown Growth
and Implementation Plan) and access to almost
$80m of competitive project funding.
The SuperTowns program has resulted in a fantastic
working relationship being developed between
the Shire, Goldfields-Esperance Development
Commission and Esperance Chamber of Commerce
and Industries, which has huge benefits for the
whole of the Esperance community. Development
of the Growth and Implementation Plan is due to
be finalised by the end of October 2012, with the
significant community input received to this point
being extremely valuable.
We have been successful in attracting funding for
three projects from the competitive funding round.
The major funding contribution is $12.65m for the
Waterfront project, which means we now have
enough funds to commence physical works on the
project. We also received funding for preparing a
Town Centre Revitalisation program and undertaking
an Economic Development Program. These three
projects will provide Esperance with a strong platform
for community driven growth and development into
the future, with all three projects to commence by
the end of 2012.
One of the outcomes of the local partnership that we
are looking forward to in the near future is the Town
Centre Conference, an opportunity to showcase
Esperance as a place and highlight the skills and
abilities of the people of Esperance to organise and
deliver an event of significance to the State.
Future funding opportunities will continue to be
explored to allow the SuperTowns program to
continue to be delivered and we look forward to
continuing this in a collaborative environment with
the Esperance community.
“The Team has been working
towards achieving compliance
with the Integrated Planning
and Reporting Framework”

Executive Services
Elected Members
There was some significant changes in the Council
for Shire of Esperance during the 2011/2012 financial
year with Local Government elections being held in
October 2011. Prior to this election Council made a
decision to reduce the number of Elected Members
from eleven to nine therefore a complete spill of
Council was undertaken. Fourteen nominations
were received for the six town ward positions and
seven for the rural ward. The number of nominations
received generated significant community interest
which saw a record turnout in the amount of voters.
The Town Ward representatives are:
Cr Malcolm Heasman
Cr Lara McIntyre
Cr Wayne (Buck) Rodgers
Cr Roger Mansell
Cr Paul Griffiths
Cr Beverley Stewart
The Rural Ward representatives are:
Cr Victoria Brown
Cr Natalie Bowman
Cr Nigel Walker
Due to the nature of this election four Councillors
terms were condensed to a two year period allowing
for an election in 2013. After this date all terms will
be for a four year period with Elections being held
every two years, this allows for half the council seats
to be contested each time.
The Council meets on the evening of the fourth
Tuesday of every month as part of a monthly
business cycle, with Council meetings being open to
the general public. Reports to Council are the formal
method by which the administration provides advice
to the Elected Members. The majority of business is
dealt with by the All Purpose Committee of Council,
which makes recommendations to the Council. The
All Purpose Committee comprises all nine Elected
Members.
Agendas for Council and Committee meetings are
made available to members of the public on the
Shire’s website, as well as at the ShireAdministration
Offices and Library. Minutes of all Council and
Committee meetings are also publicly available.

Community Services
Community Services covers a range of services within
the Shire, including: rangers; Senior Citizens Centre;
Home and Community Care centre; Museum; Library;
Bay of Isles Leisure Centre; Civic Centre; Volunteer
Resource Centre; community development funds;
culture; recreation reserves and playgrounds and
tourism and events.

Community Services
Key Outcomes
The Library loaned 119,426 items from July 2011 to
June 2012
• Ongoing informal surveying indicates a
continuing high level of community satisfaction
with library services however usage patterns
are slowly changing with reduced loans of
print materials beginning to emerge as a trend.
• TheLibrarywasvisitedby82,962peopleduring
2011/2012 and 40,867 of these people loaned
items. Other reasons for visiting the library, but
not necessarily loaning items, include using
the Public Access Computers and Internet,
attending various library events and activities,
accessing the Tax Help programme, utilising
other services, reading newspapers or seeking
information. See Figure 1.
• Regular Children’s programmes are well
attended with two Toddler Time and Story Time
sessions held each week during school term.
On average 75 children per week access these
programmes which are provided free and are
available to both locals and visitors. These
programmes are interactive and provide a
learning and social environment in a positive
way to encourage children to enjoy their trip to
the Library. In addition the library runs Better
Beginnings Early Literacy programmes and
School Holiday Activities throughout the year,
both have high attendance rates.
• The library held two main Family events which
were rewarded by excellent attendances.
They were the 2011 National Science Week
Dinosaur Discoveries night and the 2012
Heavens Above: Family Stargazing Night.
• The Library has retained a team of experienced
Staff and is greatly benefitted by their combined
skills and strengths in many different areas of
library services.
Major Achievements
• Library staff were excited to be Finalist’s in
the Community Services Category of the 2011
Esperance Chamber of Commerce Business
Awards. We are also thrilled to be announced
as a Finalist in the 2012 Awards and are proud
of our Library Trainee Mel Harper who is also
a Finalist in the Trainee section of the 2012
Awards.
The Esperance Public Library provides an essential service to the Esperance Community
and its visitors. It offers a variety of items available for loan such as books, DVD’s Electronic
resources, magazines and jigsaws. The library also provides reliable internet access,
photocopying, printing, faxing and scanning services, all of which are utilised regularly.
Esperance Public Library
Figure 1 - 2011/2012 Library Statistics

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• To celebrate 40 years of library services in the
existing building a Library Open Week was
held in February 2012 to highlight the diverse
range of services and resources provided
by the library. The priority focus was the
introduction of more electronic, digital services
and resources.
• Adult events and activities also continue to be
appreciated, for example:
• The 2012 Telstra Connected Seniors
Computer Classes have attracted over 70
participants
• Adult Learners’ Week workshops in
2011 offered Cooking on a Budget, Cake
Decorating, Laptop Lessons and an Art
Class and were attended by 100 participants
• The 2012 Great Gardens Show featuring
John Colwill and The Great Gardens team
from Perth was very popular with over 170
attendees
• Local authors Jim Finnerty and Fleur
MacDonald featured in lunchtime Meet
the Author sessions and the popularity of
these sessions encouraged the formation of
a Library Book Club, Reading Between the
Wines. This group has over 30 participants
who meet monthly in various locations to
discuss a range of literary issues and also
has an online presence through the library’s
Facebook site
• TheeighthStateLibraryDiscardBookSalewas
held over the Easter long weekend and was a
great example of teamwork between the State
Library, Esperance Library staff, Esperance
Library Friends (ELF) and other volunteers.
More than 3000 people attended and it was
fantastic to see how much enthusiasm the
community has for reading. The Esperance
Library benefitted from the publicity and the
donation of over 500 Large Print books left
over from the sale.
• The Esperance Library Friends (ELF) group
had another successful year with sales from
the ELF Discard Book Shop supporting Early
Literacy programmes and the purchase of
other resources. ELF also assisted staff with
activities and events such as visiting author
sessions, the Library Open Week and the
State Library Discard Book Sale. They are a
fantastic volunteer group who work towards
making better resources and services available
to all members of our community.
• The library has taken another step into the
future by introducing, in a staged rollout, a
range of electronic resources, namely Ebooks,
Downloadable Audio and Ezines.
• The Structural Reform of Public Libraries is a
lengthy process and is impacting on activities
currently being undertaken at the Esperance
Library. Staff are monitoring the changes
being implemented and sourcing alternatives
to continue to provide essential community
services.
“The library has taken
another step into the
future by introducing
E - Services.”

Community Services
Ranger Services has seen significant improvements
over the last twelve months thanks to the hard
work and ongoing team commitment of all staff. By
working as a team and receiving amazing ongoing
support from all Shire staff, various businesses in
town and animal support groups such as SAFE
(Save Animals from Euthanasia) and the RSPCA we
have achieved great things.
Outstanding achievements include:
• The introduction of the “Pound Pooch”
program involving ongoing advertising of our
pound dogs and re homing them into safe and
wonderful homes through out Esperance and
beyond – one of our dogs was even returned
to his original breeder in the Northern Territory.
This has resulted in an amazing 100 dogs being
re homed in the financial year 2011/2012.
• Ongoing works on the Coastal Reserves
targeting Quagi and Alexander Bay including
maintenance, upgrades and signage as well as
the introduction of the Camp Hosts program.
• Upgrades and self registration for overflow
camping on the Greater Sports Ground over
Xmas, New Year and Easter 2011 into 2012
• Development of ongoing relationships with
a variety of organisations in town inclusive
of Fisheries, Police, Customs, DEC, support
organisations and a multitude of other people
and businesses.
• Heightened awareness through out the
community of Ranger Services and what we
offer through media support and pro active
work engaging all staff with the community
Ranger Services are extremely proud of these
achievements and are all looking forward in
2012/2013 to ongoing engagement within the
community of Esperance to ensure a safe, happy
and well balanced lifestyle in what is a magnificent
natural environment.
Ranger Services
Rangers are responsible for dog and cat control, parking control, litter
control, coastal reserves patrols and maintenance and block inspections
under the Bushfires Act.

19
Illegal Camping
A total of 195 illegal campers were issued with
written cautions and 50 verbal cautions were issued.
The illegal campers were requested to move on to
authorised camping grounds and the overflow camp
ground was offered as an alternative when it was
available.
The Greater Sports Ground was utilised for an
overflow camping ground during Christmas, New
Year and Easter due to the town’s caravan parks and
camping grounds being full.As part of a new initiative
for the overflow camping ground the introduction of
self registration was trialled for Easter 2012. This
proved extremely successful and in conjunction with
signage will be continued into the ensuing years for
the overflow area.
This resulted in a marked reduction in the number
of hours spent by Ranger Services staff conducting
fee collection duties resulting in staff being able to
attend to other matters over this busy period of the
year.
Ranger Services staff utilised early starts to catch
illegal campers and language translation sheets to
convey positive messages as to why illegal camping
was not permitted in the Shire of Esperance.
Parking
A total of five parking cautions were issued during
the year with no specific problem areas in town.
Rangers respond to public complaints regarding
parking, we do not actively conduct parking patrols.
Fire Control/Unsightly blocks
Rangers inspected a total of 650 vacant blocks
during the fire season, and subsequently 53 Notice
to Comply were sent out to property owners to
ensure that blocks were brought up to the required
standards.
Local Laws
Quarterly inspections were conducted of all verges
and thoroughfares during the year resulting in six
cautions and nil infringement notices being issued
for non compliance.
“We have a heightened
awareness through
out the community of
Ranger Services.”

Community Services
Ranger Services
Litter Control
Rangers received a total of 34 illegal dumping
reports. One written warning and four infringements
were issued for illegal dumping/littering. Rangers
continued to conduct random patrols to detect
offenders in this regard but rely heavily on community
support to be effective.
Coastal Reserve
All coastal reserves continued to be occupied to
their maximum capacity during the summer months
with ongoing maintenance carried out during this
period. During the winter months upgrades and
maintenance works were carried out by Ranger
Services staff as part of the annual works program.
After Hours
Rangers Emergency after Hours Service was very
busy over the year. Rangers received a total of 943
after hour calls during the year resulting in Rangers
attending to 76 call outs after hours.
Currently rangers respond to out of hours call outs
which are related to, dog attacks, livestock roaming,
emergency services requiring assistance and shark
sightings.
Telephone enquiries
Telephone enquiries are one of our largest sources
of information with a total of 1932 inquiries received
during the 2011/2012 year.
This included 943 out of hours calls from Insight (all
calls taken after 4:30 pm daily) and a total of 989
jobs on the ranger services job register. Dealing
with dog related complaints still constitutes the main
percentage of Ranger Services work.
The jobs on the job register are calls taken by the on
call ranger for that week from Monday to Friday 7:30
am to 4:30 pm daily. See Figure 2.
Dog control
Dog control and education of the public remained
the biggest single issue for rangers during the year.
19 cautions were issued in relation to dog matters
with an increased focus on dogs off lead and dogs
roaming. 71 infringements were issued in matters
ranging from dogs causing nuisance to dogs
roaming. Figure 3 provides additional information
regarding animal control.
There appears to have been a marked increase
in the number of dog attacks over the 2011/2012
financial year however, this could possibly be due
to increased media releases regarding responsible
dog ownership and encouraging residents to report
dog attack incidents.
Due to the strong Pound Pooch re homing program,
ongoing business and local support and continued
support from dog support agencies SAFE and
RSPCA, the number of dogs successfully re homed
has considerably increased. This financial year
Ranger Services reached a milestone re homing
their 100th pound pooch.

21
Figure 2 - Ranger Services Telephone enquiries
2007/2008 2008/2009 2009/2010 2010/2011 2011/2012
Dogs 2654 2847 2522 939 831
RSPCA 57 56 18 8 13
Livestock 175 154 185 66 56
Litter 29 29 43 34 35
Cats 166 233 219 56 54
Fire 216 364 152 49 54
Parking 104 103 90 21 14
Camping 73 142 117 50 49
General Enquiries 811 934 787 139 149
After Hours Not known Not known Not known 501 943
Total 4285 4862 4133 1863 2198
Figure 3 - Animal Control
2007/2008 2008/2009 2009/2010 2010/2011 2011/2012
Impounded dogs 479 416 390 296 275
Dogs returned to owners
after impounded
179 149 179 150 149
Dogs Euthanized 99 106 61 66 30
Rehoused Dogs N/A 49 53 70 88
Feral cats Euthanized 24 41 25 20 15

Community Services
The Esperance Visitor’s Centre has enjoyed another
successful year. The 2011/2012 financial year saw
a slight decrease in our ‘door count’ numbers from
125,399 in 2010/2011 to 123,600 in 2011/2012 - see
Figure 4.
Despite slightly decreased numbers, the Esperance
Visitors Centre did achieve an increase in income.
Key outcomes include:
• Accommodation bookings through the
Esperance Visitors Centre rose from $539,470
in 2010/2011 to $678,670 in 2011/2012, a rise
of 25.8%.
• Overall commissions rose from $117,357
in 10/11 to $123,734 in 2011/2012, a 5.4%
increase. This figure was severely affected by
commissions earned from tour bookings that
fell from $10,085 in 2010/2011 to $1,273 in
2011/2012 – a direct result of the change in
ownership of the Woody Island Cruises with
the new owners not wishing to use the Visitors
Centre as a booking agent.
• Advertising revenue (from building and website
advertising) rose from $4,571 in 2010/2011 to
$7,920 in 2011/2012, a 73.275 increase.
• Souvenirs and CALM Pass sales rose from
$109,593 in 2010/2011 to $114,462, a 4.4%
increase.
Our Web site continues to be popular with 187,138
unique visits in 2011/2012, averaging 3,599 visits a
week. This represents a 23% increase in visitation
to our website. The average web visitor looked at 4
pages per visit and each visitor spent an average of
3-4 minutes on our site with 84% of visitors coming
to the site via search engines – this represents no
real change from the 2010/2011 Financial Year.
Other Esperance Visitors Centre highlights from the
2011/2012 Financial Year include:
• In October 2011 The Esperance Visitors
Centre was represented at the annual Visitors
Centre Association of Western Australia
(VACWA) conference, held in Kununurra. The
conference ran for three days and featured a
series of guest speakers on a diverse range
of topics including, staff recruitment, staff
training, using social media as a promotional
tool, the impact of natural disasters on tourism
and the impact of cane toads on tourism.
• On the 1st of December 2011 the Esperance
Visitors Centre co-hosted (with Tourism
Esperance) the December ‘ECCI Business
After Hours’. The function went well with
about 30 guests attending the function held at
the Visitor Centre.
• InApril 2012 Ross Beckett attended the Sydney
Caravan, Camping and Touring Supershow
and represented Australia’s Golden Outback
(AGO). This involved ‘manning’ the AGO
booth on the Tourism WA stand and answering
questions from prospective visitors about
things to see and do around the AGO and the
Esperance regions. Costs were covered by
AGO.
Esperance Visitor Centre
The Esperance Visitor Centre provides a gateway for tourists to the
Esperance Region.

23
Figure 4 - Visitor Centre Door Count
“The Visitor Centre
web site averages
3,599 visits a week.”
• In May 2012 Visitor Centre Representatives
spent half a day with The Hon. Kim Hames
MLA – Minister for Tourism. The Minister was
taken on a cruise to Woody Island which was
also attended by representatives from Tourism
Esperance, ECCI and Cr. Paul Griffiths.
• In June 2012 it was announced that Lucky
Bay won the ‘Natural Resource Management
Award’ at the ‘Keep Australia Beautiful WA
Clean Beaches Awards’; the submission was
put together by Tahnee Adamson, and Milton
Valli represented the Visitor Centre at the
Awards Breakfast on Wednesday 13th June.
• The Australian Traveller Magazine “100 Best
Views in Australia” awared Esperance the 31st
spot due to a picture submitted of the Great
Ocean Walk Cycle way.

Community Services
Entertainment
During the 2011/2012 financial year the Esperance
Civic Centre presented 26 shows (up from 24 in the
2010/2011 financial year). Seven of these shows
were venue hire’s, which was an increase of six from
the previous financial year. This year there were two
simulcast shows (both venue hire’s) from the Perth
Concert Hall they were the Vienna Philharmonic
Orchestra and the Western Australian Symphony
Orchestra. The Civic Centre also continued its
collaborative relationship with the Bijou Theatre by
assisting in the sale of tickets for all their shows.
In 2011/2012, 6,743 tickets were sold to all shows
at and presented by Esperance Civic Centre and at
The Bijou Theatre. Ticket sales included:
• 779 Concession Card holders and Seniors
Card holders (a 32.4% decrease)
• 25 Companion Card holders (up from 21)
• 224 Friends of Esperance Civic Centre (up
from 175)
• 2,082 internet sales (a 10.1% decrease)
• 469 from the Library and The Visitors Centre
(down from 734)
The total figure of 6,743 represents a 14.2%
decrease on 2010/2011 ticket sales. However
our revenue increased by 10.5% - $191,993.5 in
2011/2012 compared to $173,753 in 2010/2011.
The increase in expenditure for the 2011/2012
financial year is matched by an increase in income
for the same period. In dollar terms there was an
increase of $50,787 (this is a 7.8% increase) in
expenditure and an increase of $57,852 (23.8%) in
income - detailed in Figure 5.
Esperance Civic Centre
The Esperance Civic Centre provides the focal point of entertainment in the
south east of Western Australia.
Figure 5 -Civic Centre Income and Expenditure

25
Venue Hire / Use
The Civic Centre hosted a wide variety of functions
across the 2011/2012 financial year, including:
• 92 meeting days
• 32 private functions and wedding receptions
• 13 funerals
• 4 Blue Light Dance Parties
Other highlights at the Esperance Civic Centre
included:
• Annual Shire Senior Citizens dinner
• Annual Esperance Senior High School Ball
and careers day
• Annual Esperance Music Festival over three
days
• Annual Dance School End of Year Concert(s)
• Bridge Club Conference over four days
• Apex Teenage Fashion Awards
• Esperance Chamber of Commerce and
Industry awards night
• Esperance District Recreation Association
Sports Star of The Year award
• Six School graduations (plus rehearsals) South
East Premium Wheat Growers Association
Ladies Day
• Woolworths Charity Ball
• The Yellow Dot Ball
• Jehovah’s Witness Convention – a three day
event
• Seventh Day Adventist services – seven days
over a three week period
The Esperance Civic Centre was also the venue
for two significant community celebrations and the
funeral for a former civic leader.
• In January 2012 Fred DeGrussa celebrated
his 100th birthday surrounded by family and
friends.
• In March 2012 former Shire President Ian
Mickle was made a ‘Freemen of the Shire’.
• Also in March 2012 former Shire President
David Reichstein’s life was celebrated at a
funeral in the Auditorium.
In 2011/2012 The Esperance Civic Centre continued
its strong association with both CircuitWest and
Country Arts WA. Ross Beckett continued as a
Management Committee member of CircuitWest
and a Board Member (representing Regional
Performing Arts Venues) of Country Arts WA. Mr
Beckett attended two special CircuitWest meetings,
the Australian Performing Arts Centres Association
annual conference and Long Paddock, in Perth and
both were funded by Country Arts WA. Mr Beckett
also represented CountryArts WAand the Esperance
Civic Centre at the “Open Your Eyes” Regional Arts
Conference in September of 2011 in Geraldton.
“The venue is utilised
for a wide variety of
community events”

Community Services
In this financial year attendance through the Bay
of Isles Leisure Centre (BOILC) has dropped by
30,000 in total - see Figure 6. However, 24,000 of
this decrease is from casual pool visits and matches
with anecdotal observation that the pools have been
quieter this year, without any determinable reason.
The other areas suffering decreases in attendance
are explainable. Firstly, group fitness has had the
effect of ESP Fitness opening in town and offering a
larger suite of classes, particularly evening classes
which BOILC cannot offer, this inturn impacts crèche
attendance. There was also a noticeable drop in
Function and Sports Hall attendance. However, this
figure is already under-reported by possibly 50%
since gymnastics and taekwondo user groups do
not register their entry into the facility. In 2010/2011
payments were made at reception but in 2011/2012
user groups are invoiced directly and do not at any
time need to approach reception. Once Entry Control
systems are operating these attendance statistic will
increase dramatically.
Improvements made at the BOILC to increase
efficiencies, reduce costs and ensure legislative
compliance include, but are not limited to, the
following:
• An energy audit of the facility was conducted
and the recommendations resulted in
improvements including the reactivation of
automatic temperature control systems for the
four swimming pools and investigation into the
air handling unit control systems. Changing
from manual to automatic control has shown
a trend to fewer spikes in gas use and a more
consistent gas use pattern.
• Backwash waters from the swimming pools is
now discharged on site to sewer from a holding
tank at a controlled low flow rate.
• The chlorine gas storage area was upgraded
to comply with the Dangerous Goods Storage
Act and simultaneously the on site storage
area for chemicals was improved ensuring
staff safety.
• Sight glasses were installed into the backwash
discharge lines enabling water to go to waste
for only as long as needed rather than for a set
period of time. There will be a reduced duration
and frequency of backwash for the coming
years with anticipated large water savings and
associated reduction in pool chemical use.
• An automatic floor cleaning machine for the
pool concourse was purchased. This provides
a more hygienic and clean surface whilst using
less water and man hours.
Bay of Isles Leisure Centre
The Bay of Isles Leisure Centre provides access to a number of services for the
community. This includes recreational, lap and hydrotherapy pools, gym, fitness
classes, venue hire for sporting groups, sauna and spa.

27
Figure 6 - Attendance Statistics
2009/2010 2010/2011 2011/2012
Memberships sold 1001 979 976
Casual Gym 3887 4557 4474
Casual Class 1997 2741 1831
Member Gym 29484 35873 32068
Member Class 7863 8857 8922
Casual Pool 95129 91390 67772
Member Pool 30158 27674 27126
Staff entry (all) - 2206 2101
Swim School Enrol 2265 1874 1830
Crèche 3748 3540 2884
Function Sports 4494 3986 2723
Total entries 176,760 180,824 149,901
(Health Fitness) 47798 52028 47295
(Pools) 125287 119064 94898
• Permanent pool blanket rollers were installed
for the rehabilitation and lagoon pool which
now enables a single staff member to complete
the job. The 25m pool blanket trolleys are now
stored on a newly built paved area immediately
outside the deep end of the facility. These will
soon be operational now the dive blocks have
been removed.
• A Preventative Maintenance Schedule has
been created and maintained. This was
achieved in consultation with all Shire Buildings
and it is now possible to refer to a single
document to determine when inspections and
programmed maintenance is due. This will
also lead to savings as potential suppliers can
be approached for multi-year contracts.
“Improvements have
been made to increase
efficiencies, reduce costs
and ensure legislative
compliance”

Finances
Operating figures in Figure 7 are taken from the
‘BOILC Business Plan Operating Report’. This does
not include:
i) depreciation of the building ($127k),
ii) building expenses ($398k) or
iii) Shire’s administration allocation ($88k).
The BOILC does not currently pay for gas use, which
is approximately $235,000 per year. Our operational
cost recovery has remained at 74% which is a positive
statistic given the large decrease in total attendance.
The decrease in total attendance increased the ‘cost
per attendance’ figure for the facility.
Benchmarking services engaged in 2011/2012
consider the total cost, rather than just operating,
and BOILC compared similarly to most WA facilities
of similar size. Our cost per visit was $3.09 in
comparison to $2.80 for the others. However, once
a figure for gas consumption is included the cost will
increase. This is also a result of our low attendance
and small catchment population. However, BOILC
was fifth top on the whole list for attendance based
on catchment population indicating our small
population use the facility frequently.
Figure 8 details are taken from the ‘BOILC
Committee Operating Report’ and include all costs
associated with the facility. Rec Centre Building
expenses were $400,000 this year, $150,000 over
budget – primarily due to urgent repairs required
on the lagoon pool wall and the requirement for the
chlorine gas storage area to become compliant with
the Dangerous Goods Storage Act.
In 2010/2011 benchmarking, only Swan Park Leisure
Centre in Perth had a worse cost per visit figure
with $6.35. They too had significant capital building
expenditure in that year. Augusta-Margaret River
had a cost recovery of only 49% and a comparable
metro facility, Leisurepark Balga had 60%.
The largest of metropolitan centres achieved 93%
cost recovery primarily due to their very large health
and fitness centre operations generating significant
profit to offset the costs of operating swimming pools.
The Shire of Esperance needs to determine an
acceptable cost recovery figure and therefore
estimate the proportion of the expenses of the
facility supported by rate payers as a service to the
community versus the revenue generated by the
facility. In a positive development, both attendance
and income will be highly likely to increase in
2012/2013 with the implementation of Entry Control
systems to the facility for the first time and the
employment of a Health and Fitness Supervisor
to improve membership retention and customer
service.
Figure 7 - Annual Figures: Operating
2009/2010 2010/2011 2011/2012
Expenditure $1,021,927 $1,105,950 $1,178,472
Income $762,523 $813,093 $876,469
Deficit $259,404 $292,857 $302,003
Total Attendance 176760 180824 149901
Cost per visit $1.46 $1.62 $2.01
Cost Recovery 74% 73% 74%
Figure 8 - Annual Figures: All expenses
2009/2010 2010/2011 2011/2012
Expenditure $1,446,870 $1,620,999 $1,794,747
Income $762,523 $813,093 $876,469
Deficit $684,347 $807,906 $918,278
Total Attendance 176760 180824 149901
Cost per visit $3.87 $4.46 $6.12
Cost Recovery 53% 50% 49%
Community Services

29
Health and Fitness Attendances
Figure 9 indicates the total member and non-
member attendance to both the gym and group
fitness classes. It is apparent that the general shape
of the graph is the same as the preceding year with
troughs in the school holidays, particularly over the
summer break and Easter. Attendance in the pre-
Christmas period was inflated with the attendance
of Horizon Power and John Holland employees who
were on short-term corporate memberships with
the facility. Post-Christmas many of their individual
memberships were not renewed and, combined
with the lower Group Fitness attendance left our
attendance lower than the corresponding period in
the previous year.
Membership levels have been higher or equal to the
previous year.
Aquatics
Once again a very different pattern to metropolitan
centres is seen with the complete absence of a heat
related increase in pool attendance during January
to March as shown in Figure 10. There is a similar
trend over both years with an Easter trough evident
but with a clear reduction in attendance this year
across all the months. We can only speculate as to
the reason, it’s not immediately evident.
Swim School
Swim School continues to struggle to attract and
retain Swim Instructors. However this has stabilised
over the latter half of 2011/2012. The young
instructors now have a year of teaching experience
which helps with the parents’ perception. A dip in
Term 4 this year in comparison to last year is due
to a greater range of classes offered by VacSwim
(Education Department) over summer and parents
opting for this. Total numbers for the year were 31
less than the previous year.
Group Fitness Classes
Esperance appears to have an inverse attendance
pattern to metropolitan centres with our numbers
reducing in summer time, seemingly due to people
departing during school holidays. However, unique
to 2011/12 was the opening of a new Group
Fitness facility in Esperance in direct competition
to our programs. This occurred in December and
exacerbated the usual drop in attendance at that
time. The new business offered free three month
memberships plus regular evening classes which
immediately caused some of our members to leave
to obtain better value for money and access to more
classes.
During autumn our numbers have increased once
more and happily are not too much below last year.
May had a spike in total numbers as it was a five
week month with only four weekends included.
Figure 9 - Health and Fitness Attendance
Figure 10 - Aquatics Attendance

Community Services
Greater Sports Ground Re-Development
Update
The Football Development Commission released
its report about football in Esperance and the
main recommendation was for Ports Football Club
to remain located on the Greater Sports Ground
(GSG). The potential playing field space around
Ports is considered more than adequate for a
significant increase in participant numbers based on
the highest estimates of likely growth. Consequently
the GSG Master Plan was amended to retain Ports
Oval.
Following this decision Indoor Stadium user
groups were consulted with at length regarding
future requirements in the proposed new stadium.
Ultimately several alternative options of court and
room layouts were considered, all of which fit inside
the proposed building ‘footprint’. This footprint
has been approved by Council and along with the
southern car park being upgraded to a sealed and
kerbed surface.
Future GSG direction involves seeking a feasibility
study to be carried out by an independent consultant,
final plans to be sought and most importantly Council
to determine when funding will be made available
so that Community Sports and Recreation Facilities
Fund (CSRFF) funds can be applied for. This will
require the engagement of the Department of Sports
and Recreation as there are other projects likely to
be asking for over $1 million in the region.
Once a timeline is found then a number of other
jobs within the GSG can be scheduled including
demolition of badminton hall and netball hall,
potential tennis club courts extension, creation of an
ablution block in the north east corner and alterations
to the agricultural society buildings. These jobs will
cascade once the stadium redevelopment occurs.
Funding Partnership With Sports Clubs
Four projects were funded this financial year by the
Department for Sport and Recreation through the
CSRFF, the associated sporting clubs and the Shire.
• The Esperance Motocross Club received
funding to upgrade its ablution block.
• Grass Patch Tennis club upgraded its tennis
court playing surfaces.
• Esperance Cricket Association upgraded its
nets on Esperance Oval and installed new
nets on Newtown Oval.
• Esperance Soccer installed lighting towers on
Little Lords Oval.
Public Open Space Strategy
Recently there was an audit of the Shire’s parks and
reserves completed. This was necessary to gain a
complete understanding of the asset management
issues for all reserves without splitting these
into separate components such as playground
equipment,reticulation,mowing.Thisauditleadtothe
development of a single document addressing public
open space and may serve to consolidate various
previous stand-alone documents such as the Trails
Master Plan, Playgrounds Strategy and Physical
Activity Plan all of which had involvement from the
Manager Recreation and Youth. Department of Sport
and Recreation have expressed a strong interest
in providing input at an early stage, particularly in
relation to Education Department lands and their
accessibility or otherwise to the public.

31
Looking Ahead
Entry control systems will be installed in Spring 2012
as the final phase of an upgrade to the entry and
foyer area of the leisure centre. It is expected that
this will increase recorded participation and revenue
significantly plus improve the safety of young
children around the aquatic area.
Recommendations were made in the EnergyAudit for
installation of Solar Heating systems to pre-heat the
pool water thereby reducing the gas consumption.
Although the regular use of pool blankets is likely
to reduce gas consumption by around 20% the
unit cost of gas is likely to continue to increase. It
is imperative that the Council prepare for the effect
of paying full price for gas consumption in 2023 by
allocating money for suitable capital improvements
to reduce consumption prior to this date.
A report from an independent consultant into the
potential for redevelopment of the Bay of Isles ‘dry
side’ is expected around November. It is expected
that this will provide direction for revenue-generating
improvements to the facility, positively affecting
membership numbers and group fitness class
attendance.
A significant increase in the number of group
fitness classes offered at BOILC is going to occur
in September with the implementation of Les MillsTM
pre-choreographed classes. Restricted attendance
evening classes will be added to the time table and
will be conducted in the current indoor cycling room.
This is not an ideal situation but evening classes
are paramount for the success of a group fitness
program and it is hoped the redevelopment of the
Health and Fitness area will prioritise the creation
of a dedicated Group Fitness Studio and turn the
Group Fitness area of the facility into the revenue
generating exciting area of the facility it ought to be.
During the 2012/2013 financial year a new 0.5 FTE
Health and Fitness Supervisor position will be filled
with the primary aim to drive membership retention
and customer service of the dry side of the facility
plus supervision of the group fitness program.
This should have an immediate positive effect on
membership numbers and participation.

Community Services
The Esperance Volunteer Centre was successful
in winning the Best Local Community Group award
at the 2011 Esperance Chamber of Commerce and
Industry awards for the second year running. The
centre officially opened its doors on 4 May 1999
with the assistance of funding from the Federal
Department of Health and Aged Care, at the time,
through their Volunteer Management Program,
auspiced by the Shire of Esperance. The funding
model of short annual funding has remained fairly
unchanged over the years. However, in late June
2012 we finalised negotiations to continue our
Federal Funding for a further three years and we
were successful in bidding for State Government
funding which covers the next five years. The Centre
has never before had the luxury of knowing funding
was guaranteed into the future for this length of time.
In the last year the centre has assisted 299 people to
volunteer either through individual interview, phone
contact or email assistance. We have worked with
over 70 agency enquiries from the short query about
volunteer insurance to the longer assistance on how
to review and change a Constitution. The Centre
organised and facilitated over 16 training sessions
with 319 volunteers and volunteer managers
attending topics as diverse as Mental Health First
Aid and Suicide Prevention through to Governance
and Recruiting, Recognising and Retention of
Volunteers. Figure 11 provides a comparisson of
individualls and organisations assisted.
The Esperance Volunteer Resource Centre was
involved in the 2012 Kids Fun Day, a large and very
successful event held annually in Esperance. The
centre was able to help as part of the management
committee for the event and assisted in the recruiting
and management of the volunteers on the day.
The Volunteer Resource Centre would like to
acknowledge all members of the community who
volunteer, without your commitment to volunteering
some community events could not occur or would be
of a smaller scale.
The winning of our second Best Local Community
Group award was fantastic and is something we
could not achieve without the assistance of many
wonderful community members who volunteer their
time.
2009/2010 2010/1011 2011/2012
Individuals assisted to volunteer 283 119 299
Community organisations assisted 80 72 71
Volunteers Trained 188 236 228
Volunteer Managers Trained 88 96 86
Esperance Volunteer Resource Centre
Esperance Volunteer Resource Centre provides information and support to
volunteers and agencies working with volunteers.
“we were successful
in bidding for State
Government funding
which covers the next
five years.”
Figure 11

Engineering Services
A significant part of the year has been spent in
developing the Esperance Waterfront Project ready
for works to commence in the 2012/2013 financial
year. Along with this a number of peripheral projects
have commenced including a review of the Norfolk
Pines throughout the Esperance townsite, review
of all playground equipment for compliance with
Australian Safety standards, a review of the Road
Network Hierarchy, commencement of a Public
Open Space review and an audit of the Eastern
Suburbs Waste Water Reuse Scheme.
Also officers have been working to secure funding for
the new Myrup Waste Water Facility which will see
the upgrading of the existing truckwash facility and
the integration of the waste water facility currently
located at the Wylie Bay Waste Facility.
Roads
The Shire of Esperance is responsible for the
management and maintenance of the largest
road network of any local government in Western
Australia with 819 km of sealed roads and 3,679 km
of unsealed roads
In the 2011/2012 financial year we were able to
complete the following works –
• Gravel re-sheeting of approximately 113km of
gravel roads including 59km on the Cascade -
Lake King Road.
• Limestone re-sheeted of approximately 55km
of limestone roads
• Reconstructed approximately 10km of rural
sealed roads
• Resealed approximately 16.5km of rural
sealed roads
• Construction of approximately 3.2km of new
rural sealed roads to the value of $ 425,576
• Asphalt overlays on urban roads to the value
of $378,467
• Footpaths – Replaced 1km of slab footpaths
with brickpaved paths, constructed
approximately 1km of new footpaths
• Spent $51,184 on new kerbing in the residential
and industrial areas in Esperance.
• A number of solar lights were installed in
remote location along the Twilight Beach
footpath
Parks and Gardens
Works were completed on the new Walker Street
Playground, valued at $180,000, which included
playground equipment, landscaping, street furniture,
footpaths, nature trail and tree top viewing area. This
project represents the continuation of the Esperance
reserve upgrade strategy, designed to develop more
usable recreation space.
This year also saw a review of Parks and Gardens
operations and infrastructure, to develop more
efficient work programs and an increased level of
service for our recreation spaces. The review also
determined that a significant amount of investment
was required to upgrade our existing aging
reticulation network. This program is commencing in
the 2012/2013 financial year.
Engineering Services is responsible for: infrastructure
and property services, local roads, bridges, footpaths,
drainage; asset management; airport; waste collection
and recycling; cemeteries and foreshore erosion
management and development.

35
Waste Management
This year saw the commencement of a review of
waste management within the Shire of Esperance
and the development of a Waste Disposal Strategy
which looks at the future of the Wylie Bay Waste
Facility. The review is being developed further in
consultation with the Department of Environment
and Conservation prior to discussion with the
community.
The Wylie Bay recycling centre also celebrated its
10 year anniversary with the Esperance community
having recycled over 10,000 ton of material in
that period. The recycling centre has continued to
operate in an efficient manner and sent 1,300 ton
of product to Perth for recycling in 2011/2012. This
year saw the introduction of e-waste and florescent
globe recycling.
Esperance Airport
This year saw the commencement of the Airport
redevelopment for the introduction of security
screening on 1 July 2012. The works involved
a $2.5 million upgrade of the airport terminal to
accommodate the screening equipment and a
secure boarding area. The screening equipment
was purchased with the assistance of a federal
governmentgrantandisvaluedat$650,000. Thecost
of the equipment including running and replacement
and the engagement of a contractor to undertake the
screening also will see an increase in airfare prices
between Esperance and Perth of $40 per person
on the outbound ticket. This price represents the
total cost of screening per passenger per ticket. The
2011/2012 financial year saw approximately 48,000
passengers travel through the airport.
Asset Management
This year saw the continuation of data collection
and the development of asset management plans
for all shire assets. The asset management plans
identify our assets, what they are, where they are,
what condition are they in and what needs to be
spent on them in the future to maintain them. This
information then feeds into the long term financial
plan to determine what Council needs to be
allocating for the maintenance of our existing assets
into the future. Currently our asset base is valued at
approximately $651m.
The Shire road asset’s were also reviewed with the
introduction of new asset management software
(ROMAN II). This also involved the collection of
condition data on our entire sealed and unsealed
road network. The entire road network was traversed
over a five week period with a variety of data
collected for input into the new software system.
This information will be used to develop the Roads
Asset Management Plan in 2012/2013.
“The Wylie Bay Waste
Facility celebrated it’s
10 year anniversary in
2011”

Development Services
Town Planning
Amendments 6, 8, 9 and 10 to Local Planning
Scheme No. 23 were Gazetted in 2011/2012.
A further 5 Scheme Amendments were being
processed throughout the year.
A significant number of development applications
were received and determined, by shire staff as per
Figure 12.
The Commercial Centre Strategy was also adopted
by Council. This Strategy aims to guide the provision
of commercial and associated activities within the
region during the next 10 to 15 years.
A Business Case for the Town Centre Revitalisation
Plan was prepared for the SuperTowns project,
and was sucessful in receiving $380,000. The
Background Analysis document for the Plan has
been developed, and will continue to develop over
the next year.
Audits were carried out by our Planning staff to
provide input in developing draft stategies for access
and parking, residential and industrial land. These
strategies are temporarily on hold to allow for the
development of the SuperTowns Growth Strategy
and Town Centre Revitalisation plan.
Local Planning Policies for Holiday Homes and Wind
Turbines were adopted in 2012, and a further policy
for Industrial Precinct Design Guidelines will be
considered by Council in late 2012.
Further development has been made into the
implementation of a Geographic Information System
(GIS). The improvements, both in the range of data
that is displayed as well as the quality of the data
available, are enabling officers to more fully and
efficiently assess development applications.
Figure 12 - 2011/2012 Development Application Approvals
Applications
Received
Applications
Determined
Development Applications 292 276
Subdivisions 23 23
Home Occupations 5 5
Home Occupation Renewals1
17 13
1
Home Occupation Renewals have reduced based on a number becoming
exempt under Local Planning Scheme No. 23.
Development Services is responsible for: health
services such as water and food inspection,
immunisation services, toilet facilities, noise control and
meat inspections and animal control; building services,
including inspections, licensing, certification and
enforcement; planning and development approval and
environmental services.

Development Services
Environmental Health
During 2011/2012, Environmental Health and Environment Services
continued to undertake inspections and actions to promote community
health and well being.
This included undertaking a range of activities including inspections,
monitoring of Shire activities, audits, provision of educational material,
complaint investigation and resolution. The Environmental Health team
completed over 1000 assigned tasks associated with actives relating
to food premises, caravan parks and camping grounds, environmental
protection, public buildings, accommodation and aquatic facilities and
a number of other health related premises. Some of this activity is
outlined in Figure 13.
Figure 13
Inspections Eastern Suburbs Water supply Scheme
Food 333 Chemistry 36
Effluent Disposal Systems 39 Microbiological 240
Caravan Parks Camping Grounds 9 Myrup Truckwash 6
Hairdressing and Skin Penetration 4 Recreational Water 55
Lodging House 27 Food Safe Workshops provided 7
Offensive Trade 5
Public Buildings 106 Meat Inspection –Animals Inspected
Aquatic facilities 10 Bovine 13,551
Ovine 116,821
Sampling Activity
Food:
West Australian Department
of Health Co-ordinated Food
Sampling Programs Participation
Samples collected
14
21
Rainwater Tank Sampling 18
Aquatic Facilities 137
Air Handling Systems 24
Mosquito 21
Potable Water (Microbiological) 102
Landfills 48

39
Figure 14 - Breakdown of Building Approvals
2010/2011 2011/2012
Description Number Value Number Value
New Single Dwellings/Duplexes 72 $22,313,885 52 $14,969,358
Alter to Dwellings 45 $2,905,259 25 $2,432,174
Approval Certificates Dwellings
(Retrospective Approval)
0 0 0 0
Industrial, Commercial 16 $11,450,982 14 $5,320,689
Alter to Industrial, Commercial 13 $1,008,414 15 $9,990,503
Approval Certificates Industrial,
Commercial (Retrospective Approval)
0 0 2 $13,000
Outbuildings 126 $1,842,915 106 $1,573,716
Alter to Outbuildings 16 $127,737 6 $25,000
Approval Certificates Outbuilding
(Retrospective Approval)
1 $18,000 0 0
Sundry Structures (Retaining walls,
Fencing, etc)
19 $198,000 18 $172,998
Sundry Structures (Retaining walls,
Fencing, etc) (Retrospective Approval)
0 0 0 0
Demolition 5 $78,275 4 $28,355
Pools 2 $59,000 4 $57,500
Total 315 $40,002,467 246 $34,583,293
Building
During the 2011/2012 financial year, Building
Services prepared for new building projects such as
the West Beach toilets (currently at design stage)
and overseeing additions to existing buildings, some
of which were the Home Care Building (kitchen
additions) and Bay of Isles Leisure Centre chemical
storage area.
The Building Maintenance Program has been split
into two areas, planned and reactive maintenance
so that a measure can be put into place to confirm
that planned maintenance of the Shires built
assets is having the desired effect which is to
minimise reactive maintenance by implementing
a comprehensive maintenance program. Council
allocated funds in the 2011/2012 year for building
asset maintenance which is also being used to
inspect and rationalise existing buildings, ensuring
that they will be brought up to standard, complying
with legislative requirements.
Building Legislation Changes
In April 2012 sections of the Local Government
(Miscellaneous Provisions) Act 1960 were repealed
so that the new Building Act 2011 could take full
effect. The changes have resulted in considerable
administration and building approval process
changes.
Building Approvals
In total, 246 building permits were issued by the Shire
of Esperance, worth over $34 million dollars. These
comprised of 52 residential dwellings, 14 commercial
and industrial buildings, 112 outbuildings and 68
additions and alterations made up the remainder of
the approvals. See Figure 14 for details.

Corporate Services
Corporate Services changed leadership this year
with Mr Darren Kennedy leaving the Shire to take
up other opportunities. Mr Kennedy was an asset
to the Shire implementing many improvements for
the long term benefit of the Shire and its residents.
Mr Shane Burge has taken on the role since May
2012 and is keen to capitalise on the opportunities
and challenges open to the Shire to ensure ongoing
sustainability.
New legislation introduced by the State Government
has seen local government make preparations for
the Integrated Planning and Reporting Framework.
The new framework is designed to improve the
overall standard of long term strategic planning and
financial management within Western Australian
local governments. A particular emphasis has
been placed on community engagement with the
preparation of the strategic plans and for financial
planning to take a longer term view.
As a result of these changes the annual Shire budget
commencing 2013/2014 and subsequent annual
budgets will need to be predominately derived from
a Council adopted Corporate Business Plan and
accompanying Long Term Financial Plan. These
changesareamajordeviationfromwhattheShireand
local government have traditionally done in the past
although Council and staff are progressively working
through the new legislative framework to ensure
that compliance is achieved within the stipulated
timeframes. The majority of the changes will enable
the local government industry within WA to move
towards closer uniformity with the rest of Australia.
Corporate Services is responsible for: audit and grant
management ; finance management; long term financial
planning; information technology; records management;
statutory reporting; administration; customer service;
licensing and rates.
“Emphasis has been
placed on community
engagement with the
preparation of Strategic
Plans for long term
Financial Planning”

41
Information Technology
In the year leading up to 7 November 2011, IT
conducted the “Managed Services Migration”
project. This was an extensive project to inform and
prepare staff for the transition of most IT systems to
a secure data centre in Sydney. The majority of the
project focused around analysis of staff interaction
with the IT systems, and then defining and mitigating
risks with the move. The move was well tested, and
successfully completed on the 7 November 2011.
The result of the move to a “Managed Services”
environment has ensured the Shire has complete
business continuity and a disaster recovery system
with respect to its IT systems.
A new Council Agendas and Minutes system know
as InfoCouncil was deployed during the year. This
program allows agendas and minutes to be managed
through dedicated software and includes processes
to upload minutes directly to the Shire’s website.
Preparation for telephone services to move to VOIP
(TIPT) was performed, which included re-cabling of
the Shire’s Admin building’s wired network, and a
logical redesign of the whole Shire’s physical network
(Administration building and attached out-centres). A
new Customer Request Module(CRM) system was
configured and is ready for testing.
Over the coming year there will be an assessment
of the in-house Management Accounting Reporting
Software (MARS) that was developed in-house.
This software is no longer supported from an IT
perspective therefore a sustainable IT solution
needs to be implemented to ensure a continuance of
management reports can be retained within the Shire.

Corporate Services
Statutory Reports
Report under Section 29(2) of the Disability
Services Act 1993
The Shire of Esperance has continued its
commitment to provided improved access for people
with disabilities.
The Disability Access and Inclusion Plan Working
Party monitor’s the Disability Access and Inclusion
Plan 2010/2012 (DAIP). Key projects are identified
and an implementation schedule is set out for each
financial year. For the 2011/2012 financial year the
following projects were undertaken:
• Promote and publish details of the DAIP and
how persons with a disability or their carers
can have input into the plan.
• Publish and advertise the process for lodging
complaints or requests for works with the
Shire.
• Advertise and promote the options available
for people to receive information in differing
formats from the Shire.
• Over the last five years the Shire has been
replacing all concrete slab footpaths in the
central business district to ensure smooth and
easy access for all community members, this
year saw the annual works program complete
this project along The Esplanade. The Shire
also regularly sweeps concrete footpaths
of loose stones, installs kerb ramps in new
footpaths, and requires provisions for disabled
people in new commercial buildings and where
major alterations have been undertaken in
existing buildings.
• The Bay of Isles Leisure Centre installed
two new machines in the gymnasium that
specifically target strength training and can be
utilised by able bodied patrons and patrons
with a disability. The cardiovascular machine
is for upper body training only whilst the Multi
Plex station provides a full body workout
when required, both machines are wheelchair
friendly. Health and Fitness staff have been
trained to work with people with disabilities to
assist in providing guidance and safety advice
on the use of all equipment.
• The introduction of the Swim ability squad has
allowed children with disabilities to maintain
their water fitness and increases the likelihood
of their inclusion into a mainstream swimming
school program.
Compliance with the State Records Act 2000
The Shire submitted an amended Recordkeeping
Plan to the State Records Office on 26 July 2011.
This amended plan was approved by the State
Records Commission on 2 December 2011.
This Plan describes the Shire’s commitment to
good and compliant recordkeeping procedures and
identifies future projects.
The Shire main focus in Records has been improving
the Electronic Document Management System
(EDMS) TRIM, enhanced with a new business
classification system and semi automated retention
and disposal of folders.
The Shire has also been addressing the disposition
backlog of hardcopy files held in storage within
Records. The Shire has currently sentenced 8,285
folders, of which:
• 575 files identified as permanent archives
• 1,336 files identified as local archives
• 3,053 files identified as inactive records, for
future disposal, and
• 3,321 files identified for destruction, which
have since been destroyed.

43
National Competition Policy
The Competition Principles Agreement is an Inter-
government Agreement between
the Commonwealth and State/Territory Governments
that sets out how government will apply National
Competition Policy principles to public sector
organisations within their jurisdiction.
The State Government released a Policy Statement
effective from July 1996 called the Clause 7
Statement, which forms part of the Competition
PrinciplesAgreement. The Clause 7 policy document
sets out nominated principles from the Agreement
that now apply to Local Government. The provisions
of Clause 7 of the Competition Principles Agreement
require local government to report annually as to
the implementation, application and effects of the
Competition Policy.
The Competition Principles Agreement, under
Clause 7, specifies three broad areas of reporting.
These are:
1. Competitive Neutrality;
2. Structural Review of Public Monopolies; and
3. Legislative Review.
In accordance with the requirements of the National
Competition Policy, the Shire of Esperance makes
the following disclosures for 2011/2012.
Performance Indicators
The Records Department is currently maintaining
statistical information for work processes within the
department. In accordance with the State Records
Act 2000 the Shire has developed performance
indicators based on the statistical information
gathered.
Information Statement
On 19 April 2012, the Shire updated and approved
the Information Statement as required by the
Freedom of Information Act 1992. The Information
Statement can be obtained from the Shire’s website,
Administration Office or on request.
Records Training
The Shire has developed a structured induction
and training program to ensure that employees,
contractors and elected members are aware of their
role and responsibilities in regard to compliance with
the Shire’s Recordkeeping Plan.
The Training consists of:
• Introduction to Records Management
• Records Awareness Training (RAT)
• TRIM (Electronic Document Management
System) Training Manual
• Specific TRIM training targeting priority areas.
• Advice to staff regarding recordkeeping or
TRIM on an ongoing as needs basis.
This training is provided to all employees who have
record keeping duties. Employees are advised
of any additional information such as policies and
procedures which are published on the Shire’s
intranet.

Competitive Neutrality
The objective of competitive neutrality is the
elimination of resource allocation distortions arising
out of local government ownership of significant
business activities.
The Shire of Esperance has previously assessed its
operations and considers that it has one business
activity that would be classed as significant under
the current guidelines. Also the Shire of Esperance
does not operate a business enterprise that has been
classified by the Australian Bureau of Statistics as
either a Public Trading Enterprise or Public Financial
Enterprise.
The number of activities to which competitive
neutrality principles have been applied in the
reporting period is Zero (0).
The number of activities to which competitive
neutrality principles have been considered but not
applied in the reporting period is Zero (0).
During the reporting period the Shire of Esperance
did not become aware of any allegations of non-
compliance with the competitive neutrality principles
made by a private entity against the Shire.
Structural Review of Public Monopolies
In relation to Structural review of public monopolies,
the Shire of Esperance discloses the following:
Structural reform principles have been applied to the
following number of activities in the reporting period:
Zero (0); and
Structural reform principles have been considered
but not applied to the following number of activities
in the reporting period: Zero (0).
As no structural reform has been applied to any
activities, the review requirements of principal SR.3
of Clause 7 of the Competition Policy Statement
have not been undertaken.
Legislative Review
Parties to the National Competition Policy package
agreed that legislation should not restrict competition
unless:
The benefits of the restriction to the community as a
whole outweigh the costs; and
The objectives of the legislation can only be achieved
by restricting competition.
Accordingly, the Shire of Esperance is required to
implement a systematic review of all of its existing
legislation to determine whether there are any direct
or indirect effects on competition.
The Local Government Act 1995 requires all existing
Local Laws to be reviewed every eight years. As part
of this process the intention to review Local Laws
is advertised in the media giving residents and rate
payers the opportunity to comment on any proposed
changes, additions or deletions to the Shire’s Local
Laws. For the 2011/2012 Financial year there were
no changes to the Shire’s Local Laws:
• As at the reporting date the number of by-laws
and Local Laws which have been reviewed
and reformed as a result of any legislative
review is Zero (0); and
• As at the reporting date the number of by-laws
and Local Laws which the application of any
legislative review principles were considered
but not applied is Zero (0).
Corporate Services

45
Plan for the Future
Section 5.56 of the Local Government Act 1995
(the Act) requires a local government to plan for the
future of the district. Furthermore, Section 5.53(e)
of the Act requires local government to provide an
overview of the Plan for the Future in its Annual
Report, including major initiatives that are proposed
to commence or continue in the following financial
year.
The Shire’s Plan for the Future was last reviewed
during 2009/2010 and nominates the following
initiatives as projects of key strategic importance:
• Esperance Foreshore Protection and
Enhancement Project, now known as the
Esperance Waterfront Project
• Greater Sports Ground Redevelopment;
• Tanker Jetty Maintenance;
The Plan also identifies the imperatives of Asset
Management and Information and Communication
Technologies as key operational objectives for
the Shire for the period of the Plan. The Shire has
performed significant work in both of these areas to
ensure sustainable asset management is planned
for now and into the future and that new technologies
are embraced when proven efficiencies can be
identified.
A copy of the Plan is available from the
Administration Office or from the Shire website
www.esperance.wa.gov.au
Employee Remuneration
Pursuant to Regulation 19B of the Local Government
(Administration) Regulation 1996, the following table
sets out, in bands of $10,000, the number of Shire
employees entitled to an annual salary of $100,000
or more:
Salary Band (S) 2012 2011 2010
$100,000 - $109,999 - 3 2
$110,000 - $119,999 2 1 -
$120,000 - $129,999 2 - -
$160,000 - $169,000 - - 1
$170,000 - $179,999 - 1 -
$200,000 – 209,999 1 - -
Complaints
Section 5.53(2)(hb) of the Local Government Act
1995 requires the Annual report to contain details of
entries made under section 5.121 during the financial
year in the Register of Complaints. The 2011/2012
year saw zero (0) entries made in this regard.

TABLE OF CONTENTS
Page
Statement by Chief Executive Officer (i)
Independent Audit Report (ii) - (iii)
Statement of Comprehensive Income by Nature or Type 1
Statement of Comprehensive Income by Program 2
Statement of Financial Position 3
Statement of Changes in Equity 4
Statement of Cash Flows 5
Rate Setting Statement 6
Notes to and Forming Part of the Financial Report Note
Significant Accounting Policies 1 7
Revenues and Expenses 2 21
Cash and Cash Equivalents 3 26
Trade and Other Receivables 4 27
Inventories 5 27
Property, Plant and Equipment 6 28
Infrastructure 7 30
Trade and Other Payables 8 32
Long Term Borrowings 9 32
Provisions 10 32
Reserves - Asset Revaluation 11 32
Reserves - Cash Backed 12 33
Notes to the Cash Flow Statement 13 39
Capital and Leasing Commitments 14 40
Contingent Liabilities 15 40
Joint Venture 16 40
Assets by Function and Activity 17 41
Financial Ratios 18 41
Trust Funds 19 42
Disposal of Assets 20 42
Information on Borrowings 21 43
Rating Information 22 45
Discounts, Incentives, Concessions and Write-offs 23 48
Interest Charges and Instalments 24 48
Fees and Charges 25 49
Grant Revenue 26 49
Employee Numbers 27 49
Councillors' Remuneration 28 49
Major Land Transactions 29 50
Major Trading Undertakings 30 53
Financial Risk Management 31 55
SHIRE OF ESPERANCE
Windich Street, Esperance Western Australia, 6450
Tel: (08) 9071 0666, Fax: (08) 9071 0600 Email: shire @esperance.wa.gov.au
www.esperance.wa.gov.au
Annual Financial Report
For the year ended 30th June 2012
Table of Contents
2011-12

(i)
Audit Report
2011-12

(ii)
Audit Report
2011-12

(iii)
Audit Report
2011-12

NOTE 2012 2012 2011
Actual Budget Actual
$ $ $
Revenue
Rates 22 12,187,696 12,236,861 11,388,430
Operating Grants, Subsidies and
Contributions 26 9,230,839 6,115,712 8,032,526
Fees and Charges 25 6,395,373 5,687,890 6,528,332
Interest Earnings 2(a) 1,190,025 772,000 980,277
29,003,933 24,812,463 26,929,565
Expenses
Employee Costs (11,757,213) (11,471,982) (10,732,697)
Materials and Contracts (6,521,682) (6,024,493) (7,102,086)
Utility Charges (936,309) (918,740) (728,678)
Depreciation on Non-Current Assets 2(a) (8,588,017) (8,579,880) (8,606,104)
Interest Expenses 2(a) (54,999) (57,761) (43,600)
Insurance Expenses (excludes W.Comp) (473,578) (462,568) (421,886)
Other Expenditure (529,470) (616,220) (570,861)
(28,861,268) (28,131,644) (28,205,912)
Sub-total 142,665 (3,319,181) (1,276,347)
Non-Operating Grants, Subsidies and
Contributions 26 19,398,853 5,421,445 3,789,965
Profit on Asset Disposals 20 329,180 83,872 442,888
Loss on Asset Disposal 20 (16,187) (83,071) (89,079)
NET RESULT 19,854,511 2,103,065 2,867,427
Other Comprehensive Income - - -
Total Other Comprehensive Income - - -
TOTAL COMPREHENSIVE INCOME 19,854,511 2,103,065 2,867,427
This statement is to be read in conjunction with the accompanying notes.
Statement of Comprehensive Income
by Nature Type
2011-12

NOTE 2012 2012 2011
$ $ $
Revenue
Governance 221,647 126,750 216,988
General Purpose Funding 18,643,845 16,019,419 16,369,377
Law, Order, Public Safety 351,855 320,989 758,791
Health 158,405 154,853 161,395
Education and Welfare 2,353,543 2,201,294 2,218,181
Community Amenities 2,659,854 2,299,800 2,569,867
Recreation and Culture 2,005,803 1,575,975 1,592,547
Transport 1,298,901 1,094,950 1,251,687
Economic Services 690,127 407,433 711,155
Other Property and Services 619,953 611,000 1,079,577
2 (a) 29,003,933 24,812,463 26,929,565
Expenses Excluding Finance Costs
Governance (1,219,015) (1,095,029) (1,087,820)
General Purpose Funding (384,080) (434,355) (341,288)
Law, Order, Public Safety (1,154,889) (1,152,935) (1,945,899)
Health (412,662) (386,501) (316,940)
Education and Welfare (2,542,779) (2,545,960) (2,401,933)
Community Amenities (3,783,020) (3,409,747) (3,538,407)
Recreation Culture (5,806,630) (5,442,619) (5,741,809)
Transport (10,996,849) (10,848,353) (10,697,382)
Economic Services (1,651,299) (1,873,370) (1,010,423)
Other Property and Services (855,046) (885,014) (1,080,411)
2 (a) (28,806,269) (28,073,883) (28,162,312)
Finance Costs
Recreation Culture (54,491) (57,761) (48,833)
Other Property and Services (508) - 5,233
(54,999) (57,761) (43,600)
Non-Operating Grants, Subsidies
and Contributions
Education and Welfare 22,651 20,000 99,213
Recreation Culture 1,269,175 1,145 399,944
Transport 4,069,934 5,387,587 3,252,618
Economic Services 13,942,866 - -
Other Property and Services 68,000 - -
19,398,853 5,421,445 3,789,965
Profit on Disposal of Assets
Law, Order, Public Safety - 234 -
Education and Welfare 909 - -
Community Amenities - 4,484 -
Transport 177,699 79,154 56,608
Other Property and Services 150,572 - 386,280
329,180 83,872 442,888
Loss on Disposal of Assets
Governance - - (6,041)
Law, Order, Public Safety (4,924) (2,646) (6,996)
Community Amenities (6,691) - (5,002)
Transport (4,572) (75,884) (52,432)
Economic Services - (3,839) -
Other Property and Services - (702) (18,608)
(16,187) (83,071) (89,079)
NET RESULT 19,854,511 2,103,065 2,867,427
Other Comprehensive Income - - -
Total Other Comprehensive Income - - -
TOTAL COMPREHENSIVE INCOME 19,854,511 2,103,065 2,867,427
Statement of Comprehensive Income
by Program
2011-12

NOTE 2012 2011
Actual Actual
$ $
CURRENT ASSETS
Cash and Cash Equivalents 3 32,946,714 13,974,222
Trade and Other Receivables 4 2,160,390 2,065,552
Inventories 5 395,813 394,803
TOTAL CURRENT ASSETS 35,502,917 16,434,577
NON-CURRENT ASSETS
Other Receivables 4 845,458 925,907
Inventories 5 10,604,952 10,410,993
Property, Plant and Equipment 6 36,214,149 35,167,321
Infrastructure 7 196,268,937 194,629,455
TOTAL NON-CURRENT ASSETS 243,933,496 241,133,676
TOTAL ASSETS 279,436,413 257,568,253
CURRENT LIABILITIES
Trade and Other Payables 8 2,638,200 903,627
Current Portion of Long Term Borrowings 9 127,779 76,541
Provisions 10 1,591,472 1,534,149
TOTAL CURRENT LIABILITIES 4,357,451 2,514,317
NON-CURRENT LIABILITIES
Long Term Borrowings 9 8,973,938 8,840,972
Provisions 10 219,170 181,621
TOTAL NON-CURRENT LIABILITIES 9,193,108 9,022,593
TOTAL LIABILITIES 13,550,559 11,536,910
NET ASSETS 265,885,854 246,031,343
EQUITY
Retained Surplus 236,122,784 232,356,754
Reserves - Cash Backed 12 29,763,070 13,674,589
TOTAL EQUITY 265,885,854 246,031,343
2011-12
Statement of Financial
Position

RESERVES ASSET
RETAINED CASH REVALUATION TOTAL
NOTE SURPLUS BACKED RESERVE EQUITY
$ $ $ $
Balance as at 1 July 2010 127,415,662 11,363,104 104,385,150 243,163,916
Correction of Errors 104,385,150 0 (104,385,150) 0
Restated Balance 11 231,800,812 11,363,104 0 243,163,916
Net Result 2,867,427 - - 2,867,427
Total Other Comprehensive Income - - - -
Transfers from/(to) Reserve (2,311,485) 2,311,485 - -
Balance as at 30 June 2011 232,356,754 13,674,589 0 246,031,343
Net Result 19,854,511 - - 19,854,511
Total Other Comprehensive Income - - - -
Transfers from/(to) Reserve (16,088,481) 16,088,481 - -
Balance as at 30 June 2012 236,122,784 29,763,070 0 265,885,854
2011-12
Statement of Changes in Equity

NOTE 2012 2012 2011
Cash Flows From Operating Activities $ $ $
Receipts
Rates 12,217,845 12,258,861 11,362,217
Operating Grants, Subsidies and
Contributions 9,445,780 6,190,712 8,318,079
Fees and Charges 6,219,060 5,833,469 6,552,302
Interest Earnings 1,082,155 772,000 976,483
Goods and Services Tax 3,028,167 2,100,000 1,690,512
31,993,007 27,155,042 28,899,593
Payments
Employee Costs (11,580,123) (11,272,427) (10,557,396)
Materials and Contracts (6,104,917) (5,093,238) (7,629,535)
Utility Charges (895,809) (918,740) (750,985)
Insurance Expenses (473,578) (462,568) (421,886)
Interest Expenses (49,471) (57,761) (48,882)
Goods and Services Tax (1,828,014) (2,100,000) (1,835,141)
Other Expenditure (528,220) (616,220) (570,861)
(21,460,132) (20,520,954) (21,814,686)
Net Cash Provided By
Operating Activities 13(b) 10,532,875 6,634,088 7,084,907
Cash Flows from Investing Activities
Payments for Development of
Land Held for Resale (469,441) (104,262) (1,050,984)
Payments for Purchase of
Property, Plant Equipment (3,400,400) (6,299,078) (2,390,192)
Payments for Construction of
Infrastructure (8,146,229) (9,078,709) (7,103,076)
Advances to Community Groups (59,395) - (410,000)
Proceeds from Self Supporting Loans 63,659 113,837
Non-Operating Grants,
Subsidies and Contributions
used for the Development of Assets 19,398,853 5,421,445 3,789,965
Proceeds from Sale of Assets 868,366 662,762 1,268,771
Net Cash Used In
Investing Activities 8,255,413 (9,397,842) (5,781,679)
Cash Flows from Financing Activities
Repayment of Debentures (263,659) (78,611) (245,543)
Proceeds from New Debentures 447,863 64,330 809,877
Net Cash Provided By (Used In)
Financing Activities 184,204 (14,281) 564,334
Net Increase (Decrease) in Cash Held 18,972,492 (2,778,035) 1,867,562
Cash at Beginning of Year 13,974,222 13,945,514 12,106,660
Cash and Cash Equivalents
at the End of the Year 13(a) 32,946,714 11,167,479 13,974,222
2011-12
Statement of Cash Flows

2012 2012 2011
NOTE Actual Budget Actual
$ $ $
Revenue
Governance 221,647 126,750 216,988
General Purpose Funding 6,456,149 3,782,558 4,980,947
Health 158,405 154,853 161,395
Education and Welfare 2,377,103 2,221,294 2,317,394
Community Amenities 2,659,854 2,304,284 2,569,867
Recreation and Culture 3,274,978 1,577,120 1,992,491
Transport 5,546,534 6,561,691 4,560,913
Economic Services 14,632,993 407,433 711,155
Other Property and Services 838,525 611,000 1,465,857
36,544,270 18,080,919 19,773,988
Expenses
Governance (1,219,015) (1,095,029) (1,093,861)
General Purpose Funding (384,080) (434,355) (341,288)
Law, Order, Public Safety (1,159,813) (1,155,581) (1,952,895)
Health (412,662) (386,501) (316,940)
Education and Welfare (2,542,779) (2,545,960) (2,401,933)
Community Amenities (3,789,711) (3,409,747) (3,543,409)
Recreation Culture (5,861,121) (5,500,380) (5,790,642)
Transport (11,001,421) (10,924,237) (10,749,814)
Economic Services (1,651,299) (1,877,209) (1,010,423)
Other Property and Services (855,554) (885,716) (1,093,786)
(28,877,455) (28,214,715) (28,294,991)
Net Result Excluding Rates 7,666,815 (10,133,796) (8,521,003)
Adjustments for Cash Budget Requirements:
Non-Cash Expenditure and Revenue
(Profit)/Loss on Asset Disposals 20 (312,993) (801) (353,809)
Movement in Provisions and Accruals 47,015 153,639 70,069
Movement in Deferred Pensioner Rates
Sundry Debtors (non-current)
24,947 - 27,218
Depreciation and Amortisation on Assets 2(a) 8,588,017 8,579,880 8,606,104
Capital Expenditure and Revenue
Purchase Land Held for Resale (469,441) (104,262) (1,050,984)
Purchase Land and Buildings (1,943,386) (3,650,893) (368,738)
Purchase Infrastructure Assets - Roads (6,505,702) (7,697,575) (5,963,412)
Purchase Infrastructure Assets - Other (1,640,527) (1,381,134) (1,139,664)
Purchase Plant and Equipment (1,285,060) (2,599,120) (1,931,018)
Purchase Furniture and Equipment (171,954) (49,065) (90,436)
Proceeds from Disposal of Assets 20 868,366 662,762 1,268,771
Repayment of Debentures 21(a) (263,659) (78,611) (245,543)
Proceeds from New Debentures 21(a) 447,863 64,330 809,877
Advances to Community Groups (59,395) (64,330) (410,000)
Self-Supporting Loan Principal Income 63,659 78,611 113,837
Transfers to Reserves (Restricted Assets) 12 (20,120,053) (1,923,175) (5,655,140)
Transfers from Reserves (Restricted Assets) 12 4,005,772 4,730,286 3,343,655
Surplus/(Deficit) July 1 B/Fwd 22(b) 939,573 1,196,393 1,041,359
Surplus/(Deficit) June 30 C/Fwd 2,067,553 20,000 939,573
Amount Required to be Raised from Rates 22(a) (12,187,696) (12,236,861) (11,388,430)
2011-12
Rate Setting Statement

Shire of Esperance 2011/2012 Annual Report Summary

Shire of Esperance 2011/2012 Annual Report Summary

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