agenda - central highlands region€¦ · 12/07/2016 · agenda - general council meeting - 12...

AGENDA

GENERAL COUNCIL MEETING Tuesday 12 July 2016

Meeting to be held in the Central Highlands Regional Council Chambers, Emerald OfficeCommencing at 2.00pm

INDEX OF CONTENTS

PRESENT........................................................................................................................................................3APOLOGIES ...................................................................................................................................................3LEAVE OF ABSENCE....................................................................................................................................3OPENING PRAYER........................................................................................................................................3CONFIRMATION OF MINUTES OF PREVIOUS MEETING ..........................................................................3General Council Meeting: 28 June 2016 .........................................................................................................3Special Budget Meeting: 5 July 2016 ..............................................................................................................3BUSINESS ARISING OUT OF MINUTES ......................................................................................................3REVIEW OF OUTSTANDING MEETING ACTIONS ......................................................................................3MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS ....3PETITION (TO BE TABLED IF ANY) .............................................................................................................3COMMITTEE RECOMMENDATIONS / NOTES.........................................................................................210Minutes of Meeting - Finance and Infrastructure Standing Committee: 14 June 2016................................210Minutes of Meeting - Leadership and Governance Standing Committee Meeting: 15 June 2016 ..............221Minutes of Meeting - Communities Standing Committee Meeting: 28 June 2016.......................................227COMMUNITIES ...........................................................................................................................................231Rescinding of Non-Resident Workforce Accommodation Policy .................................................................231Rescinding of Amenity and Aesthetics: Oversized Sheds Policy ................................................................243CORPORATE SERVICES ..........................................................................................................................250Rates and Charges Collection Policy ..........................................................................................................250Procurement Policy .....................................................................................................................................257

Agenda - General Council Meeting - 12 July 2016 -

Consultation - Annual Valuation Effective 30 June 2017.............................................................................266Related Party Disclosures Policy.................................................................................................................269GENERAL BUSINESS................................................................................................................................288CLOSED SESSION.....................................................................................................................................288LATE AGENDA ITEMS...............................................................................................................................288


PRESENT

APOLOGIES

LEAVE OF ABSENCE

OPENING PRAYERReverend Jim Pearson from the Emerald Uniting Church will be delivering the opening prayer.

CONFIRMATION OF MINUTES OF PREVIOUS MEETING

General Council Meeting: 28 June 2016

Special Budget Meeting: 5 July 2016

BUSINESS ARISING OUT OF MINUTES

REVIEW OF OUTSTANDING MEETING ACTIONS

MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS

PETITION (TO BE TABLED IF ANY)

General Meeting of Council

MINUTES

Meeting held in the Central Highlands Regional Council Chambers, Emerald Office

Tuesday 28 June 2016

Commenced at 2.00pm


MINUTES – GENERAL COUNCIL MEETING – TUESDAY 28 JUNE 2016 – PAGE 4

Attendance Infrastructure Project Engineer S. Robinson attended the meeting at 2.15pm

INFRASTRUCTURE AND UTILITIES’ SECTION 2013 Betterment Projects Tenders 2015T045C and 2015T046C - Aroona Road and Boolburra Edungalba Road Executive summary: During the period January 21 to January 29, 2013 the Central Highlands Regional Council area was impacted by the declared Natural Disaster event namely the “Tropical Cyclone Oswald and Associated Rainfall and Flooding, 21-29 January 2013”. On 5 May 2016 Council received funding approval from the Queensland Reconstruction Authority (QRA), under the Betterment Program of the Natural Disaster Relief and Recovery Arrangements (NDRRA), for the Dawson River crossing on Aroona Road and the Herbert Creek Crossing on Boolburra Edungalba Road submissions. Resolution: Cr Brimblecombe moved and seconded by Cr Daniels “That Central Highlands Regional Council:

1. Accept the tender submitted by JRT Civil Pty Ltd for Request for Tender 2015T046C - Construction of Concrete floodway and associated works of Aroona Road Dawson River Crossing at a value of $756,628.30 GST exclusive.

2. Accept the tender submitted by Casa Engineering for Request for Tender 2015T045C - Design, Supply and Construction of Boolburra Edungalba Road Bridge at a value of $863,667.88 GST exclusive.”

2016 / 06 / 28 / 003 Carried (9-0) Attendance Infrastructure Project Engineer S. Robinson left the meeting at 2.21pm Principal Planner Development Assessment S. Ronnfeldt, Town Planner J Webster attended the meeting at 2.21pm

COMMUNITIES’ SECTION Development Application - TP084/08E And EP084/08EOW - Kaesbie Pty Ltd, CKC Corporation Pty Ltd And JKCD Pty Ltd - Echidna Valley, Pilot Farm Road, Emerald

Executive summary: A request has been submitted to extend the relevant period of a Development Approval for a Reconfiguration of a Lot into eighty-one (81) Lots and a Development Approval for Operational Works (Roadworks, drainage works, earthworks and signage) on land located at Pilot Farm Road, Emerald.

Resolution: Cr Bell moved and seconded by Cr McIndoe “That the application for a Request to Extend the Relevant Period for Reconfiguring a Lot: One (1) Lot into eighty-one (81) Lots on land at Pilot Farm Road, Emerald described as Lot 18 on SP282148, be treated as a dual request to extend the relevant period and change to the development approval, is approved on the basis of the following alterations to the development approval:



Omit condition 3 as detailed in Decision Notice dated 10 December 2013, which presently states:

3. GENERAL – CURRENCY PERIOD

The currency period for this development are as follows:

Stage 2 – Four (4) years (remaining in force until 23 May 2016);

Stage 3 – Six (6) years (remaining in force until 23 May 2018); and

Stage 4 – Eight (8) years (remaining in force until 23 May 2020).

Should the development not be completed within this timeframe, this approval will lapse and a new application will need to be made to Council.

Timing: Prior to the release of Survey Plan/s.

Replace with:

3. GENERAL – DEVELOPMENT APPROVAL EXPIRY (Amendment 2 – 28 June 2016)

The currency period for this development are as follows:

Stage 2 – Four (4) years (remaining in force until 23 May 2016);

Stage 3 – Six (6) years (remaining in force until 23 May 2018); and

Stage 4 – Eight (8) years (remaining in force until 23 May 2020).

Should the development not be completed within this timeframe, this approval will lapse and a new application will need to be made to Council.

Stage 2 of the development approval expires on 27 February 2017.



Timing: As stated in the condition.

That the application for a Request to Extend the Relevant Period for Operational Works: Roadworks, drainage works, earthworks and signage) on land at Pilot Farm Road, Emerald described as Lot 18 on SP282148, be treated as a dual request to extend the relevant period and change to the development approval, is approved on the basis of the following alterations to the development period:

Omit condition 3 as detailed in Decision Notice dated 16 October 2013, which presently states:

3. APPROVAL CURRENCY PERIOD

All works approved by this Decision Notice must within two (2) years of the date of this approval be completed to the Council’s satisfaction, unless otherwise approved in writing by the Council’s Chief Executive Officer or delegate.

Replace with:

3. DEVELOPMENT APPROVAL EXPIRY (Amendment 2 – 28 June 2016)

All works approved by this Decision Notice must within two (2) years of the date of this approval be completed to the Council’s satisfaction, unless otherwise approved in writing by the Council’s Chief Executive Officer or delegate.

The development approval expires on 27 February 2017.”

2016 / 06 / 28 / 004 Carried (8-1)



Attendance Town Planner J Webster left the meeting at 2.26pm Application for Extended Trading Hours - WF Reid Pty Ltd, Centro Emerald Village Executive summary: WF Reid Pty Ltd has made an application for extended trading hours from its premises at 51-57 Hospital Road, Emerald. They have requested an opening time of 9:00am Monday to Sunday. Council is given the opportunity to provide comment to the Office of Liquor and Gaming by 1 July 2016. Resolution: Cr McIndoe moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council respond to the application for extended trading hours at Shop 17 Centro Emerald Village, Emerald and submit an objection to the proposed granting of an extended trading licence on the following grounds:

1. The extended hours increase the opportunity for alcohol abuse, associated violence, potential for public and private property damage;

2. The extended hours may have an adverse effect on the health and safety of members of the public; and

3. There is no overriding need in the community to justify an extension to the standard hours of operation.

2016 / 06 / 28 / 005 Carried (9-0) Attendance Principal Planner Development Assessment S. Ronnfeldt left the meeting at 2.32pm. Manager Finance S. Fogg attended the meeting at 2.33pm.

CORPORATE SERVICES’ SECTION The Regional Development Australia Fitzroy and Central West (RDAFCW) ‘Regional Roadmap’ Executive summary: The Regional Development Australia Fitzroy and Central West (RDAFCW) ‘Regional Roadmap’ provides a snapshot of the region and offers a description of the economic and social diversity of Fitzroy and the Central West regions individually. The RDAFCW 2013-2016 Regional Roadmap is reaching the end of its lifespan, and planning for the 2017 to 2020 document is currently underway. Council have been engaged in the development of the 2017-2020 Regional Roadmap and have been requested to provide details of proposed priority projects for consideration into this updated regional planning document. Following discussion at the last Council meeting, this report provides a shortlist of proposed priority projects that have been developed by council officers based on Council’s current major projects in planning for the 2017-2020 timeline. The proposed project priorities listing is for discussion and as appropriate further amendment prior to the submission of the final project priorities to the RDAFCW Regional Roadmap 2017-2020. Resolution: Cr Godwin-Smith moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council adopt the recommended priority projects as listed for inclusion in the RDAFCW 2017-2020 Regional Roadmap.



STREAM PROPOSED PRIORITY PROJECTS

INDUSTRY Priority 1

AGRICULTURE – Central Highlands Agribusiness Precinct Priority 2 TOURISM – Implementation of the Central Highlands Tourism Marketing Strategy

SERVICES Priority 1

WATER – Capella Water Security Priority 2

COMMUNICATIONS – Implementation of the 2016-17 Digital Economy Strategy and Action Plan Priority 3

TRANSPORT – Bedford Weir Crossing – Joint Project with Isaac Regional Council

Priority 4

TRANSPORT – Upgrading our region's roads – Blackwater Rolleston (TMR)

Priority 5

TRANSPORT – Upgrading our region's roads – Springsure Tambo (TMR)

LIVEABILITY Priority 1

HEALTH AND AGED CARE – Central Highlands Healthcare Precinct (Central Highlands Healthcare)

Priority 2

ENVIRONMENT – Rifle Range Reserve

Priority 3

ENVIRONMENT – Walking and Cycle Ways

Priority 4

ENVIRONMENT – Central Highlands Liveability Strategy

Priority 5

HEALTH AND AGED CARE – Construction of Ivy Anderson Home

2016 / 06 / 28 / 006 Carried (9-0) May 2016 Financial Report Executive summary:

A Report which summarises the financial performance and position of the Central Highlands Regional Council is presented to Council each month to provide a summary on Council’s financial performance. While this report complies with statutory obligations, it is also intended to provide additional information to keep Councillors informed in relation to relevant financial matters of Council.

Resolution: Cr Rolfe moved and seconded by Cr Nixon “That Central Highlands Regional Council receive the Monthly Financial Report for the period ending 30 May 2016.” 2016 / 06 / 28 / 007 Carried (9-0) Attendance Manager Finance S. Fogg left the meeting at 3.14pm Coordinator Governance L. Fry attended the meeting at 3.14pm General Manager Communities B. Duke left the meeting at 3.18pm



GOVERNANCE SECTION Delegation to Standing Committees Executive summary:

This report is presented to formalise the delegation of legislative decision-making power (Section 257 of the Local Government Act 2009), to the Standing Committees created by Council at its General Meeting on 26 April 2016. Resolution: Cr Brimblecombe moved and seconded by Cr Daniels “That under the powers of Section 257 of the Local Government Act 2009, Council delegate to the Standing Committees, the exercise of its powers under the following legislations.

Communities Standing Committee

Aboriginal Cultural Heritage Act 2003 Acquisition of Land Act 1967 Animal Care and Protection Act 2001 Biosecurity Act 2014 Environmental Offsets Act 2014 Environmental Offsets Regulation 2014 Nature Conservation (Administration) Regulation 2006 Nature Conservation Act 1992 Queensland Heritage Act 1992 Residential Tenancies and Rooming Accommodation Act 2008 River Improvement Trust Act 1940

Finance and Infrastructure Standing Committee

Acquisition of Land Act 1967 Body Corporate and Community Management (Accommodation Module) Regulation 2008 Body Corporate and Community Management (Commercial Module) Regulation 2008 Body Corporate and Community Management (Small Schemes Module) Regulation 2008 Body Corporate and Community Management (Specified Two-lots Schemes Module) Regulation 2008 Body Corporate and Community Management (Standard Module) Regulation 2008 Body Corporate and Community Management Act 1997 Building Regulation 2006 Economic Development Act 2012 Electricity Act 1994 Electricity Regulation 2006 Heavy Vehicle (Mass, Dimension and Loading) National Regulation) Heavy Vehicle National Law (Qld) Heavy Vehicle National Law Regulation 2014 Queensland Reconstruction Authority Act 2011 Water Act 2000

Leadership and Governance Standing Committee

Statutory Bodies Financial Arrangements Act 1982 Trust Act 1973

2016 / 06 / 28 / 008 Carried (9-0)



Attendance General Manager Communities B. Duke returned to the meeting at 3.20pm Attendance Policy and Standing Orders Review Executive summary: Standing Orders supplement the statutory requirements prescribed in Chapter 8, Part 2 of the Local Government Regulation 2012 by providing standard processes to be observed at local government meetings and are able to be suspended at any time by council resolution. Standing Orders provide a comprehensive guide for the conduct of meetings of the local government and the committees of the local government. The Standing Orders attached to this report have been amended to include the content of the current Attendance Policy of Elected Members and Terms of Reference to clarify the role of the Standing Committees. Additionally, a request to amend the Standing Orders in relation to electronic device usage has been incorporated to include electronic devices being switched to silent during Council meetings. Resolution: Cr Brimblecombe moved and seconded by Cr Lacey “That the Standing Orders Policy be adopted, as amended.”

COUNCIL POLICY

Standing Orders Policy

POLICY NUMBER: 0042 DEPARTMENT: Chief Executive Officer

EFFECTIVE DATE: UNIT: Governance

1.0 Purpose and Scope

These standing orders supplement the statutory requirements by providing standard processes to be observed at such meetings. In accordance with this policy, these standing orders may be suspended at any time by resolution.

2.0 Reference

Chapter 8, Part 2 of the Local Government Regulation 2012 provides core requirements for the conduct of meetings of the local government and the committees of the local government.

3.0 Definitions

CEO refers to Chief Executive Officer Council refers to Central Highlands Regional Council The Act shall mean the Local Government Act 2009 (as amended) The Regulation shall mean the Local Government Regulation 2012 (as amended) The Dictionary in the schedule defines particular words used in these standing orders



4.0 Policy Statement

Refer to Attachment A

5.0 Policy Review

All policies will be reviewed annually or when any of the following occurs:

Relevant legislation, regulations, standards and policies are amended or replaced; and

Other circumstances as determined from time to time by resolution of full Council.

This policy is nominated to be reviewed on: 27 June 2017

ATTACHMENT A

Standing Orders Policy

Contents Part 1 – Preliminary ............................................................................................................................................ 12

1 Background .......................................................................................................................................... 12

2 Object ..................................................................................................................................................... 12

3 Definitions – the dictionary .............................................................................................................. 12

Part 2 – Meetings of the Local Government ................................................................................................. 12

Division 1 – Time of Meeting of the Local Government .............................................................. 12

4 Times of ordinary meetings ............................................................................................................. 12

5 Special meetings ................................................................................................................................. 13

Division 2 – Agenda for Meetings of the Local Government ...................................................... 13

6 Agenda for meeting ............................................................................................................................ 13

Division 3 – Time of Meetings of Local Government Committees .............................................. 13

7 Times and places of committee meetings .................................................................................... 13

8 Special meetings ................................................................................................................................. 13

Division 4 – Notice of Meetings of Local Government Committees ........................................... 13

9 Notice of Meetings .............................................................................................................................. 13

Division 5 – Conduct of Committee Meetings .............................................................................. 14

10 Chairperson ...................................................................................................................................... 14

11 Quorum .............................................................................................................................................. 14



12 Procedure at Meetings ................................................................................................................... 14

Division 6 – Terms of Reference Standing Committees .............................................................. 14

13 Background ...................................................................................................................................... 14

14 Purpose .............................................................................................................................................. 14

15 Membership ...................................................................................................................................... 15

16 Scope and Limitations ................................................................................................................... 15

17 Delegated Authority ........................................................................................................................ 15

18 Frequency ......................................................................................................................................... 17

Division 7 – Standing Orders ........................................................................................................ 17

19 Standing Orders .............................................................................................................................. 17

Part 3 – Standing Orders ................................................................................................................................... 17

Division 1 – Application of Standing Orders ................................................................................ 17

20 Application ........................................................................................................................................ 17

Division 2 – Procedures for Meetings of the Local Government ................................................ 18

21 Order of Business ........................................................................................................................... 18

23 Deputations....................................................................................................................................... 19

Division 3 – Motions ...................................................................................................................... 19

24 Motions .............................................................................................................................................. 19

25 Absence of Mover of Motion ........................................................................................................ 19

26 Motion to be Seconded .................................................................................................................. 19

28 Speaking to Motions and Amendments .................................................................................... 20

29 Method of Taking Vote .................................................................................................................. 20

30 Repealing or Amending Resolutions ......................................................................................... 21

31 Procedural Motions ........................................................................................................................ 21

32 Motion that the Question be put .................................................................................................. 21

33 Motion that Debate be Adjourned ............................................................................................... 21

34 Motion to Proceed to Next Item of Business ........................................................................... 21

35 Motion that the Motion Lie on the Table ................................................................................... 22

36 Points of Order ................................................................................................................................. 22

37 Motion of Dissent ............................................................................................................................ 22

38 Motion that a Report be Tabled ................................................................................................... 22

39 Motion to Suspend Requirements of a Rule ............................................................................ 22

39A Motion that the Question/Motion be referred to the Next Meeting of the Local Government

(Committee Meetings only) ....................................................................................................................... 22

40 Motion that Meeting Stands Adjourned .................................................................................... 23

Division 4 – Mayoral Minutes ........................................................................................................ 23

41 Mayoral Minutes .............................................................................................................................. 23



Division 5 – Conduct During Meetings ......................................................................................... 23

42 Conduct during Meetings.............................................................................................................. 23

Division 6 – Questions ................................................................................................................... 24

43 Questions .......................................................................................................................................... 24

Division 7 – Disorder and Business ............................................................................................. 24

44 Disorder ............................................................................................................................................. 24

45 Business of Objectionable Nature .............................................................................................. 24

Division 8 – Attendance and Non-Attendance at Meetings ......................................................... 24

46 Attendance by Elected Members ................................................................................................ 24

47 Attendance of Public and Media at Meetings .......................................................................... 25

48 Public Participation at Meetings ................................................................................................. 25

49 Council Officers Participation at Meetings .............................................................................. 25

Division 9 – Committees ................................................................................................................ 26

50 Reports by Committees ................................................................................................................. 26

51 Attendance at Committee Meetings ........................................................................................... 26

52 Public Participation at Statutory Committee Meetings ......................................................... 26

Division 10 – Procedure Not Provided For ................................................................................... 26

53 Procedure Not Provided For ........................................................................................................ 26

Schedule Dictionary Section 3 ........................................................................................................................ 26

Part 1 – Preliminary

1 Background

Chapter 8 Part 2 of the Local Government Regulation 2012 provides core requirements for the conduct of meetings of the local government and the committees of the local government.

2 Object

These standing orders supplement the statutory requirements by providing standard processes to be observed at such meetings. In accordance with this policy, these standing orders may be suspended at any time by resolution.

3 Definitions – the dictionary

The dictionary in the schedule defines particular words used in these standing orders.

Part 2 – Meetings of the Local Government

Division 1 – Time of Meeting of the Local Government

4 Times of ordinary meetings

(1) The local government may, by resolution, fix dates and times for its ordinary meetingsi.

(2) If there is no resolution fixing the date and time for an ordinary meeting, the Chief Executive

Officer must fix the date and time for the meeting.



(3) Before the Chief Executive Officer fixes the date and time for an ordinary meeting, the Chief

Executive Officer must, if practicable, consult with the Mayor about the proposed date and time

for the meeting.

5 Special meetings

(1) The Chief Executive Officer must call a special meeting of the local government if –

a. The special meeting is required by a resolution of the local government; or

b. A written request for the special meeting is lodged with the Chief Executive Officer under

subsection (2).

(2) A written request for a special meetingii of the local government must –

a. Be signed by the Mayor or 5 or more Councillors; and

b. Specify the business to be conducted at the special meeting; and

c. Propose a day and time for the holding of the special meeting.

Division 2 – Agenda for Meetings of the Local Government

6 Agenda for meeting

(1) A list of the items to be discussed at a meeting of the local government must be available for

inspection at the time the agenda for the meeting is made available to Councillors.iii

(2) The agenda for a meeting must include –

a. Items required under the Act or a local law to be included on the agenda; and

b. Items required under these standing orders to be included on the agenda; and

c. Items that are by resolution of the local government to be included on the agenda; and

d. Each item whose inclusion on the agenda is requested by a Councillor.

(3) A Councillor who wants an item of business included on the agenda for a particular meeting

must give written notice of the nature of the business to the Chief Executive Officer at least 2

days before the notice of meeting is given.

Division 3 – Time of Meetings of Local Government Committees

7 Times and places of committee meetings

(1) A committee may, by resolution, fix dates, times and places for its meetings.iv

(2) If there is no resolution fixing the date, time and place for a committee meeting, the Chief

Executive Officer may fix the date, time and place for the meeting.

(3) Before the Chief Executive Officer fixes the date, time and place for a committee meeting, the

Chief Executive Officer must, if practicable, consult with the chairperson of the committee.

8 Special meetings

(1) The Chief Executive Officer must call a special meeting of a committee if – a. The special meeting is required by a resolution of the local government; or

b. A written request for the special meeting is lodged by the Chief Executive Officer under

subsection (2).

(2) A written request for a special meeting of a committee must –

a. Be signed by the chairperson or 3 or more members of the committee; and

b. Specify the business to be conducted at the special meeting; and

c. Propose a day, time and place for the holding of the special meeting.

Division 4 – Notice of Meetings of Local Government Committees

9 Notice of Meetings

(1) The Chief Executive Officer must give written notice of a committee meeting setting out the date, time and place of the meeting, and the business to be considered at the meeting, to each member of the committee.

(2) The notice must be given, if practicable, at least 4 days before the day of the meeting.

(3) A list of the items to be discussed at a meeting of a committee must be available for inspection at the time the agenda for the meeting is made available to the members of the committee.v



Division 5 – Conduct of Committee Meetings

10 Chairperson

The chairperson of a committee must preside at a meeting of a local government committee.

11 Quorum

(1) A quorum of a committee is a majority of its members.

(2) However, if the number of members is an even number, one-half of the number is a quorum.vi

12 Procedure at Meetings

(1) The procedure of a committee for dealing with business must be in accordance with – a. Procedural directions given to the committee by resolution of the local government; or

b. If there is no procedural direction governing a particular matter, these standing orders.

(2) However, a committee may, by resolution, overrule a decision on procedural question made by

the chairperson.

Division 6 – Terms of Reference Standing Committees

13 Background

The Terms of Reference will supplement the statutory requirements which regulate the conduct of meetings of local government by providing detailed procedures for the conduct of the Standing Committee meetings in order to provide open and transparent decision making.

14 Purpose

The Standing Committees provide direction and leadership on the areas of interest listed below.

Finance and Infrastructure Communities Leadership and Governance

Roads Parks and Gardens Corporate Governance

Water and Sewerage Environmental and

Sustainability

Performance Benchmarking

Drainage Libraries Corporate Communications

Shepton Quarry Arts and Culture Compliance

Emerald Airport Health and Regulatory Strategy

Emerald Saleyards Community Engagement Risk Management

Land Development Community Development Internal Audit

Emergency Management Sport and Recreation

Organisational Development Waste and Recycling

Information Services Applicable Advisory

Committees

Asset Management

Procurement

Fleet

Applicable Advisory




Committees

Monthly reports will be presented to each Committee by Management on key activities and

performance.

15 Membership

Council at its meeting of 26 April 2016 resolved that the membership of each Standing Committees be:

Finance and Infrastructure

Committee

Communities Committee Leadership and Governance

Committee

Five (5) Councillors,

One (1) as Chair


One (1) as Chair


One (1) as Chair

The Mayor is an Ex Officio member of each Committee. Should the Chairperson not be present at a

meeting, then the meeting shall elect a Chair.

16 Scope and Limitations

The main functions of the Committee are to:

(1) Receive reports from the Chief Executive Officer, Executive Leadership Team, Manager and/or

appropriately delegated officers related to the areas of interest.

(2) Adoption of the reports from the Chief Executive Officer, Executive Leadership Team, Manager

and/or appropriately delegated officers related to the areas of interest.

(3) Make decisions in line with the delegated authority; and

(4) Where necessary formulate recommendations to the Ordinary Council Meeting.

17 Delegated Authority

(1) In accordance with Section 257 of the Local Government Act 2009, Council delegated at its meeting of 24 May 2016 to the relevant Standing Committees, all powers referred to in the document titled “Central Highlands Regional Council – Council to CEO Delegations, Adopted by Council 09 December 2015” dealing with the Acts and Regulations listed as follows:


Schedule 1 Schedule 2 Schedule 3

Acquisition of Land Act 1967 –

Governance

Body Corporate and Community

Management (Accommodation

Module) Regulation 2008 –

Communities


Management (Commercial Module)

Regulation 2008 – Communities


Management (Small Schemes

Module) Regulation 2008 –

Communities

Aboriginal Cultural Heritage Act 2003

– Governance

Animal Care and Protection Act 2001

– Communities

Animal Management (Cats and

Dogs) Act 2008

Biosecurity Act 2014 – Communities

- (NEW as from 1/7/2016)

Environmental Offsets Act 2014 –

Governance

Environmental Offsets Regulation

2014 – Governance

Information Privacy Act 2009

Land Valuation Act 2010

Local Government Act 2009

Local Government Regulation 2012

Local Law No. 1 (Administration)

2012

Public Interest Disclosure Act 2010

Public Records Act 2002

Public Sector Ethics Act 1994






Management (Specified Two-lots

Schemes Module) Regulation 2008 –

Communities


Management (Standard Module)

Regulation 2008 – Communities


Management Act 1997 –

Communities

Building Act 1975

Building Regulation 2006 –

Communities

Disaster Management Act 2003

Disaster Management Regulation

2014

Economic Development Act 2012 –

Communities - (NEW from 4/7/2016

Electricity Act 1994 – Infrastructure

Electricity Regulation 2006 –

Infrastructure

Fire and Rescue Service Act 1990

Heavy Vehicle (Mass, Dimension

and Loading) National Regulation –

Infrastructure

Heavy Vehicle National Law (Qld) –

Infrastructure

Heavy Vehicle National Law

Regulation 2014 – Infrastructure

Land Act 1994

Liquor Act 1992




2012

Plumbing and Drainage Act 2002

Queensland Reconstruction

Authority Act 2011 – Communities

Residential Services (Accreditation)

Environmental Protection Act 1994

Environmental Protection Regulation

2008

Environmental Protection (Water)

Policy 2009

Food Act 2006

Food Production (Safety) Act 2000

Fossicking Regulation 2009

Land Protection (Pest and Stock

Route Management) Act 2002




2012

Local Law No. 2 (Animal

Management) 2012

Local Law No. 3 (Community and

Environmental Management) 2012

Local Law No. 4 (Local Government

Controlled Areas, Facilities and

Roads) 2012

Mineral Resources Act 1989 –

Communities

Nature Conservation (Administration)

Regulation 2006 – Governance

Nature Conservation Act 1992 –

Governance

Nature Conservation (Wildlife

Management) Regulation 2012

Public Health (Infection Control for

Personal Appearance Services) Act

2003

Public Health Act 2005

Public Health Regulation 2005

Residential Tenancies and Rooming

Accommodation Act 2008 –

Communities

River Improvement Trust Act 1940 –

Governance

Right to Information Act 2009

Work Health and Safety Act 2011

Work Health and Safety Regulation

2011

Workers Compensation and

Rehabilitation Act 2003

Workers Compensation and

Rehabilitation Regulation 2003

Statutory Bodies Financial

Arrangements Act 1982 – Corporate

Services

Trust Act 1973 – Governance





Act 2002

Standard Plumbing and Drainage

Act 2003

State Penalties Enforcement Act

1999

Survey and Mapping Infrastructure

Act 2003

Sustainable Planning Act 2009

Sustainable Planning Regulation

2009

Transport Infrastructure Act 1994

Transport Operations (Road Use

Management) Act 1995

Water Supply (Safety and Reliability)

Act 2008

State Penalties Enforcement Act

2005

Stock Act 1915

Summary Offences Act 2005

Summary Offences Regulation 2006

Tobacco and Other Smoking

Products Act 1998

Waste Reduction and Recycling Act

2011

Waste Reduction and Recycling

Regulation 2011

Water Fluoridation Act 2008

(2) To the extent that powers delegated to one committee have also been delegated to another

committee, or have previously been delegated to the Chief Executive Officer, those powers can

be exercised by each committee and the Chief Executive Officer, severally.

(3) All decisions of each Standing Committee must have unanimous support of the committee

members present.vii

18 Frequency

The schedule adopted by Council for meetings for each Standing Committee and General and Strategy Meeting is in accordance with the Local Government Regulation S257, 2012.

Division 7 – Standing Orders

19 Standing Orders

The standing orders which regulate the conduct of meetings of the local government and committees of the local government include the provisions set out in Part 3.

Part 3 – Standing Orders Division 1 – Application of Standing Orders

20 Application

(1) The standing orders in Part 3 provide for the conduct of – a. Meetings of the local government (other than a post-election meeting); and

b. Where applicable, committee meetings of the local government.

(2) The standing orders shall apply to a post-election meeting of the local government as far as

practicable.

(3) Any provision of the standing orders may be suspended by resolution of a meeting of the local

government.

(4) A separate resolution is required for a suspension of a standing order.

(5) A resolution to suspend a standing order must specify the application and duration of the

suspension.



(6) Where a matter arises at a meeting of the local government which is not provided for in the

standing orders, the matter may be determined by resolution upon a motion which may be put

without notice, but otherwise in conformity with the standing orders.

Division 2 – Procedures for Meetings of the Local Government

21 Order of Business

(1) The order of business must be determined by resolution of the local government from time to time.

(2) The order of business may be altered for a particular meeting where the Councillors at the meeting pass a procedural motion to that effect.

(3) A motion to alter the order of business may be moved without notice. (4) Unless otherwise altered pursuant to subsection (2), the order of business will be –

a. For ordinary meetings:

Attendance

Apologies

Confirmation of Minutes

Business Arising from Previous Minutes

Reception of Deputations by Appointment

Reception and Consideration of Committee Reports

Reception and Consideration of Officers’ Reports

Miscellaneous Business

b. For special meetings and committee meetings:

Attendance

Apologies

Reception of Deputations by Appointment

Reception and Consideration of Officers’ Reports

(5) The minutesviii of previous meeting (previous minutes) not previously confirmed may be taken

into consideration as the first business of an ordinary meeting, in order that the previous

minutes may be confirmed and no discussion shall be permitted with respect to the previous

minutes except with respect of the accuracy of the previous minutes as a record of the

proceedings.

(6) Admission of deputations, invitees and visitors shall be at the discretion of either of –

a. The Mayor; or

b. The local government.

(7) The time for receipt of petitions shall be at the discretion of the local government.

22 Petitions (1) The rules for Petitions to Council are available on the Central Highlands Regional Council

website. (2) Any petition presented to a meeting of the local government must be in legible writing or

typewritten and contain a minimum of 10 signatures (clearly stating the name and address of each person), contain a cover page detailing the request, suggestion or grievance and the name of the principal petitioner.ix

(3) The petition should be addressed to the Chief Executive Officer and can be emailed, mailed or physically handed in at a Customer Service Centre of Central Highlands Regional Council.

(4) The Chief Executive Officer will present the petition to a Council General Meeting. In accordance with the council’s general meeting procedure, the Chief Executive Officer may move the petition be received and referred to the relevant area of council for investigation and report back to council, if required.

(5) The principal petitioner will be advised in writing of Council’s decision, following the relevant General Meeting.



(6) A petition may be presented to a meeting by a Councillor who, before presenting the petition, must, as far as practicable, become acquainted with the subject matter of the petition.

(7) On presenting a petition to a meeting, a Councillor must – a. State the nature of the petition; and

b. Read the petition.

(8) Where a Councillor presents a petition to a meeting, no debate on or in relation to the petition

shall be allowed, and the only motion which may be moved is that –

a. The petition be received and consideration stand as an order of the day for –

i. The meeting; or

ii. A future meeting; or

b. The petition be received and referred to a committee or the Chief Executive Officer for

consideration and a report to the local government; or

c. The petition not be received.

23 Deputations

(1) A deputation wishing to attend and address a meeting must do so by appointment with the Chief Executive Officer.

(2) The Chief Executive Officer must notify the Mayor who must determine whether the deputation may be heard.

(3) The Chief Executive Officer must inform the deputation of the determination. (4) Where it has been determined that the deputation may be heard, a convenient time must be

arranged for that purpose, and a time period allowed. (5) For deputations comprising 3 or more persons, only 2 persons may be heard unless the local

government determines otherwise. (6) A deputation must be given an adequate opportunity to explain the purpose of the deputation. (7) The chairperson of a meeting may terminate an address by a person in a deputation at any time

if – a. The chairperson has allotted a specific period of time for a person’s address and the

period of time has elapsed; or b. The chairperson is satisfied that the purpose of the deputation has been sufficiently

explained to the Councillors at the meeting; or c. The person uses insulting or offensive language.

Division 3 – Motions

24 Motions

(1) A motion brought before a meeting in accordance with the Act or the standing orders may be received and put to the meeting by the chairperson.

(2) The chair may require a motion or an amendment to a motion to be stated in full or recorded in writing before permitting it to be received.

(3) The chair may call the notices of motion in the order in which they appear on the meeting agenda, and where no objection is taken to a motion being taken as a formal motion, the chairperson may put the motion to the vote without discussion.

(4) An item on the meeting agenda must not be removed from the agenda where a Councillor at the meeting objects to its being removed.

(5) When a motion has been moved and seconded, it becomes subject to the control of the local government and must not be withdrawn without the consent of both the mover and the seconder.

25 Absence of Mover of Motion

Where a Councillor who has given notice of a motion is absent from the meeting at which the motion is to be considered, the motion may be moved by another Councillor at the meeting, or deferred to the next meeting.

26 Motion to be Seconded

(1) A motion or an amendment to a motion must not be debated at a meeting of the local government unless or until the motion or the amendment is seconded, with the exception of a procedural motion.



(2) A motion or an amendment to a motion (other than a procedural motion) that is not seconded, lapses for want of a seconder.

(3) Notwithstanding subsection (1), a Councillor who moves a motion or an amendment to a motion may, with the permission of the chairperson, speak in support of the motion or amendment before it is seconded.

27 Amendment of Motion

(1) An amendment to a motion must – a. be in terms which retain the identity of the motion; and b. not negate the motion.

(2) Not more than 1 motion or 1 proposed amendment to a motion may be put before a meeting at any one time.

(3) Where an amendment to a motion is before a meeting, no other amendment to the motion can be considered until after the first amendment has been put.

(4) Where a motion (the original motion) is amended by another motion (the other motion), the original motion must not be put as a subsequent motion to amend the other motion.

(5) A Councillor who proposes or seconds a motion must not propose or second an amendment to the motion.

28 Speaking to Motions and Amendments

(1) Subject to section 26(2), the mover of an amendment to a motion must read the amendment and state that the amendment is so moved, and – a. may only speak in support of the amendment before it is seconded with the permission of

the chairperson; and b. may speak in support of the amendment after it is seconded.

(2) A Councillor may request further information from the chairperson before or after the motion or the amendment to the motion is seconded.

(3) Following the seconding of a motion or an amendment of a motion, the first speaker must be in favour of the motion or the amendment and each subsequent speaker alternatively against and in favour of the motion or amendment, unless the chairperson in his or her discretion rules otherwise.

(4) The mover of a motion has the right of reply. (5) The mover of an amendment to a motion has no right of reply. (6) Each Councillor must speak not more than once to the same motion or the same amendment

except as a right of reply unless the chairperson in his or her discretion rules otherwise. (7) Each speaker is restricted to not more than 5 minutes unless the chairperson in his or her

discretion rules otherwise. (8) Where 2 or more Councillors attempt to speak at the same time, the chairperson is to determine

who is entitled to priority.

29 Method of Taking Votex

(1) Before any matter is put to the vote, the chairperson may direct that the motion or amendment be read again by the Chief Executive Officer.

(2) The chairperson must, in taking the vote on a motion or an amendment, put the question, first in the affirmative and then in the negative and may do so as often as necessary to form and declare an opinion as to whether the affirmative or negative has the majority vote.

(3) The local government must vote by a show of hands or as otherwise directed by the chairperson.

(3A) If, in relation to a question/motion put to a committee meeting, the question/motion does not have the unanimous support of the committee members present, the chairperson must: a. Not declare the result of the vote; and

b. Direct that the question/motion be referred to the next local government meeting.

(4) Any Councillor may call for a division or a question in relation to the taking of a vote immediately

following the chairperson declaring the result of the vote.

(5) If a division is taken, the Chief Executive Officer must record –

a. The names of the Councillors voting in the affirmative; and

b. The names of the Councillors voting in the negative.



(6) The chairperson must declare the result of a vote or a division as soon as it has been

determined.

(7) Councillors may request that their names and how they voted be recorded in the minutes for

voting other than by division.

(8) Councillors who remain in the Chamber and abstain from voting are deemed to have voted in

the negative.xi

30 Repealing or Amending Resolutions

(1) A resolution of the local government must not be repealed or amended unless notice of motion is given in accordance with the requirements of the Act.xii

(2) Where a motion (a relevant motion) to repeal or amend a resolution is defeated, a motion to the same, or like effect, must not be moved until at least 3 months after the date on which the relevant motion was defeated.

(3) Councillors present at the meeting at which a relevant motion is put may defer consideration of the relevant motion, however, consideration of the relevant motion must not be deferred for more than 3 months.

(4) Where a resolution (a later resolution) of the local government relates to a matter the subject of a previous resolution (a previous resolution) passed more than 3 months previous, the previous resolution is amended or repealed to the extent that it is inconsistent with the later resolution.

31 Procedural Motions

At a meeting, a Councillor may, during the debate of a matter at the meeting and without the need for a seconder, move a motion (each a procedural motion) – a. That the question/motion be now put to the vote; or

b. That the motion and amendment now before the meeting be adjourned; or

c. That the meeting proceed to the next item of business; or

d. That the question/motion lie on the table; or

e. A point of order; or

f. A motion of dissent against a point of order; or

g. That a report of document be tabled; or

h. To suspend the rule requiring that; or

ha. For committee meetings only, that the question/motion be referred to the next meeting of

the local government; or

i. That the meeting stand adjourned.

32 Motion that the Question be put

(1) A procedural motion that the question be put about a matter before a meeting, may be moved when a Councillor believes that there has been sufficient debate about the matter at the meeting.

(2) Where a motion under subsection (1) is carried, the chairperson must immediately put the motion or amendment before the meeting to the vote.

(3) Where a procedural motion under subsection (1) is lost, debate on the motion or amendment before the meeting must continue.

33 Motion that Debate be Adjourned

(1) A procedural motion that another motion or an amendment before a meeting be adjourned, may specify a time and date, to which the debate is to be adjourned.

(2) A motion under subsection (1) must not adjourn debate on a matter the subject of a motion for more than 2 months after the date of the procedural motion.

34 Motion to Proceed to Next Item of Business

(1) Where a procedural motion that the meeting proceed to the next item is carried, debate on the matter the subject of the motion must cease.

(2) However, debate on the matter the subject of the motion may be considered again on the giving of notice in accordance with the standing orders.



35 Motion that the Motion Lie on the Table

(1) A procedural motion that a motion or question lie on the table can only be moved where the chairperson or a Councillor requires additional information on the matter before the meeting (or the result of some other action of the local government or a person is required) before the matter may be concluded at the meeting.

(2) Where a motion under subsection (1) is passed, the local government must proceed with the next matter on the agenda.

(3) Where a motion under subsection (1) is passed, another procedural motion that the matter be taken from the table may be moved at the meeting at which the first procedural motion was carried or at a later meeting.

36 Points of Order

(1) A Councillor may ask the chairperson to decide a point of order where it is believed that another Councillor – a. Has failed to comply with proper procedures; or

b. Is in contravention of these standing orders or the Actxiii; or

c. Is beyond the jurisdictional power of the local government.

(2) A point of order cannot be used as a means of contradicting a statement made by a Councillor

speaking about a matter.

(3) Where a point of order is raised, consideration of the matter about which the Councillor was

speaking may be suspended subject to section 20(3).

(4) The chairperson must determine whether the point of order is upheld.

(5) Upon a point of order arising during the process of a debate, the Councillor raising the point of

order may speak to the point of order.

(6) Despite anything to the contrary in the standing orders, a point of order arising at any time must,

until decided, suspend the consideration of every other motion or matter.

37 Motion of Dissent

(1) A Councillor may move a motion of dissent in relation to a ruling of the chairperson on a point of order.

(2) Where a motion is moved under subsection (1), further consideration of any matter must be suspended until after a ruling is made on the motion of dissent.

(3) Where a motion of dissent is carried – a. The matter to which the ruling of the chairperson was made must proceed as though that

ruling had not been made; and

b. Where, as a result of a ruling of the chairperson on a point of order, a matter was discharged

as out of order – the matter must be restored to the meeting agenda and be dealt with in

the normal course of business.

38 Motion that a Report be Tabled

A motion that a report or document be tabled may be used by a Councillor to introduce a report or other document to a meeting.

39 Motion to Suspend Requirements of a Rule

(1) A procedural motion to suspend the requirements of a rule may be made by a Councillor in order to permit some action that otherwise would be prevented by the standing orders.

(2) A motion under subsection (1) must specify the duration of the suspension.

39A Motion that the Question/Motion be referred to the Next Meeting of the Local Government (Committee Meetings only) (1) A procedural motion that the question/motion be referred to the next meeting of the local

government may only be moved –

a. At a committee meeting; and

b. After a Councillor has spoken against the question/motion; and

c. When a Councillor reasonably believes that the question/motion is unlikely to have the

unanimous support of committee members present.



(2) Where a motion under subsection (1) is carried, the chairperson must direct that the substantive

question/motion be referred to the next meeting of the local government.

40 Motion that Meeting Stands Adjournedxiv

(1) A procedural motion that a meeting stands adjourned may be moved by a Councillor at the conclusion of debate on any matter on the agenda or at the conclusion of a Councillors time for speaking to the matter, and must be put without debate.

(2) A motion under subsection (1) must specify the time for the resumption of the meeting and on the resumption of the meeting and on the resumption of the meeting the local government must continue with the business before the meeting at the point where it was discontinued on the adjournment.

Division 4 – Mayoral Minutes

41 Mayoral Minutes

(1) The Mayor may direct the attention of the local government at a meeting of the local government to a matter or subject not on the agenda by a minute (a mayoral minute) signed by the Mayor.

(2) The Mayor must deliver a copy of the Mayoral minute for a meeting of the local government to the Chief Executive Officer.

(3) The Mayoral minute shall, when introduced, take precedence over all business before, or to come before, the meeting of the local government.

(4) The motion comprising the Mayoral minute may be put by the Mayor – a. To the meeting of the local government without being seconded; and

b. At any stage of the meeting of the local government considered appropriate by the Mayor.

(5) If the motion comprising the Mayoral minute is passed by the local government, the Mayoral

minute becomes a resolution of the local government.

Division 5 – Conduct During Meetings

42 Conduct during Meetings

(1) After a meeting of the local government has been formally constituted and the business

commenced, a Councillor must not enter or leave the meeting without first notifying the

chairperson.

(2) After a meeting of the local government has been formally constituted and the business has

commenced, a Councillor must, ensure all electronic devices are turned to silent whilst in the

meeting room.

(3) A Councillor must address the chairperson while –

a. Moving any motion or amendment; or

b. Seconding any motion or amendment; or

c. Taking part in any discussion; or

d. Placing or replying to any question; or

e. Addressing the local government for any other purpose.

(4) Councillors must remain seated and silent while a vote is being taken except when calling for a

division.

(5) A Councillor must not make personal reflections on or impute improper motives to another

Councillor or any officer of the local government.

(6) A Councillor must not interrupt another Councillor who is speaking except upon a point of order

being raised either by the chairperson or the Councillor.

(7) If the chairperson intervenes during the process of debate, any Councillor then speaking or

offering to speak, and each Councillor present, must preserve strict silence so that the

chairperson may be heard without interruption.



Division 6 – Questions

43 Questions

(1) At a meeting a Councillor may ask a question for reply by another Councillor or an officer of the local government regarding any matter under consideration at the meeting.

(2) A question must be asked categorically and without argument and discussion is not permitted at the meeting in relation to the reply or the refusal to reply to the question.

(3) A Councillor or officer who is asked a question may request that the question be taken on notice for the next meeting.

(4) A Councillor who asks a question at a meeting, whether or not upon notice, is deemed not to have spoken to the debate of the motion to which the question relates.

(5) The chairperson may disallow a question which he or she considers is inconsistent with good order.

(6) A Councillor may move a motion that a ruling of the chairperson under subsection (5) be disagreed with, and if such motion is carried, the chairperson must allow the question.

Division 7 – Disorder and Business

44 Disorder

(1) Where disorder arises at a meeting, the meeting may be adjourned in accordance with section 261 (Adjournment of meetings) of the Local Government Regulation 2012.

(2) On resumption of the meeting, the chairperson must move a motion, which shall be put without debate, to determine whether the meeting shall proceed.

(3) Where a motion under subsection (2) is lost, the chairperson must declare the meeting closed, and any outstanding matters must be referred to a future meeting.

45 Business of Objectionable Nature

At a meeting, if the chairperson or a Councillor considers that a matter or motion before the meeting is of an objectionable nature or outside the powers of the local government, the chairperson may declare on a point of order, that the matter not be considered further.

Division 8 – Attendance and Non-Attendance at Meetings

46 Attendance by Elected Members

(1) A local government may allow a Councillor to take part in a meeting by teleconferencing. Where the local government has approved the teleconferencing arrangement, the Councillor must be able to hear and be heard by each other person at the same time throughout the meeting.xv

(2) The circumstances in which teleconferencing may be considered are to be determined by the local government but may be along the lines of natural disaster, severe weather or other circumstances preventing a Councillor from attending the place of the meeting.

(3) Attendance is not permitted by teleconference for closed session items as the Chairperson of the meeting would be unable to physically verify that the conditions of the closed meeting are being satisfied by the person taking part in the teleconference.

(4) In considering a request for attendance at a local government meeting by teleconferencing, confidentiality and privacy matters need to be considered as this may pose a risk to the local government due to the nature of the discussions.

(5) Mobile telephones shall not be used to participate in teleconferenced meetings. (6) A Councillor may participate in all aspects of a General Council meeting and Standing

Committee meeting via teleconference (e.g. By video link, face time, landline or computer) provided a quorum is physically present at the official noticed location of the meeting, and the Councillor can be heard by all persons attending the meeting, including the public present in the notified location. It is the responsibility of the caller to be on the line in advance of the time of the meeting; calls received after the meeting has begun may not be accepted at the discretion of the Chair. Any Councillor participating in such fashion shall identify any and all persons present in the location from which the Councillors is participating.

(7) Should the chairperson attend by teleconferencing, he/she shall appoint a quorum member as temporary chair or postpone the meeting to another date. (If the latter situation is known more than forty-eight (48) hours in advance, the meeting should be postponed).



(8) A Councillor planning an extended (more than seven (7) consecutive meetings with teleconferences included) absence must receive the agreement of five (5) of the remaining Councillors in advance of the absence.

(9) A register of attendance at Council meetings by teleconference will be recorded in the minutes of the meeting.

47 Attendance of Public and Media at Meetings

(1) An area must be made available at the place where a meeting is to take place for members of the public and representatives of the media to attend the meeting and as many people as can reasonably be accommodated in the area must be permitted to attend the meeting.

(2) If the local government resolves that a meeting be closed to the public, the public and representatives of the media must be excluded from the meeting.

(3) After a meeting has commenced, members of the public and media representatives must switch all electronic/communication devices to silent.

(4) If a person fails to comply with subsection (3), the Mayor or chairperson may direct that person immediately leave the meeting room.

(5) Failure to comply with a direction under subsection (4) may be considered an act or disorder.

48 Public Participation at Meetings

(1) The chairperson may invite a member of the public to take part in the proceedings of a meeting. (2) Except when invited to do so by the chairperson pursuant to subsection (1), a member of the

public must not take or attempt to take part in the proceedings of a meeting. (3) During debate on a motion, the chairperson may invite submissions, comments or questions

from members of the public. (4) If any submission or comment of a member of the public is irrelevant, offensive or unduly long,

the chairperson may require the member of the public to cease making the submission or comment.

(5) For any matter arising from a submission or comment from a member of the public, the local government may – a. Refer the matter to a committee; or

b. Deal with the matter immediately; or

c. Place the matter on notice for discussion at a future meeting; or

d. Note the matter and take no further action.

(6) Any person invited to address a meeting must –

a. Stand, act and speak with decorum; and

b. Frame any remarks in respectful and courteous language.

(7) If a person is considered by the local government, Mayor or chairperson to be unsuitably

dressed, the person may be directed to immediately withdraw from the meeting.

(8) Failure to comply with a direction under subsection (7) may be considered an act of disorder.

49 Council Officers Participation at Meetings

(1) In addition to the Chief Executive Officer and minute’s secretary, meetings of the local government are attended by:

The Executive Leadership Team members of:

Corporate Services

Communities

Infrastructure and Utilities

Commercial Services and

Governance

(2) However, if the local government resolves that a meeting be closed to the public, all Council

employees must be excluded from the meeting unless the resolution closing the meeting to the

public specifies to the contrary.

(3) After a meeting has commenced, all attending Council staff must switch any electronic devices

to silent whilst in the meeting room.



(4) If a person fails to comply with subsection (3), the Mayor or chairperson may direct that the

person immediately leave the meeting room.

Division 9 – Committees

50 Reports by Committees

(1) All committee reports must be submitted to a meeting of the local government under the signature of the Chief Executive Officer or a delegate of the Chief Executive Officer.

(2) If a report of a committee makes distinct recommendations, the local government may make a separate decision on each recommendation.

51 Attendance at Committee Meetings

(1) Any Councillor may attend a meeting of a committee and may address the committee in accordance with the procedures established by the chairperson of the committee.

(2) An area must be made available at the place where a committee meeting is to take place for members of the public and representatives of the media to attend the meeting and as many people as reasonably can be accommodated in the area must be permitted to attend the meeting.

52 Public Participation at Statutory Committee Meetings

(1) At a statutory committee meeting, a person who is not a Councillor or a member of the committee must not take part in the meeting.

(2) However, the chairperson of the committee may invite any person to address the committee upon the matter before it.

(3) Any person wishing to be heard personally or as a deputation on any matter relevant to a committee, may make an appointment with the Chief Executive Officer.

(4) Where subsection (3) applies, the committee must determine whether the matter shall be heard. (5) A deputation or personal address must not exceed 10 minutes unless otherwise agreed by the

chairperson of the committee. (6) No more than 2 members of a deputation may address the committee except in reply to

questions from members of the committee.

Division 10 – Procedure Not Provided For

53 Procedure Not Provided For

If an appropriate or adequate method of dealing with a matter is not provided for in the standing orders, the method of dealing with the matter may be determined by resolution of the local government upon a motion which may be put without notice in conformity with the standing orders.

Schedule Dictionary Section 3 Act means the Local Government Act 2009. Chief Executive Officer means the Chief Executive Officer of the local government. Committee means a committee of the local government appointed under section 264 of the Local Government Regulation 2012. Later Resolution see section 24(4). Local Government means the Councillors of the Central Highlands Regional Council. Mayoral minute see section 41(1). Original motion see section 27(4). Other motion see section 27(4). Post-election meeting see section 175 of the Act. Previous minutes see section 21(5). Previous resolution see section 30(4). Procedural motion see section 26. Quorum see section Part 2 Division 5 Section 11. Quorum of a committee see section 269(1)(2) of the Local Government Regulation 2012. Quorum of a local government see section 259(1)(2) of the Local Government Regulation 2012. Relevant motion see section 30(2).



Standing committee means a committee of the local government appointed under section 264(1)(a) of the Local Government Regulation 2012.

Standing orders see parts 1 to 3 inclusive.

END NOTES 1 See Section 257 (Frequency and place of meetings) of the Local Government Regulation 2012 and section 175 (Post-election meetings) of the Local Government Act 2009). 1 See Section 258 (Notice of meetings) of the Local Government Regulation 2012 1 See Section 277 (Public notice of meetings) of the Local Government Regulation 2012 1 See Section 268 (Frequency of meetings) of the Local Government Regulation 2012 1 See Section 277 (Public notice of meetings) of the Local Government Regulation 2012 1 See Section 269 (Quorum) of the Local Government Regulation 2012 1 See Section 23 (3A) Standing Orders Policy 1 See Section 272 (Minutes) of the Local Government Regulation 2012 1 See “What are the rules for petitions” on Central Highlands Regional Council website for further information on rules for submitting petitions to Council 1 See Section 260 (Procedure at meetings) of the Local Government Regulation 2012 1 See Section 260(d) of the Local Government Regulation 2012 1 See Section 262 (Repeal or amendment of resolutions) of the Local Government Regulation 2012 1 See Chapter 6, Part 2, Division 6 (Conduct and Performance of Councillors) of the Local Government Act 2009 1 See Section 261 (Adjournment of meetings) of the Local Government Regulation 2012 1 See Section 276 (Teleconferencing) of the Local Government Regulation 2012

2016 / 06 / 28 / 009 Carried (9-0) Resolution: Cr Nixon moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council repeal the Attendance Policy of Elected Members.” 2016 / 06 / 28 / 010 Carried (9-0) Operational Plan 2016-2017 Executive summary:

The 2016/2017 Operational Plan sets out the key activities Council will undertake during the 2016/2017 Financial Year. The activities and progress towards achieving these activities will be monitored and reported to Council on a quarterly basis.

Resolution: Cr Godwin-Smith moved and seconded by Cr Daniels “That Central Highlands Regional Council adopt the Operational Plan for 2016/2017 subject to amendment and as attached.”

2016 / 06 / 28 / 011 Carried (9-0) Delegation of Powers - Council to Chief Executive Officer Executive summary: Recent updates and changes to legislation require the existing delegation of powers from Council to Chief Executive Officer to be updated. The Council to Chief Executive Officer Delegations register now reflects these legislative changes and is presented to Council for resolution.



Resolution:

Cr Nixon moved and seconded by Cr Rolfe “THAT under the powers of Section 257 of the Local Government Act 2009, Council delegate to the Chief Executive Officer, the exercise of its powers under the following legislations.

Additional Delegations:

Aboriginal Cultural Heritage Act 2003 Acquisition of Land Act 1967 Animal Care and Protection Act 2001 Biosecurity Act 2014* Body Corporate and Community Management (Accommodation Module) Regulation 2008 Body Corporate and Community Management (Commercial Module) Regulation 2008 Body Corporate and Community Management (Small Schemes Module) Regulation 2008 Body Corporate and Community Management (Specified Two-lots Schemes Module) Regulation 2008 Body Corporate and Community Management (Standard Module) Regulation 2008 Body Corporate and Community Management Act 1997 Building Regulation 2006 Economic Development Act 2012* Electricity Act 1994 Electricity Regulation 2006 Environmental Offsets Act 2014 Environmental Offsets Regulation 2014 Heavy Vehicle (Mass, Dimension and Loading) National Regulation) Heavy Vehicle National Law (Qld) Heavy Vehicle National Law Regulation 2014 Nature Conservation (Administration) Regulation 2006 Nature Conservation Act 1992 Queensland Heritage Act 1992 Queensland Reconstruction Authority Act 2011 Residential Tenancies and Rooming Accommodation Act 2008 River Improvement Trust Act 1940 Statutory Bodies Financial Arrangements Act 1982 Trust Act 1973 Water Act 2000

New legislations which will commence in July 2016

Amended Delegations:

Animal Management (Cats and Dogs) Act 2008 Building Act 1975 Disaster Management Act 2003 Environmental Protection Act 1994 Environmental Protection Regulation 2008 Land Valuation Act 2010 Liquor Act 1992 Local Government Regulation 2012 Public Health Act 2005 Sustainable Planning Act 2009 Waste Reduction and Recycling Act 2011 Water Supply (Safety and Reliability) Act 2008 Work Health and Safety Regulation 2011 Workers’ Compensation and Rehabilitation Act 2003



Existing Delegations:

Disaster Management Regulation 2014 Environmental Protection (Water) Policy 2009 Fire and Emergency Services Act 1990 Food Act 2006 Food Production (Safety) Act 2000 Fossicking Regulation 2009 Information Privacy Act 2009 Land Act 1994 Land Protection (Pest and Stock Route Management) Act 2002 Local Government Act 2009 Local Law No. 1 (Administration) 2012 Local Law No. 2 (Animal Management) 2012 Local Law No. 3 (Community and Environmental Management) 2012 Local Law No. 4 (Local Government Controlled Areas, Facilities and Roads) 2012 Mineral Resources Act 1989 Nature Conservation (Wildlife Management) Regulation 2006 Plumbing and Drainage Act 2002 Public Health (Infection Control for Personal Appearance Services) Act 2003 Public Health Regulation 2005 Public Interest Disclosure Act 2010 Public Records Act 2002 Public Sector Ethics Act 1994 Residential Services (Accreditation) Act 2002 Right to Information Act 2009 Standard Plumbing and Drainage Regulation 2003 State Penalties Enforcement Act 1999 Stock Act 1915 Summary Offences Act 2005 Summary Offences Regulation 2006 Survey and Mapping Infrastructure Act 2003 Sustainable Planning Regulation 2009 Tobacco and Other Smoking Products Act 1998 Transport Infrastructure Act 1994 Transport Operations (Road Use Management) Act 1995 Waste Reduction and Recycling Regulation 2011 Water Fluoridation Act 2008 Work Health and Safety Act 2011 Workers’ Compensation and Rehabilitation Regulation 2014

2016 / 06 / 28 / 012 Carried (9-0)

CHIEF EXECUTIVE OFFICER’S REPORT Australian Local Government Women’s Association - Queensland State Conference

Executive summary: The Australian Local Government Women’s Association Queensland (ALGWA) was formed as a non-party political organisation to support women's participation in local government. The Australian Local Government Women’s Association Queensland State Conference is being held in Brisbane between 28-29 July 2016 with this year’s conference theme - Disruption, Agility and Resilience. Inspiring Women’s Leadership in Local Government.



Resolution: Cr Nixon moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council authorise Deputy Mayor Cr Godwin-Smith and Councillor Daniels to attend the Australian Local Government Women’s Association Queensland State Conference in Brisbane between 28-29 July 2016 as its representatives.” 2016 / 06 / 28 / 013 Carried (9-0)

GENERAL BUSINESS (Verbal matters raised by Councillors either as a question, acknowledgement and or additional follow-up by officers)

Nil

CLOSED SESSION Into Closed Session Resolution Cr Nixon moved and seconded by Cr Lacey “That Council close its meeting to the public in accordance with Section 275 (1)(h) of the Local Government Regulation 2012 that Council staff involved in the closed discussions remain in the room.” 2016 / 06 / 28 / 014 Carried (9-0) The meeting was closed at 3.47pm. Attendance General Manager Infrastructure and Utilities G. Joubert and Coordinator Communications A. Ferris left the meeting at 3.47pm. Out of Closed Session Resolution Cr Brimblecombe moved and seconded by Cr Godwin-Smith “That the meeting now be re-opened to the public.” 2016 / 06 / 28 / 015 Carried (9-0) The meeting was opened at 4.24pm.



Fitness for Work Policy

Executive summary:

Council is committed to a process of continuous improvement which includes the ongoing review of all policy documents. To ensure ongoing compliance with relevant legislations, the Fitness for Work Policy and Procedure documents have been reviewed to ensure that they are valid, current and support Council’s operational goals.

Considered by Council.

CLOSURE OF MEETING There being no further business, the Mayor closed the meeting at 4.27pm CONFIRMED MAYOR DATE i See Section 257 (Frequency and place of meetings) of the Local Government Regulation 2012 and section 175 (Post-election meetings) of the Local Government Act 2009). ii See Section 258 (Notice of meetings) of the Local Government Regulation 2012 iii See Section 277 (Public notice of meetings) of the Local Government Regulation 2012 iv See Section 268 (Frequency of meetings) of the Local Government Regulation 2012 v See Section 277 (Public notice of meetings) of the Local Government Regulation 2012 vi See Section 269 (Quorum) of the Local Government Regulation 2012 vii See Section 23 (3A) Standing Orders Policy viii See Section 272 (Minutes) of the Local Government Regulation 2012 ix See “What are the rules for petitions” on Central Highlands Regional Council website for further information on rules for submitting petitions to Council x See Section 260 (Procedure at meetings) of the Local Government Regulation 2012 xi See Section 260(d) of the Local Government Regulation 2012 xii See Section 262 (Repeal or amendment of resolutions) of the Local Government Regulation 2012 xiii See Chapter 6, Part 2, Division 6 (Conduct and Performance of Councillors) of the Local Government Act 2009 xiv See Section 261 (Adjournment of meetings) of the Local Government Regulation 2012 xv See Section 276 (Teleconferencing) of the Local Government Regulation 2012


Operational Plan2016 - 2017

Central Highlands Regional CouncilWorking today, growing tomorrow


Central Highlands Regional CouncilOperational Plan 2016-2017Page | 1

Our RegionThe Central Highlands region encompasses an area of around 60 000 squarekilometres, making it just short of the size of Tasmania.

It is home to around 30 000 people who live in the thirteen unique communities ofArcadia Valley, Bauhinia, Blackwater, Bluff, Capella, Comet, Dingo, Duaringa,Emerald, Rolleston, Sapphire Gemfields, Springsure and Tieri.

Our region is rich in minerals and agriculture, thriving on irrigation sourced fromwater storage on the Nogoa and Comet rivers. We claim the largest sapphire-producing fields in the Southern Hemisphere.



Contents

Our Region ............................................................................................................. 1

Message from the Chief Executive Officer ............................................................ 3

Our Organisational Structure................................................................................. 4

Our Organisational Values..................................................................................... 5

Our Vision .............................................................................................................. 5

Our Mission............................................................................................................ 5

Our Operational Plan – Planning for this year ....................................................... 6

Our Corporate Plan Priorities and Strategies......................................................... 7

Structure of the Operational Plan.......................................................................... 8

Managing our Operational Risks.......................................................................... 11

Linking the Operational Plan to the Budget and Funding.................................... 12

2016 - 2017 Operational Plan.............................................................................. 14

Key Priority 1: Strong, Vibrant Communities ....................................................... 14

Key Priority 2: Building and Maintaining Quality Infrastructure.......................... 18

Key Priority 3: Supporting our Local Economy .................................................... 25

Key Priority 4: Protecting our People and our Environment ............................... 28

Key Priority 5: Proactive, Responsible Leadership............................................... 33

Key Priority 6: Strong Governance....................................................................... 36

Key Priority 7: A Workplace of Excellence ........................................................... 48



Message from the Chief Executive Officer

Every profitable enterprise, every enjoyable journey and every solidbuilding starts with a fundamental blueprint for success.

The Central Highlands Regional Council Operational Plan 2016-17 isone of the most important components of our corporate planningand performance structure because it charts the course of the waywe work for the next twelve months.

The new council has confidently set the organisation on a coursecommitted to economic stability and fiscal responsibility. In generalterms this means that this plan is focussed on preserving thecurrent level of service and providing capital works that prolong thequality of existing assets.

Our region, and the state of Queensland, is recalibrating in the wake of a resource sector boomcycle; our population base has receded and revenue streams from other levels of governmentin the form of grants has slowed considerably.

Adversity opens the door to opportunity and innovation. Readers will find this reflectedthroughout this document as council invests in the exploration of projects to drive newbusiness and technology to enhance productivity improvements.

All councils have a legislative requirement to prepare and adopt an annual operational planthat is consistent with its annual budget and addresses two elements; how the council willprogress the implementation of its five-year corporate plan during the year and how itmanages operational risk.

Our 2013-2018 Corporate Plan has, so far, influenced the priorities of the region and, as itenters its penultimate year, continues to provide the impetus that guides the annual budget.

The Operational Plan sets program strategies to articulate the activities required to achievethe delivery of essential services and capital works. It aligns with the CHRC 2016-2017 Budgetby allocating income and expenditure to each strategic program.

As always, I offer my appreciation to all those people that provide their expert knowledge anddedication to excellence to compile this plan, which gives us such a solid foundation on whichto prosper.

Scott MasonChief Executive Officer



Our Organisational StructureCHIEF EXECUTIVE OFFICER

Intergovernmental Relations Regional Collaboration Council Leadership Organisational Management Major Projects and Priorities Recovery and Resilience Economic Development Advocacy

General ManagerCommercial Services

EmeraldAirport: Aerodrome Landing Areas:o Dingoo Duaringao Rollestono Springsureo Capella

Quarries:o Sheptono Deep Creeko Mungabundao Carnarvon

Saleyards:o Emeraldo Springsure

Land Development

General ManagerCommunities

Customer Service and Call Centre Area Office Coordination Community Assets and Facilities Libraries Development and Planning Environmental Health Waste Management Ranger Services Parks and Gardens Sport and Recreational Facilities Community Planning and

Engagement CommunityDevelopment Arts and Cultural Services Youth Development

Financial Services Procurement Financial and Management

Accounting Records Management Information, Communication

and TechnologyManagement

Organisational Development Recruitment, Training and

Performance Management Asset Management Fleet Management GIS–Geographic Information

Services

Roads, Transport and Traffic Stormwater and Hazard

Mitigation Emergency Management

and Community Resilience Depots and Workshops Works Planning and

Programming Technical Design and Survey Recoverable Works Restoration Works (NDRRA) Stewardship of the

Department of Transport andMain Roads Defined Network

Water Utilities

General ManagerCorporate Services

General ManagerInfrastructure and Utilities

Executive ManagerGovernance

Governance Policy and Legal Work Health and Safety Corporate Planning and

Reporting Performance Management

and Reporting Organisational Reform Internal Audit Native Title and Cultural

Heritage Corporate Communications Corporate Strategy Media, marketing, and public

Relations



Our Organisational Values

At Central Highlands Regional Council, we value and demonstrate:

Continuous Improvement

We welcome ideas

Respect for All

We are fair

Leadership, Engagement and Fair Representation

We listen

Great Customer Service

We respond

Honesty and Integrity

We are honest

Teamwork

We work together

Our VisionWorking today, Growing Tomorrow

Our MissionWe will provide services and assets responsibly



Our Operational Plan – Planning for this year

Central Highlands Regional Council’s Operational Plan is an integral cog in thewheel that drives our corporate planning and performance structure. TheOperational Plan is funded through council’s annual budget and sets the year’sdirection for each of Council’s departments.

It articulates our commitment to key projects, services, activities and measuresthe success and areas of responsibility for 2016-2017. Council is required toreport quarterly on the progress of all operational activities to ensure financialresponsibility and the sustainability of our region and community assets.

Our Operational Plan is aligned with a number of documents to detail our futureplans which are used to assist council and the community to plan for the future.This approach ensures that efficiencies are achieved through coordinatedplanning and budgeting and to ensure that arrangements are undertaken in anintegrated manner to form a strategic direction for council.

The link between the plans is represented in the diagram below:



Our Corporate Plan Priorities and Strategies

Our Corporate Plan sets out council’s strategic direction for the coming five yearsand is based on the outcomes and goals in the Central Highlands 2022Community Plan. It’s the tool we use to consider the priority of projects andservices and balance their delivery with available resources.

Priorities within the Corporate Plan includes:



Structure of the Operational Plan

The Operational Plan is divided into seven Key Priority Areas and reflects theobjectives of the 2013-2018 Corporate Plan and council’s long term vision for theregion: Shaping the future by Valuing People, Partnerships and Place.

Each Key Priority is assigned a specific outcome statement that describe whatcouncil intends to achieve, together with performance measures and plannedtimeframes that will enable us to monitor our progress throughout the year.

Key Priority 1: Strong Vibrant Communities

This means… Our Strategic Focus…

Strong social networks.

Respecting our heritage.

Active, healthycommunities.

Provide and maintain accessible community services and facilities that meet theneeds of our diverse communities and offer value for money for all stakeholders.

Promote the heritage and diverse cultures of our communities.

Build a strong sense of community, capacity and pride through collaborativepartnerships and programs.

Encourage and promote community wellbeing, including healthy and activelifestyles.

Promote love of reading and lifelong learning in the community throughresponsive programs, services and collections.

Key Priority 2: Building and Maintaining Quality Infrastructure


Well connected.Well serviced.

Well planned.

Plan and deliver infrastructure which aligns with the aspirations of the CentralHighlands community as outlined in the CH2022 Community Plan, and otherstrategic plans for Council and key stakeholders including State and Federalgovernments.

Plan open spaces and street-scapes to improve civic pride and aesthetic appeal.

Provide sustainable solutions for the collection, disposal and recycling of waste.

Continue to plan, manage and maintain transport infrastructure to improvequality and safety.

Provide and maintain well planned, sustainable community assets to meet theneeds of our community.



Key Priority 3: Supporting Our Local Economy


Facilitate opportunities.

Advocate for the region.

Support the Central Highlands Development Corporation to facilitate networksand partnership between local business, industry groups and government.

In partnership with the tourism sector, continue to develop opportunities tomarket the Central Highlands as a great place to visit.

Encourage a diverse supply of housing affordability and choices.

Through the CHDC, support opportunities for existing and emerging industriesand businesses to consolidate and grow.

Key Priority 4: Protecting Our People and Our Environment


Well managed.

Protected.

Sustainable.

Support the region’s growth through integrated, well-planned development.

Continue to provide and improve development processes to support continuedand sustained growth for future generations.

Develop and implement strategies to improve, promote and adopt sustainableenvironmental practices in partnership with the community and relevantstakeholders.

Develop and deliver initiatives to mitigate, prevent, prepare for, respond to andrecover from disasters.

Key Priority 5: Proactive, Responsible Leadership


Strong leadership.

Genuine communityengagement.

Develop and implement initiatives to encourage the community to become moreinformed and involved in issues that may affect them.

Manage and govern to ensure transparency and responsiveness to the needs andviews of our communities in decision making practices.

Key Priority 6: Strong Governance


Confidence.

Accountability.

Stability.

Ensure Council’s commercial activities are managed well and provide benefits toour community.

Embrace professional business practices and responsible use of Councilresources.



Key Priority 7: A Workplace of Excellence


A leading culture.

Living our values.A great place to work.

Adopt practices and systems that support a skilled, motivated and communityfocused workforce.

Provide responsive and efficient systems to enable the delivery of councilservices.

Continue to create and develop a positive and future focused culture thatdemonstrates and supports Council’s values.

Provide consistent high levels of customer service as stated in our CustomerService Charter.



Managing our Operational RisksCouncil’s Enterprise Risk Management Framework demonstrates that councilunderstands, manages risk and seeks to ensure there is consistency to themethods used in assessing, monitoring and communicating risks across theorganisation.

There are two distinct parts contained within the Enterprise Risk Framework:

1. An overview of Council’s Strategic Enterprise Risk Management Framework.This maps Council’s approach and the structures and processes that supportan integrated risk management environment, which links business objectivesand supports management decision making on a daily basis – all of which willultimately enhance Council’s delivery of services to the community.

2. The specific processes associated with risk management activities withincouncil. It facilitates the preparation and documentation of comprehensiverisk management practices across Council.

The most recent review of council’s strategic risks was conducted in 2015 andmonitored on a quarterly basis. The outcomes from each quarterly review arereported to council’s Audit Committee and presented to Council. Currently 10strategic risks have been identified and monitoring of control measures (39) is inprogress.

Council's Operational Plan supports the mitigation of corporate risk on aDepartmental level and the control of each of the corporate risks are reflectedper Department in the following diagram.

5

1314

4 1 2

No. of Control Measures byDepartment

CEO Department Corporate Services Governance

Commercial Services Communities Infrastructure and Utilities



Linking the Operational Plan to the Budget andFundingTo achieve the strategies and goals contained within our key priorities theoperational plan is financed through the 2016/2017 Budget and commits councilto the allocation of resources to ensure service delivery is undertaken andcompleted where appropriate throughout the year. This financial performanceis monitored on a quarterly basis in ongoing reports to Council.

Operating Budget

Revenue Expense Surplus/Deficit

Key Priority 1: Strong Vibrant Communities 1,189,122 4,302,599 (3,113,477)

Key Priority 2: Building and Maintaining QualityInfrastructure

19,732,417 51,666,177 (31,933,760)

Key Priority 3: Supporting Our Local Economy - 1,878,998 (1,878,998)

Key Priority 4: Protecting Our People and OurEnvironment

25,329,128 32,301,021 (6,971,893)

Key Priority 5: Proactive, ResponsibleLeadership

- 1,642,337 (1,642,337)

Key Priority 6: Strong Governance 75,002,108 16,631,242 58,370,866

Key Priority 7: A Workplace of Excellence - 6,560,794 (6,560,794)

Total $121,252,775 $114,983,168 $6,269,607

Capital Budget

Capital

WorksFunding Net Cost

Key Priority 1: Strong Vibrant Communities 15,538,000 7,401,575 8,136,425

Key Priority 2: Building and MaintainingQuality Infrastructure 20,150,555 9,441,782 10,708,773

Key Priority 3: Supporting Our Local Economy - - -

Key Priority 4: Protecting Our People and OurEnvironment

24,287,394 8,839,118 15,448,276

Key Priority 5: Proactive, ResponsibleLeadership

- - -

Key Priority 6: Strong Governance 6,768,000 - 6,768,000

Key Priority 7: A Workplace of Excellence 2,215,000 - 2,215,000

Total $68,958,949 $25,682,475 $43,276,474



The graphs below outline the key components of the 2016/2017Operating Revenue and the Expenditure that will fund the Operation Planactivities.

Revenue

Expenditure

$8,590,697 ;6%

$29,174,199 ;20%

$34,168,246 ;23%

$75,002,108 ;51%

Budgeted Operating & Capital Revenue 2016/2017

Strong Vibrant Communities

Building & Maintaining QualityInfrastructure

Supporting our Local Economy

Protecting People and ourEnvironment

Proactive Engaged Leadership

Strong Governance

A Workplace of Excellence

$19,840,599 ;11%

$71,816,731.81 ;39%

$1,878,998 ;1%

$56,588,415 ;31%

$1,642,337 ;1%

$23,399,241.51 ;12%

$8,775,794 ;5%

Budgeted Operating & Capital Expenditure 2016/2017

Strong Vibrant Communities

Building & Maintaining QualityInfrastructure

Supporting our Local Economy

Protecting People and ourEnvironment

Proactive Engaged Leadership

Strong Governance

A Workplace of Excellence



2016 - 2017 Operational Plan

The focus of the operational plan is centred on planning, actioning and monitoring the relevant activities to be undertakenacross the financial year that will deliver on the key priorities and strategies as articulated in the 5 year corporate plan.

The activities that further progress each corporate plan action are detailed on the following pages along with associatedperformance measures, targets and responsibilities.

Key Priority 1: Strong, Vibrant CommunitiesOur Corporate Plan Strategies areto… The Key Activities we will deliver are…

PerformanceMeasure Target Responsibility

1.1.0 Provide and maintainaccessible community servicesand facilities that meet the needsof our diverse communities andoffer value for money for allstakeholders

Conduct General Council Meetings acrossthe region

Number ofmeetings held inaccordance withthe schedule

3 Executive Manager -Governance

Develop Central Highlands LiveabilityStrategy for enhancing liveability in theCentral Highlands considering mobility,safety, accessibility, social support andaffordability factors

Scoping documentdeveloped

March 2017 General Manager -Communities

Review Open Space and Recreation Planto enhance community liveability, health

Review completed May 2017 General Manager -Communities



and wellbeing within the CentralHighlands

Negotiate new community based tenureagreements with clubs and stakeholders

Establish ten newagreements

June 2017 General Manager -Communities

Policy based on equity and fairness in theprovision of service standards andCouncil contributions for sports andrecreational facilities

Policy Adopted February2017

General Manager -Communities

1.2.0 Provide for the heritageand diverse cultures of ourcommunities

Support the enhancement of quality oflife for indigenous communities withinthe region

Number ofactivities held

4 General Manager -Communities

Number of NAIDOCevent held acrossthe region


Construct historic landmarks signage atRewan and Bogantungan

Signs erected June 2017 General Manager -Communities

1.3.0 Build a strong sense ofcommunity, capacity and pridethrough collaborativepartnerships and programs

Provide a diverse range of Communityevents and activities to encouragecommunity participation

Number ofcommunitymembersparticipating inevents andactivities


Coordinate and administer the RegionalArts Development Fund in accordance

Number ofRegional Arts




with Council and State Governmentguidelines

Development Fund(RADF) applicationsreceived

Develop youth partnerships aimed atenhancing the quality of life of youngpeople through facilitation of activitiesfor youth

Number of youthprograms provided


Coordinate and administer Council'sCommunity Grants Program

Number ofCommunity Grantapplicationsreceived


Deliver Clean Up Australia Day eventsacross the region

Events held June 2017 General Manager -Communities

Coordinate the submission of entries toTidy Towns competitions

Number ofsubmissionsreceived


Support collaborative partnershipsthrough the 13 Community ReferenceGroups

Host annualCommunityReference Summit


1.4.0 Encourage and promotecommunity wellbeing, includinghealthy and active lifestyles

Provide a program to support anddevelop sporting and recreation clubs

Number ofparticipating clubs


Participate and support social inclusionactivities e.g. Domestic Violence Week,

Number ofactivities




Disability Action Week, Mental Health,etc.

1.5.0 Promote love of readingand lifelong learning in thecommunity through responsiveprograms, services andcollections

Provide a diverse and sustainable rangeof library services and programs thatcomply with Council's State Library ofQueensland Service Level Agreement

Percentageincrease in numberof librarymemberships

5% General Manager -Communities

Completion ofAnnual Return

August 2016 General Manager -Communities

Promote and deliver the First 5 ForeverProgramme (State Library of Queenslandfamily literacy initiative)

Percentageincrease in numberof personsattending




Key Priority 2: Building and Maintaining Quality InfrastructureOur Corporate Plan Strategies areto… The Key Activities we will deliver are…


2.1.0 Plan and deliverinfrastructure which aligns withthe aspirations of the CentralHighlands Community as outlinedin the CH2022 Community Planand other strategic plans forCouncil and key stakeholdersincluding State and Federalgovernments

Investigate improvements to GemfieldsRoad network focusing on:* Service levels* Mining access* Roads off-alignment* Non-gazette roads* Free holding application without roadaccess

Plan reported toCouncil

October 2016 General Manager -Infrastructure and Utilities

Collaborate with Department of Energyand Water in undertaking the RegionalWater Supply Security Assessment(RWSSA) for Emerald township

Report submittedto Council forendorsement

September2016

General Manager -Infrastructure and Utilities

Completion of Communities Assets andFacilities Capital Works Program

Percentagecompletion ofCapital WorksProgram


Completion of Communities Parks andRecreation Capital Works Program





Construction of new Blackwater AquaticCentre

Percentagecompletion ofCapital WorksProject


Construction of Springsure Multi-purposeClubhouse capital project – construction2016-2018

Percentagecompletion of2016/2017 CapitalWorks Budget


Construction of Gemfields Wetlandsproject



Completion of Ranger Services CapitalWorks Program



Completion of Sapphire GemfieldsInterpretative Trail



2.2.0 Plan open spaces andstreet-scapes to improve civicpride and aesthetic appeal

Develop service levels and standards forParks and Recreation facilities andinfrastructure

Service levelsdeveloped forthree communities




Ensure signage across the region isconsistent, attractive and enhancescouncil's brand

Signage usagemanual andguidelinesdeveloped

June 2017 Executive Manager -Governance

Audit of existingsignage completed


2.3.0 Provide sustainablesolutions for the collection,disposal and recycling of waste

Implement action plans consistent withadopted Waste Reduction and RecyclingPlan 2016-26 under categoriesinfrastructure, service level, educationand policy

Report presentedto CommunitiesStandingCommittee


Completion of Communities WasteServices Capital Works Program andstage 1 works for carry-over projects



Carry out upgrade compliance works forstormwater containment at BlackwaterLandfill site

Completion ofimprovedStormwatermanagement atBlackwater Landfill

December2016


Carry out upgrade compliance works forstormwater containment at LochleesLandfill site

Completion ofimprovedStormwater

December2016




management atLochlees Landfill

2.4.0 Continue to plan, manageand maintain transportinfrastructure to improve qualityand safety

Completion of Infrastructure and AssetsCapital Works Program


90% General Manager -Infrastructure and Utilities

Continue lobbying for increasedmaintenance and upgrade funding on theState road network in general(particularly Blackwater-Rolleston,Springsure-Tambo, Duaringa-Bauhinia,Bauhinia-Taroom)

Funding receivedand/or formalfunding strategyagreed withDepartment ofTransport and MainRoads

June 2017 General Manager -Infrastructure and Utilities

Revise 10 year Road Capital InvestmentStrategy

Strategy submittedand endorsed byCouncil

December2016


Develop a 10 year Workshops MasterPlan

Master Plansubmitted andendorsed byCouncil

December2016


Expand joint procurement throughBowen Basin Regional Road andTransport Group (BBRRT) beyond reseals(e.g. stormwater condition assessment,new seals etc.)

Two successfuljoint tendersthrough BowenBasin Regional




Road and TransportGroup (BBRRT)

Undertake formal review of resourcedemand of the rural road network(maintenance and capital)

Report submittedto Council forendorsement

December2016


Cooperate and foster support for RoadUser Groups across the region, to discussand progress road specific initiativesthrough direct involvement with theInfrastructure Department

Support existingroad user groups

December2016


Achieve Quality Assurance compliance oncapital program

Number of non-conformancesbeing less than 10%


2.5.0 Provide and maintain wellplanned, sustainable communityassets to meet the needs of ourcommunity

Develop a three year facility strategy forcommunity assets in accordance withCouncil's asset management plan

Develop acommunity hallshierarchy (year 1)based on assetmanagement plans,agreed servicelevels andretention anddisposal options


Completion of data verification throughcondition assessments for all Council-owned housing

Completion ofconditionassessments




Implement the Asset ManagementStrategy and Roadmap

Milestones anddeliverablesachieved asidentified in theRoadmap

June 2017 General Manager -Corporate Services

Develop a service level review approachand implement progressively throughtargeted reviews

3 services to bereviewed eachquarter


Develop and improve data collection andsystems integration for assetmanagement

Systemsestablished

December2016

General Manager -Corporate Services

Efficienciesquantified acrossasset classes

December2016


Develop and implement the Council'sGeographic Information System (GIS)strategy

GIS Strategyendorsed

December2016


Undertake Pilot of RAV's (Remote AerialVehicle's) for mobile asset data collection

Pilot completed December2016


Implementation of GPS monitoring intoplant and vehicles to achieve efficiencyand safety gains and reduce operatingcosts

Report onproductivity savingsfor past 6 monthscompleted

December2016




Implement the Project DecisionFramework for all Capital Works Projects

Number of projectsbeing analysed viathe framework

>90% General Manager -Corporate Services



Key Priority 3: Supporting our Local EconomyOur Corporate Plan Strategiesare to… The Key Activities we will deliver are…


3.1.0 Support the CentralHighlands DevelopmentCorporation to facilitatenetworks and partnershipbetween local business, industrygroups and government

Ensure coordination, support and fundingallocation to support CHDC to progressopportunities for existing and emergingindustries and business to consolidateand grow

CHDC PerformanceReport presentedto CouncilincorporatingService LevelAgreementdeliverables

Quarterly Office of the CEO

Investigation of a shared services modelfor the region

Investigation ofoptions for sharedservices completed

June 2017 Office of the CEO

3.2.0 In partnership with thetourism sector, continue todevelop opportunities to marketthe Central Highlands as a greatplace to visit

Continued implementation of CentralHighlands Marketing Strategy

Sign a newMemorandum ofUnderstanding withCapricornEnterprise todeliver the keyperformanceindicators forCentral Highlandsdestinationmarketing activities

September2016

Executive Manager -Governance



An events strategyfor the CentralHighlands region isdeveloped


A budget campingoption at RubyvaleReserve is trialled


Formally endorse tourism as a prioritygrowth industry in the Central Highlands

SandstoneWildernessdestinationmarketing planimplemented


3.3.0 Encourage a diverse supplyof housing affordability andchoices

Provide and maintain affordable housingwithin Central Highlands Regional Councilregion

Modelimplemented forhousingaffordabilityoptions throughutilisation ofCentral HighlandsHousingCorporation

July 2016 Executive Manager -Governance

3.4.0 Through Central HighlandsDevelopment Corporation,support opportunities for existingand emerging industries and

Facilitation of development throughinvestment attraction and major projects

Number of keyprojects progressedand investorattraction for thedevelopment of

1 Office of the CEO



businesses to consolidate andgrow

AgribusinessPrecinct

Implementation of Remplan economicand investment profiling and dataaccessing tool

Number ofinvestmentopportunitiesprofiled on theWebsites

50% increase Office of the CEO

Conduct review of local content andprocurement initiatives promoting supplychain readiness across all industry sectors

Completed reviewof a regionalprocurement localcontent program

December2016

Office of the CEO

Facilitation of events, promoting regionaland business development

Deliver "Investingin our FutureConference"

October 2016 Office of the CEO

Increase ofattendance,business registeredfor the conference

180 Office of the CEO

Maintain major projects developmentregister

Publication ofquarterly update

4 Office of the CEO

Develop funding proposals supportingregional priority projects

Number ofsuccessfulapplications

4 Office of the CEO



Key Priority 4: Protecting our People and our EnvironmentOur Corporate Plan Strategiesare to… The Key Activities we will deliver are…


4.1.0 Support the region'sgrowth through integrated, well-planned development

Adoption of Central Highlands RegionalCouncil Planning Scheme amendments -Compliant Local GovernmentInfrastructure Plan

Adoption ofAmended PlanningScheme by Council


Provide Development Assessmentcompliant with Integrated DevelopmentAssessment System

Percentagecompletion ofdevelopment andplanning applicationswithin legislativetimeframes


Develop amendment of the planningscheme to incorporate EconomicDevelopment Queensland - BlackwaterPriority Development Areas

Percentagecompletion of DraftAmended PlanningScheme


Build and maintain a strong CentralQueensland Organisation of Councils (CQROC) entity

Number ofcollaborativeactivities undertaken

5 Office of the CEO

4.2.0 Continue to provide andimprove development processesto support continued and

Deliver improved automation withinAuthority for Development Assessments

Investigate and trialinteractivedevelopment

December2016




sustained growth for futuregenerations

assessment andapplication trackingsoftware to improveefficiency andservice delivery

Implementation ofonline webaccessible planninginformation fordevelopers andresidents


Assessment of compliance with permitconditions by approved developmentapplications

Implement auditinspection program

December2016


4.3.0 Develop and implementstrategies to improve, promoteand adopt sustainableenvironmental practices inpartnership with the communityand relevant stakeholders

Maintain effective stock routemanagement strategies consistent withthe Stock Route Network ManagementPlan 2015-2020

Implementation ofStock Route NetworkManagement Plan

December2016


Maintain effective pest managementpractices consistent with the Area PestManagement Plan 2015-2020

Implement of AreaPest ManagementPlan


Continue partnership initiatives withnatural resources management groups

Partnershiparrangements withGreat Barrier ReefMarine Park




Authority, CentralHighlands RegionalResources UsePlanningCooperative Limited(CHRRUP) andFitzroy BasinAssociationmaintained

Develop alternative disposal options fortreated effluent from SewerageTreatment Plants

Report developedfor application oftreated effluent(irrigation) atSpringsure GolfCourse


Report developed onlocation forapplication oftreated effluent(irrigation) atRolleston


Agreements fortreated effluent(irrigation) reached


Meet environmental obligations for thetreatment and disposal of wastewater at:

Upgrades completedfor Sewage




* Park Avenue* Black Gully* Blackwater* Capella

Treatment Plants inEmerald (ParkAvenue and BlackGully), Blackwaterand Capella

Food Licenses Inspection Programdeveloped and implemented

90% of food venueswithin program areinspected


4.4.0 Develop and deliverinitiatives to mitigate, prevent,prepare for, respond to andrecover from disasters

Effective disaster communitypreparedness and evacuation plans inplace for high risk communities

Communityconsultationcompleted

March 2017 General Manager -Infrastructure and Utilities

First review of theLocal DisasterManagementevacuation sub planpresented to theLocal DisasterManagement Group

December2016


Local DisasterManagementEvacuation Sub Planendorsed by LocalDisasterManagement Group

March 2017 General Manager -Infrastructure and Utilities



Satisfactory audit byInspector GeneralEmergencyManagement andQueensland PoliceService


Flood inundation mapping andinvestigations available online

Mapping availableon internalGeographicInformation System(GIS)

December2016


Mapping availableon Council Website


Undertake an All Hazards RiskManagement Study and develop a risktreatment/mitigation options register forwhole of Council

Study undertaken,risktreatment/mitigationoptions documented


Report submitted toCouncil forendorsement




Key Priority 5: Proactive, Responsible LeadershipOur Corporate Plan Strategiesare to… The Key Activities we will deliver are…


5.1.0 Develop and implementinitiatives to encourage thecommunity to become moreinformed and involved in issuesthat may affect them

Deliver Central Highlands CommunityPlan 2022 implementation throughsupport of the 13 Community ReferenceGroups

DevelopCommunityReference GroupAction Plans

December2016


Number ofCommunityReference Groupmeetings held


Continue to develop council’s website asa source of information and means ofonline service delivery

Report on theprogress of furtheronline servicedeliverycomponents forthe website

Quarterly Executive Manager -Governance

Implement social media strategyrecommendations

Number of socialmedia strategiesimplemented




Provide community education campaigns Number ofeducationcampaigns run on arange of counciland council relatedtopics


Implementation of RegionalCommunications Strategy

Number of posts toFacebook forcouncil events, andactivities


Increase inengagement ofsocial mediaactivity

10% Executive Manager -Governance

Review completedon the RegionalCommunicationsStrategy

February2017


Increases insubscriptions to e-news

10% growtheach month


Number of mediareleases distributedeach month




Number of Mayoralmessages preparedfor local newspaper


5.2.0 Manage and Govern toensure transparency andresponsiveness to the needs andviews of our communities indecision making practices

Participate in Community and ServicesAgency meetings (i.e. CommunityServices Interagency, CommunityAdvisory Network, etc.)

Number of agencydecisions to beincorporated intofurther planningand policydirections ofCouncil


Finalise the implementation of improvedreporting and disclosure in accordancewith legislative obligations

Publish disclosurelogs under Right toInformation Actand accountingstandards




Key Priority 6: Strong GovernanceOur Corporate Plan Strategiesare to… The Key Activities we will deliver are…


6.1.0 Ensure Council'scommercial activities aremanaged well and providebenefits to our community

Investigate the mitigation of generalaviation tarmac area non-conformancesat Emerald Airport

Report presentedto Council

December2016

General Manager -Commercial Services

Develop Emerald Airport to become anenvironmentally and financiallysustainable operation

Investigation ofenvironmentalinitiatives

December2016


Report to Councilon energy savingoptions

February2017


Three newcommercialopportunitiesexplored toincrease revenue

June 2017 General Manager -Commercial Services

Optimise vehiclehire arrangementsto increaserevenueopportunities




Identify additionalroutes and servicesand potential newroute developmentwith existingairlines and newairlines

March 2017 General Manager -Commercial Services

Enhance business operations andcompliance at Emerald Airport

Completion ofsystems review :* SafetyManagementSystems (SMS)* TransportSecurity Program(TSP)* Drug and AlcoholManagementProgram (DAMP)* AirportOperations Manual(AOM)


Improve governance for Saleyardsoperations

Memorandum ofUnderstanding withEmerald LivestockSelling Agentsfinalised

December2016




Arrangements withSaleyard users(agents permit)finalised

September2016


Operations Manualimplemented

March 2017 General Manager -Commercial Services

Improve livestock feeding practices atEmerald Saleyards

Racks purchasedand installed

October 2016 General Manager -Commercial Services

Improve communications to Saleyardsstakeholders

eNews developedand circulated

September2016


Communicationnoticeboardinstalled

September2016


Improve financial sustainability atEmerald Saleyards

Labour costmanagementanalysis completed

November2016


Labour resourcesreviewed

February2017


Reduction inproduction costs

5% General Manager -Commercial Services



Optimise production methods to furtherreduce production costs at SheptonQuarry

Preventativemaintenanceproceduredeveloped forQuarry plant andequipment


Panel of providersfor quarryprocurementdeveloped andimplemented

December2016


Increase product sales at Shepton Quarry Sales reach150,000 tonne


Optimise arrangements for internalsupply of materials for Infrastructure andAssets road, street and stormwaterprojects

85% materialsupplied internally


Develop advertising and marketingprogramme for Shepton Quarry

Annual programdeveloped

July 2016 General Manager -Commercial Services

Quarry exposurethrough marketing(Council-brandedroad trains)enhanced

December2016




Websiteimprovementsimplemented

December2016


Implement and maintain a QualityAssurance Management System atShepton Quarry

Absence of non-conformancesthroughsurveillance audits


Undertake efficiency review on plantusage at Shepton Quarry

Investigation andreport on planthire costs (CHRC vsPrivate) provided

December2016


Develop lease agreement templates foruse for Council land

Templatesdeveloped

December2016


Register of leaseagreements forCouncil landcreated

September2016


Data pertaining toleased council landfor inclusion incorporate registerof leasesresearched andcollated




Register Completed June 2017 General Manager -Commercial Services

Improve Commercial Services Businesssystems and process improvements

Number ofProcesses reviewedand implemented

10 General Manager -Commercial Services

Completion of Commercial ServicesCapital Works Program


100% General Manager -Commercial Services

6.2.0 Embrace professionalbusiness practices andresponsible use of Councilresources

Review and enhance the Enterprise RiskManagement Framework to ensure risk ismanaged consistently and effectivelyacross Council

Review of theEnterprise RiskManagementFrameworkcompleted

December2016


Report on currentstrategic riskratings provided


Develop an integrated corporateperformance measurement, monitoringand reporting framework

LGAQ performancebenchmarkingsoftwareworkshopsdelivered toCouncillors andWhole of

August 2016 Executive Manager -Governance



Management(WOM)

PerformanceBenchmarkingExtension Project isundertaken to leadregionalparticipationthrough CentralQueenslandOrganisation ofCouncils (CQ ROC)


Deliver an Internal Audit programtargeting areas of highest risk andgreatest potential for businessimprovement gains

Audits completedin accordance withthe approvedInternal AuditAnnual Plan


Reports preparedand presented toCouncil


Maintain Council’s insurance policiesportfolio

Policies are re-negotiated andrenewed for2017/2018




Facilitate, produce and monitor Council’sOperational Plan to ensure adequate andefficient planning is undertaken

Progress reportsprepared andpresented toCouncil


2017/2018Operational Plan isdeveloped andadopted by Council

April 2017 Executive Manager -Governance

Maintain strong corporate governancearrangements to ensure the highest levelof organisational probity, integrity andcompliance with legislative compliance

Number ofreferrals to Crimeand CorruptionCommission

<5% Executive Manager -Governance

Number of PublicInterest Disclosures


Number ofreferrals toOmbudsman


AdministrativeAction ComplaintPolicy andProcesses reviewedand updated

December2016




CorporateComplianceFrameworkdeveloped andimplemented

December2016


All legislativedelegationsreviewed andupdated inFebruary andAugust each year


Manage the outsource function of nativetitle and cultural heritage to ensurecompliance and management throughutilisation of a self-assessmentcompliance system

Workshops for staffand relevantstakeholders onNative Title andCultural HeritageCompliancedeveloped anddelivered

October 2016 Executive Manager -Governance

Manage Fraud and CorruptionFramework implementation andeducation

Awareness trainingon the Fraud andCorruptionFramework isdelivered throughE3 learning to key

October 2016 Executive Manager -Governance



stakeholders andall employees

Undertake a review of the utilisation ofCouncil’s Plant and Fleet

Report to Councilon disposalschedule andefficiency savings

September2016


Review and update Council's suite ofcontract documents for procurementarrangements

All contractdocuments revisedand updated

December2016


Implement Procurement Cards includingintegration of reporting into CorporateSoftware

Procurement cardsin use

October 2016 General Manager -Corporate Services

Accurate reportingavailable

October 2016 General Manager -Corporate Services

Develop Council's Central SupplierRegister to improve useability for Councilstaff and suppliers

Completion ofidentifiedimprovements to360Pro

September2016


Provide supplier information evenings toassist suppliers in conducting businesswith Council

Supplierinformationevenings held


Implement Reporting and AnalysisSoftware for rates and charges to assist

Implementation ofsoftware

November2016




with data cleansing, reporting andbudgeting

Staff trainingcompleted

November2016


Reportingcapabilitydeveloped tosupport revenueforecasting forrates

November2016


Recommendationreport completed

August 2016 General Manager -Corporate Services

Undertake audit of physical recordsmanagement activities

Records Disposaland Digital DisposalPolicy and otherrelated policiesreviewed andimplemented

December2016


Implement a robust records disposalschedule

Process to supportyearly disposalprocess to bedeveloped andimplemented

December2016


Organisationalrecords disposalprocess undertaken

December2016




Storage measuresput in place tosupport currentand future storagerequirements

December2016


Undertake disposal and records storageactivities to ensure legacy records areremoved and relevant storage strategiesare put in place to support theorganisation's future requirements

Recordsmanagementstrategic planguiding recordsoperations over thenext 5 years isimplemented

March 2017 General Manager -Corporate Services



Key Priority 7: A Workplace of ExcellenceOur Corporate Plan Strategiesare to… The Key Activities we will deliver are…


7.1.0 Adopt practices andsystems that support a skilled,motivated and communityfocused workforce

Develop a Training and DevelopmentProgram across the organisation

Program endorsedby ExecutiveLeadership Team

December2016


Develop organisational performancemanagement systems across council

Systems andchangemanagementprocessesimplemented

September2016


Improve employee induction processes Staff satisfactionwith induction

80%satisfactionrate


Implement key actions contained inCouncil's 2014-2019 Strategic WorkforcePlan

First year actionsimplemented


Implement Council's new EnterpriseAgreement

Agreement ratifiedby IndustrialRelationsCommission

Completed inaccordancewith agreedtimeframes




Develop succession planning proposalsacross Council

Succession Plans inplace in key areas

December2016


Develop an Organisational DevelopmentPlan

Plan completedand implemented

September2016


Develop Water Industry CertificateQualifications and Training Packages incollaboration with Central QueenslandUniversity

Phase one ofPackagedevelopmentaccepted byCouncil and CentralQueenslandUniversity

September2016


Develop a suite of workforce metrics andinformation reports

Metrics endorsedby Council andExecutiveLeadership Team

September2016


Develop workplace relationsimprovement programs

Programs endorsedby ExecutiveLeadership Team


Employeeengagementprogramsdeveloped andimplemented

Staffsatisfactionrate of 80%or greater




Provide development to Council staff toimprove overall health, safety andwellness benefits

Provision andevaluation of ahealth, safety andwellness programacross all areas ofCouncil


Improve Council's hazard identificationskills through staff development

Development andprovision of hazardidentificationbooklets

December2016


Delivery of animplementationprogram andtraining

March 2017 Executive Manager -Governance

Employ two cadet engineers for localskills development

Two cadetengineersemployed

December2016


Deliver a new intranet service across theorganisation to enhance informationsharing and cultural cohesion

Launch of updatedIntranet

September2016


7.2.0 Provide responsive andefficient systems to enable thedelivery of council services

Improve integration of Council's SafetyManagement System in relation toStandard Operating Procedures through

Release ofStandard OperatingProcedures




creation of online Standard OperatingProcedure Awareness Program

Implementationand trainingprogramcompleted


Expand Video Conferencing Technologyto corporate offices to ImproveEngagement through Technology

Implementtechnologyavailable throughMicrosoft SurfaceHubs in Blackwater,Capella, Duaringa,Emerald andSpringsure installed

September2016


Implement Live Streaming of CouncilMeetings

Unassistedstreaming ofcouncil meetings tothe publicimplemented

September2016


Upgrade Library Public Internet KioskSoftware

Upgraded kiosksoftware to allLibrary Sitesinstalled

December2016


Installation of Corporate Kiosks at councildepots

Installation of twokiosks at all councilworks depots

September2016




Investigate opportunities for small scalepublic internet access

Trial two locationsacross the CentralHighlands Region

December2016


Improve Corporate Network Connectivity Corporate Wifiinstallationcompleted acrossall corporatecouncil sites

September2016


Review and replace Corporate Softwaresystem

Corporate softwaresystem solutionscoping andprocurementcompleted

September2016


Corporate Softwareimplemented –Stage 1


7.3.0 Continue to create anddevelop a positive and futurefocused culture thatdemonstrates and supportsCouncil's values

Review and improve all CorporateServices policies and procedures

Policies andproceduresaccepted byCouncil

July 2016 General Manager -Corporate Services

Design organisational peopledevelopment and culture programs to

Programs designed June 2017 General Manager -Corporate Services



embed CHRC values into all systems andprocesses

Analysis of culturesurveys


Provide safe systems of work in relationto occupational noise

Comprehensivenoise surveycompleted acrossall relevantworksites

February2017


Implementation ofall recommendedcontrol measuresfrom noise surveyreport


Manage the outsourcing of an influenzavaccination program to sustain a healthyworkplace

Fluvax Programdelivered

May 2017 Executive Manager -Governance

Manage the outsourcing andimplementation of a health surveillanceprogram

Procurement foroutsourcing ofprogramcompleted


Implementation ofhealth surveillanceprogramcompleted




7.4.0 Provide consistent highlevels of customer service asstated in our Customer ServiceCharter

Promote continuous improvement ofCustomer Service and ContactCentre/Call Centre

Analysis of reportson call statisticscaptured inTouchpoint

80% of callsresolved atfirst point ofcontact


Analysis ofcustomersatisfaction surveys

80%customersatisfactionwithcustomerservice


Annual review ofCustomer ServiceCharter




Postal PO Box 21, EMERALD QLD 4720Phone 1300 242 686Fax 1300 242 687Email [email protected] Website www.centralhighlands.qld.gov.au

Customer Service Centre LocationsEMERALD (Administration Centre)Corner of Egerton and Borilla Streets, Emerald

BLACKWATER10 Mackenzie Street, Blackwater

CAPELLA4 Conran Street, Capella

DUARINGA12 William Street, Duaringa

ROLLESTON (Rural Transaction Centre)17 Warrijo Street, Rolleston

TIERI (Rural Transaction Centre)Corner of Grasstree and Anncrouye Street, Tieri

SPRINGSURE29 Eclipse Street, Springsure


Special Budget Meeting of Council

MINUTES


Tuesday 5 July 2016

Commenced at 2.01pm


CENTRAL HIGHLANDS REGIONAL COUNCIL

SPECIAL BUDGET MEETING OF COUNCIL

TUESDAY 5 JULY 2016

MINUTES CONTENTS

PRESENT .................................................................................................................................................... 3 APOLOGIES ................................................................................................................................................ 3 PURPOSE OF MEETING ............................................................................................................................. 3 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS .... 3 RESOLUTIONS............................................................................................................................................ 4 Mayors Report 2016 / 2017 Budget .............................................................................................................. 4 Statement of Estimated Financial Position .................................................................................................... 4 Operational Plan ........................................................................................................................................... 4 Revenue Policy ............................................................................................................................................ 4 Revenue Statement ...................................................................................................................................... 4 Differential General Rates – Categories and Descriptions ............................................................................ 5 Special Rates and Charges .......................................................................................................................... 5 Water Utility Charges .................................................................................................................................... 6 Sewerage Utility Charges ............................................................................................................................. 6 Waste Utility Charges ................................................................................................................................... 6 Concessions ................................................................................................................................................. 6 Discount ....................................................................................................................................................... 6 Limitations of Increase of Rates and Charges Levied ................................................................................... 7 Interest ......................................................................................................................................................... 8 Issue of Rate Notices ................................................................................................................................... 8 Payment of Rates or Charges ....................................................................................................................... 8 Budget for 2016 /2017 .................................................................................................................................. 8 Budget Policy ............................................................................................................................................... 8 Reserves Policy ............................................................................................................................................ 9 Debt Policy ................................................................................................................................................... 9 Investment Policy ......................................................................................................................................... 9 Competition and Water Reform Policy .......................................................................................................... 9 CLOSURE OF MEETING ............................................................................................................................. 9 REPORTS AND POLICIES ........................................................................................................................ 10 Mayor’s Report 2016 / 2017 Budget ........................................................................................................... 10 Report on Estimated Financial Results Vs Original Budget for 2015 / 2016 ................................................ 22 Revenue Policy .......................................................................................................................................... 27 Revenue Statement .................................................................................................................................... 33 Budget Policy ............................................................................................................................................. 75 Reserves Policy .......................................................................................................................................... 80 Debt Policy ................................................................................................................................................. 89 Investment Policy ....................................................................................................................................... 93 Competition and Water Reform Policy ........................................................................................................ 97 Budget 2016/2017 .................................................................................................................................... 101 Budget 2016/2017 Supporting Information................................................................................................ 113 Capital Projects 2016/2017 ....................................................................................................................... 113


MINUTES – SPECIAL BUDGET MEETING – TUESDAY 5 JULY 2016 – PAGE 3

MINUTES – SPECIAL BUDGET MEETING HELD AT 2.01PM TUESDAY 5 JULY 2016 IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, EMERALD OFFICE PRESENT Councillors Councillor (Crs) K. Hayes (Mayor), G. Godwin-Smith (Deputy Mayor) Councillors (Crs) P. Bell AM, C. Brimblecombe, M. Daniels, A. McIndoe, G. Nixon and C. Rolfe Officers Chief Executive Officer S. Mason, General Manager Communities B. Duke, General Manager Corporate Services J. Bradshaw, General Manager Infrastructure and Utilities G. Joubert, General Manager Commercial Services M. Webster, Acting Executive Manager Governance A. Grant, Coordinator Communications A. Ferris, Minute Secretary T. Wheeler and M. Wills APOLOGIES Cr D. Lacey Resolution: Cr Nixon moved and seconded by Cr Godwin-Smith “That an apology for Cr Lacey be accepted for today’s Special Budget Meeting.”

2016 / 07 / 05 / 001 Carried (8-0) PURPOSE OF MEETING Consideration and adoption of the 2016 /2017 Budget and supporting documents and policies. MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS Nil



RESOLUTIONS Mayors Report 2016 / 2017 Budget The Mayor tabled his budget speech and asked that his appreciation be recorded for all staff involved in the budget process. Resolution: Cr Bell moved and seconded by Cr Brimblecombe “That the Mayor’s Report be received including the declaration of the total value of the change, expressed as a percentage, in the rates and utility charges levied for the financial year compared with the rates and utility charges levied in the previous budget.”

2016 / 07 / 05 / 002 Carried (8-0) Statement of Estimated Financial Position Resolution: Cr Bell moved and seconded by Cr Rolfe “That pursuant to Section 205 of the Local Government Regulation 2012, Central Highlands Regional Council adopt the statement of estimated financial position for 2016/2017.” 2016 / 07 / 05 / 003 Carried (8-0) Operational Plan Resolution: Cr Nixon and seconded by Cr Daniels “That pursuant to Section 174 of the Local Government Regulation 2012, that Central Highlands Regional Council adopt the Operational Plan for 2016/2017.” 2016 / 07 / 05 / 004 Carried (8-0) Revenue Policy Resolution: Cr Godwin-Smith moved and seconded by Cr Brimblecombe “That pursuant to Section 193 of the Local Government Regulation 2012, Central Highlands Regional Council adopt the Revenue Policy for 2016/2017.”

2016 / 07 / 05 / 005 Carried (8-0) Revenue Statement Resolution: Cr Brimblecombe moved and seconded by Cr Rolfe “That in accordance with section 169 and 172 of the Local Government Regulation 2012, Central Highlands Regional Council adopt the Revenue Statement for 2016/2017.” 2016 / 07 / 05 / 006 Carried (8-0)



RATES AND CHARGES Differential General Rates – Categories and Descriptions Resolution: Cr Nixon moved and seconded by Cr Godwin-Smith “That in accordance with section 81 of the Local Government Regulation 2012, the categories into which rateable land is categorised and the description of those categories is as set out in paragraph 4.1(b) of the Revenue Statement”. 2016 / 07 / 05 / 007 Carried (8-0) Amount of Differential General Rates and Minimum Differential General Rate Resolution: Cr Bell moved and seconded by Cr Brimblecombe “That in accordance with section 94 of the Local Government Act 2009 and section 80 of the Local Government Regulation 2012, the differential general rate to be made and levied for each differential general rate category and, pursuant to section 77 of the Local Government Regulation 2012, the minimum general rate to be made and levied for each differential general rate category is as set out in paragraph 4.1(d) of the Revenue Statement.” 2016 / 07 / 05 / 008 Carried (8-0) Special Rates and Charges Resolution: Cr Daniels moved and seconded by Cr Brimblecombe “That in accordance with section 92 and 94 of the Local Government Act 2009 and section 94 of the Local Government Regulation 2012, in relation to:-

1. The Yan Yan Road Special Rate, Central Highlands Regional Council identifies the rateable land to which the special rate applies, adopts the overall plan and makes and levies the amount of the special rate, as further described in paragraph 4.1(f) of the Revenue Statement.

2. The Lilyvale Road Special Rate, Central Highlands Regional Council identifies the rateable land to which the special rate applies, adopts the overall plan and makes and levies the amount of the special rate, as further described in paragraph 4.1(f) of the Revenue Statement.

3. The Kestral Mine Access Road Special Rate, Central Highlands Regional Council identifies the rateable land to which the special rate applies, adopts the overall plan and makes and levies the amount of the special rate, as further described in paragraph 4.1(f) of the Revenue Statement.

4. The Grasstree Road Special Rate, Central Highlands Regional Council identifies the rateable land to which the special rate applies, adopts the overall plan and makes the levies the amount of the special rate, as further described in paragraph 4.1(f) of the Revenue Statement.

5. The Oaky Creek Mine Access Road Special Rate, Central Highlands Regional Council identifies the rateable land to which the special rate applies, adopts the overall plan and makes the levies the amount of the special rate, as further described in paragraph 4.1(f) of the Revenue Statement.

6. The Anncrouye Road Special Rate, Central Highlands Regional Council identifies the rateable land to which the special rate applies, adopts the overall plan and makes the levies the amount of the special rate, as further described in paragraph 4.1(f) of the Revenue Statement.

7. Bundoora Dam Special Rate, Central Highlands Regional Council identifies the rateable land to which the special rate applies, adopts the overall plan and makes the levies the amount of the special rate, as further described in paragraph 4.1(f) of the Revenue Statement.

8. The Oaky Creek Mine (Town of Tieri) Special Rate, Central Highlands Regional Council identifies the rateable land to which the special rate applies, adopts the overall plan and makes and levies the amount of special rate as further described in paragraph 4.1(f) of the Revenue Statement.”

2016 / 07 / 05 / 009 Carried (8-0)



Water Utility Charges Resolution: Cr McIndoe moved and seconded by Cr Rolfe “That in accordance with:-

1. section 92 and 94 of the Local Government Act 2009 and section 99 and 101 of the Local Government Regulation 2012, Central Highlands Regional Council make the water utility charges set out in paragraph 4(h) of the Revenue Statement; and

2. section 102 of the Local Government Regulation 2012, water meters are deemed to be read on 30th November and 31st May, notwithstanding that they may actually be read during a period that starts two weeks before, and ends two weeks after, either of these dates.”

2016 / 07 / 05 / 010 Carried (8-0) Sewerage Utility Charges Resolution: Cr Godwin-Smith moved and seconded by Cr Rolfe “That in accordance with section 92 and 94 of the Local Government Act 2009 and section 99 of the Local Government Regulation 2012, Central Highlands Regional Council make the sewerage utility charges set out in paragraph 4(h) of the Revenue Statement.” 2016 / 07 / 05 / 011 Carried (8-0) Waste Utility Charges Resolution: Cr Brimblecombe moved and seconded by Cr Bell “That in accordance with section 92 and 94 of the Local Government Act 2009 and section 99 of the Local Government Regulation 2012, Central Highlands Regional Council make the waste utility charges set out in paragraph 4(h) of the Revenue Statement.” 2016 / 07 / 05 / 012 Carried (8-0) Concessions Resolution: Cr Nixon moved and seconded by Cr Daniels “That in accordance with section 122 of the Local Government Regulation 2012, Central Highlands Regional Council grant the concessions set out in paragraph 4.2 of the Revenue Statement and further in accordance with section 257 of the Local Government Act 2009 that the Chief Executive Officer be delegated authority to make decisions in accordance with the policy.” 2016 / 07 / 05 / 013 Carried (8-0)

Discount Resolution: Cr Rolfe moved and seconded by Cr McIndoe “That in accordance with section 130 of the Local Government Regulation 2012 a discount of 10% will be allowed to any person or organisation liable to pay a rate or charge (with the exception of the rates or charges listed below), that pays all rate and charges in full, including arrears, within thirty (30) days after issue of the notice. The discount shall be applied to the rate or charge net of any remissions available. However, the following rates and charges are not subject to this discount:-

1. Water consumption charges; 2. Special rates or charges; and 3. State Emergency Management, Fire and Rescue Levy.”

2016 / 07 / 05 / 014 Carried (8-0)



Limitations of Increase of Rates and Charges Levied Resolution: Cr Brimblecombe moved and seconded by Cr Bell “That in accordance with section 172(2) of the Local Government Regulation 2012, Central Highlands Regional Council records that it will be applying section 116 of the Local Government Regulation 2012 to certain differential rating categories, to limit the increase in the applicable differential general rates for land within those categories, as follows: -

Differential General Rating Category

Percentage

Increase

(i.e. the cap)

50. Coal Mining < 100 workers or rateable value equal to or

<$125,001 15%

51. Coal Mining: 100 - 500 workers, UV > $125,000 15%



54. Coal Mining: >1500 workers, UV > $125,000 15%

Capping shall not apply to minimum rates or where a property is assigned to another category during the financial year.” 2016 / 07 / 05 / 015 Carried (8-0) Resolution: Cr Brimblecombe moved and seconded by Cr Bell “In addition to the table above and in accordance with section 116 of the Local Government Regulation 2012, for the lands listed in column 1 of the table below, the amount of the rates and charges identified in column 2 of the table below to be levied for the 2016/2017 financial year on that land, be an amount no more than an amount equal to the amount of the same rates and charges levied on that land in the 2015/2016 financial year, increased by the percentage identified in column 3 of the table below:”

Column 1 - Land to be subject of the cap

Column 2 - Particular rates and charges for this land, to be the

subject of the cap

Column 3 - Percentage

Increase

(i.e. the cap)

Assessment no 199 Water utility charge –access charge 140%


Assessment No 10010 Sewerage utility charge 18%


Assessment no 10030 Sewerage utility charge 25%










Assessment no 2996 General Rate 3%

2016 / 07 / 05 / 016 Carried (8-0)



Interest Resolution: Cr Rolfe moved and seconded by Cr McIndoe “That in accordance with section 133 of the Local Government Regulation 2012, Central Highlands Regional Council will apply interest at a rate of 11% per annum compounding daily on all overdue rates, charges, special levies, water usage amounts and any other amount outstanding indicated on the rate notice from the date on which they became overdue.” 2016 / 07 / 05 / 017 Carried (8-0) Issue of Rate Notices Resolution: Cr Godwin-Smith moved and seconded by Cr Daniels “That in accordance with section 107 of the Local Government Regulation 2012 Central Highlands Regional Council will issue rate notices for:-

1. all general rates, special rates and charges, utility charges and other charges (other than water consumption charges) half yearly; the first for the half year ended 31 December and the second for the half year ended 30 June; and

2. water consumption charges based on a water consumption rating year beginning 1 June 2016 and ending 31 May 2017. Consumption measured for the half year (from 1 June to 30 November) and consumption measured for second half year (1 December and ending 31 May) will be issued in conjunction with the rate notice for the half year ending 30 June and 31 December, respectively.”

2016 / 07 / 05 / 018 Carried (8-0) Payment of Rates or Charges Resolution: Cr Godwin-smith moved and seconded by Cr Rolfe “That in accordance with section 118 of the Local Government Regulation 2012, the date by which rates or charges must be paid is the date that is 30 days after the issue of the rate notice.” 2016 / 07 / 05 / 019 Carried (8-0) Budget for 2016 /2017 Resolution: Cr Brimblecombe moved and seconded by Cr Godwin-Smith “That in accordance with sections 169 and 170 of the Local Government Regulation 2012, Central Highlands Regional Council adopt the budget, including:-

1. The Statement of Comprehensive Income 2. The Statement of Financial Position 3. The Statement of Cash Flows 4. The Statement of Changes in Equity 5. The Long Term Financial Forecast 6. The Relevant Indicators of Sustainability; and 7. Capital Projects Budget 2016/2017.”

2016 / 07 / 05 / 020 Carried (8-0)

Budget Policy Resolution: Cr Rolfe moved and seconded by Cr Bell “That pursuant to the Local Government Act 2009, Central Highlands Regional Council adopt the Budget Policy.” 2016 / 07 / 05 / 021 Carried (8-0)



Reserves Policy Resolution: Cr Daniels moved and seconded by Cr Nixon “That pursuant to the Local Government Act 2009, Central Highlands Regional Council adopt the Reserves Policy and confirm the proposed transfers to and from reserves for 2016/2017.” 2016 / 07 / 05 / 022 Carried (8-0) Debt Policy Resolution: Cr Rolfe moved and seconded by Cr Brimblecombe “That pursuant to Section 192 of the Local Government Regulation 2012, Central Highlands Regional Council adopt the Debt Policy for 2016/2017.” 2016 / 07 / 05 / 023 Carried (8-0) Investment Policy Resolution: Cr Nixon moved and seconded by Cr Daniels “That pursuant to Section 191 of the Local Government Regulation 2012, Central Highlands Regional Council adopt the Investment Policy for 2016/2017.” 2016 / 07 / 05 / 024 Carried (8-0) Competition and Water Reform Policy Resolution: Cr Rolfe moved and seconded by Cr Brimblecombe “That pursuant to Section 169 of the Local Government Regulation 2012, Central Highlands Regional Council adopt the Competition and Water Reform Policy 2016/2017.” 2016 / 07 / 05 / 025 Carried (8-0)

CLOSURE OF MEETING There being no further business, the Mayor closed the meeting at 2.48pm CONFIRMED MAYOR DATE



REPORTS AND POLICIES

Mayor’s Report 2016 / 2017 Budget Introduction Fiscal Responsibility – and the 3R’s - Roads, Rates and Rubbish. The Central Highlands Regional Council has focussed this first budget of the new term of Council on strengthening our financial sustainability and managing the challenges associated with a changing economy and reduced funding from other levels of government. This is an important budget for Council as it returns to “the new normal” with limited NDRRA works impacting the budget, a forecast reduction in the operating surplus a return of funding to reserves for future works and the paying down of debt. Council is committed to delivering quality assets and services to all communities throughout the region while remaining focussed on improving financial accountability and sustainability in both the short and long term. As the first budget of this Council, we have listened to the community concerns regarding affordability and cost of living pressures and are delivering a minimal rate increase across the total rates and charges bill for the majority of residential ratepayers. The newly elected Council has inherited a sound financial base and a strong cash position from the previous Council, which provides the flexibility to keep revenue increases to a minimum. This Council has set the organisation on a course committed to economic stability and fiscal responsibility. This budget focusses the organisation on looking for opportunities for innovation and improving the way we do business, including through emerging and new technology to enhance our productivity now and into the future. The Councillors and I have spent time over the last month or so working with officers in developing this budget to ensure our short-term decisions remain consistent with the Long Term Financial Plan. The Budget 2016/17 delivers on our mission to provide assets and services responsibly and to improve the everyday services that help us to achieve our longer-term goals. It is a budget that places an emphasis on the basics, with a focus on providing services in key areas; reducing the impact of changing economic times on our residents and communities; ensuring valued services and infrastructure are maintained; and providing responsible funding, while looking to further opportunities for growing our region. This Budget will see Council focus its commitment to the three R’s – that is returning a focus to our Roads and roadworks, minimising as much as possible the increases in Rates and charges across the region, while looking to improve our management of Rubbish (waste), in the longer term. The return to the three R’s supports a vision for fiscal responsibility and long term sustainability for future generations. As custodians of public funds, we take seriously the responsibilities entrusted to us to ensure that a balanced budget is prepared that provides effectively for the services delivered and assets provided by Council, and remain committed to ensuring ongoing efficiency in the way we do business. Investing in technology and looking for better ways of doing business support a basis for innovation on how we deliver better services through working smarter and eliminating waste at all levels throughout Council. The budget is characterised by revenue decline, including grant support from other levels of government, and reductions in rate revenue from last year. Overall, the total revenue for 2016/17 is down by $5.4M from last year and down in total terms almost $29M over the last three financial years, largely due to changes in restorative works funding. Nevertheless, Council has delivered a balanced budget with a surplus of $6.3M for 2016/17 financial year. This year’s surplus is committed to repaying debt and providing funding to reserves for the future business activities of Council. This is down considerably from last year’s $12M surplus and is based on receiving no more revenue from rates and charges than that set in the last year’s 2015/16 budget.



With the Consumer Price Index (CPI) movement for Brisbane based at 1.8% (March 2016) and the Council Cost Index (CCI) at 1.9% for the year, Council has sought efficiencies from across the organisation and services delivered to ensure we become more efficient in how we do business. Council, like all businesses, continues to receive increasing cost pressures in excess of the above indicators, and has turned first to the organisation to find ways to make the savings needed to maintain current services. This budget even more so than last year, is maintaining affordability for current residents, whilst ensuring that a sustainable position is established for future generations. Council maintains a strong operating cash position, with funds in excess of $130M, and the budget seeks to leverage this position with cash funding capital works and improvements for the 2016/17 year, reducing this balance by approximately $8M. Our commitment towards capital expenditure has been measured, with a realisation that with a significant carry-forward from 2015/16, the 2016/17 capital works should be achievable based on capability to deliver works already planned and committed. The total capital expenditure is forecast at $69M, which includes major projects carried forward including the significant completion of the Blackwater Aquatic Centre, commencing construction of the Black Gully Sewerage Treatment Plant and completion of the Emerald Airport Runway Overlay and the commencement of improvement works on Carnarvon Gorge Road.



Rating Outcomes

Rates and Utility Charges In recognising the cost of living pressures and to address the balancing of rates and charges across the various functions of Council, a number of measures have been undertaken this year to minimise any impacts upon residential ratepayers, where possible across the region. The rates and utility charges for towns across the region at the median valuation or below have decreased in some towns and any increases have been kept below 1% for the majority of residential properties across the region. Council has focussed on rates and charges this year, with a view to ensuring that standardisation where possible could be established and that overall greater consistency exists across the region for the supply of council services and utilities. Simplification of our existing general rating and utility charges was seen as a further objective, where complex calculations for water charging could be simplified and moderated to see the implementation over this term of Council. In setting residential rates, it was considered that a valuation banding approach may better address rating equity than maintaining the town-based approach. This will also provide a greater standardisation across changes in valuations than the current method. Changes in land valuations do not necessarily lead to changes in rates. When considering the banding of valuations the inconsistency in valuation changes at Blackwater see it retained in separate rating categories for the 2016/17 financial year. The valuation banding across all residential lands and large home sites will provide a more equitable and consistent regional approach and where possible will have ratepayers paying the same for the same services. In reviewing the rating categories for this year Council has revisited the multiple-unit dwellings (flats) methodology to introduce more detailed banding to ensure each unit contributes the equivalent of one rate per unit dwelling. Similarly, each unit dwelling will now pay a water access charge, consistent with the application of sewerage charges. To recognise the addition of access charges, each unit dwelling will now receive an annual allocation (360KL) of the water consumption charges at the first tier of charging. This change is to ensure that rates are applied consistently across all residential ratepayers. While reviewing the basis of utility charges, a number of inconsistencies have arisen in the public accommodation facilities rating categories, where the number of rooms has not previously been taken into account when setting these charges across the region. As a result, the increases in utility charging on these properties have been limited, so that the total rates and charges will not be increased by more than 15% over the 2015/16 rates and charges, to moderate the impact of this change in approach. A limitation on rates and charges increases of 15% over the 2015/16 rates and charges has also been applied to the Coal Mining rating categories for this year. In light of current economic conditions, Council has once again considered the appropriateness of the correct charging mechanism for non-principal place of residence properties. Council has decided to retain the current rating mechanism and these properties will continue to be rated at 20% premium above the rate for normal residential properties, given the tax implications available for investment properties. Changes will be made to the discount amount (currently 15%) and period from last year. The rate notices will continue to be issued on a six-monthly basis in August and February each year, with a discount of 10% now offered for payment made within 30 days. This change means that for all those who pay within the discount period, nothing changes. However, what it does mean is that those who pay outside of the discount period, will not suffer as great a loss. This change from the current practice will allow a greater flexibility on following up with recovery action for outstanding rates, and in working with those ratepayers who may need further assistance through agreed repayment plans. It is important to note that ratepayers can make arrangements to pay their rates incrementally and regularly.



Council will continue to grant concessions on rates to community groups in recognition of the value that many of these organisations bring to the Central Highlands Region. Again, this year Council will grant a concession of 50% of eligible rates and charges to approved pensioners across the region, totalling almost $700,000 this financial year. Through the Revenue Policy, Council may also grant concessions where payment of rates and charges will cause hardship for a ratepayer or classes of ratepayers. While there have been changes across the region to standardise where possible, water, sewerage and waste charges, resulting in increases and decreases across individual charges, the overall impact of these changes has ranged on average between -2% and +3%. The basis for charging water has been simplified and with increasing capital works for sewerage, the charges have been increased to lessen the current revenue shortfall. Taking into account all rates and charges (general, water, sewerage, waste) the average increase for urban areas will be:

As individual ratepayers utilise different combinations of Council services, each ratepayer will potentially see a different outcome on their rate notice.



General Rates There is no average increase applied across the rates and charges and the revenue earned from each sector of the rate base has remained constant with no additional net revenue yielded. There has been a land revaluation undertaken by Department of Natural Resources and Mines during the year, with mixed increases and decreases for different land across the region. As a general statement, residential and commercial land values have declined and rural lands have increased. As always, the increase or decrease for individual properties will vary depending on the movement in rateable value for the property. A new valuation will take effect from 1 July 2016 and will be the basis of rating for the new financial year. The revaluation has resulted in an overall valuation decrease for the Council area and this has generated a number of challenges for Council in establishing its rating structure for the coming year. Rating is a complex process and the majority of ratepayers generally believe that a reduction in valuation leads to a reduction in their rates. This is not necessarily the case (some may reduce of course) as the valuation issued by the Department of Natural Resources and Mines is a distribution tool only and does not represent an absolute share of the overall rating pool. The budget process identifies the total revenue required for the coming 12 month period (rating income) and this is then divided across all ratepayers in accordance with their individual valuation. The challenge is that not all property valuations change by the same percentage. This means that while some rates will increase by more than the average amount, others may be reduced. Overall, the amount of income generated through general rating has reduced marginally by 0.61% for this financial year. The following graph shows the rating distribution for 2016-2017.



Utility Charges Council has continued the review of pricing structures for residential, commercial and industrial water and sewerage users to simplify where possible and is the last major grouping of charges to be standardised following forced amalgamation. Each town had continued to be charged on the same basis that was in place in the former Council areas although this creates inconsistencies when now being managed as one region. While changes to residential charges commenced in the previous year, commercial and industrial changes will continue to be phased in over the next four years with a continued move to meter based charging for water. All access charges and consumption charges will be standardised across the entire Council area. The standardisation of pricing arrangements will see non-uniform pricing changes to water charges across the region this year. In simple terms, some areas will see a decrease in their water and sewerage charges and some areas will see an increase. Council operates a network of 21 water and sewerage treatment plants with total infrastructure valued at $385 million. A large number of these assets are in our smaller communities where the cost of providing these essential services has well exceeded the charges levied. The larger residential centres will continue to provide economies of scale and subsidise the smaller towns to access these essential services that would otherwise not be economically viable. Overall, it will be a fairer system with consistent charges for each and every ratepayer that access the vital services of water and sewerage. The significant change in rates and charges for this year comes in waste charges. Waste charges have been reviewed, as has the methodology for the recovery of waste charges to ensure it remains fair and equitable across the entire Council area. As a result, all properties will now be charged a waste management charge to pay for the costs associated with the treatment and disposal of waste at transfer stations, unmanned bin sites and landfills across the region. The costs for managing waste continue to increase in line with our environmental and legislative compliance obligations. These costs have previously been borne by those properties who were levied a refuse collection charge along with commercial properties. This charge has been extended to all properties and will see increased expenditure on Council’s waste management facilities. The waste management charge will be standardised across the region over the next two years to provide a fairer system with consistency for all ratepayers. Council has developed a Waste Reduction and Recycling Plan for the Central Highlands Region. This plan is seen as a blueprint for improving Council’s waste management facilities and ensuring compliance with our current obligations. Council is investigating the development of a major regional waste management facility to better manage current landfill infrastructure and additional transfer station facilities. This will then provide for the responsible implementation of landfill closure plans on some current sites with appropriate site rehabilitation.



Budget Summary

The Council Budget for 2016/2017 is based on (rounded to nearest $‘000): Operating Income $121,252 Operating expenditure $114,982 Balance (for Capital Works and Reserve Transfers) $ 6,270 Capital grants/income $ 25,682 Total funding available from operations for Capital Works $ 31,952 The total expenditure for the 2016/2017 Budget is (rounded to nearest $‘000): Operating expenditure $114,982 Capital expenditure $ 68,959 Debt redemption (Loan Repayments) $ 3,317 Total $187,258 Changes in Rates and Charges Council remains committed to keeping rates and charges affordable for the region. The percentage and monetary increase, based on a direct comparison between the budget and the previous budget of all general differential rates, special rates and utility charges (water, sewerage and waste) net of discounts and remissions appears in the table below.

The measure above includes all rates and utility charges and takes into account natural changes in the quantity of rateable properties and consumption patterns for water usage. Included in the result for 2015/2016 is $4.045 million in special rates being levied on mining organisations for related road and other works. For the 2016/2017 financial year these special rates are levied at $2.188 million. When this impact is removed the adjusted variance is -0.61% as shown below.



Legislative budget requirements The Local Government Act 2009 requires that Council approve its budget before 1st August of each year. The budget must set out expected revenues and expenses for each major category in accordance with the Local Government Regulation 2012. The budget adopted, however is in a prescribed consolidated format and these statements consist of the:

Statement of Comprehensive Income;

Statement of Financial Position;

Statement of Cash Flow;

Statement of Changes in Equity;

Indicators of Sustainability.

In line with current legislation, Council continues to publish more information about its long term financial position and sustainability. This is to ensure the impacts of today’s decisions are considered over the longer term. Overall, Council’s long term financial forecast and sustainability indicators highlight, that while there are challenges and risks to manage, Council maintains a sound financial position into the future. Operating Income by category for 2016/2017 Overall operating income has decreased by $5.4 million from last financial year as a result of reduced special rates being collected for mine related road works as well as reduced revenues in fees and charges, rental and other income. Operating Income by categories is as follows:

Category $ (rounded to nearest $'000)

Fees and Charges, Rental and Other Income 4,648 Grants and Subsidies 8,797 Interest Earned 3,450 Net Rate and Utility Charges 82,085 Sales and Recoverable Works 22,272 Total 121,252



Operating Expenditure by Category 2016/2017 Since 2013/2014 Council has reduced operating expenditure by almost $20 million to 2015/2016. This year 2016/2017 operating expenses have risen marginally by $273,000 (less than 0.25%). Employee benefits continue to be reduced and there have been minimal increases in materials, services and finance costs, while the depreciation expense remains static. Operating expenditure by categories is as follows:

Category $ (rounded to nearest $'000)

Employee Benefits 37,657 Material and Services 47,485 Depreciation 26,195 Finance Costs 3,645 Total 114,982

Given the reduction in revenue forecast for the year the operating surplus has reduced to $6.3 million dollars providing coverage for repayment of loans and transfers to reserves for capital works.



Capital Expenditure 2016/2017

The capital program for 2016/2017 is just under $69 million with significant investment to continue on Council’s extensive road network, utilities and community infrastructure.

A number of key projects will be a focus of the capital program this year including:

Blackwater Aquatic Centre

Black Gully Waste Water Treatment Plant

Natural Disaster Recovery and Relief Arrangements restoration works

Carnarvon Gorge Road

Emerald Airport Runway Overlay

Capital Expenditure by Function is summarised in the table and below.

Summary by Function - Capital Budget 2016/2017

Function Budget ($)

Parks and Recreation 14,860,600 Community and Customer Service 1,510,000 Planning and Environment 1,360,041 Information Services 1,555,000 Plant and Fleet 1,831,847 GIS 196,000 Emergency Management and Volunteer Services 222,588 Flood Mitigation 5,254,008 Water 2,095,452 Waste Water 5,920,000 Roads 16,170,067 Natural Disaster Recovery and Relief Arrangements 11,115,346 Technical Services 100,000 Saleyards 230,000 Airport 6,388,000 Quarry 150,000

TOTAL 68,958,949



Capital Income 2016/2017

Council continues to utilise a mix of funding sources to deliver its capital programs with no loan borrowings forecast in 2016/2017. Grants and subsidies continue to become harder to source with all levels of government constricting funding programs. Grants in the 2016/2017 budget relate to funding for the Blackwater Aquatic Centre, road works and flood restoration works (Natural Disaster Recovery and Relief Arrangements). Council continues to actively lobby all levels of government to maintain and increase funding support to regional areas. Capital income by category is as follows.

Summary

The overall Operating Expenditure across activities is shown in the graph below.



This is fiscally responsible budget that acknowledges the current economic challenges, still provides an operating surplus, although reduced, and maintains a focus on our sustainability, while retaining a strong cash position and reducing our debt. I commend the budget to Council for consideration and approval of the Budget Statements, Rates and Charges, Financial Statements and Policies for the 2016/2017 financial year. Mayor Kerry Hayes



Report on Estimated Financial Results Vs Original Budget for 2015 / 2016

Special Budget Meeting

5 July 2016

1

EXECUTIVE SUMMARY:

The Estimated financial position for financial year 2015/2016 indicates that Council will generate an operating surplus of approximately $12.1 million for the 2015/2016 financial year which is in line with the original budgeted surplus of $12 million. This means there is not expected to be any material impact on the 2016/2017 budget as a result of the final estimated position for the current financial year. The closing position will be formally established once financial statements for the 2015/2016 financial year have been completed in early September 2016.

At this time, Capital expenditure for the 2015/2016 financial year is expected to be approximately $52 million in comparison to the original budget of $83 million.

RECOMMENDATION:

That, pursuant to Section 205 of the Local Government Regulation 2012, Central Highlands Regional Council receive the statements of estimated financial position for 2015/2016 financial year.

DETAILS

In accordance with the provisions of Section 205 of the Local Government Regulation 2012, the Chief Executive Officer must present to the local government’s annual budget meeting a statement of the estimated financial position for the previous financial year. The attached reports show the estimated financial position for the 2015/2016 financial year.

The Estimated Operating Statement compares the original budget with the estimated actuals for the year ended 30 June 2016. In summary the operating surplus is expected to be approximately $70,000 higher than the original budget.

Income

Operating income is expected to be higher than originally budgeted by approximately

$ 8 million. The main influences of this increase are:

Sales and Recoverable works revenue higher that originally budget due to increases in Quarry Sales revenue of $3.6 million, resulting both from timing differences of income originally expected to be received in 2014/15 as well extra activities at the Mungabunda Pit and onselling revenue.

Increased revenue from recoverable road works of $5 million (TMR).

Interest received from investments has exceeded budget by approximately $700,000 due to higher cash balances being available for investment.

Decreased rates and levies revenue of $580,000 due to decreased income from sewerage charges.

Decrease in sale of developed land of $600,000 with the Nogoa Rise development was withdrawn from the market

Expenses



Operating expenditure is expected to be higher than the original budget by approximately $ 7.9 million. These additional costs are predominantly attributed to expenditure on material and services required to provide the services for the increase in sales and recoverable works revenue.

Capital Expenditure

At the end of the year, capital expenditure is expected to be completed at approximately 63% of the original budget with total spending anticipated to be approximately $52 million. A deliberate focus has been maintained on reducing the capital budget for 2016/2017 to a more achievable outcome of $69 million with attention required early in the next financial year on ensuring that the committed capital works are completed.

Impact on current and future Budgets

The projected financial result for the year ended 30 June 2016 indicates a surplus in line with original budget. This will allow the budgeted transfer of funds to reserves for future expenditure.

The result provided is an estimate only and final verification will be subject to the completion of the 2015/2016 financial statements.

ATTACHMENTS:

Estimated Operating Statement for the year ending 30 June 2016

Estimated Statement of Financial Position as at 30 June 2016

Estimated Statement of Cash Flows for the year ended 30 June 2016

Shelly Fogg

Finance Manager

Jason Bradshaw

General Manager Corporate Services



Attachment 1: Estimated Operating Statement for the year ending 30 June 2016



Attachment 2: Estimated Statement of Financial Position as at 30 June 2016

Attachment 3: Estimated Statement of Cash Flows for the year ended 30 June 2016


Adoption Date: 5 July 2016 Revokes: Revenue Policy

Amended Date: [Date] Review Date: 1 July, 2017

Revenue Policy

Revenue Policy


A Revenue Policy forms part of Council’s budget each year. The Local Government Regulation 2012 identifies the matters that a local government must include in its Revenue Policy. In essence, a Revenue Policy is a statement outlining the strategic policy position of Council in relation to revenue measures to be adopted in the budget.

2.0 Reference

Section 104(5)(c) of the Local Government Act 2009 states that the system of financial management established by Council must include, amongst other matters, a revenue policy. Section 193 of the Local Government Regulation 2012 provides:-

(1) A local government’s revenue policy for a financial year must state—

(a) the principles that the local government intends to apply in the financial year for—

(i) levying rates and charges; and (ii) granting concessions for rates and charges; and (iii) recovering overdue rates and charges; and (iv) cost-recovery methods; and

(b) if the local government intends to grant concessions for rates and charges—the purpose for the concessions; and

(c) the extent to which physical and social infrastructure costs for a new development are to be funded by charges for the development.

(2) The revenue policy may state guidelines that may be used for preparing the local government’s revenue statement.

(3) A local government must review its revenue policy annually and in sufficient time to allow an annual budget that is consistent with the revenue policy to be adopted for the next financial year.

3.0 Definitions

CEO refers to Chief Executive Officer

Council refers to Central Highlands Regional Council

The Act shall mean the Local Government Act 2009 (as amended).

The Regulation shall mean the Local Government Regulation 2012 (as amended).

COUNCIL POLICY

Revenue Policy

POLICY NUMBER: [automated #] DEPARTMENT: Corporate Services

EFFECTIVE DATE: 1 July 2016 UNIT: Finance




Revenue Policy


Council intends to achieve an equitable distribution of the cost of its operations between different groups of ratepayers. In seeking to achieve this equitable distribution, Council’s view is that every ratepayer should contribute, at least, at a basic level to the cost of operations of the Council.

Council will also have regard to the measures required to stimulate the local and national economy and, particularly where Council is in competition with private sector providers of goods and services, will price according to generally accepted market principles. These principles ensure Council does not put private sector providers at a disadvantage because its businesses are publicly owned.

Council will ensure that the rates and charges made are sufficient to cover the cost of its operations and that it is able to continue to provide services to the community at a level consistent with the growth and development of the area.

It is acknowledged, however, that individual consumers of a commodity or service cannot always be separately identified. For this reason there is a need for specific user charges to be supplemented by other general revenue sources.

When considering these matters, Council will generally benchmark any variations in charges from year to year against the general movement in prices that occur in other sectors of the community as measured by indexes such as Roadwork Input Cost Index, the Consumer Price Index, Council Cost Index (calculated by the Local Government Association of Queensland) and their components. While taking these movements into consideration Council needs to ensure that the rates and charges made are sufficient to cover the cost of its operations and that it is able to continue to provide services to the community at a level consistent with the growth and development of the area.

4.1 Principles for Levying Rates and Charges

General Rates

Council accepts that the basis for levying general rates in Queensland is land valuation. However, other factors can be considered. There is considerable diversity in the Region’s various urban, rural, commercial and industrial sectors, their varying access to and requirements for services and facilities and expenditure in the sectors. The desirability for an equitable distribution of rates, therefore, needs to take into account these factors as well as issues mentioned in the foregoing Policy Statement, and warrants the use of a differential rating system.

Where differential general rating is applied, land categories are defined by first separating the urban, rural, commercial and industrial sectors of the Region and then identifying land uses to distinguish between sectors within these areas. Department of Natural Resources and Mines land use codes assist in identifying which land should be included in differential categories that may apply within these sectors.

Capping may be used to reduce the variation in rate charges between consecutive years and limit increases to a reasonable level compatible with other sectors.

Minimum rates are able to be set by Council under section 77 of the Local Government Regulation 2012. Any changes in these minimum rates will take into account the overall movement in general rates and movements in indexes and their components as mentioned above.

Special Rates and Charges

Where Council believes it is appropriate for a special rate or charge to be levied in a defined area for a particular reason or benefit, such as for a special road development program, then as required by the Act and Regulation, Council will carry out the following before the service begins:




Revenue Policy

Identify the service to be provided;

Detail the estimated cost of this service;

Define the benefited area and ratepayers included therein;

Identify any different categories or degrees of benefit to the properties if the special rate or

charge is to be levied differentially; and

State the reason/s why Council believes the service will enhance the value, utility or

attractiveness of the properties to be rated and, if there are differences in benefit, state the basis on

which the differences are determined.

Water Charges

There are a number of separate water schemes that Council operates within the Region.

Council’s water supply services are considered a business activity under the Local Government Act 2009. Water charges are set to recover all of the costs associated with the provision of the water supply system by Council. These costs include ongoing operation and maintenance costs, loan interest, return on investment and other competitive neutrality adjustments. Charges are calculated based on the known and expected costs of individual systems and taking into account the matters stated in the Policy Statement.

Additionally, a charge is applied to all vacant land in the declared service area that is capable of being connected to Council's water network so as to cover the fixed costs associated with making the service available.

Premises within the declared service area whose owners elect not to connect to the water supply system will also be charged as if they were connected.

Council has made significant progress in aligning water supply charges across the different water supply systems to better reflect industry best practice and to ensure a consistent approach across the entire region.

Details of all pricing arrangements are identified within Council’s Revenue Statement.

Sewerage Charges

Ratepayers are provided sewerage services through a number of separate sewerage schemes.

Central Highland Regional Council’s sewerage services are considered a business activity under the Local Government Act 2009. Consequently, sewerage charges are collected and used for the purpose of meeting the full operating and capital costs of the sewerage supply systems and instituting improvements to those systems, as well as to meet return on capital requirements. Charges are calculated based on the known and expected costs of individual systems and taking into account the matters stated in the Policy Statement.

Additionally, a charge is applied to all vacant land in the declared service area that is capable of being connected to the Council's sewerage network so as to cover the fixed costs associated with making the service available.

Premises within the declared service area whose owners elect not to connect to the sewerage network system will also be charged as if they were connected.




Revenue Policy

Waste Charges

Cleansing services and facilities for domestic and commercial waste are provided at various locations throughout the Central Highlands Regional Council area. The cost of maintaining the service and facilities varies between areas and consequently the quantum charged and the manner in which the charge is applied may vary between townships. Charges are levied to meet, firstly, the costs of collecting waste and, secondly, for managing, operating, maintaining and improving cleansing services and waste storage/dumping facilities, including the recycling of waste.

Charges for the dumping of industrial and commercial waste are based on the classification and volumes of waste dumped at the respective sites while the collection and transport will now be operated by third parties. Where a commercial or industrial property is receiving a collection service from Council then such properties will be subject to a refuse collection charge and a waste management charge.

Council believes that it is appropriate and equitable for all premises in the region to contribute towards the fixed costs by way of the access charge for waste management of refuse tips. This includes commercial and industrial premises within the region as these premises generate both domestic and commercial/industrial waste. The per-bin charges conform to the user pays principle and contributes to the variable costs of providing a bin pick up service.

Where Council expands the defined cleansing service area during the year, charges will be applied on a pro-rata basis from the date the service is supplied after giving sufficient notice to enable all premises in the expanded area to avail themselves of the service.

The charges are identified within Council’s Revenue Statement.

State Emergency Management Fire and Rescue Levy

As required, Council collects an Emergency Management Fire and Rescue Levy on behalf of the State Government on all properties that are a prescribed property, within the Fire and Emergency Services Act 1990. Council provides half yearly and annual returns to Queensland Fire Services and remits funds collected.

4.2 Principles for Granting Concessions for Rates and Charges

Pensioner Remissions

A remission of rates is granted by Council to Pensioners who are legally liable to pay rates providing that an owner of the premises meets Council’s definition of a Pensioner and the premises for which they are claiming a rebate is their principal place of residence. Council has established Pensioner Remissions and other rebates in order to establish equity of application across the region. These matters are further detailed in Council’s Revenue Statement.

Other Rebates and Concessions

Rebates and concessions are also provided for non-profit, sporting and charitable and church groups, as detailed in Council’s Revenue Statement. The purpose of these concessions is to provide rates relief to not for profit organisations who may conduct activities which are of benefit to the community.

Concessions may also be provided to owners of mining claims where the claim overlaps a residential property in the same ownership and to Quarries where production volumes vary from development approvals, in circumstances detailed in Councils Revenue Statement, so as not to cause financial hardship.

Consideration may be given by Council to granting a class concession in the event all or part of the local government area is declared a natural disaster area by the State Government and/or where an extreme event occurs that affects all or part of the property.




Revenue Policy

4.3 Principles for Recovering Overdue Rates and Charges

Council requires payment of rates, fees and charges within the specified period and it is Council’s policy to pursue the collection of all outstanding rates and charges diligently but with due concern for financial hardship which may be faced by some members of the community.

For rates and utility charges, reminder notices will generally be issued within two weeks after the discount date. Council reserves the right to send the details of any ratepayers that still have not paid their rates after the due date to a Collection Agency to instigate recovery procedures unless an alternative arrangement has been made.

If general rates are outstanding for three years or more Council may, in accordance with the provisions of the Act and Regulation, offer the property for sale to recover outstanding amounts.

In cases of financial hardship, Council may approve rates and charges debt repayment arrangements for individual ratepayers or, in instances such as natural disasters and/or for classes of ratepayers.

4.4 Principles for Cost-Recovery

Council recognises the validity of maximising the use of appropriate user pay charges or cost recovery fees to reduce the burden on general rates. However in setting its cost recovery fees, Council will be cognizant of the requirement that such a fee must not be more than the cost to Council of providing the service or taking the action to which the fee applies.

4.5 Extent to which Physical and Social Infrastructure Costs for a New Development are

to be Funded by Charges for the Development

Council requires developers to pay reasonable and relevant contributions towards the cost of infrastructure required to support the development. Specific charges are detailed in the policies and other material supporting Council’s town planning schemes but, in any event, are subject to the regulated infrastructure charges regime imposed by the State government via the Sustainable Planning Act 2009.

The imposition of Council’s infrastructure charges are based on normal anticipated growth rates. Where a new development is of sufficient magnitude to accelerate the growth rate of a specific community within the Region, it may be necessary to bring forward social infrastructure projects. Where this occurs, Council expects developers to meet sufficient costs so that the availability of facilities is not adversely affected and so that existing ratepayers are not burdened with the cost of providing the additional infrastructure.

5.0 Policy Review

All policies will be reviewed at least bi-annually or when any of the following evaluations occur:


Other circumstances as determined from time to time by the Chief Executive Officer or through a

resolution of Council.

This policy is nominated to be reviewed on 1st July, 2017.


Adoption Date: 5 July 2016 Revokes: Revenue Statement 2015/2016

Amended Date: [Date] Review Date: 1 July 2017

Revenue Statement 2016/2017

Revenue Statement

Statement

1. Purpose and Scope

A Revenue Statement forms part of Council’s budget each year. The Local Government Regulation 2012 identifies the matters that a local government must include in its Revenue Statement. In essence, a Revenue Statement is an explanatory statement outlining and explaining the revenue measures adopted in the budget.

This Revenue Statement is adopted as part of the Central Highlands Regional Council Budget and applies to the financial year ending 30 June 2017.

2. Reference

Section 172 of the Local Government Regulation 2012 provides:-

(1) The revenue statement for a local government must state –

(a) if the local government levies differential general rates –

(i) the rating categories for rateable land in the local government area; and (ii) a description of each rating category; and

(b) if the local government levies special rates or charges for a joint government

activity—a summary of the terms of the joint government activity; and

(c) if the local government fixes a cost-recovery fee—the criteria used to decide the amount of the cost-recovery fee; and

(d) if the local government conducts a business activity on a commercial basis—the

criteria used to decide the amount of the charges for the activity’s goods and services.

(2) Also, the revenue statement for a financial year must include the following information

for the financial year –

(a) an outline and explanation of the measures that the local government has adopted for raising revenue, including an outline and explanation of–

(i) the rates and charges to be levied in the financial year; and (ii) the concessions for rates and charges to be granted in the financial year;

(b) whether the local government has made a resolution limiting an increase of rates

and charges.

COUNCIL POLICY



EFFECTIVE DATE: 1 July, 2016 UNIT: Finance





3. Definitions



4. Policy Statement

4.1 Revenue Raising Measures Adopted in the Budget Concerning the Making and Levying of Rates and Charges

(a) Overview

Council identifies certain services in respect of which the consumer of the service will be expected to meet all or the greater part of the total cost of providing the specific service. In such cases, the cost of providing the service will include the cost of acquiring the commodity or service, the cost of providing the infrastructure or cost for the organisation to process and/or deliver the commodity or service and any overheads associated with these cost components. However, it is acknowledged that individual consumers of a commodity or service cannot always be separately identified. For this reason there is a need for specific user charges to be supplemented by other general revenue sources. The relevant components of Council’s Revenue Statement are therefore based on a combination of specific user charges, separate rates and charges, special rates and charges and differential general rates (made and levied on the value of land) to provide the most equitable and rational basis for raising revenue. In summary, rates and charges are determined after due consideration of the foregoing and the following –

Council’s legislative obligations;

the needs and expectations of the general community as determined by

formal and informal consultation and survey processes;

the expected cost of providing services;

equity.

(b) Differential General Rate

In accordance with sections 80 and 81 of the Local Government Regulation 2012, Central Highlands Regional Council will make and levy a differential general rate for the financial year ending 30 June 2017. As noted elsewhere in this revenue statement, special rates and special charges are also used where there is a clearly identifiable service or facility which can readily be attributed to one or more ratepayers. In accordance with section 81 of the Local Government Regulation 2012, the categorisation of land is as per Column 1 of the table below and the description of those categories is as per Column 2 of the table below. The Council delegates to the CEO the power of identifying the rating category to which each parcel of rateable land belongs. In carrying out this task, the CEO may have regard to the guidance provided by Column 3 of the table below.





Column 1 - Category

(section 81(1) and (3)(a))

Column 2 – Description

(section 81(1) and (3)(b))

Column 3 – Identification

Guidance Only – the power of identification is delegated to the CEO

(section 81(4) and(5)

1a. Residential Principal Place of Residence - Emerald < $75,000

Land used for residential purposes as the owner’s principal place of residence in the town of Emerald, with an area of less than 4,000m2 and with a land valuation of equal to or less than $75,000.

Land Use Codes 01 and 02 and 08 and 09 where single dwelling

1b. Residential Principal Place of Residence - All other Townships < $75,000

Land used for residential purposes as the owner’s principal place of residence in all other towns, with an area of less than 4,000m2 and with a land valuation of equal to or less than $75,000.


1c. Residential Principal Place of Residence - Tieri < $75,000

Land used for residential purposes as the owner’s principal place of residence in the town of Tieri, with an area of less than 4,000m2 and with a land valuation of equal to or less than $75,000.


2a. Residential Principal Place of Residence - Emerald > $75,000

Land used for residential purposes as the owner’s principal place of residence in the town of Emerald, with an area of less than 4,000m2 and with a land valuation of greater than $75,000.


2b. Residential Principal Place of Residence - All other Townships > $75,000

Land used for residential purposes as the owner’s principal place of residence in all other towns, with an area of less than 4,000m2 and with a land valuation of equal to or less than $75,000.


2c. Residential Principal Place of Residence - Tieri > $75,000

Land used for residential purposes as the owner’s principal place of residence in the town of Tieri, with an area of less than 4,000m2 and with a land valuation of greater than $75,000.


3. Residential Principal Place of Residence Blackwater

Land used for residential purposes as the owner’s principal place of residence in the town of Blackwater, with an area of less than 4,000m2.






Column 1 - Category







4a. Large Urban Home-sites Principal Place of Residence - Emerald <$90,000

Land used for residential purposes as the owner's principal place of residence in the town of Emerald, with an area of 4,000m2 or more and with a land valuation equal to or less than $90,000

Land Use Codes 04 and 05

4b. Large Urban Home-sites Principal Place of Residence - All other Townships <$90,000

Land used for residential purposes as the owner's principal place of residence in all other towns, with an area of 4,000m2 or more and with a land valuation equal to or less than $90,000


4c. Large Urban Home-sites Principal Place of Residence - Tieri <$90,000

Land used for residential purposes as the owner's principal place of residence in the town Tieri, with an area of 4,000m2 or more and with a land valuation equal to or less than $90,000


5a. Large Urban Home-sites Principal Place of Residence - Emerald >$90,000

Land used for residential purposes as the owner's principal place of residence in town of Emerald, with an area of 4,000m2 or more and with a land valuation of greater than $90,000


5b. Large Urban Home-sites Principal Place of Residence - All other Townships >$90,000

Land used for or capable of being used for residential purposes as the owner's principal place of residence in all other towns, with an area of 4,000m2 or more and with a land valuation of greater than $90,000


5c. Large Urban Home-sites Principal Place of Residence - Tieri >$90,000

Land used for residential purposes as the owner's principal place of residence in town of Tieri, with an area of 4,000m2 or more and with a land valuation of greater than $90,000


6. Large Urban Home-sites Principal Place of Residence Blackwater

Land used for residential purposes as the owner's principal place of residence in the town of Blackwater, with an area of 4,000m2.






Column 1 - Category







7a. Multi-unit (flats) - 2 units Emerald and Blackwater

Land used for long term residential purposes with 2 dwelling units within the one title in the towns of Emerald and Blackwater.

Land Use Code 03 plus 08 and 09 where multi dwelling

7b. Multi-unit (flats) - 2 units – Other Towns

Land used for long term residential purposes with 2 dwelling units within the one title in all other towns.














10a.Multi-unit (flats) - 5 units Emerald and Blackwater



10b.Multi-unit (flats) - 5 units – Other Towns










Column 1 - Category























Land used for long term residential purposes with 9 dwelling units within the one title in towns of Emerald and Blackwater.








16a.Multi-unit (flats) - 11 - 15 units Emerald and Blackwater

Land used for long term residential purposes with 11-15 dwelling units within the one title in the towns of Emerald and Blackwater.


16b.Multi-unit (flats) - 11 - 15 units – Other Towns

Land used for long term residential purposes with 11-15 dwelling units within the one title in all other towns.


17a.Multi-unit (flats) - 16-20 units Emerald and Blackwater

Land used for long term residential purposes with 16-20 dwelling units within the one title in the towns of Emerald and Blackwater.






Column 1 - Category







17b.Multi-unit (flats) - 16 - 20 units – Other Towns

Land used for long term residential purposes with 16-20 dwelling units within the one title in all other towns.


18a.Multi-unit (flats) - > 20 units Emerald and Blackwater

Land used for long term residential purposes with > 20 dwelling units within the one title in the towns of Emerald and Blackwater.


18b.Multi-unit (flats) - > 20 units – Other Towns

Land used for long term residential purposes with > 20 dwellings units within the one title in all other towns.


19. Rural Residential Land used for residential purposes as the owner's principal place of residence, where located outside the towns in the Region

Land Use Codes 04, 05 and 06.

20a.Residential Non Principal Place of Residence - Emerald < $75,000

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in the town of Emerald with an area of less than 4,000m2 and a land valuation of equal to or less than $75,000


20b.Residential Non Principal Place of Residence - All other Towns < $75,000

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in all other towns with an area of less than 4,000m2 and a land valuation of equal to or less than $75,000


20c.Residential Non Principal Place of Residence - Tieri < $75,000

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in the town of Tieri with an area of less than 4,000m2 and a land valuation of equal to or less than $75,000


21a.Residential Non Principal Place of Residence - Emerald > $75,000

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in the town of Emerald with an area of less than 4,000m2 and a land valuation greater than $75,000






Column 1 - Category







21b.Residential Non Principal Place of Residence - All other Townships > $75,000

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in all other towns with an area of less than 4,000m2 and a land valuation greater than $75,000


21c.Residential Non Principal Place of Residence - Tieri > $75,000

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in the town of Tieri with an area of less than 4,000m2 and a land valuation greater than $75,000


22. Residential Non Principal Place of Residence Blackwater

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in the town of Blackwater with an area of less than 4,000m2.


23a.Large Urban Home-sites Non Principal Place of Residence - Emerald <$90,000

Land used, or capable of being used, for residential purposes other than as the owner's principal place of residence in town of Emerald, with an area of 4,000m2 or more and with a land valuation of equal to or less than $90,000


23b.Large Urban Home-sites Non Principal Place of Residence - All other townships <$90,000

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in all other towns with an area of 4,000m2 or more with a land valuation of equal to or less than $90,000.


23a.Large Urban Home-sites Non Principal Place of Residence - Tieri <$90,000

Land used, or capable of being used, for residential purposes other than as the owner's principal place of residence in town of Tieri, with an area of 4,000m2 or more and with a land valuation of equal to or less than $90,000


24a.Large Urban Home-sites Non Principal Place of Residence - Emerald >$90,000

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in town of Emerald, with an area of 4,000m2 or more with a land valuation of greater than $90,000






Column 1 - Category







24b.Large Urban Home-sites Non Principal Place of Residence - All other townships >$90,000

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in all other towns, with an area of 4,000m2 or more with a land valuation greater than $90,000.


24c.Large Urban Home-sites Non Principal Place of Residence - Tieri >$90,000

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in town of Tieri, with an area of 4,000m2 or more with a land valuation of greater than $90,000.


25. Large Urban Home-sites Non Principal Place of Residence Blackwater

Land used, or capable of being used, for residential purposes other than as the owner’s principal place of residence in town of Blackwater, with an area of 4,000m2.


26. Rural Residential Non Principal Place of Residence

Land, used for residential purposes, other than as the owner's principal place of residence, where located outside the towns in the Region.

Land Use Codes 04, 05 and 06

27a.Commercial/ Industrial - Emerald

Land used for or capable of being used for commercial or industrial activities located in the town of Emerald other than those included in Rate Categories 29 to 44.

Land Use Codes 01 (where zoned commercial or industrial) and 10 to 39, 41, and 44 to 48

27b.Commercial/ Industrial – Blackwater

Land used for or capable of being used for commercial or industrial activities located in the town of Blackwater other than those included in Rate Categories 29 to 44.


27c.Commercial/ Industrial - Capella

Land used for or capable of being used for commercial or industrial activities located in the town of Capella other than those included in Rate Categories 29 to 44.






Column 1 - Category







27d.Commercial/ Industrial - Springsure

Land used for or capable of being used for commercial or industrial activities located in the town of Springsure other than those included in Rate Categories 29 to 44.


27e.Commercial/ Industrial - Tieri

Land used for or capable of being used for commercial or industrial activities located in the town of Tieri other than those included in Rate Categories 29 to 44.

Land Use Codes 01 (where zoned commercial or industrial) and 10 to 39, 41, and 44

to 48

28. Commercial/ Industrial in other Towns

Land used for or capable of being used for commercial or industrial activities located in towns other than those included in Rate Categories 27a to 27e and 29 to 44.


29. Shopping Centre 0 – 5000m2

Land used for the purposes of a shopping centre with a retail floor area between 0 – 5000m2.

Land Use Code 16

30. Shopping Centre 5001 – 10000m2

Land used for the purposes of a shopping centre with a retail floor area 5001m2 – 10000m2.

Land Use Code 16

31. Shopping Centre > 10000m2

Land used for the purposes of a shopping centre with a retail floor area greater than 10000m2.

Land Use Code 16

32. Intensive Industries

Land used in whole or part of for grain handling and/or grading and cotton gins manufacturing industry, including cotton gins.

Assessments 5134, 5136, 5456

33a.Public Accommodation Facilities < 25 rooms, units or sites - Emerald

Land used for hotels, motels, guest houses and other accommodation facilities with less than 25 rooms, units or sites in the town of Emerald, other than those included in categories 37 to 44, 66 and 67.

Land Use Codes 07, 42, 43, 49 plus 08 and 09 where applicable





Column 1 - Category







33b.Public Accommodation Facilities < 25 rooms, units or sites - Blackwater

Land used for hotels, motels, guest houses and other accommodation facilities with less than 25 rooms, units or sites in the town of Blackwater, other than those included in categories 37 to 44, 66 and 67.


33c.Public Accommodation Facilities < 25 rooms, units or sites – in towns less than 2500 population

Land used for hotels, motels, guest houses and other accommodation facilities with less than 25 rooms, units or sites in towns with an estimated resident population of less than 2,500, other than those included in categories 37 to 44, 66 and 67.


34a.Public Accommodation Facilities 25-40 rooms, units or sites - Emerald

Land used for hotels, motels, guest houses and other accommodation facilities with 25 - 40 rooms, units or sites in the town of Emerald, other than those included in categories 37 to 44, 66 and 67.


34b.Public Accommodation Facilities 25-40 rooms, units or sites - Blackwater

Land used for hotels, motels, guest houses and other accommodation facilities with 25 - 40 rooms, units or sites in the town of Blackwater, other than those included in categories 37 to 44, 66 and 67.


34c.Public Accommodation Facilities 25-40 rooms, units or sites – in towns less than 2500 population

Land used for hotels, motels, guest houses and other accommodation facilities with 25 - 40 rooms, units or sites in towns with an estimated resident population of less than 2,500, other than those included in categories 37 to 44, 66 and 67.



Land used for hotels, motels, guest houses and other accommodation facilities with 41-60 rooms, units or sites in the town of Emerald, other than those included in categories 37 to 44, 66 and 67.


35b.Public Accommodation Facilities 41-60 rooms, units or sites – Blackwater

Land used for hotels, motels, guest houses and other accommodation facilities with 41-60 rooms, units or sites in the town of Blackwater, other than those included in categories 37 to 44, 66 and 67






Column 1 - Category







35c. Public Accommodation Facilities 41-60 rooms, units or sites – in towns less than 2500 population

Land used for hotels, motels, guest houses and other accommodation facilities with 41-60 rooms, units or sites in towns with an estimated resident population of less than 2,500, other than those included in categories 37 to 44, 66 and 67.



Land used for hotels, motels, guest houses and other accommodation facilities with 61-80 rooms, units or sites in the town of Emerald, other than those included in categories 37 to 44, 66 and 67.



Land used for hotels, motels, guest houses and other accommodation facilities with 61-80 rooms, units or sites in the town of Blackwater, other than those included in categories 37 to 44, 66 and 67.



Land used for hotels, motels, guest houses and other accommodation facilities with 61-80 rooms, units or sites in towns with an estimated resident population of less than 2,500, other than those included in categories 37 to 44, 66 and 67.


70a.Public Accommodation Facilities > 80 rooms, units or sites - Emerald

Land used for hotels, motels, guest houses and other accommodation facilities with more than 80 rooms, units or sites in the town of Emerald, other than those included in categories 37 to 44, 66 and 67.


70b.Public Accommodation Facilities > 80 rooms, units or sites - Blackwater

Land used for hotels, motels, guest houses and other accommodation facilities with more than 80 rooms, units or sites in the town of Blackwater, other than those included in categories 37 to 44, 66 and 67.


70c.Public Accommodation Facilities > 80 rooms, units or sites – in towns less than 2500 population

Land used for hotels, motels, guest houses and other accommodation facilities with more than 80 rooms, units or sites in towns with an estimated resident population of less than 2,500, other than those included in categories 37 to 44, 66 and 67.


37. Tourist Facility – Carnarvon Gorge

Land used for the purpose of accommodation in units, cabins, caravans or tents in the Carnarvon Gorge Tourist area.

Assessments 25929, 25932





Column 1 - Category







38. Workers Accommodation <5 rooms

Land used, in whole or in part, for workers accommodation containing less than 5 accommodation rooms, suites and/or caravan sites.

Assessments 750, 27520 to 27630 inclusive

39. Workers Accommodation 5 -40 rooms

Land used, in whole or in part, for workers accommodation containing 5 to 40 accommodation rooms, suites and/or caravan sites.

Assessments 10408, 10579, 17486

40. Workers Accommodation 41-85 rooms


Assessment 10004



Assessments 750, 10005, 10448, 15872, 16294, 17500, 18880, 27181






Assessment 15076

44. Workers Accommodation >300 rooms

Land used, in whole or in part, for workers accommodation containing more than 300 accommodation rooms, suites and/or caravan sites.

Assessments 25768, 26911, 27108, 27120

45. Rural land Land used, or suitable for use, for agricultural or other rural use purposes other than land included in categories 37-44 and category 46.

Land Use Codes 60 to 70, 71, and 73 to 89





Column 1 - Category







46. Rural – Irrigation

Land used for a bona fide rural agricultural purpose with a water allocation in the Emerald Irrigation Area or where irrigated land exceeds 200 hectares other than land included in categories 38-44.

Land Use Codes 77-83 with a water allocation

47. Feedlots – 2000- 7500 SCUs

Land used for feedlot purposes with licensed carrying capacity of 2000 to 7500 Standard Cattle Units (SCUs).


48. Feedlots - 7501 – 15,000 SCUs

Land used for feedlot purposes with licensed carrying capacity of 7501 to 15,000 Standard Cattle Units (SCUs).

Assessments 25512

49. Feedlots - >15,000SCUs

Land used for feedlot purposes with licensed carrying capacity greater than 15,000 Standard Cattle Units (SCUs).

Assessments 5583

50. Coal Mining < 100 workers or rateable value equal to or <$125,000

Land which is:

(a) an integrated coal mine with a rateable valuation of equal to or less than $125,000 or less than 100 employees and/or contractors as at 1 July 2016; or

(b) a mining lease issued pursuant to the Mineral Resources Act which forms part of an integrated coal mine with less than 100 employees and/or contractors as at 1 July 2016.

Assessments 5589, 7776, 11427, 11467,11470,11593,11634 18389,18390, 18413, 28619

51. Coal Mining: 100 - 500 workers, UV > $125,000

Land, with a rateable valuation of $125,000 or more which is:-

(a) an integrated coal mine with between 100 and 500 employees and/or contractors as at 1 July 2016; or

(b) a mining lease issued pursuant to the Mineral Resources Act which forms part of an integrated coal mine with between 100 and 500 employees and/or contractors as at 1 July 2016.

Assessments 10955, 11433, 17976, 17977, 18378, 18406, 18825,18869, 25688, 26134, 28621





Column 1 - Category











Assessments, 10970, 10974, 11422, 11542, 26096





Assessments 11414, 11415, 11418, 11702, 18346

54. Coal Mining: >1500 workers, UV > $125,000


(a) an integrated coal mine with more than 1500 employees and/or contractors as at 1 July 2016; or

(b) a mining lease issued pursuant to the Mineral Resources Act which forms part of an integrated coal mine with more than 1500 employees and/or contractors as at 1 July 2016.

Assessments 5925, 18238, 18393, 18394, 25876

55. Other Mines / Extractive Industry – greater than 2ha

Land, with an area greater than 2 hectares, which is:-

(a) used for the extraction of minerals other than coal; or

(b) a mining lease or mining claim issued pursuant to the Mineral Resources Act for the extraction of minerals other than coal.

Land Use Code 40





Column 1 - Category







56. Other Mines / Extractive Industry – 900m2 to 2ha

Land, with an area greater than 900m2 but less than 2 hectares, which is:-

(a) used for the extraction of minerals other than coal; or


Land Use Code 40

57. Other Mines / Extractive Industry – 900m2 or less

Land with an area 900m2 or less, which is:-

(a) used for or the extraction of minerals other than coal; or


Land Use Code 40

58. Gas Extraction/ Processing

Land other than a petroleum lease, used or intended to be used, in whole or in part for:-

(a) gas extraction and/or processing; (b) gas pipelines; and (c) purposes ancillary, associated or connected with any of the above purposes, including water storage.

Assessment 25821, 25947

59. Water Storage, Delivery and Drainage

Land used for the purposes of, and associated with, water storage, delivery and drainage, including mine related water supplies and including land used for associated recreational purposes at water storage sites.


60. Sporting Organisations and facilities

Land which is used for a sporting facility as approved by Council and has a liquor licence operating more than 3 days per week.

Assessments 1745, 2945, 10449, 11167, 11408, 17615, 18246, 25221, 25662





Column 1 - Category







61. Special Purposes Land used for sporting, religious, education or other similar public purposes that is not otherwise categorised.

Following Land Use Codes apply or should apply 48, 50-52, 55, 57-58

62. Other Other land not included in any other category.

All other assessments not included in any other category

63. Extractive Industries Quarries < 5000 tonnes

Land which is not otherwise categorized, used for the purpose of conducting an industry which may involve dredging, excavating, quarrying, sluicing or other mode of winning materials from the earth classified under Schedule 2, Part 4 of the Environmental Protection Regulation 2008 for extracting less than 5000 tonnes.

64. Extractive Industries Quarries > 5000 tonnes but < 100,000 tonnes

Land which is not otherwise categorised, used for the purpose of conducting an industry which may involve dredging, excavating, quarrying, sluicing or other mode of winning materials from the earth classified under Schedule 2, Part 4 of the Environmental Protection Regulation 2008 for extracting more than 5000 tonnes but less than 100,000 tonnes

65. Extractive Industries Quarries > 100,000 tonnes

Land which is not otherwise categorised, used for the purpose of conducting an industry which may involve dredging, excavating, quarrying, sluicing or other mode of winning materials from the earth classified under Schedule 2, Part 4 of the Environmental Protection Regulation 2008 for extracting greater than 100,000 tonnes.

66. Caravan Parks in towns less than 2,500 population

Land used for providing camping and caravanning sites for the ordinary travelling public in towns with an estimated resident population less than 2,500

Assessments 13, 148, 3713, 3731, 4216, 4321, 4568, 10203, 17683, 18617, 25057, 25225,

67. Caravan Parks in towns greater than 2,500 population

Land used for providing camping and caravanning sites for the ordinary travelling public in towns with an estimated resident population greater than 2,500

Assessments 233, 5717, 8640





Column 1 - Category







68. Petroleum Leases Land which is a petroleum lease issued pursuant to the Petroleum Act 1923 or the Petroleum and Gas (Production and Safety) Act 2004.

69. Transformers Land used or intended for use in whole or in part, as a transformer site.

Land Use Code 91

Definitions for words used in this table

Coal Mining means land that was used, is used, or intended to be used: -

as a coal mine (or for purposes ancillary or associated with coal mining such as, for example, washing down, stockpiling, haulage, water storage and rehabilitation); or

in conjunction with other land as part of an integrated coal mine.

In determining the number of employees for each mine, Council will be guided by the data produced by Department of Natural Resources and Mines about the reported number of workers at open cut, exploration and underground coal mines.

Integrated Coal Mine means land which is used, or intended to be used in an integrated manner for the purposes of coal mining or purposes ancillary or associated with coal mining such as, for example, washing down, stockpiling, haulage, water storage and rehabilitation.

Workers Accommodation means

a facility used primarily for the accommodation of persons, other than tourists and holidaymakers, who are employed or work in, or in association with, construction, resources and mining activities, commonly known as a “workers camp”, “single persons quarters”, “work camp”, “accommodation village” or “barracks".

(c) Averaging of valuations

Council is not averaging valuations during the financial year.

(d) Amount of Differential General Rate and Minimum Differential General Rate

In accordance with section 94 of the Local Government Act 2009 and section 80 of the Local Government Regulation 2012, the differential general rate to be made and levied for each differential general rate category and, pursuant to section 77 of the Local Government Regulation 2012, the minimum general rate to be made and levied for each differential general rate category is as follows:





Category Rate in $

(cents) Minimum

1a. Residential Principal Place of Residence - Emerald < $75,000

0.011330 $790


0.011330 $604

1c. Residential Principal Place of Residence - Tieri < $75,000 0.011330 $790

2a. Residential Principal Place of Residence - Emerald > $75,000

0.015500 $1,200


0.015500 $1,200

2c. Residential Principal Place of Residence - Tieri > $75,000 0.015500 $1,200

3. Residential Principal Place of Residence - Blackwater 0.035040 $790

4a. Large Urban Home-sites Principal Place of Residence - Emerald <$90,000

0.012280 $790

4b. Large Urban Home-sites Principal Place of Residence - All other Townships <$90,000

0.012280 $604

4c. Large Urban Home-sites Principal Place of Residence - Tieri <$90,000

0.012280 $790

5a. Large Urban Home-sites Principal Place of Residence - Emerald >$90,000

0.010650 $1,200

5b. Large Urban Home-sites Principal Place of Residence - All other Townships >$90,000

0.010650 $1,200

5c. Large Urban Home-sites Principal Place of Residence - Tieri >$90,000

0.010650 $1,200

6. Large Urban Home-sites Principal Place of Residence Blackwater

0.008920 $790

7a. Multi-unit (flats) - 2 units Emerald and Blackwater 0.019830 $1,896

7b. Multi-unit (flats) - 2 units – Other Towns 0.025500 $1,450





Category Rate in $

(cents) Minimum





10a.Multi-unit (flats) - 5 units Emerald and Blackwater 0.027390 $4,740

10b.Multi-unit (flats) - 5 units – Other Towns 0.033060 $3,624











16a.Multi-unit (flats) - 11 - 15 units Emerald and Blackwater 0.037780 $12,324

16b.Multi-unit (flats) - 11 - 15 units – Other Towns 0.047220 $9,422

17a.Multi-unit (flats) - 16-20 units Emerald and Blackwater 0.052650 $15,168

17b.Multi-unit (flats) - 16 - 20 units – Other Towns 0.056670 $11,597

18.aMulti-unit (flats) - > 20 units Emerald and Blackwater 0.052650 $21,804

18b.Multi-unit (flats) - > 20 units – Other Towns 0.056670 $16,670

19. Rural Residential 0.005480 $604





Category Rate in $

(cents) Minimum

20a.Residential Non Principal Place of Residence - Emerald < $75,000

0.013596 $948

20b.Residential Non Principal Place of Residence - All other Towns < $75,000

0.013596 $725

20c.Residential Non Principal Place of Residence - Tieri < $75,000

0.013596 $948

21a.Residential Non Principal Place of Residence - Emerald > $75,000

0.018600 $1,440

21b.Residential Non Principal Place of Residence - All other Townships > $75,000

0.018600 $1,440

21c.Residential Non Principal Place of Residence - Tieri > $75,000

0.018600 $1,440

22. Residential Non Principal Place of Residence Blackwater

0.042048 $948

23a.Large Urban Home-sites Non Principal Place of Residence - Emerald <$90,000

0.014736 $948

23b.Large Urban Home-sites Non Principal Place of Residence - All other townships <$90,000

0.014736 $725

23c.Large Urban Home-sites Non Principal Place of Residence - Tieri <$90,000

0.014736 $948

24a.Large Urban Home-sites Non Principal Place of Residence - Emerald >$90,000

0.012780 $1,440

24b.Large Urban Home-sites Non Principal Place of Residence - All other townships >$90,000

0.012780 $1,440

24c.Large Urban Home-sites Non Principal Place of Residence - Tieri >$90,000

0.012780 $1,440

25. Large Urban Home-sites Non Principal Place of Residence Blackwater

0.011330 $948

26. Rural Residential Non Principal Place of Residence 0.007510 $725

27a.Commercial/ Industrial - Emerald 0.025310 $800

27b.Commercial/ Industrial – Blackwater 0.038670 $800

27c.Commercial/ Industrial - Capella

0.010300 $800

27d.Commercial/ Industrial - Springsure 0.006860 $800

27e.Commercial/ Industrial - Tieri 0.006870 $800





Category Rate in $

(cents) Minimum

28. Commercial/ Industrial in towns less than 1,000 population 0.010210 $800

29. Shopping Centre 0 – 5000m2 0.058300 $22,445

30. Shopping Centre 5001 – 10000m2 0.026540 $56,111

31. Shopping Centre > 10000m2 0.030410 $140,277

32. Intensive Industries 0.048800 $23,343

33a.Public Accommodation Facilities < 25 rooms, units or sites - Emerald

0.026970 $1,273

33b.Public Accommodation Facilities < 25 rooms, units or sites - Blackwater

0.047350 $1,273

33c.Public Accommodation Facilities < 25 rooms, units or sites – in towns less than 2500 population

0.021560 $1,273


0.034710 $2,548


0.064760 $2,548


0.031080 $2,548


0.031750 $5,096

35b.Public Accommodation Facilities 41-60 rooms, units or sites – Blackwater

0.046510 $5,096

35c. Public Accommodation Facilities 41-60 rooms, units or sites – in towns less than 2500 population

0.032390 $5,096


0.035940 $10,192


0.051650 $10,192


0.027480 $10,192

70a.Public Accommodation Facilities >80 rooms, units or sites - Emerald

0.035940 $25,000

70b.Public Accommodation Facilities >80 rooms, units or sites - Blackwater

0.051650 $25,000

70c.Public Accommodation Facilities >80 rooms, units or sites – in towns less than 2500 population

0.027480 $25,000

37. Tourist Facility – Carnarvon Gorge 0.010820 $3,715

38. Workers Accommodation <5 rooms 0.013650 $833





Category Rate in $

(cents) Minimum

39. Workers Accommodation 5 -40 rooms 0.087400 $16,833

40. Workers Accommodation 41-85 rooms 0.114020 $41,319




44. Workers Accommodation >300 rooms 0.016340 $146,908

45. Rural land 0.007670 $621

46. Rural – Irrigation 0.049270 $621

47. Feedlots – 2000- 7500 SCUs 0.007410 $8,292

48. Feedlots - 7501 – 15,000 SCUs 0.009050 $10,365

49. Feedlots - >15,000SCUs 0.009050 $46,645


0.133874 $38,247

51. Coal Mining: 100 - 500 workers, UV > $125,000 0.251473 $95,242



54. Coal Mining: >1500 workers, UV > $125,000 0.557144 $382,470

55. Other Mines / Extractive Industry – greater than 2ha 0.104876 $676

56. Other Mines / Extractive Industry – 900m2 to 2ha 0.100646 $578

57. Other Mines / Extractive Industry – 900m2 or less 0.100646 $454

58. Gas Extraction/ Processing 0.116580 $32,686

59. Commercial Water 0.033740 $13,286

60. Sporting Organisations and facilities 0.009770 $770

61. Special Purposes 0.017580 $770





Category Rate in $

(cents) Minimum

62. Other 0.028780 $770

63. Extractive Industries Quarries < 5000 tonnes 0.019610 $6,571

64. Extractive Industries Quarries > 5000 tonnes but < 100,000 tonnes

0.039230 $13,141

65. Extractive Industries Quarries > 100,000 tonnes 0.078450 $26,282

66. Caravan Parks in towns less than 2,500 population 0.013300 $621

67. Caravan Parks in towns greater than 2,500 population 0.018450 $1,273

68. Petroleum Leases 0.116580 $32,686

69. Transformer Sites 0.028780 $770

Limitation on increase in Rates and Charges

As required by section 172(2) of the Local Government Regulation 2012, Council records that it will be applying section 116 of the Local Government Regulation 2012 to certain differential rating categories, to limit the increase in the applicable differential general rates for land within those categories, as follows: -

Category Cap %


15%




54. Coal Mining: >1500 workers, UV > $125,000 15%

Capping shall not apply to minimum rates or where a property is assigned to another category during the financial year. In addition to the table above and in accordance with section 116 of the Local Government Regulation 2012, for the lands listed in column 1 of the table below, the amount of the rates and charges identified in column 2 of the table below to be levied for the 2016/2017 financial year on that land, be an amount no more than an amount equal to the amount of the same rates and charges levied on that land in the 2015/2016 financial year, increased by the percentage identified in column 3 of the table below:





Column 1 - Land to be subject of the cap

Column 2 - Particular rates and charges for this land, to be the

subject of the cap

Column 3 - Percentage

Increase

(i.e. the cap)















Assessment no 2996 General Rate 3%

Note: The intention of limiting increases provided in the table above is based on the premise that the total rates and charges for 2016/2017 would limit increase to 15% over the 2015/2016 total rates and charges.

(e) Separate Rates and Charges

Separate Rates and Charges are for any other service, facility or activity that is not funded through other general rates, special rates or charges or utility charges. Council is not levying any separate rates or charges in the financial year.





(f) Special Rates and Charges

Special rates and charges are for services, facilities and activities that have a special association with particular land. In accordance with section 92 and 94 of the Local Government Act 2009 and section 94 of the Local Government Regulation 2012, Council makes the following special rates and charges: -

YAN YAN ROAD MAINTENANCE SPECIAL RATE

1. The rateable land to which the special rate applies is described as Lot 1 ML 1789, Lot 1 ML 1923, Lot 1 ML 70061, Lot 1 ML 7007 and Lot 1 ML 1978.

The overall plan for the facilities in respect of which the special rate is as follows:-

(a) The service facility or activity for which the special rate is made is maintenance and

upgrading of Yan Yan Road.

(b) The rateable land to which the special rate applies is M.L. 1789, M.L. 1923, M.L.1978, M.L. 7007 and M.L. 70061, (assessment No 11433 and 10974).

(c) The estimated cost of implementing the overall plan is $706,400

(d) The time for implementing the overall plan is 1 year ending on 30 June 2017

3. The owner of land to be levied with the special rate specially contributes towards the need

for Council to provide the services and facilities because:

(a) the owners of the land conduct a coal mining operation using the land and, as such, are required to maintain a high standard of road access; and

(b) the services and facilities would not need to be provided at the level at which they are in fact provided, and some would not need to be provided at all, if the use of the land (to be levied with the special rate) for coal mining was not occurring.

4. For the 2016/2017 financial year, the Council has determined that, having regard to the extent to

which different land specially benefits for the services and facilities for which the rate is levied, the amount of the special rate shall be:-

(a) $0.0768 in the dollar for the land described as M.L. 1789, M.L.1923, M.L. 7007 and M.L.

70061 (assessment 11433); and

(b) $0.1070 in the dollar for the land described as M.L. 1978 (assessment 10974).

LILYVALE ROAD MAINTENANCE SPECIAL RATE

1. The rateable land to which the special rate applies is described as - Lot 1 ML 1789, Lot 1 ML 1923, Lot 1 ML 70061, Lot 1 ML 7007 and Lot 1 ML 1978.

2. The overall plan for the facilities in respect of which the special rate is as follows:-


upgrading of Lilyvale Road.

(b) The rateable land to which the special rate applies is M.L. 1789, M.L. 1923, M.L.1978, M.L. 7007 and M.L. 70061, (assessment 11433 and 10974).





(c) The estimated cost of implementing the overall plan is $257,500.

(d) The time for implementing the overall plan is 1 year ending on 30 June 2017.



(a) the owners of the land conduct a coal mining operation using the land and, as such, are require to maintain a high standard of road access; and



which different land specially benefits for the services and facilities for which the rate is levied, the amount of the special rate shall be:-

(a) $0.0290 in the dollar for the land described as M.L. 1789, M.L.1923, M.L. 7007 and M.L.

70061 (assessment 11433); and

(b) $0.0377 in the dollar for the land described as M.L. 1978 (assessment 10974).

KESTRAL MINE ACCESS ROAD MAINTENANCE SPECIAL RATE

1. The rateable land to which the special rate applies is described as Lot 1 ML 1978.



upgrading of Kestral Mine Access Road.

(b) The rateable land to which the special rate applies is Lot 1 ML 1978 (assessment 10974).

(c) The estimated cost of implementing the overall plan is $5,000.




(a) the owners of the land conduct a coal mining operation using the land and, as such, are require to maintain a high standard of road access; and



which different land specially benefits for the services and facilities for which the rate is levied, the amount of the special rate shall be $0.0163 in the dollar.





GRASSTREE ROAD SPECIAL RATE

1. The rateable land to which the special rate applies is Lot 1 PT B ML 1831, Lot 25 CNS 421, Lot 7 CNS 427, Lot 9 TT 442 and Lot 8 TT 390.


(a) The service, facility or activity for which the special rate is made is maintenance and

upgrading of Grasstree Road.

(b) The rateable land to which the special rate applies is Lot 1 PT B ML 1831, Lot 25 CNS 421, Lot 7 CNS 427, Lot 9 TT 442 and Lot 8 TT 390, (assessment numbers 11414, 11422, 11470 and 11702).

(c) The estimated cost of implementing the overall plan is $20,500 (d) The time for implementing the overall plan is 1 year ending on 30 June 2017

3. The occupier of the land to be levied with the special rate specially contributes towards the need for Council to provide the services and facilities because:

(a) the occupier of the land to be levied conducts a coal mine on that land, and

needs to maintain a high standard of road access. (b) the services and fac i l i t ies would not need to be provided at the level at which

they are in fact provided, and some would not need to be provided at all, if the use of the land (to be levied with the special rate) as a coal mine was not occurring.

4. The amount of the special rate to be levied is $0. 0062 in the dollar. ANNCROUYE ROAD SPECIAL RATE

1. The rateable land to which the special rate applies is Lot 1 PT B ML 183, Lot 25 CNS 421, Lot 7 CNS 427, Lot 9 TT 442 and Lot 8 TT 390


(e) The service, facility or activity for which the special rate is made is maintenance and

upgrading of Anncrouye Road.

(f) The rateable land to which the special rate applies is Lot 1 PT B ML 183, Lot 25 CNS 421, Lot 7 CNS 427, Lot 9 TT 442 and Lot 8 TT 390 (assessment numbers 11414, 11422, 11470 abd11702).

(g) The estimated cost of implementing the overall plan is $22,500 (h) The time for implementing the overall plan is 1 year ending on 30 June 2017

3. The occupier of the land to be levied with the special rate specially contributes towards the need for Council to provide the services and facilities because:

(c) the occupier of the land to be levied conducts a coal mine on that land, and

needs to maintain a high standard of road access.





(d) the services and fac i l i t ies would not need to be provided at the level at which they are in fact provided, and some would not need to be provided at all, if the use of the land (to be levied with the special rate) as a coal mine was not occurring.

4. The amount of the special rate to be levied is $0.0179 in the dollar. BUNDOORA DAM SPECIAL RATE 1. The rateable land to which the special rate applies is Lot 1 PT B ML 1831, Lot 25 CNS 421, Lot 7 CNS 427, Lot 9 TT 442 and Lot 8 TT 390 2. The overall plan for the facilities in respect of which the special rate is made and levied is as

follows:-

(a) The service, facility or activity for which the special rate is made is maintenance of public amenities at Bundoora Dam.

(b) The rateable land to which the special rate applies is Lot 1 PT B ML 1831, Lot 25 CNS

421, Lot 7 CNS 427, Lot 9 TT 442, and Lot 8 TT 390 (assessment numbers 11414, 11422, 11470 and 11702).

(c) The estimated cost of implementing the overall plan is $30,000


However, provision of services to mine related facilities is an ongoing activity, and further special rates are expected to be made in future years over the life of the coal-mining activities of Capcoal Mine.

3. The occupier of the land to be levied with the special rate specially contributes towards the

need for Council to provide those services and facilities because:

(a) the occupier of the land to be levied conducts a coal mine on that land, and needs to maintain a high standard of facilities.

(b) the services and facilities would not need to be provided at the level at which they are in fact provided, and some would not need to be provided at all, if the use of the land (to be levied with the special rate) as a coal mine was not occurring.

4. The amount of the special rate to be levied is $0.0239 in the dollar. OAKY CREEK MINE (TOWN OF TIERI) SPECIAL RATE 1. The rateable land to which the special rate applies Lot 21 CNS 436, Lot 5 TT 450 and Lot 1 ML

1832, Lot 1 ML 2004, Lot 1 ML 70241, Lot 1 ML 70327

2. The overall plan for the facilities in respect of which the special rate is made and levied be identified as follows:-

(a) The service facility or activity for which the special rate is made is a

contribution towards the cost of provision of a range of Council services for the Town of Tieri, being that part of the cost not met by the differential general rates. Further particulars of the anticipated or proposed works and particulars of the costs in relation to those works are set out in the attached document known as “Budget 2016/2017 - Tieri Town Administration, Revenue and Expenses”





3. The rateable land to which the special rate applies is Lot 21 CNS 436, Lot 5 TT 450 and Lot 1 ML 1832, Lot 1 ML 2004, Lot 1 ML 70241, Lot 1 ML 70327 (assessment numbers 11415 and 11418).

(a) The estimated cost of implementing the overall plan is $1,146,093.


However, provision of services to the town of Tieri is an ongoing activity, and further special rates are expected to be made in future years over the life of the coal-mining activities of Oaky Creek and Oaky North Coal Mines and the consequent existence of the town of Tieri.

4. The occupier of the land to be levied with the special rate specially contributes towards the need

for Council to provide those works services and facilities because:

(i) the occupier of the land to be levied conducts a coal mine on that land, and needs to attract a substantial local resident work force for that purpose;

(ii) the township of Tieri was established for that purpose, and initially provided

with urban services and infrastructure under an infrastructure agreement entered into in 1984 between the Council and the then operator of the coal mine;

(iii) the overall level of sporting, recreational, cultural, road, water, sewerage and

support infrastructure and services provided for the township of Tieri is of a high standard which could not be provided or maintained without the imposition of the special rate;

(iv) the provision of these services assists in making the town of Tieri a

comfortable and attractive place to live for mine employees (i.e. employees who work on the land to be levied with the special rate) and their families who constitute a large majority of the population of the town;

(v) this in turn creates employment and other opportunities leading to the

provision of extra support services such as banking, health and education which further enhance the suitability and attraction of the town as a place of residence for mine employees;

(vi) the works facilities and services would not need to be provided at the level at

which they are in fact provided, and some would not need to be provided at all, if the use of the land (to be levied with the special rate) as a coal mine was not occurring.


which different land specially benefits for the services and facilities for which the rate is levied, the amount of the special rate shall be $0.3184 in the dollar.





(h) Utility Charges Water Council will make and levy water utility charges to offset the cost of providing water services. The water utility charge shall be levied on all land which is within the Council's declared service area and to other land to which water services are provided. For the 2016/2017 year, Council will charge for water services using a 2-part tariff which consists of a:-

Water Access Charge: levied on all properties within the declared service area (irrespective of whether the property is connected or not) and to properties which water services are provided;

Water Consumption Charge: levied on properties to which water services are provided on the basis of a charge per kilolitre of water consumed, with a tiered rate for the first 180KL consumed per half year and each kilolitre of water exceeding the 180KL threshold.

In accordance with Section 99(3) of the Local Government Regulation, Council’s water year will commence on 1 June 2016 and end on 31 May 2017.

Accordingly the references in the water utility charges that follow to “year” is a reference to the

year beginning 1 June 2016 and ending 31 May 2017 and the references to “half year” are

references to the half years beginning 1 June 2016 and ending 30 November 2016 and the half

year beginning 1 December 2016 and ending 31 May 2017, respectively.

Water consumption is measured half yearly for the readings taken at 31 May and 30 November each year. Council will apply section 102 of the Local Government Regulation 2012 to the reading of water meters so that if a meter is due to be read on a particular day, the meter will be deemed read on that particular day if it is read within 2 weeks before the day or 2 weeks after the day.

With respect to the Water Access Charge, the following should be noted:

(1) A charge is also applied to each separately rated parcel of vacant land within the defined water supply area that is not connected to the Council’s reticulated water supply system.

(2) Properties with multiple connections are levied a water access charge for each connection.

(3) Non-strata flats and multi-unit dwellings, on a single title, will be levied an access charge equivalent to the greater of:

(a) one water access charge based on the size of the meter servicing the block of flats or multi-unit dwelling; or

(b) a 20mm access charge for each flat or multi-unit dwelling on the property.

(4) For lots which form part of a body corporate under the Body Corporate and Community Management Act 1997 or the Building Units and Group Titles Act , the following arrangements shall apply:

(a) all lots with a meter connected shall be charged an access charge (based on meter size) per meter; and

(b) all lots which do not have a Council meter shall be charged a water access charge per lot for the equivalent of a 20mm metered connection.





With respect to the Water Consumption Charge, the following should be noted:

(1) A standard property with a single metered connection is provided a threshold of 180KL consumption per half year, where water consumed is charged per kilolitre at the standard consumption rate. Any water consumed in excess of the 180KL threshold per half year is charged the second tier rate per kilolitre.

(2) Unused water entitlements at the standard consumption rate are not carried forward to future read periods.

(3) Where water is supplied to non-strata flats or multi-unit dwellings on a single title, the consumption volume allowed in each tier will be multiplied by the number of flats or multi-unit dwellings upon the premises.

(4) For lots which form part of a body corporate under the Body Corporate and Community Management Act 1997 or the Building Unit Group Titles Act, the following arrangements shall apply:-

(a) where the consumption of water is not separately metered by meters installed by Council for its provision to each lot and the common property, Council will levy each lot-owner for a share of consumption recorded by the water meter at the boundary of the scheme, and that share will be equivalent to the ratio of the contribution schedule in the community management statement for the scheme; and

(b) where the consumption of water is separately metered by sub-meters installed by Council on each lot and the common property, Council will levy each lot and the common property individually based on the volume of water consumed, with any variances between the master meter and the sub meters being billed to the body corporate.

In regards to dedicated fire services:

(1) In line with other properties with more than one metered connection, Council will charge a separate access charge for the service (equivalent to a 20mm connection), in addition to other access charges for standard water connection to the property;

(2) Consumption charges will be applied as per normal consumption charges unless Council resolves to discount the charge; and

(3) A discount may be eligible if the Queensland Fire and Rescue Service reports or verifies, or Council otherwise verifies, that the service was used during a read period to fight a fire.





Water Access Charges – Connected Land

The following base access charge will apply per chargeable meter unit for the 2016/2017 year.

Location Access Charge

All Schemes $416

The following table summarises the multiplier unit to be applied to each connection for the 2016/2017 year:

Water Access Charges – Vacant Land

The following vacant charges will apply for the 2016/2017 year:

Location Vacant Charge

All schemes $416

Water Consumption Charges

The water consumption charges will apply for the 2016/2017 year:

Scheme Item Consumption Charge

All schemes First 180KL per half year $1.33 / KL

Volume in excess of 180KL per half year $2.14 / KL

Caringal Road First 180KL per half year No charge

Volume in excess of 180KL per half year $0.55 / KL

Item Trickle 20mm 25mm 32mm 34mm 40mm 50mm 80mm 100mm 150mm

Residential - All Schemes

Residential 0.50 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0

Non-Residential - All Schemes

All Land Uses 0.50 1 1 1.23 1.39 1.54 2.00 3.08 4.81 9.01

Non-Residential (Accommodation) – Emerald, Springsure, Rolleston, Capella

Motels

The meter multiplier is calculated on a per room basis using the following formula: Meter multiplier = Base Multiplier + (Room Factor x number of rooms)

Base Multiplier 0.50 1 1 1.23 1.39 1.54 2.00 3.08 4.81 9.01

Room Factor 0.29 per room

Caravan Park and Workers Accommodation

The meter multiplier is calculated on a per site basis using the following formula: Meter multiplier = Base Multiplier + (Site Factor x number of sites)

Base Multiplier 0.50 1 1 1.23 1.39 1.54 2.00 3.08 4.81 9.01

Site Factor 0.15 per site

Non-Residential (Accommodation) – Blackwater, Bauhinia, Bluff, Dingo Duaringa

Caravan Parks, Hotel (with Motel accommodation), Workers Accommodation, Motels, Permanent Camps (including Railway/Main Roads) The meter multiplier is calculated on a per site/room basis using the following formula:

Meter multiplier = Base Multiplier + (Site/Room Factor x number of sites/rooms)

Base Multiplier 0.50 1 1 1.23 1.39 1.54 2.00 3.08 4.81 9.01

Site/Room Factor 0.29 per site/room

Non-Residential (Accommodation) – Tieri

Caravan Park (per Site) 0.50 1 1 1.23 1.39 1.54 2.00 3.08 4.81 9.01

Motel The meter multiplier is calculated on a per site/room basis using the following formula: Meter multiplier = Base Multiplier + (Site/Room Factor x number of sites/rooms)

Base Multiplier 0.50 1 1 1.23 1.39 1.54 2.00 3.08 4.81 9.01

Site/Room Factor 0.44 per room





Sewerage

Council will make and levy a sewerage utility charge on the basis of equitable distribution of cost to those who utilise, or have the capacity to benefit from, the provision of sewerage services.

The sewerage utility charge shall apply to land which is within the Council's declared service area and to other land to which sewerage services are provided.

For the 2016/2017 year, Council will charge for sewerage services using a pedestal-based charge, where levies are calculated based on the number of pedestals provided on the property.

In the setting of sewerage charges, the following should be noted: (1) Land used for the purposes of a single dwelling house or dwelling unit, including a lot

which forms part of a body corporate under the Body Corporate and Community Management Act 1997 or the Building Unit Group Titles Act, will be levied with a Residential Charge, irrespective of the number of pedestals on the land.

(2) Land used for the purposes of more than one dwelling house or dwelling unit, will be levied with a Residential Charge for each dwelling house or dwelling unit on the land.

(3) Land used for the purposes of residential non-strata flats or multi-unit dwellings will be levied with a Residential Charge for each flat or multi-unit dwelling.

(4) Land used for any non residential purpose, will be levied a charge for each pedestal or urinal installed. The charge for each additional pedestal shall be less than the charge for the first pedestal.

(5) A charge is also applied to each separately rated parcel of vacant land within the defined sewerage area that is not connected to the Council’s sewerage system.

Adopted Sewerage Charges

The following sewerage charges will apply for the 2016/2017 year.

Item Charge

Residential Charge and Non-Residential First Pedestal

$614

Non-Residential Additional Pedestal $354

Vacant $614

Waste Management

Council will make and levy waste management utility charges for the purposes of defraying the cost of operating landfill and tip operations, kerbside refuse collection and general waste management services provided by Council.

The charge is set so as to recover these costs and varies depending on the use of land.





The Council has determined that it will make refuse collection services available to the following

Defined Urban Areas, as that term is defined herein:-

1. Springsure; 2. Rolleston; 3. Capella; 4. Bluff; 5. Dingo; 6. Duaringa; 7. Emerald; 8. Anakie; 9. Blackwater; 10. Tieri; 11. Comet; and 12. other designated areas to which the Council determines it will provide a

refuse collection service.

The Defined Urban Areas are as per the map included in Central Highlands Regional Council Defined Urban Areas Policy.

The Waste Management Charge, which shall fund the cost of landfill and refuse collection centre operations, shall be levied on all properties within the Region, irrespective of whether the property is within the abovementioned service areas. The Refuse Collection Charge, which shall fund the cost of providing a general waste bin and recycling bin kerbside collection service shall be levied on: (1) all residential properties within the abovementioned service areas, irrespective of

whether a refuse collection service is actually provided to the properties; and

(2) all other properties where the ratepayer elects to receive the refuse collection service.

Waste Management Charges For the financial year, the Waste Management Charge shall be as follows:-

Residential properties $190 per dwelling/unit

Rural properties (where serviced) $190 per assessment

Public Accommodation and Workers Camps $238 per residence and for each four (4) rooms

Caravan parks $238 for each three (3) slabs/tenements/sites

Commercial and Industrial $238 per caretakers residence/shop/business

Hotel/Tavern with Public Accommodation $238 per hotel and for each four (4) rooms

Mining Leases/Claims $66 per assessment

Properties outside the abovementioned collection service areas not levied a refuse collection charge.

$66 per assessment





For the financial year, the Refuse Collection Charge shall be as follows:-

Residential properties $158 per general waste bin

$138 per recycling bin $124 per additional recycling service

Rural properties (where serviced) $170 per general waste bin

$138 per recycling bin $124 per additional recycling Service

All other properties $170 per general waste bin

$156 per recycling bin $124 per additional recycling service

New applications for the provision of refuse services will require a payment for the purchase of the two bins, one for ordinary collection and one for recycling collection. For the, the charges shall be as follows:-

Red Wheelie Bin (each) $ 64

Yellow Wheelie Bin (each) $ 64

(i) Cost – Recovery Fees

Council imposes cost–recovery fees for services and facilities supplied by it including (among other things) for any entitlement, facility, service or thing supplied, approval, consent, licence, permission, registration or information given, admission to any structure or place, receipt of any application, product or commodity supplied or inspection undertaken.

The quantum of each fee reflects as far and as accurately as possible, the actual cost of providing these services and facilities.

(j) Commercial Fees

Council has the power to conduct business activities and make and collect fees for services and facilities it provides on this basis. Commercial fees are made where Council provides a service and the other party to the transaction can choose whether or not to avail itself of the service. Commercial fees include but are not confined to the following: rents, plant hire, private works and hire of facilities.





4.2 CONCESSIONS

(a) Pensioners In accordance with section 122(1)(b) of the Local Government Regulation, the Council resolves to grant a concession to an Approved Pensioner. An Approved Pensioner is a pensioner who:

1. is eligible for a State Government remission;

2. is the owner or life tenant, either solely or jointly, of the rated property which is his/her principal place of residence and the primary place of residence must not be part of a commercial enterprise; and

3. has, either solely or jointly with a co-owner, a legal responsibility for the payment of

rates and charges which are levied in respect of the property in which they reside. 4. in the case of joint ownership, only one owner, other than a financial institution which

may hold joint title for debt security purposes, must meet the above pensioner criteria in

order to qualify for this remission of rates.

Each applicant must apply in writing on a prescribed form (where required) and confirm their status as an Approved Pensioner on at least an annual basis. Council will grant a concession in the form of a rebate of up to 50% of all rates and charges payable by an Approved Pensioner subject to the following exclusions:-

special rates and charges;

water consumption charges, except where properties with water provision which have no

access charge with water provision being charged on the basis of water usage.

(b) Entities whose objects do not include making a profit

Council will grant concessions to certain eligible organisations whose objects do not include the making of a profit. In accordance with section 122(1)(b) of the Local Government Regulation, the Council resolves to grant concessions to sporting, recreational and not for profit organisations in accordance with the provisions of the Rates Rebates and Remissions Proceedures. Generally entities where the following criteria are met may be eligible for a concession:

(1) the organisation has non-profit status; (2) the organisation is the sole occupant or owner of the subject land; (3) the organisation supplies an audited financial statement, no older than 24 months, when

making first application; (4) clear intent exists that no funds are distributed to third parties without a goods or services

being provided; and (5) the organisation is incorporated and the constitution and articles of incorporation are to be

provided with the first application.

New applications will be considered in accordance with the principles adopted in Rates Rebates and

Remission Policy. Such new applications require, as a minimum, audited financial annual

statements, no older than 24 months. Where audited statements are not available, full rate payment

is required and any subsequent rebate will be applied after a positive assessment of the application.





Eligible entities include:-

(i) Community Groups

Council will grant a 100% concession for general rates for land owned by certain community groups. Concessions and exemptions for general rates provided in the 2015/2016 financial year are to be maintained for the financial year.

(ii) Churches

In accordance with section 73(a)(i) of the Local Government Regulation 2012, land within the Regional Council area used owned by a religious entity and use for religious purposes is exempt from rating where its area is less than 20 hectares. Where the exemption does not apply, Council may consider granting a concession for general rates to land owned by not for profit entities where land is used for religious purposes. (iii) Other Community Organisations Entities seeking a rebate from general rates because of their charitable/non- profit making charters must make application to Council unless they have been granted such a rebate previously. Council recognises the value of various community entities operating in the Regional Council area and may grant concessions up to 100% of the General rate in respect of general rates.

New applications will be considered in accordance with the principles adopted in the Revenue

Policy. Such new applications require, as a minimum, audited financial annual statements, no

older than 24 months. Where audited statements are not available, full rate payment is required

and any subsequent rebate will be applied after a positive assessment of the application.

(iv) Sporting Clubs

Entities seeking a rebate from general rates because of their charitable/non- profit making charters must make application to Council unless they have been granted such a rebate previously. Council recognises the value of various community entities operating in the Regional Council area and may grant concessions up to 50% of the General rate in respect of general rates. New applications will be considered in accordance with the principles adopted in the Revenue Policy. Such new applications require, as a minimum, audited financial annual statements no older than 24 months. Where audited statements are not available, full rate payment is required and any subsequent rebate will be applied after a positive assessment of the application.





Assessments currently assessed as eligible for a rating rebate include

Rebate

245,595,1020,1311, 1322, 1386, 1823, 1824, 2929, 3382, 4378, 5701, 5716, 5719, 5799, 6987, 7969, 8653, 10022,10039, 10450, 10685, 10732, 11410, 11411, 11444, 11468, 15105, 15160, 15499, 15533, 15862, 15760, 16412, 16820, 17059, 17463, 17624, 17637, 17874, 18246, 18317, 18318, 25221, 25272, 25662, 25468, 25635, 25658, 26116, 26559, 27312, 28933,

100% Rebate on General Rates

25221, 25662 50% Rebate on General Rates

(c) Other concessions

Mining Claims

In accordance with section and section 120(1)(g) and 122(1)(b) of the Local Government Regulation, the Council resolves to grant a concession with respect to the rates payable on residential land which is subject to a mining claim (in contradistinction to a mining lease) in circumstances where:

(1) the mining claim and the residential land are in the same ownership; (2) eighty percent (80%) or more of the area of the mining claim overlaps the

residential land, and (3) the rates owing on both the mining claim and the residential land have been

paid in full.

The concession shall be a rebate of 100% of the rates payable on the claim. The concession will be granted, upon application to the Chief Executive Officer, where the abovementioned criteria are met.

Quarries

In accordance with section 120(1)(c) and 122(1)(b) of the Local Government Regulation, the Council resolves to grant a concession to properties included within categories 63 to 65 where one of the following criteria are met:-

(1) the ratepayer provides sufficient evidence to the Council to satisfy it that the actual annual level of production is such that, if categorisation was based on actual level of production rather than approved level of production, the property would be placed in another category.

The concession shall be a rebate of the difference between the two categories as assessed. The concession will be granted, upon application to the Chief Executive Officer, where the abovementioned criteria are met.

(d) Other Rebates





Consideration may be given by Council to granting a class concession in the event all or part of the local government area is declared a natural disaster area by the State Government and or where an extreme event occurs that affects all or part of the property.

4.3 DISCOUNT In accordance with section 130 of the Local Government Regulation 2012, and to encourage the prompt payment of rates and charges, a discount of 10% will be allowed to any ratepayer that pays all rate and charges in full, including arrears, within thirty (30) days after issue of the notice. The discount shall be applied to the rate or charge net of any remissions available, other than the following rates and charges which are not subject to the discount: (1) water consumption charges; (2) special rates or charges; and (3) State Emergency Management, Fire and Rescue Levy 4.4 INTEREST

In accordance with section 133 of the Local Government Regulation 2012 Council will apply interest at a rate of 11% per annum compounding at daily rests on all overdue rates, charges, special levies, water usage amounts and any other amount outstanding indicated on the rate notice from the date on which they become overdue. 4.5 ISSUE OF RATE NOTICES In accordance with section 107 of the Local Government Regulation 2012, Council will issue rate notices for all general rates, special rates and charges, utility charges and other charges (other than water consumption charges) half yearly; the first for the half year ended 31 December and the second for the half year ended 30 June. Water consumption charges will be levied half yearly (based on a water consumption rating year beginning 1 June and ending 31 May) generally in February (for consumption measured for the half year beginning 1 June and ending 30 November) and August (for consumption measured for the half year 1 December and ending 31 May) or in conjunction with the rate notice for the half year ending 30 June and 31 December, respectively The anticipated dates of issue are listed below for each notice period for:

Issue date for first rate notice August 2016

Issue date for second rate notice February 2017

4.6 PAYMENT OF RATES AND CHARGES

In accordance with section 118 of the Local Government Regulation 2012 the date by which rates or charges must be paid is the date that is 30 days after the issue of the rate notice. 5.0 POLICY REVIEW


relevant legislation, regulations, standards and policies are amended or replaced; and

other circumstances as determined from time to time by the Chief Executive Officer or through a resolution of Council.

This policy is nominated to be reviewed on: 1st July, 2017.





Item

Budget

2015/2016

Est.

Actuals

June 2016

Budget

2016/2017

Operating Revenue

General Rate (443,601) (537,633)

Discount given 65,096 53,763

Net General Rates (Town of Tieri) (507,422) (378,505) (483,870)

Animal Registration Fees (3,092) (4,965) (5,000)

Library Income (1,467) (1,200) (1,246)

Council Houses Rent (35,043) (18,500) (19,792)

Reserve Transfers (700,000) (700,000) (300,000)

Total Operating Revenue (1,247,024) (1,103,170) (809,907)

Operating Expenses

Town Management and Administration 571,801 571,801 580,000

Area Office and Customer Service Management -

Town Planning Expenses 19,701 19,701 20,000

Ordinary Road Maintenance 185,306 190,650 190,000

Street Lighting 105,000 71,444 85,000

Fire Protection Works 7,000 4,000 7,000

Depot Expenses - Tieri 46,047 46,047 48,000

Sportsgrounds & Recreation Facilities 8,253 15,000

Parks & Gardens Operating Expenses 344,958 208,331 280,000

Public Conveniences Maintenance 30,437 30,437 32,500

Immunisation Expenses - Tieri 1,000 1,500 1,500

Animal Control 2,000 1,198 4,000

SES Expenses - Tieri 7,500 4,013 7,500

Tieri Civic Centre 9,615 17,166 20,000

Library Expenses - Tieri 47,679 47,679 50,000

Swimming Pool Expenses 1,033 1,033 1,000

Residence Operating Expenses 41,263 41,263 44,000

Total Operating Expenses 1,420,340 1,264,516 1,385,500

Other Expenses

Capital Street Works 1,000,135 477,259 459,000

Operating Streetworks 66,500

Plant Purchases 136,700

Parks & Gardens Improvements 81,000 26,004 45,000

Parks & Gardens Carry Forward Projects 170,000 120,658

Total Capital Expenses 1,251,135 760,621 570,500

Total Operating and other Expenses 2,671,475 2,025,137 1,956,000

Town of Tieri Operating Special Rate 1,424,450 921,967 1,146,093

Oaky Creek Mine (Town of Tieri) Special Rate

Budget 2016/2017 - Tieri Town Administration, Revenue & Expenses


Adoption Date: 5 July 2016 Revokes: Budget Policy


Budget Policy

Budget Policy


To provide a framework for establishment and administration of Council’s budget and to ensure that known variations to the budget are addressed in a timely manner.

This policy applies to Council’s corporate budgeting activities including the annual budget and any subsequent reviews.

2.0 Reference



3.0 Definitions

To assist in interpretation the following definitions shall apply:

Council shall mean Central Highlands Regional Council.

Adopted Budget shall mean the original budget for Central Highlands Regional Council for the financial year including any amendments to the budget adopted by the local government under section 169 and 170 of the Regulation.

Community Plan shall mean a document that outlines the local government’s goals, strategies and policies for implementing the local government’s vision for the future of the local government area, during the period covered by the plan.

Corporate Plan shall mean a document that outlines the local government’s objectives, and the nature and scope of the activities proposed to be carried out.

Long-Term Financial Strategy shall mean a document that outlines the local government’s goals, strategies and policies for managing the local government’s finances, during the period covered by the plan including supporting asset management plans.

Manager Finance shall mean the person holding that position in Council’s hierarchy or in their absence the General Manager Corporate Services.

Project shall mean an activity that is temporary in that it has a defined beginning and end in time, and generally a defined scope and resource requirement. A project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. They could be operating or capital in nature.

COUNCIL POLICY

Budget Policy






Budget Policy

The Act shall mean Local Government Act 2009.

The Regulation shall mean Local Government Regulation 2012.


Central Highlands Regional Council’s budget cycle is aimed at addressing the need for:

Long term financial planning;

Detailed annual budgets supporting Council’s operating plans and revenue decisions;

Reviews to address progress against the annual operating plan; and

Reviews to align the budget with actual results.

This is illustrated as follows:

4.1 Philosophy

To deliver on Council’s mission that ‘We will provide services and assets responsibly’ a robust financial planning framework is required to support long term financial sustainability.

Financial sustainability is about Council being able to maintain its infrastructure capital and financial capital over the long term. In turn, long term financial planning relies on an understanding of the infrastructure funding needs of Council, including maintenance, upgrades and renewals. Council will use budgeting and long term financial planning to ensure the financial sustainability of the region is maintained for future generations. The following principles will be applied:-

(a) The long term impacts of projects will be considered including Whole of Life costs. (b) Projects will be considered using a portfolio approach ie whole of council, to ensure the relative

merits of individual projects are considered comparatively with all projects. (c) Grant funding will only be sought and accepted where projects are strategically aligned and the

benefits outweigh the Whole of Life cost.

CORPORATE PLAN

LONG TERM FINANCIAL FORECAST

ANNUAL OPERATIONAL PLANS

ANNUAL BUDGET

COMMUNITY PLAN




Budget Policy

(d) Asset Management Plans and Project Decision Frameworks will be used as a core decision making tool.

(e) Where possible, projects of a similar nature should be grouped to take advantage of economies of scale.

(f) Where possible, larger projects should be undertaken in a single location in lieu of small investments in multiple locations in the same budget cycle.

4.2 Council Reports

The following principles are to be applied when compiling official Council meeting reports that have a financial impact:-

(a) Recommendations that are presented to Council that have the effect of increasing expenditure or reducing income (if adopted) MUST indicate where alternative funding is to be sourced from.

(b) No report may include a recommendation that “Funds are to be identified at the next review”.

(c) No report may identify that “the project be included in next year’s budget”, unless the project has been considered as part of a Council budget process relating to the future financial year.

(d) Where a recommendation states that the funds are to be allocated from various Reserve pools the report MUST include the current balance of the relevant account. This will enable Councilors to be fully informed prior to approving the allocation.

(e) Only emergent projects/expenditure items should generally be incorporated into Budget Reviews.

Note: The overall intention for the Budget Reviews is to review performance and assess Council’s financial position.

(f) Where an item that has a financial implication is raised in the General Business section at a Council Meeting, a report is to be presented to a future meeting so that possible funding can be identified before the recommendation is adopted.

(g) The budget is a "project" budget. Where projects are completed under budget, the funds are to be retained in consolidated revenue for those projects that may be over expended.

(h) Where a Project Decision Framework is in place all proposed projects greater than $ 100,000 must complete this process before being considered for inclusion in budgets.

4.3 Annual Budget Consideration

Throughout the financial year Council considers matters which may result in a referral to future budget considerations. Where this occurs in an open Council meeting it becomes a matter of public knowledge. These matters must be consistent with Council’s Long Term Financial Forecast, when adopted.

During the lead up to the adoption of the original annual budget for a particular financial year, detailed presentations and working papers are provided to Councillors. The presentations and working papers may include potential expenditure, pricing and rating considerations and various scenarios on options to be considered before the adoption of the budget. This includes information pertaining to Council’s commercial and general activities.

In the case of commercial activities, the disclosure of detailed pricing and expenditure information may be detrimental to Council’s competitive position. Consequently this information is to be treated as confidential. Commercial activities include those activities defined as Type 1, 2 and 3 business activities in accordance with the Local Government Act 2009.




Budget Policy

While there are no commercial considerations within Council’s general activities, the premature release of financial information being considered as part of budget deliberations may cause conjecture on the likely outcomes. The subtlety between information presented to Councillors to assist them with decision making and the intent of Council after considering all information, may be lost in public disclosure. In order to prevent misleading information in the media or unfounded public conjecture, it is therefore necessary to control the public release of information prior to the formal adoption of the budget.

As a matter of policy, all budget working papers including material presented on possible pricing, rating and expenditure is to be treated as ‘strictly confidential’.

In some instances portions of the above information may normally (outside of the budget process) be used to answer inquiries or comments from members of the public. In recognition of the operational need to continue to respond to public inquiries/comment during the budget preparation, the Mayor and CEO (or CEO delegate) are authorised to exercise discretion in releasing information which would otherwise be considered confidential under this policy.

4.4 Budget Reviews

Generally at least two budget reviews will be completed each financial year in November and March.

It is recognised that (following finalisation of the June financial statements) the actual opening balance may be either more favourable or less favourable than the estimate in the original budget. In the case that it is more favourable, priority will be given to reduce the level of borrowings. A very conservative budget approach is to be taken at this early stage of the financial year due to the possibility of not meeting revenue targets or unforecast unavoidable expenditures.

Should other additional funding also become available during the year, the first priority will be to reduce borrowing (must be contained within relevant fund) and ensure that approved projects have adequate allocations to meet the initial scope of the project.

4.5 Amendments to the Budget

There are a number of budget amendments that may be required during the year. The process for handling various types of amendments is as follows:

Type of Amendment

< 10% variance #

or < $100,000)

> 10% variance #

or >= $ 100,000)

Increased/decreased expectation of revenue.

At Manager Finance discretion*, adjust at next review.

Council approval required prior to work commencing. Report to Council at earliest opportunity.

Increase or reduction in the scope of a Council approved project (operating or capital).

At Manager Finance discretion*, adjust at next review although

consideration should be given to reporting to Council if there are other significant non-monetary

impacts (e.g. change in risk, service level).


Change in routine/operational item (e.g. additional funds

required in one project area, but savings available in another).

At Manager Finance discretion*, provided it is within the one

Program area.


Transfers between Programs. At Manager Finance discretion*. Council approval required prior to work commencing. Report to Council at earliest opportunity.




Budget Policy

Type of Amendment

< 10% variance #

or < $100,000)

> 10% variance #

or >= $ 100,000)

Incorrect classification of projects as either operational or

capital nature or incorrect allocation of Operational Plan,

which is for accounting purposes only and has a Nil

effect on Council’s bottom line.

At Manager Finance discretion*. Council approval required prior to work commencing. Report to Council at earliest opportunity.

Information regarding additional grant funded projects and associated revenue and

expenditure.


Projects subject to reserve transfers as a funding source.


# Minimum variance for reporting purposes is $ 10,000.

* Discretion may in fact mean the decision not to support the change or that a report must go to Council to obtain approval

for the proposed change.

In addition where there is any question over the allocation of revenue or expenses to a particular Department/Program the final decision shall be at the discretion of the Manager Finance and/or the General Manager Corporate Services.

Where money is budgeted for capital projects in the previous financial year and during that previous financial year a commitment has been made to complete this work, however the work is not complete at the 30 June in that year, the current year’s budget may be amended at the discretion of the Manager Finance by the amount of the surplus budget from the previous year’s project.

5.0 Policy Review



Other circumstances as determined from time to time by the Chief Executive Officer or through a resolution of Council.



Adoption Date: 05 July 2016 Revokes: Reserves Policy


Reserves Policy

Reserves Policy


The purpose of this policy is to document Council’s policy on maintaining reserves for future expenditure.

2.0 Reference

Local Government Act 2009 Local Government Regulation 2012

3.0 Definitions

For the purpose of these guidelines the following definitions shall apply: Council shall mean the Central Highlands Regional Council. The Act shall mean the Local Government Act 2009 (as amended).


Council considers the creation and maintenance of reserves for specific purposes as a sound and prudent financial management strategy. Funds for reserves will incorporate untied infrastructure contributions not utilised in the year of receipt as well as general revenue allocations for specific reserves including the accumulation of funding (depreciation) for infrastructure assets as detailed in the annual budget. All reserves must be cash backed with the pooled funds included in Council's investment portfolio. Council’s current internal reserves are listed in Attachment One to this policy and the estimated balances are listed in Attachment Two (2) to this policy. Any budget surplus remaining at the end of the financial year will be applied to an internal reserve, at Council's discretion, with any outstanding internal loans taking priority over available general revenue funds. Historically, internal short term loans from these reserves have been utilised in exceptional circumstances, when it could be guaranteed that the funds would not be required in the short term for the original reserve purposes, and when all other applicable methods of financing had been exhausted. However, the practice of utilising reserves for purposes of internal loans should be discouraged.

COUNCIL POLICY

Reserves Policy






Reserves Policy

5.0 Policy Review



Other circumstances as determined from time to time by the Chief Executive Officer or through a

resolution of Council.





Reserves Policy

Attachment One (1)

LIST OF INTERNAL RESERVES AS AT JUNE 2016

General Fund

Other Reserves

Recurrent Projects Reserve

This reserve consists of funds set aside for recurring grants and contributions that were unspent at

balance date.

Future Fund Reserve

This reserve consists of funds set aside for future strategic capital works that are determined a priority

by Council. Historically, these funds have been collected as a portion of funding from resource/mining

categories. No funds will be added in 2016/2017.

Special Projects Reserve

This reserve consists of funds set aside for future special projects that are determined a priority by

Council. These funds could be used for operating or capital expense purposes. Historically, these

funds have been collected as a portion of funding from non-principal place of residence properties. No

funds will be added in 2016/17.

Land and Improvements Reserve

This reserve consists of funds set aside from the development and sale of land. These funds will

generally be used to fund development works of new land developments prior to their sale and for other

strategic works determined as a priority by Council (generally of a capital nature).

Aged Housing Reserves

This reserve consists of funds set aside for the future operation and replacement of retirement facilities

across the Council area. Generally when available surplus proceeds from the operation of these

facilities will be added to this reserve on an annual basis.

Plant and Equipment Reserve

This reserve consists of funds set aside for the future replacement of Councils plant and fleet.

Carry Over Capital Projects Reserve

This reserve consists of funds set aside from capital works projects not completed in a previous

financial year. These funds will be used to complete those capital works projects in a future financial

year.

Constrained Reserves

Future Capital Sustainability Reserve – Buildings and Facilities

This reserve consists of funds set aside for the future replacement of building, sporting and other

community assets and infrastructure across the Council area. Generally, where available unspent

funding (depreciation) will be added to this reserve on an annual basis.




Reserves Policy

Future Capital Sustainability Reserve – Roads

This reserve consists of funds set aside for the future replacement of road, bridge and drainage related

assets across the Council area. Generally unspent funding (depreciation) will be added to this reserve

on an annual basis.

Constrained Grants and Subsidies Reserve

This reserve consists of unspent special purpose grants, subsidies or donations received in a prior

financial year. These funds could be used for operating or capital expense purposes depending on the

source of funds.

Roads and Drainage Contribution Reserve

This reserve consists of unspent contributions received for the development of road and drainage

infrastructure.

Parks and Gardens Contribution Reserve

This reserve consists of unspent contributions received for the development of parks and garden

infrastructure.

Special Rates Reserve (excluding Tieri)

This reserve consists of the proceeds of special rates collected that remain unspent from one year to

the next. These funds could be used for operating or capital expense purposes depending on the

source of funds. This reserve specifically relates to the following roads:-

Gregory Mine Yan Yan Road

Gregory Mine Lilyvale Road

Kestral Mine Access Road

Kestral Mine Yan Yan

Kestral Mine Lilyvale Road

Capcoal Bundoora Dam

Capcoal Grasstree Road

Capcoal Anncrouye Road

Oaky Creek Mine Connection Road

Oaky Creek Mine Crinum Road

Oaky Creek Mine Oaky Access Road

Oaky Creek Mine Grasstree Road

Tieri Township General Reserve

This reserve consists of the proceeds of special rates and general rates collected that remain unspent

from one year to the next. These funds could be used for operating or capital expense purposes

depending on the source of funds.




Reserves Policy

Aerodrome Fund

Other Reserves

Aerodrome Reserve

This reserve consists of funds set aside for the future replacement of aerodrome related assets across

the Council area. Generally any surplus generated by the aerodrome business, after allowing for

operating and capital expenses, loan repayments and return on investment will be added to this reserve

on an annual basis.

Carry Over Capital Projects Reserve (Aerodrome)


financial year and remain unallocated. These funds will be used to complete those capital works

projects in a future financial year.


Future Capital Sustainability Reserve (Aerodrome)

This reserve consists of funds set aside for the future replacement of airport related assets across the

Council area. Generally unspent funding (depreciation) will be added to this reserve on an annual

basis.

Saleyard Fund

Other Reserves

Saleyards Reserve

This reserve consists of funds set aside for the future replacement of saleyards related assets across

the Council area. Generally any surplus generated by the saleyards business, after allowing for

operating and capital expenses, will be added to this reserve on an annual basis.

Carry Over Capital Projects Reserve (Saleyards)



year.


Future Capital Sustainability Reserve (Saleyards)

This reserve consists of funds set aside for the future replacement of saleyard related assets across the


basis.




Reserves Policy

Quarry Fund

Other Reserves

Carry Over Capital Projects Reserve (Quarry)



year.


Future Capital Sustainability Reserve (Quarry)

This reserve consists of funds set aside for the future replacement of quarry related assets across the


basis

Waste Fund

Other Reserves

Waste Reserve

This reserve consists of funds set aside for the future replacement of waste related assets across the

Council area. Generally any surplus generated by the waste business, after allowing for operating and

capital expenses, will be added to this reserve on an annual basis to assist in mitigating future

remediation costs. These funds could be used for operating or capital expense purposes.

Carry Over Capital Projects Reserve (Waste)



year.


Future Capital Sustainability Reserve (Waste)



basis

Tieri Township Waste Reserve (Waste)

This reserve consists of the proceeds of utility charges collected that remain unspent from one year to


source of funds.




Reserves Policy

Water Fund

Other Reserves

Water Reserve


Council area. Generally any surplus generated by the water business, after allowing for operating and

capital expenses, will be added to this reserve on an annual basis.

Carry Over Capital Projects Reserve (Water)



year.


Future Capital Sustainability Reserve (Water)

This reserve consists of funds set aside for the future replacement of water related assets across the

Council area. Generally unspent funding (depreciation) will be added to this reserve on an annual basis

Water Contribution Reserve

This reserve consists of unspent contributions received for the development of water infrastructure.

Tieri Township Water Reserve (Water)



source of funds.

Sewer Funds

Other Reserves

Sewer Reserve

This reserve consists of funds set aside for the future replacement of sewer related assets across the

Council area. Generally any surplus generated by the sewer business, after allowing for operating and

capital expenses, will be added to this reserve on an annual basis.

Carry Over Capital Projects Reserve (Sewer)



year.


Future Capital Sustainability Reserve (Sewer)

This reserve consists of funds set aside for the future replacement of sewer related assets across the

Council area. Generally unspent funding (depreciation) will be added to this reserve on an annual basis




Reserves Policy

Sewer Contribution Reserve

This reserve consists of unspent contributions received for the development of sewer infrastructure.

Tieri Township Sewer Reserve (Sewer)



source of funds.


Adoption Date: 5 July 2016 Revokes: Debt Policy


Debt Policy

Debt Policy


The purpose of this policy is to ensure compliance with the Local Government Regulation 2012 and to

document Council’s plans in relation to the use of debt.

2.0 Reference



3.0 Definitions

The Act shall mean the Local Government Act 2009 The Regulation shall mean the Local Government Regulation 2012


Council does recognise that loan borrowings (debt) for capital works is an important funding source and that the full cost of infrastructure should not be borne entirely by present day ratepayers and should also be contributed to by future ratepayers. In saying this, Council will in general, seek to minimise its dependence on borrowings in order to reduce future revenue needed to be committed to debt servicing and redemption. Generally Council will only borrow funds for the purpose of acquiring assets, improving facilities or infrastructure and/or substantially extending the useful life of income generating assets (e.g. water, sewerage, waste and airport). These borrowings may include funds borrowed: a) to finance the cost of new capital works and asset acquisitions, which cannot be financed from normal Council operating revenues such as rates, fees and charges; b) for short-term working capital, which is to be repaid within the same financial year; c) for a genuine emergency hardship; and d) to establish a commercial debt structure for a commercial business unit. Council may borrow to meet strategic needs or to take advantage of opportunities for development providing there is a demonstrable return in economic and/or social terms. All projects considered for debt funding must have a whole of life cost assessment completed before being considered for approval. Where necessary a review of borrowing needs can be made during the year and this policy amended accordingly.

COUNCIL POLICY

Debt Policy






Debt Policy

Business Units of Council should be capable of financially funding their own debt commitments in accordance with National Competition Policy. All Borrowings shall be obtained through the Queensland Treasury Corporation and the Council shall continue to use the full range of Queensland Treasury Corporation’s fund management services in order to enhance the Council’s loan/redemption procedures to meet the Council’s policy criteria. Where borrowings are to be repaid by special rates, the revenue and repayments will be matched as far as is practical. Borrowings may be repaid early should revenue exceed scheduled repayments. Borrowings will only be made in accordance with the adopted budget. Borrowings will only be from the Queensland Treasury Corporation (QTC) or, if from another organisation, with the approval of the QTC and Department of Local Government. Council will not borrow for the 2016/2017 financial year.

Projected new borrowings for the next ten years are:

Project 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2024/25

Airport

Emerald Airport - Runway Overlay 4,000,000

Sewerage

Blackgully Sewerage Treatment Plant 10,000,000

Waste

New Regional Landfill Site - Land Purchase 1,500,000

New Regional Landfill Site Establishment & Construction 1,500,000 1,000,000 2,000,000 1,000,000

Total - 10,000,000 3,000,000 - - 5,000,000 - 2,000,000 1,000,000 -

Projected New Borrowings - 10 year plan

The following table summarises loan balances at the start and end of the year and the projected

movements over the 2016/2017 year:




Debt Policy

Closing Estimated

Balance Closing Balance

30/06/2016 Interest Redemption New Loans 30/06/2017

General 14,575,377 935,186 (781,245) 13,794,132

Business Units

-Airport 15,858,492 885,330 (784,908) - 15,073,584

-Quarry 9,964,425 477,349 (791,178) 9,173,247

-Saleyards 477,122 23,717 (20,388) 456,734

-Waste 923,068 52,955 (44,019) 879,049

-Water 21,023,445 909,951 (947,689) - 20,075,756

-Sewerage 2,310,440 150,260 (109,924) 2,200,516

Total 65,132,369 3,434,747 (3,479,351) - 61,653,018

2016/17 Movements

Repayment Term

All external loans will be raised at the most competitive rates available, in accordance with the

requirements of the legislation.

Loan terms applying to each asset type would normally be in accordance with the following:-

General 5 – 20 years dependent on asset

Water and Sewerage 20 years

Waste 10 – 20 years dependent on asset

Business Activities 5 – 20 years dependent on asset

Loan Drawdowns

In order to minimise finance costs, loans drawdowns should be deferred as long as possible after

taking into consideration Council’s overall cash flow requirements.

5.0 Policy Review






Adoption Date: 5 July 2016 Revokes: Investment Policy


Investment Policy

Investment Policy

COUNCIL POLICY

Investment Policy




To provide Council with a contemporary investment policy based on an assessment of counterparty, market and liquidity risk within the legislative framework of the Statutory Bodies Financial Arrangements Act and Regulations. This Policy applies to the investment of surplus funds in accordance with investment powers under Part 6 of the Statutory Bodies Financial Arrangement Act 1982 (SBFAA).

2.0 Reference

Local Government Act 2009 Local Government Regulation 2012 Statutory Bodies Financial Arrangements Act 1982

3.0 Definitions

For the purpose of these guidelines the following definitions shall apply: CEO shall mean the person appointed to the position of Chief Executive Officer under the Act and anyone acting in that position. Council shall mean the Central Highlands Regional Council. Investment Officer/s shall mean employees engaged in activities related to the physical investment of funds (e.g. investment placement and redemption, reconciliations, checking). The Act shall mean the Local Government Act 2009 (as amended). SBFAA shall mean the Statutory Bodies Financial Arrangements Act 1982 (as amended).


4.1 Investment Activities

In priority, the order of investment activities shall be:

4.1.1 Preservation of Capital Preservation of capital shall be the principal objective of the investment portfolio. Investments are to be performed in a manner that seeks to ensure security of principal of the overall portfolio. This would include managing credit and interest rate risk within given risk management parameters and avoiding any transactions that would prejudice confidence in Council or its associated entities.




Investment Policy

a) Credit Risk Central Highlands Regional Council will evaluate and assess credit risk prior to investment. Credit risk is the risk of loss due to the failure of an investment issue or guarantor. The investment officer will minimise credit risk in the investment portfolio by pre-qualifying all transactions including the brokers/securities dealers with which they do business, diversifying the portfolio and limiting transactions to secure investments.

b) Interest Rate Risk The investment officers shall seek to minimise the risk of a change in the market value of the portfolio because of a change in interest rates. This would be achieved by considering the cash flow requirements of Council and structuring the portfolio accordingly. This will avoid having to sell securities prior to maturity in the open market. Secondly, interest rate risk can be limited by investing in shorter term securities.

Investment officers are to manage the investment portfolios not for speculation, but for investment and in accordance with the spirit of this Investment Policy. Investment officers are to avoid any transaction that might harm confidence in Central Highlands Regional Council.

4.1.2 Maintenance of Liquidity

The investment portfolio will maintain sufficient liquidity to meet all reasonably anticipated operating cash flow requirements of Council, as and when they fall due, without incurring significant transaction costs due to being required to sell an investment.

4.1.3 Return on Investments

The portfolio is expected to achieve a market average rate of return and take into account Central Highlands Regional Council’s risk tolerance and current interest rates, budget considerations, and the economic cycle. Any additional return target set by Council will also consider the risk limitations, prudent investment principles and cash flow characteristics identified within this Investment Policy.

4.1.4 Support of Local Business

While ensuring appropriate security, liquidity and return on investment, council will where possible support the development of local businesses through the allocation of investment to locally based businesses within the guidelines of this policy

4.2 Ethics and Conflicts of Interest

Investment officers shall refrain from personal activities that would conflict with the proper execution and management of Central Highlands Regional Council’s investment portfolio. This includes activities that would impair the investment officers’ ability to make impartial decisions. This policy requires that employees and investment officers’ disclose to the Chief Executive Officer any conflict of interest or any investment positions that could be related to the investment portfolio.

4.3 Requirements

In accordance with Schedule 3 of the Statutory Bodies Financial Arrangements Regulation 2007, Central Highlands Regional Council has been allocated a Category 1 investment power.

4.3.1 Portfolio Investment Parameters

Section 44(1) of SBFAA details the investment powers allocated to Category 1 authorities:




Investment Policy

deposits with a financial institution;

investment arrangements accepted, guaranteed or issued by or for the Commonwealth or a State or a financial institution;

other investment arrangements secured by investment arrangements accepted, guaranteed or issued by or for the Commonwealth or a State or a financial institution;

investment arrangements, managed or operated by Queensland Treasury Corporation (QTC), prescribed under a regulation for this paragraph;

an investment arrangement with a rating prescribed under a regulation for this paragraph;

other investment arrangements prescribed under a regulation for this paragraph.

Section 44(2) states that the investment must be:

at call; or

for a fixed time of not more than one (1) year.

4.3.2 Prohibited Investments

This investment policy prohibits any investment carried out for speculative purposes. The following investments are prohibited by this investment policy:

Derivative based instruments (excluding floating rate notices)

Principal only investments or securities that provide potentially nil or negative cash flow

Stand-alone securities that have the underlying futures, options, forward contracts and sways of any kind, and

Securities issued in non-Australian dollars.

4.3.3 Placement of Investment Funds

Overall the amount invested with institutions should not exceed the following percentage ranges of overall annual funds invested and appropriate documentation must be maintained. Also when placing investments, consideration should be given to the relationship between credit rating and interest rate.

Investments with Financial Institutions and Investment Arrangements Offered by QTC

Long Term Rating (Standard and Poors)

Short Term Rating (Standard and Poors)

Individual Counterparty Limit

Total Portfolio Limit

AAA to AA- A1+ Maximum 50% No limit

A+ to A A1 Maximum 20% Maximum 50%

A- to BBB+ A2 Maximum 10% Maximum 15%

Unrated or below BBB+

Unrated or below A2

Maximum $ 1,000,000 or 5% (whichever is lower)

Maximum 10%

QTC Cash Management Fund

No Limit No Limit




Investment Policy

Council approves dealings with all financial institutions (‘Financial Institution’ is defined as an authorised deposit-taking institution within the meaning of the Banking Act 1959 (Cwlth), Section 5). 4.3.4 Maturity

The maturity structure of the portfolio will reflect a maximum term to maturity of one year.

4.3.5 Liquidity Requirement

Given the nature of the funds invested, no more than 20% of the investment portfolio will be in illiquid securities and at least 10% of the portfolio can be called at no cost or will mature within a maximum of seven (7) days.

4.4 Implementation

4.4.1 Internal Controls

The Manager Finance shall establish internal controls and processes that will ensure investment objectives are met and that the investment portfolios are protected from loss, theft or inappropriate use. 4.4.2 Delegation of Authority

Authority for implementation of the Investment Policy is delegated by Council to the Chief Executive Officer in accordance with the Local Government Act 2009. Authority for the day to day management of Council’s Investment Portfolio is to be delegated by the Chief Executive Officer to the General Manager Corporate Services and/or the Manager Finance.

4.4.3 Breaches

Any breach of this Investment Policy is to be reported to the General Manager Corporate Services within seven (7) days of the breach occurring. The General Manager Corporate Services is delegated discretion to take appropriate action to rectify breaches. Except, that where Council holds an investment that is downgraded below the minimum acceptable rating level (as prescribed under regulation for the investment arrangement) Council shall, within 28 days after the change becomes known to Council, either obtain Treasurer approval for continuing with the investment arrangement or sell the investment arrangement.

5.0 Policy Review

All policies will be reviewed at least annually or when any of the following evaluations occur:





Adoption Date: 5 July 2016 Revokes: Competition and Water Reform Policy


Competition and Water Reform Policy



To ensure Competition and Water Reform are incorporated within Council’s business operations.

2.0 Reference

Local Government Act 2009 Local Government Regulation 2012

3.0 Definitions

The Act shall mean the Local Government Act 2009

The Regulation shall mean the Local Government Regulation 2012


Central Highlands Regional Council is committed to ongoing compliance with National Competition Policy (NCP) principles and also National Water Commission and Council of Australian Governments (COAG) water reform initiatives. This Competition and Water Reform Policy aims to provide a summary of Council’s ongoing commitment in meeting its required obligations.

Business activities Each financial year, Council is required to identify those activities that are business activities and determine whether competition reform needs to be applied to assist in removing anti-competitive conduct, encourage greater transparency in the operation of Council business activities and improve the allocation of Council’s limited resources. Activities of Council will be identified as business activities if they trade in goods and services to clients, and could potentially be delivered by a private sector firm for the purposes of earning profits in the absence of Council’s involvement. They do not include activities of Council considered non-competitive. Council is committed to applying the Code of Competitive Conduct to the following business activities during the 2016/2017 financial year:

Waste Management;

Airport; and

Saleyards.

Water Supply and Sewerage

Quarry Operations.

COUNCIL POLICY








The Code of Competitive Conduct will not be applied to the following activities in 2016/2017 due to the reasons stated:

Activity Reason

Plant Operations The business operates as an internal service provider and low levels of competition exist.

Land Development

Property sale prices are determined by the market rather than the application of full cost pricing principles. The costs of applying competition reforms to the activity outweigh any realisable benefits.

Private Works The business is not a core part of Council’s operations and the costs of applying competition reforms to the activity outweigh any realisable benefits.

Community Service Obligations Community Service Obligations (CSOs) arise when a government specifically requires a public enterprise to carry out activities relating to outputs or inputs which it would not elect to do on a commercial basis or, alternatively, would only provide at higher prices or via some other form of compensation. Pursuant to the requirements of the regulation, CSOs are to be funded by the general fund and provided as revenue to the business activity to which they relate.

No Community Service Obligations have been applied for the 2016/17 financial year.

5.0 Policy Review All policies will be reviewed at least bi-annually or when any of the following evaluations occur:








Estimated Activity Statement 2016/2017


Budget 2016/2017

Budget Estimated Estimated

Budget Budget

2016/2017 2017/2018 2018/2019

$ $

Operating Income

Rates and levies 82,085,240 83,472,640 85,301,340

Fees and charges 4,148,420 4,231,390 4,316,020

Interest received 3,450,240 3,164,430 2,615,950

Internal (overheads/CSO/NCP) 4,645,745 4,645,745 4,645,745

Sales of Contract & Recoverable Works & Major Services 17,626,395 17,886,225 18,150,705

Other recurrent income 498,880 506,360 513,950

Grants, Subsidies, Contributions and Donations 8,796,900 8,928,850 9,062,780

Total Operating Income 121,251,820 122,835,640 124,606,490

Operating Expenses

Employee Benefits (37,657,210) (37,845,490) (38,034,720)

Materials and Services (42,839,105) (42,844,805) (43,557,165)

Internal (overheads/CSO/NCP) (4,645,745) (4,645,745) (4,645,745)

Finance Costs (3,644,700) (3,453,000) (3,592,680)

Depreciation (26,195,450) (27,992,370) (29,601,370)

Total Operating Expenses (114,982,210) (116,781,410) (119,431,680)

Operating Result of Council - surplus/(deficit) 6,269,610 6,054,230 5,174,810

CENTRAL HIGHLANDS REGIONAL COUNCIL Statement of Comprehensive Income

(for the 3 year period of 1 July 2016 to 30 June 2019)


Budget Budget Budget

2016/2017 2017/2018 2018/2019

$ $ $

Assets

Current Assets

Cash and cash equivalents 124,025,480 102,995,420 93,332,800

Trade and other Receivables 9,682,330 9,835,990 10,026,620

Inventories 8,911,900 8,911,900 8,911,900

Total Current Assets 142,619,710 121,743,310 112,271,320

Non-Current Assets

Investments - -

Property, plant and equipment 1,397,894,090 1,433,240,080 1,448,858,960

Intangible assets

Total Non-Current Assets 1,397,894,090 1,433,240,080 1,448,858,960

1,540,513,800 1,554,983,390 1,561,130,280

Liabilities

Current liabilities

Trade and other payables 5,351,190 5,358,940 5,424,800

Borrowings 3,510,670 4,070,310 4,394,600

Provisions - -

Other - -

Total current liabilities 8,861,860 9,429,250 9,819,400

Non-current liabilities

Trade and other payables - -

Short-term borrowings 58,304,400 64,235,040 62,840,730

Current portion of long-term borrowings - -

Total non-current liabilities 58,304,400 64,235,040 62,840,730

67,166,260 73,664,290 72,660,130

Net Community Assets 1,473,347,540 1,481,319,100 1,488,470,150

Community Equity

Asset revaluation surplus 465,004,460 465,004,460 465,004,460

Retained surplus/(deficiency) 1,008,343,080 1,016,314,640 1,023,465,690

Total Community Equity 1,473,347,540 1,481,319,100 1,488,470,150

Total Assets

Total liabilities

Central Highlands Regional Council

Statement of Financial Position



Total Retained surplus Asset

Revaluation

reserve

$ $ $

1,441,396 976,392 465,004

Net result for the period 31,952 31,952 -

Asset revaluation adjustment - - -

Asset recognition - - -

Estimated Balance at 30 June 2017 1,473,348 1,008,344 465,004



Estimated Balance at 30 June 2018 1,481,320 1,016,316 465,004



Budgeted Balance at 30 June 2019 1,488,470 1,023,466 465,004

Central Highlands Regional Council Statement of Changes in Equity


Estimated Closing Balance at 30 June 2016


Central Highlands Regional Council - Long Term Financial Forecast

Statement of Comprehensive Income

Jun-17B Jun-18F Jun-19F Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F

Income 000's 000's 000's 000's 000's 000's 000's 000's 000's 000's

Revenue

Operating revenue

Net rates, levies and charges 82,085.24 83,472.64 85,301.34 87,433.87 89,787.03 92,480.64 95,255.06 97,636.43 99,638.37 101,681.58

Fees and charges 4,148.42 4,231.39 4,316.02 4,402.34 4,490.39 4,580.19 4,671.80 4,765.23 4,860.54 4,957.75

Rental income 829.00 841.44 854.06 871.14 888.56 906.33 928.99 952.21 976.02 1,000.42

Interest received 3,450.10 3,164.43 2,615.95 2,396.74 2,491.21 2,531.19 2,581.77 2,656.05 2,801.24 2,963.40

Sales revenue 21,443.28 21,690.53 21,942.39 22,381.24 22,828.86 23,285.44 23,817.45 24,361.76 24,918.65 25,488.42

Other income 498.88 506.36 513.95 524.23 534.72 545.41 559.05 573.02 587.35 602.03

Grants, subsidies, contributions and donations 8,796.90 8,928.85 9,062.78 9,244.04 9,428.92 9,617.50 9,857.94 10,104.39 10,356.99 10,615.92

Total operating revenue 121,251.82 122,835.64 124,606.49 127,253.60 130,449.68 133,946.71 137,672.05 141,049.10 144,139.17 147,309.53

Capital revenue


Total revenue 146,933.64 124,752.98 126,582.73 135,410.43 135,810.99 139,412.71 143,045.10 146,528.08 149,359.67 153,309.53

Total income 146,933.64 124,752.98 126,582.73 135,410.43 135,810.99 139,412.71 143,045.10 146,528.08 149,359.67 153,309.53

Expenses

Operating expenses

Employee benefits 37,657.21 37,845.49 38,034.72 38,415.07 38,799.22 39,187.21 39,579.08 40,172.77 40,976.22 41,795.75

Materials and services 47,470.56 47,476.03 48,188.17 49,151.93 50,134.97 51,137.67 52,416.11 53,726.52 55,069.68 56,446.42

Finance costs 3,644.70 3,453.00 3,592.68 3,476.97 3,222.84 2,964.19 2,859.25 2,563.62 2,305.99 1,999.95

Depreciation and amortisation 26,195.45 27,992.37 29,601.37 31,190.33 32,284.14 33,509.17 35,093.22 34,869.73 33,293.43 34,533.54

Other expenses 14.30 14.51 14.73 15.03 15.33 15.63 16.02 16.43 16.84 17.26

Total operating expenses 114,982.21 116,781.41 119,431.68 122,249.33 124,456.50 126,813.88 129,963.69 131,349.05 131,662.16 134,792.92

Total expenses 114,982.21 116,781.41 119,431.68 122,249.33 124,456.50 126,813.88 129,963.69 131,349.05 131,662.16 134,792.92

Net result 31,951.43 7,971.56 7,151.05 13,161.10 11,354.49 12,598.83 13,081.41 15,179.03 17,697.51 18,516.61

Operating result

Operating revenue 121,251.82 122,835.64 124,606.49 127,253.60 130,449.68 133,946.71 137,672.05 141,049.10 144,139.17 147,309.53

Operating expenses 114,982.21 116,781.41 119,431.68 122,249.33 124,456.50 126,813.88 129,963.69 131,349.05 131,662.16 134,792.92

Operating result 6,269.61 6,054.22 5,174.81 5,004.27 5,993.18 7,132.83 7,708.36 9,700.04 12,477.01 12,516.61



Statement of Financial Position


Assets 000's 000's 000's 000's 000's 000's 000's 000's 000's 000's

Current assets

Cash and cash equivalents 124,025.48 102,995.42 93,332.80 95,276.40 94,830.60 94,963.17 95,989.73 100,149.06 104,933.47 108,551.62

Trade and other receivables 9,682.33 9,835.99 10,026.62 10,234.17 10,517.13 10,801.27 11,103.31 11,343.69 11,616.82 11,864.07

Inventories 8,911.90 8,911.90 8,911.90 8,911.90 8,911.90 8,911.90 8,911.90 8,911.90 8,911.90 8,911.90

Total current assets 142,619.71 121,743.31 112,271.32 114,422.47 114,259.63 114,676.35 116,004.94 120,404.65 125,462.18 129,327.58

Non-current assets

Property, plant & equipment 1,397,894.09 1,433,240.08 1,448,858.96 1,455,553.14 1,462,532.03 1,474,902.72 1,481,213.66 1,488,249.72 1,495,790.89 1,503,953.40

Total non-current assets 1,397,894.09 1,433,240.08 1,448,858.96 1,455,553.14 1,462,532.03 1,474,902.72 1,481,213.66 1,488,249.72 1,495,790.89 1,503,953.40

Total assets 1,540,513.80 1,554,983.39 1,561,130.28 1,569,975.61 1,576,791.66 1,589,579.06 1,597,218.60 1,608,654.36 1,621,253.07 1,633,280.98

Liabilities

Current liabilities

Trade and other payables 5,351.19 5,358.94 5,424.80 5,503.63 5,614.35 5,711.76 5,832.00 5,946.33 6,103.98 6,248.73

Borrowings 3,510.67 4,070.32 4,394.60 4,649.15 4,909.31 5,562.12 5,857.79 6,256.55 6,633.44 6,872.32

Total current liabilities 8,861.86 9,429.25 9,819.40 10,152.79 10,523.66 11,273.88 11,689.79 12,202.88 12,737.43 13,121.04

Non-current liabilities

Borrowings 58,304.39 64,235.03 62,840.72 58,191.57 53,282.26 52,720.62 46,862.83 42,606.48 36,973.13 30,100.81

Total non-current liabilities 58,304.39 64,235.03 62,840.72 58,191.57 53,282.26 52,720.62 46,862.83 42,606.48 36,973.13 30,100.81

Total liabilities 67,166.26 73,664.29 72,660.13 68,344.36 63,805.92 63,994.49 58,552.62 54,809.35 49,710.56 43,221.86

Net community assets 1,473,347.54 1,481,319.10 1,488,470.16 1,501,631.25 1,512,985.74 1,525,584.57 1,538,665.98 1,553,845.01 1,571,542.52 1,590,059.12

Community equity

Asset revaluation surplus 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46

Retained surplus 1,008,343.08 1,016,314.64 1,023,465.69 1,036,626.79 1,047,981.28 1,060,580.11 1,073,661.52 1,088,840.55 1,106,538.05 1,125,054.66

Total community equity 1,473,347.54 1,481,319.10 1,488,470.15 1,501,631.25 1,512,985.74 1,525,584.57 1,538,665.98 1,553,845.01 1,571,542.51 1,590,059.12



Statement of Cash Flows


Cash flows from operating activities 000's 000's 000's 000's 000's 000's 000's 000's 000's 000's

Receipts from customers 109,056.16 109,759.13 111,895.12 114,548.16 117,376.92 120,624.50 124,022.94 127,115.75 129,756.99 132,505.82

Payments to suppliers and employees (79,838.78) (85,376.91) (86,221.10) (87,553.53) (88,890.14) (90,295.48) (91,944.65) (93,856.40) (95,961.48) (98,172.49)

Interest received 3,450.10 3,164.43 2,615.95 2,396.74 2,491.21 2,531.19 2,581.77 2,656.05 2,801.24 2,963.40

Rental income 835.75 840.41 853.02 869.93 886.93 904.87 927.13 950.52 973.85 998.42

Non-capital grants and contributions 8,868.49 8,918.01 9,051.78 9,231.22 9,411.65 9,602.00 9,838.17 10,086.40 10,333.96 10,594.64

Borrowing costs (3,596.80) (3,404.38) (3,543.34) (3,426.63) (3,171.50) (2,911.82) (2,805.57) (2,508.60) (2,249.60) (1,942.15)

Net cash inflow from operating activities 38,774.91 33,900.69 34,651.42 36,065.89 38,105.08 40,455.26 42,619.79 44,443.71 45,654.97 46,947.64

Cash flows from investing activities

Payments for property, plant and equipment (68,958.95) (63,338.37) (45,220.26) (37,884.51) (39,263.03) (45,879.86) (41,404.16) (41,905.78) (40,834.60) (42,696.05)


Net cash inflow from investing activities (43,277.13) (61,421.03) (43,244.02) (29,727.69) (33,901.73) (40,413.86) (36,031.11) (36,426.79) (35,614.10) (36,696.05)

Cash flows from financing activities

Proceeds from borrowings - 10,000.00 3,000.00 - - 5,000.00 - 2,000.00 1,000.00 -

Repayment of borrowings (3,317.30) (3,509.72) (4,070.03) (4,394.60) (4,649.15) (4,908.83) (5,562.12) (5,857.60) (6,256.45) (6,633.44)

Net cash inflow from financing activities (3,317.30) 6,490.28 (1,070.03) (4,394.60) (4,649.15) 91.17 (5,562.12) (3,857.60) (5,256.45) (6,633.44)

Total cash flows

Net increase in cash and cash equivalent held (7,819.52) (21,030.06) (9,662.62) 1,943.60 (445.80) 132.57 1,026.56 4,159.33 4,784.41 3,618.15

Opening cash and cash equivalents 131,845.00 124,025.48 102,995.42 93,332.80 95,276.40 94,830.60 94,963.17 95,989.73 100,149.06 104,933.47

Closing cash and cash equivalents 124,025.48 102,995.42 93,332.80 95,276.40 94,830.60 94,963.17 95,989.73 100,149.06 104,933.47 108,551.62



Statement of Changes in Equity


Asset revaluation surplus 000's 000's 000's 000's 000's 000's 000's 000's 000's 000's

Opening balance 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46

Net result na na na na na na na na na na

Increase in asset revaluation surplus - - - - - - - - - -

Internal payments made na na na na na na na na na na

Closing balance 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46 465,004.46

Retained surplus

Opening balance 976,391.65 1,008,343.08 1,016,314.64 1,023,465.69 1,036,626.79 1,047,981.28 1,060,580.11 1,073,661.52 1,088,840.55 1,106,538.05

Net result 31,951.43 7,971.56 7,151.05 13,161.10 11,354.49 12,598.83 13,081.41 15,179.03 17,697.51 18,516.61

Increase in asset revaluation surplus na na na na na na na na na na

Internal payments made - - - - - - - - - -

Closing balance 1,008,343.08 1,016,314.64 1,023,465.69 1,036,626.79 1,047,981.28 1,060,580.11 1,073,661.52 1,088,840.55 1,106,538.05 1,125,054.66

Total

Opening balance 1,441,396.11 1,473,347.54 1,481,319.10 1,488,470.15 1,501,631.25 1,512,985.74 1,525,584.57 1,538,665.98 1,553,845.01 1,571,542.51

Net result 31,951.43 7,971.56 7,151.05 13,161.10 11,354.49 12,598.83 13,081.41 15,179.03 17,697.51 18,516.61

Increase in asset revaluation surplus - - - - - - - - - -

Internal payments made - - - - - - - - - -

Closing balance 1,473,347.54 1,481,319.10 1,488,470.15 1,501,631.25 1,512,985.74 1,525,584.57 1,538,665.98 1,553,845.01 1,571,542.51 1,590,059.12



Key Financial Sustainability Metrics

-80%

-60%

-40%

-20%

-%

20%

40%

60%

80%

Jun-15A Jun-16A Jun-17B Jun-18F Jun-19F Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F

Net financial liability (%)

Net financial liabilities ratio DLGCRR—upper bound


Budget Forecast

Key financial sustainability metrics Target Jun-17B Jun-18F Jun-19F Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F

Operating surplus ratio 0% to 10% 5.2% 4.9% 4.2% 3.9% 4.6% 5.3% 5.6% 6.9% 8.7% 8.5%

3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

Asset sustainability ratio > 90% 108% 93% 93% 80% 92% 115% 91% 97% 105% 103%

3.0 2.0 2.0 1.0 2.0 3.0 2.0 3.0 3.0 3.0

Net financial liabilities ratio <= 60% -62% -39% -32% -36% -39% -38% -42% -47% -53% -58%

3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

Capacity to respond to

changing circumstances

The capacity to meet day-to-

day costs from operating

Operating Performance

Asset Sustainability

Fiscal Flexibility

Extent that infrastructure

assets are being replaced as

required


Budget 2016/2017 Supporting Information

Capital Projects 2016/2017



COMMITTEE RECOMMENDATIONS / NOTES

Minutes Of Meeting - Finance And Infrastructure Standing Committee: 14 June 2016

Finance and Infrastructure Standing Committee Meeting

MINUTES



Commenced at 9.00am


MINUTES – FINANCE AND INFRASTRUCTURE STANDING COMMITTEE MEETING HELD AT 9.00AM TUESDAY 14 JUNE 2016 IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, EMERALD OFFICE

PRESENTCouncillors Councillor (Crs) K. Hayes (Mayor), G. Godwin-Smith (Deputy Mayor / Chair) Councillors (Crs) M. Daniels, D. Lacey and C. Rolfe

OfficersChief Executive Officer S. Mason, General Manager Corporate Services J. Bradshaw, General Manager Infrastructure and Utilities G. Joubert, General Manager Commercial Services M. Webster, Coordinator Communications A. Ferris, Minute Secretary M. Wills

ObserversCr G. Nixon, Cr A. McIndoe, Cr P. Bell

APOLOGIESCr C. Brimblecombe

LEAVE OF ABSENCENil

CONFIRMATION OF MINUTES OF PREVIOUS MEETINGFinance and Infrastructure Standing Committee Meeting: 10 May 2016Resolution:Cr Hayes moved and seconded by Cr Rolfe “That the minutes of the previous Finance and Infrastructure Standing Committee Meeting held on 10 May 2016 be confirmed.”

FISC 2016 / 06 / 14 / 001 Carried (5-0)

Business Arising Out Of MinutesNil

Conflict of Interest, Personal Gifts and BenefitsNil


INFRASTRUCTURE AND UTILITIES’ SECTION

AttendanceProject Engineer G. Poll attended the meeting at 9.20am

Nogoa River Excavation Project Status Update and Managed Contract Business Case

Executive Summary:This report provides Council with a status update on the Nogoa River Excavation project, including currenttender process, grant funding extensions of time, statutory approvals and permits as well as budgetestimates to complete all works. The report further includes a business case comparing and identifyingboth risks and benefits for the currently open tender contract, as well as a direct managed delivery optionwith a Panel of Providers established from the local contractors registered on the Council 360 CentralSupplier Register to deliver works under a performance contract arrangements.

Resolution:Cr Rolfe moved and seconded by Cr Hayes “That Central Highlands Regional Council Finance and Infrastructure Standing Committee:

1. Recommend that the Nogoa River Excavation project Sites 2, 3, 10 and 11 be delivered through open tender contract;

2. Refer the budget request for the additional $1,200,000 to complete works on Sites 2, 3, 10 and 11, for consideration in the 2016/17 Capital Works Budget as a priority. Further that Council seek funding to offset the cost of the additional expenditure from the Queensland and/or Australian Government;

3. Refer the remaining $3,000,000 budget request for the remaining Sites 4, 9a, 1, 5, 6, 7 and 8 to the 2016/17 Capital Works Budget for consideration contingent on funding being provided by the Queensland and/or Australian Governments; and

4. Give consideration to delivering the remaining future works by direct managed contracts under a Panel of Providers arrangement.”

FISC 2016 / 06 / 14 / 002 Carried (5-0)

AttendanceProject Engineer G. Poll left the meeting at 10.11amManager Technical Services S. Ripper attended the meeting at 10.12am

Emerald Airport Intersection Works Tender Recommendation

Executive summary:Central Highlands Regional Council is required, by Department of Transport and Main Roads as a concurrence agency, to upgrade the intersection of the Emerald Airport Access Road and Gregory Highway as part of their development conditions. The design is complete and tenders for construction have closed with a contractor recommended.



New Street Road Works Tender Recommendation

Executive summary:The Emerald Flood Mitigation Project has identified the need to raise New Street to above the 2010/11 flood levels to provide an evacuation route for residents and businesses trapped in South Emerald during a flood event of this magnitude.

Tenders were called for the road works and closed early May 2016. This report recommends acceptance of a tenderer as preferred and delegation of acceptance within budget to Council Officers.

Resolution:Cr Daniels moved and seconded by Cr Rolfe “That the Central Highlands Regional Council Finance and Infrastructure Standing Committee confirm:

1. Simon Contractors Pty Ltd as the Preferred Contractor for the New Street Road Works - Tender Request for Tender 2016T091C; and

2. Acceptance of the tender of Simon Contractors Pty Ltd for the for the New Street Road Works - Tender Request for Tender 2016T091C works, subject to satisfactory completion of final tender clarifications and negotiations.

FISC 2016 / 06 / 14 / 003 Carried (5-0)

AttendanceManager Technical Services S. Ripper left the meeting at 10.22amManager Water Utilities P. Manning attended the meeting at 10.22am

Water Utilities Water Main Replacement Program

Executive summary:A ten year water main replacement program will be developed over the next twelve months. This will be based on current information available from Assetic (the asset management database) and maintenance records.


AttendanceManager Water Utilities P. Manning left the meeting at 10.30am

AdjournmentThe meeting was adjourned at 10.31am for morning tea.The meeting resumed at 10.53am. Cr Rolfe did not return to the meeting.Manager Infrastructure J. Akers attended the meeting at 10.53am

Costs of Creating and Maintaining a Sealed Road versus an Unsealed Road

Executive summary:The Central Highlands Regional Council is the fourth largest council in Queensland by virtue of rural road network. With approximately seventy five percent of the councils rural road network being unsealed, the real cost of upgrading a rural road from unsealed to sealed is one of the key considerations when considering any proposed upgrade.



Ten Year Roads Investment Program Strategy Discussion Paper

Executive summary:The Central Highlands Regional Council has ownership and stewardship of a vast transport network. The strategic investment into the network is a must for consideration, not just within the next ten years but beyond.


AttendanceCr Daniels left the meeting at 11.51amManager Infrastructure J. Akers left the meeting at 11.52amManager Asset Management M. Gatt and Manager Information Services A. Jurd attended the meeting at 11.52amCr Daniels returned to the meeting at 11.52am

CORPORATE SERVICES’ SECTION

Asset Management Policy and Asset Management Strategy

Executive summary:Asset Management is critical to managing the business of Council and its service delivery to the community. The Asset Management Policy and the Asset Management Strategy are part of the broader Asset Management framework that provides information to allow Council to make better informed decisions on the services council delivers through the assets it creates and maintains.

Resolution:Cr Hayes moved and seconded by Cr Daniels “That Central Highlands Regional Council approve the Asset Management Policy and the Asset Management Strategy as presented.”

COUNCIL POLICY

Asset Management PolicyPOLICY NUMBER: [automated #] DEPARTMENT: Corporate ServicesEFFECTIVE DATE: 01 JULY 2016 UNIT: Asset Management


This policy:

Specifies Central Highlands Regional Council’s overarching intentions and guiding principles for asset management.

Complies with the National Asset Management and Planning Framework as agreed by all State and Territory Planning Ministers in May 2009.


Informs Council’s strategic asset management planning and enables the development and implementation of long term Asset Management Plans.

Includes requirements for commitment to funding infrastructure renewal, legislative compliance and to the continual improvement of Council’s asset management performance.

Asset Management at Council is the combination of management, financial, economic and technical practices applied to physical assets, with the objective of meeting the required levels of service in the most cost-effective and fit for purpose manner.

This policy applies to all physical assets owned or controlled by Council, however in keeping with the Queensland State Government’s requirements, the initial focus will be given to Council’s long life infrastructure assets. Therefore the physical asset classes covered by this policy are categorised as followed:

Transport (Roads, Bridges & Major Culverts) Flood Mitigation & Drainage Water and Sewage Infrastructure Buildings Pathways Site Improvements Land Plant & Vehicles

Note: This policy does not include intangible assets, people, intellectual property and financial instruments.

2.0 Reference

Local Government Act 2009Local Government Regulation 2012Non-Current Asset Accounting PolicyProject Decision Framework PolicyBudget Policy

3.0 Definitions

CEO refers to Chief Executive Officer

Council refers to Central Highlands Regional Council



Asset shall mean an item that has potential or actual value to an organisation.

Asset Life Cycle refers to the life of an asset, beginning with the establishment of a need for it, through its acquisition, operation and any maintenance or upgrading, to its disposal.

Asset Management refers to the systematic approach to manage assets through all lifecycle phases. This involves applying a combination of engineering, financial and other technical practices to the management of infrastructure; costs; opportunities; risks; and performance.



Council acknowledges that assets (particularly infrastructure assets) support its core business of delivering services to the Central Highlands community. The Central Highlands Regional Council is committed to ensuring that infrastructure and services are provided in a sustainable manner, with appropriate levels of service to residents and visitors. Council is committed to the adoption of sound asset management practices and processes which will significantly contribute to the achievement of the regions vision.Significant and on-going expenditure is required to maintain existing infrastructure and it is important that Council employs high-level asset management skills and practices to ensure that its asset-intensive services are delivered economically and sustainably.

Council is also committed to managing its assets from a ‘whole of life’ perspective in accordance with recognised industry practice. Council recognises the need to establish an appropriate balance between the creation of new assets and the maintenance of its existing asset base. This includes reducing the gap between current expenditure on infrastructure maintenance and renewal and the level of expenditure required to ensure on-going infrastructure sustainability. This will require the integration of Council’s asset management plans with its long term community and financial plans and the consideration of total life cycle costs for new or enhanced services. Furthermore, Council recognises that levels of service need to be set via a process that balances the community’s needs and expectations with Council’s ability to fund both now and in the future.In view of the above Council aspires to the following:

“To develop and maintain asset management governance, skills, processes, technology and data in order to provide the desired level of service for present and future customers in the most cost effective and fit for purpose manner”

Asset Custodians must adhere to asset management principles that are classified according to the four domains as illustrated in Table 1.

Table 1

Asset Management Domain

Guiding Principles

Accountability andDirection

The management of assets aligns with the Council’s vision and conforms to corporate policy, strategy and plans for the provision of asset based services to the community.

An enterprise first, multi-disciplinary and consistent approach is taken to asset management in accordance with Council’s Asset Management Framework.

Accountability for the management of Council owned or controlled assets is unambiguous, accepted and met.

Asset management industry standards are used where appropriate and adapted if necessary to maintain organisational consistency.

Asset InformationManagement

Asset information is managed in accordance with Council’s information management and asset management standards and policies.

Assets under the control of Council are identified and recorded in a register with the level of detail and accuracy being based on:

1) Statutory requirements; and then2) Risk management requirements; and then3) Cost/benefit.

Statutory requirements for external reporting are met (as a minimum).


Asset Management Domain

Guiding Principles

LifecycleManagement

Assets are managed from a whole-of-life perspective (i.e. from planning and design to disposal).

Assets are managed to achieve the lowest possible whole-of-life cost whilst controlling exposure to risk and loss of service.

Assets are managed in support of the development of sustainable communities and are capable of adapting to changing environmental and social conditions.

Statutory requirements for asset management planning are met (as a minimum).

Service LevelManagement

A planned approach is taken to the impacts of growth and demographic change through demand management and asset investment using an agreed growth and demographic model.

Current and desired levels of service are defined for asset based services that consider: community expectations; legislative and technical requirements; the cost of service and economic, environmental and social sustainability.

Council is committed to funding infrastructure renewal requirements stated in the annually updated Total Asset Management Plan, to ensure the sustainability of the Region’s infrastructure base.

Investment decisions for new/upgraded infrastructure will consider whole-oflife costs, including specifying additional annual operations and maintenance costs as part of the defined approval process.

5.0 Policy Review




This policy is nominated to be reviewed on: ____________

FISC 2016 / 06 / 14 / 004 Carried (4-0)

Asset Management Plans

Executive summary:Asset Management is critical to managing the business of Council and its service delivery to the community. The Total Asset Management Plan (TAMP) and the individual class Asset Management Plans (AMP’s) are a requirement of section 104 of the Local Government Act (2009) and sections 167 and 168 of the Local Government Regulation (2012).

The TAMP and AMP’s are key strategic documents that support decision making and are reviewed by external bodies such as the Queensland Audit Office and the Queensland Treasury Corporation in regard to Council’s long term financial planning and sustainability.


Resolution:Cr Lacey moved and seconded by Cr Daniels “That Central Highlands Regional Council approve the Total Asset Management Plan and individual class Asset Management Plans as presented.”

FISC 2016 / 06 / 14 / 005 Carried (4-0)

Information, Communications and Technology Strategy and Corporate Software Review

Executive summary:The purpose of this report is to outline actions that are to be taken after a review of councils current Information, Communications and Technology (ICT) Strategic Plan and associated project priorities.

The outcome from this review saw recommendations on how and what could be achieved in the short, medium and long term to improve the overall use of services being provided by Information Services to the further benefit of the greater organisation and to then look to restructure the current strategic plan to suit.

In reviewing these priorities it is clear that many of the existing projects looking to be undertaken were based on finding solutions to either problems that exist in the current Corporate Software (Authority) or are looking to implement additional functionality that are either not available or is not considered a suitable solution based on current business requirements.

As a result, operational plan items have been identified and appropriate budget has been allocated in the upcoming 2016/17 financial year for the relevant scoping of requirements and associated market engagement to review replacement options of our current Corporate Software.


AttendanceManager Asset Management M. Gatt and Manager Information Services A. Jurd left the meeting at 12.26pm

AttendanceGeneral Manager Infrastructure and Utilities G. Joubert left the meeting at 12.35pm

COMMERCIAL SERVICES’ SECTION

Emerald Saleyards Coordination Committee

Executive summary:The Emerald Saleyards Coordination Committee is a reference group established as a forum for communication on matters relating to the Emerald Saleyards. The role of the reference group is to provide a structured communication mechanism between Council, Saleyards Management and Staff, Emerald Livestock Association, Agforce and other relevant stakeholders.

Resolution:Cr Lacey moved and seconded by Cr Hayes “That Central Highlands Regional Council Finance and Infrastructure Standing Committee endorse Councillor/s Rolfe, Nixon and Daniels to represent Council on the Emerald Saleyards Coordination Committee with Cr Rolfe as the chair.”

FISC 2016 / 06 / 14 / 006 Carried (5-0)


AttendanceGeneral Manager Infrastructure and Utilities G. Joubert returned to the meeting at 12.37pm

National Saleyards Expo Bendigo 2016

Executive summary:The National Saleyards Expo will be held in Bendigo from Tuesday 26 to Thursday 28 July 2016.

The conference program for the Australian Livestock Markets Association National Saleyard Expo program will include topics such as operational challenges, technology, modernisation and animal welfare standards and guidelines.

Resolution:Cr Hayes moved and seconded by Cr Lacey “That Central Highlands Regional Council Finance and Infrastructure Standing Committee endorse Councillor Rolfe to attend the National Saleyards Expo which is to be held in Bendigo from 26 to 28 July 2016.”

FISC 2016 / 06 / 14 / 007 Carried (5-0)

Airport Advisory Committee

Executive summary:The development of the Central Highlands Regional Council – Airport Advisory Committee was to enable Council to engage and consult with Airport users and stakeholders. To ensure sound governance principles support the function of an Advisory Committee, a Terms of Reference document has been developed and adopted by Council on 9 March 2016.

Resolution:Cr Daniels moved and seconded by Cr Hayes “That Central Highlands Regional Council Finance and Infrastructure Standing Committee:

1. Approve the continuation of the Airport Advisory Committee; and

2. Appoint a Councillor Lacey and Bell to the Airport Advisory Committee with Cr Lacey to be nominated as the chairperson to the Committee.”

FISC 2016 / 06 / 14 / 008 Carried (5-0)

Australian Airports Association National Conference – Canberra – 21 to 25 November 2016

Executive summary:The Australian Airports Association National Conference 2016 will be held in Canberra from Tuesday 21 to Friday 25 November 2016.

Resolution:Cr Daniels moved and seconded by Cr Hayes “That Central Highlands Regional Council Finance and Infrastructure Standing Committee endorse Councillor Lacey to attend the Australian Airports Association National Conference which is to be held in Canberra from 21 to 25 November 2016.”

FISC 2016 / 06 / 14 / 009 Carried (5-0)

Commercial Services Business Activities


Executive summary:As part of Council’s previous strategy meeting annual cycle, a report on the Commercial Services BusinessActivities of Airport, Saleyards and Quarry was scheduled in June 2016 for presentation to Council. Thisreport outlines achievements and improvements within these respective businesses in 2015/16 andproposed improvements in 2016/17.


GENERAL BUSINESS(Verbal matters raised by Councillors either as a question, acknowledgement and or additional follow-up by officers)

Nil

CLOSURE OF MEETING

There being no further business, the Chair closed the meeting at 1.02pm

CONFIRMED

CHAIR

DATE


Minutes Of Meeting - Leadership And Governance Standing Committee Meeting: 15 June 2016

Leadership and Governance Standing Committee Meeting

MINUTES


Wednesday 15 June 2016

Commenced at 9.00am


MINUTES – LEADERSHIP AND GOVERNANCE STANDING COMMITTEE MEETINGHELD AT 9.00AM WEDNESDAY 15 JUNE 2016 IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, EMERALD OFFICE

PRESENTCouncillors Councillor (Crs) K. Hayes (Mayor), D. Lacey (Chair) Councillors (Crs) A. McIndoe, G. Nixon

OfficersChief Executive Officer S. Mason, Executive Manager Governance M. Uren, General Manager Communities B. Duke, Coordinator Communications A. Ferris, manager Organisational Development A. Grant, Coordinator Governance and Safety L. Fry, Manager Communities L. Lankowski, Coordinator Customer Service R. Brosnan and Minute Secretaries M. Wills and S. Tomelty

ObserversNil

APOLOGIESCouncillors (Crs) C Brimblecombe, C Rolfe

Resolution:Cr Nixon moved and seconded by Cr McIndoe “That an apology for Cr Brimblecombe and Cr Rolfe for today’s meeting as previously granted.”

LGSC 2016 / 06 / 15 / 001 Carried (4-0)

LEAVE OF ABSENCENil

CONFIRMATION OF MINUTES OF PREVIOUS MEETINGLeadership and Governance Standing Meeting: 11 May 2016Resolution:Cr Nixon moved and seconded by Cr McIndoe “That the minutes of the previous Leadership and Governance Standing Committee Meeting held on 11 May 2016 be confirmed.”

LGSC 2016 / 06 / 15 / 002 Carried (4-0)


Outstanding Meeting ActionsNil



COMMUNITIES

Customer Service Performance Report

Executive summary:Central Highlands Regional Council is committed to providing quality customer service in accordance with Council's Customer Service Charter. This report provides information with respect to Council's Customer Service Charter, Council's performance to date and the progress of projects aimed at improving this performance.


AttendanceGeneral Manager Communities B. Duke, Manager Communities L. Lankowski and Coordinator Customer Service R. Brosnan left the meeting at 9.48am.

GOVERNANCE SECTION

Review of the Attendance Policy and Standing Orders

Executive summary:Standing Orders supplement the statutory requirements prescribed in Chapter 8, Part 2 of the Local Government Regulation 2012 by providing standard processes to be observed at local government meetings and are able to be suspended at any time by council resolution. Standing Orders provide a comprehensive guide for the conduct of meetings of the local government and the committees of the local government.

The Standing Orders attached to this report have been amended to include the content of the current Attendance Policy of Elected Members and Terms of Reference to clarify the role of the Standing Committees. Additionally, a request to amend the Standing Orders in relation to mobile phone usage has been incorporated to include mobile phones being switched to silent during Council meetings.

Resolution:Cr Hayes moved and seconded by Cr McIndoe “The Central Highlands Regional Council Leadership and Governance Standing Committee recommend to Council:

1. That the Standing Orders Policy be adopted, as amended incorporating content from the Attendance Policy of Elected Members and the Terms of Reference of the Standing Committees; and

2. That the “Attendance Policy of Elected Members” shall be repealed. ”

LGSC 2016 / 06 / 15 / 003 Carried (4-0)


Adjournment The meeting was adjourned at 10.37 for morning tea.The meeting resumed at 10.53am.Chief Executive officer S. Mason and Coordinator Communications A. Ferris did not return to the meeting.


Nil

CLOSED SESSION

Into Closed SessionResolution Cr Nixon moved and seconded by Cr McIndoe “That Council close its meeting to the public in accordance with Section 275 (1)(h) of the Local Government Regulation 2012 that Council staff involved in the closed discussions remain in the room.”

LGSC 2016 / 06 / 15 / 004 Carried (4-0)

The meeting was closed at 10.54am

Organisational Development Strategic PlanSeechange proposal for Councillor Workshops

Attendance Cr Nixon left the meeting at 11.46am and did not return.

Status on Drug and Alcohol Policy

Out of Closed SessionResolution Cr Hayes moved and seconded by Cr McIndoe “That the meeting now be re-opened to the public.”

LGSC 2016 / 06 / 15 / 005 Carried (3-0)

The meeting was opened at 12.17pm


Organisational Development Strategic Plan

Executive summary:The inaugural Organisational Development Strategic Plan 2016-2020 (Draft) is attached for consideration, direction and feedback by the Leadership and Governance Standing Committee.

A long term strategic plan covering all aspects of workforce management has not been previously prepared by the organisation and this plan attempts to put in place a focused approach in connecting values, culture, people, and organisational planning and performance across Council.

This plan is also intended to guide the development of a more flexible and highly skilled workforce and commits Council to a workplace environment that supports, affirms and equips employees as they prepare to meet the service delivery challenges and changes that lie ahead. It will assist Council in opening up new opportunities for all staff, both in customer facing, service delivery and support functions.


Seechange Proposal for Councillor Workshops

Executive summary:The proposed 2016 Councillor Induction Program, First Quarter Timetable at a Glance, tentatively scheduled a 2 x 2 day Councillor and Executive Leadership Team workshop towards the end of the induction program to work with SeeChange Consulting on building a high performance team.

The objectives set out in the Councillor Induction Program were to provide Council and the Executive Leadership Team with:

a personal insight into team preferences in the context of the individual and combined teams; an appreciation of the unique offerings each team member can make while working together; and a process for achievement while working together on strategic issues.

This report provides information on SeeChange Consulting, the proposed program and costs associated with delivery of the program for consideration by the Committee for inclusion in the Councillor Induction Program.

Resolution: Cr Hayes moved and seconded by Cr McIndoe “The Central Highlands Regional Council Leadership and Governance Standing Committee requested that two further proposals are sourced for the Councillor and Executive Leadership Team workshops for Councils consideration.”

LGSC 2016 / 06 / 15 / 006 Carried (3-0)

Status on Drug and Alcohol Policy

Executive summary:Council is committed to a process of continuous improvement which includes the ongoing review of all policy documents. To ensure ongoing compliance with relevant legislations, the Fitness for Work Policy and Procedure documents have been reviewed to ensure that they are valid, current and support Council’s operational goals.


Resolution: Cr Hayes moved and seconded by Cr McIndoe “The Central Highlands Regional Council Leadership and Governance Standing Committee refer to Council the Fitness for Work Policy for consideration.”

LGSC 2016 / 06 / 15 / 007 Carried (3-0)

CLOSURE OF MEETING

There being no further business, the Chair closed the meeting at 12.20pm

CONFIRMED

CHAIR

DATE


Minutes Of Meeting - Communities Standing Committee Meeting: 28 June 2016

Communities Standing Committee Meeting

MINUTES



Commenced at 9.03am


MINUTES – COMMUNITIES STANDING COMMITTEE MEETING HELD AT 9.03AM TUESDAY 28 JUNE 2016 IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, EMERALD OFFICE

PRESENTCouncillors Councillor (Crs) K. Hayes (Mayor), C. Brimblecombe (Chair)Councillors (Crs) P. Bell AM, M. Daniels, G. Godwin-Smith (Deputy Mayor) G. Nixon

OfficersChief Executive Officer S. Mason, General Manager Communities B. Duke, Coordinator Communications A. Ferris, Minute Secretary M Wills and K. Stephenson

Observers

APOLOGIESNil

LEAVE OF ABSENCENil

CONFIRMATION OF MINUTES OF PREVIOUS MEETINGCommunities Standing Committee Meeting: 24 May 2016Resolution:Cr Hayes moved and seconded by Cr Godwin-Smith “That the minutes of the previous Communities Standing Committee Meeting held on 24 May 2016 be confirmed.”

CSC 2016 / 06 / 28 / 001 Carried (5-0)


Outstanding Meeting ActionsNil



AttendanceManager Planning and Environment P. Jeston and AECOM consultants B. McMaster and S. Robertson attended the meeting at 9.05amCr Bell attended the meeting at 9.32amCr Daniels left the meeting at 9.53amCr Daniels returned to the meeting at 9.54amMayor Hayes left the meeting at 10.43amMayor Hayes returned to the meeting at 10.50am

COMMUNITIES’ SECTION

Waste Strategy Update – Presentations by Manager Planning and Environment And Aecom

Executive summary:On 24 February 2016 Council adopted the Waste Reduction and Recycling Plan 2016-2026 (Waste Strategy). This covering report will introduces two (2) PowerPoint presentations. The first being by the Manager Planning and Environment, Phil Jeston on existing facilities and progress matters since the adoption the plan. The second presentation will be undertaken to AECOM, Council’s consultants with respect to the feasibility study towards the establishment of centralised waste facility.

Considered by Council

AttendanceManager Planning and Environment P. Jeston and AECOM consultants B. McMaster and S. Robertson left the meeting at 11.00am.

Minutes – Central Highlands Arts and Cultural Advisory Committee (CHACAC) and Regional Development Fund Applications

Executive summary:The Regional Arts Development Fund (RADF) Program has four primary application rounds in February, May, August and November annually. Applications were recommended for approval by the Central Highlands Arts and Cultural Advisory Committee (CHACAC) and then endorsed by Central Highlands Regional Council. The CHACAC held a meeting on Thursday 2 June 2016 and the following applications and strategic initiatives projects were recommended for approval in the May round 2015/16 financial year. Applications and Strategic Initiative projects:

The Emerald Patchwork Group requested - $858 Rubi Recycled Art Cardboard mazes for artist precinct in Emerald and Blackwater - $3,683 Blackwater Film Workshop - $3,000 Queensland Ballet - $2,500 Museum Projects – Rainworth Fort Committee Significant Assessment - $7,450 and Capella

Pioneer Village- Significant Assessment - $7,450 Drumming Workshops - $5,000 Art Group Resource kits - $2,400.00 Any remaining funds to be assigned to Mosaic table tops for the Arts precinct area - $7,000 plus.


Resolution:Cr Bell moved and seconded by Cr Nixon “That the Central Highlands Regional Council Communities Standing Committee recommend that Council endorse the minutes of the Central Highlands Arts and Cultural Advisory Committee (CHACAC) held on 2 June 2016.”

CSC 2016 / 06 / 28 / 002 Carried (6-0)


Cr Godwin-Smith suggested that the Arts and Cultural Strategy be presented to Council.

CLOSURE OF MEETING

There being no further business, the Chair closed the meeting at 11.04am.

CONFIRMED

CHAIR

DATE


COMMUNITIES

Rescinding Of Non-Resident Workforce Accommodation Policy

General Council Meeting

12 July 2016

DP/PJ

1

EXECUTIVE SUMMARY:

A review was undertaken of the Council’s Policy Statement on Non-Resident Workforce Accommodation, which was adopted by Council on 13 February 2013. The policy establishes guidelines for the regulation of non-resident workforce accommodation across the Central Highlands area. The policy ensures that proposals are appropriately located, designed and serviced to mitigate adverse impacts on the local community, amenity, aesthetics, character or infrastructure and to maximise community benefit.

This policy is now effectively redundant as the provisions for non-resident workforce accommodation are now incorporated into the Central Highlands Regional Council Planning Scheme 2016. Due to the legislative hierarchy, the Central Highlands Regional Council Planning Scheme 2016 overrides Council’s policy. As a consequence, Council’s Policy Statement on Non-Resident Workforce Accommodation should be rescinded to avoid confusion for the development industry and community as to which document prevails.

RECOMMENDATION:

That Central Highlands Regional Council:

1. Rescind the Council Policy Statement - Non-Resident Workforce Accommodation Policy on the basis that provisions contained in the policy are superseded by provisions contained in the new Central Highlands Regional Council Planning Scheme 2016; and

2. Adjust the delegation schedule to confirm that all applications for Non-Resident Workers Accommodation are to be decided by the elected Council, with no delegations applicable to this form of development.

INTRODUCTION

Council at its meeting held on 13 February 2013 resolved to adopt the policy statement, Non Resident Workforce Accommodation Policy. The purpose of the policy is to establish guidelines for the regulation of non-resident workforce accommodation across the whole Central Highlands local government area. The policy seeks to ensure that proposals are appropriately located, designed and serviced to mitigate adverse impacts on the local community, amenity, aesthetics, character or infrastructure and to maximise community benefit.

It is understood that the policy statement was developed to afford Council a greater measure of control over the location, form, operation and impact of non-resident workforce accommodation proposals. The policy also provides that all applications for non-resident workforce accommodation are to be decided by the elected Council, with no delegations applicable to this form of development.


BACKGROUND:

The new Central Highlands regional Council Planning Scheme 2016 commenced on 4 March 2016. The planning scheme provides that development for non-resident workforce accommodation is impact assessable in all zones. Accordingly, all development proposals for non-resident workforce accommodation now need to be assessed against the whole planning scheme, including the strategic framework, zone and development codes. This is significant because the strategic framework component of the planning scheme contains provisions which require an applicant to demonstrate that there is a legitimate need for the proposal, that the proposal will not detrimentally impact on the economy of the wider community and will not have a negative social impact. The strategic framework seeks to limit non-resident workforce accommodation in rural areas to the construction phase of projects and contains requirements regarding cessation of the use, rehabilitation and adaptive re-use. Accommodation must be of high quality and provide a safe and functional living environment for residents. The strategic framework mapping also contains locational guidance as to the appropriate locations for non resident workforce accommodation. The new Central Highlands Regional Council Planning Scheme 2016 non-resident workforce accommodation code purpose, overall outcomes and assessment criteria are more appropriate and comprehensive than those contained in the existing policy. In addition, the current policy requires all development applications for non-resident workforce accommodation to be decided by the elected Council. To ensure that this policy element remains in place, it is recommended that Council adjust the delegations to confirm that all development for non-resident workforce accommodation will be decided by the elected Council.

COMMENT:

The new Central Highlands Regional Council Planning Scheme 2016 provisions override Council’s policy in the hierarchy of planning instruments and policy under the Sustainable Planning Act 2009. As a consequence, Council’s policy is effectively redundant and should be rescinded to avoid confusion for the development industry and community as to which document prevails.

CONSIDERATIONS: (Compliance/Risk Management)

Statutory:Rescinding the policy will strengthen Council’s ability to determine more appropriate locations for non-resident workforce accommodation and afford Council a greater measure of control over the siting, design and operation of this form of development.

Policy:Rescinding the policy will lead to greater certainty regarding the location, siting, design and operation of Non-Resident Workforce Accommodation.

Financial: Nil

Social:Improved development outcomes with respect to Non-Resident Workforce Accommodation should result in greater community cohesion.

Corporate Plan:Links to Outcome 4 – Protecting our People and our Environment. Assists in meeting our Strategic focus to support the region’s growth through integrated well-planned development.


RISK MANAGEMENT ASSESSMENT:This risk management analysis pertains to the context of Council supporting the recommendation and implementing same.

Operational:The risk of not rescinding the Policy statement is that applicants may seek to exploit policy inconsistencies between the current policy statement and the new Central Highlands Regional Council Planning Scheme 2016.

Strategic:Rescinding policy will clarify to potential applicants that the new Central Highlands Regional Council Planning Scheme 2016 contains more comprehensive provisions on the strategic direction and standards applicable to all new applications for non-resident workforce accommodation.

Reputation:Provides a positive message to the community that Council now has strengthened provisions relating to the location, design and operation of non-resident workforce accommodation.

Project:Not applicable.

Political:Support from community members who are concerned with the development of non-resident workforce accommodation.

Environmental:Council will have an increased measure of control over the location, siting and design of non-resident workforce accommodation because of the more comprehensive strategic planning policy and development assessment provisions contained in the new Central Highlands Regional Council Planning Scheme 2016.

CONSULTATION / ENGAGEMENT:

It is suggested that the extensive community engagement and consultation undertaken as part of the development of the new Central Highlands Planning Scheme 2016 has made the community aware of Council’s more robust policy approach to non-resident workforce accommodation.

WHOLE OF LIFE:

Not applicable

OPTIONS:

1. Retain the existing policy and rely on Development and Planning staff to explain the hierarchy of planning documents to prospective applicants and the community.

2. Rescind the existing policy and rely on the new Central Highlands Planning Scheme 2016 to more effectively regulate the location, siting and design of Non-Resident Workforce Accommodation.


CONCLUSION:

The non-resident workforce accommodation strategic framework themes and elements, code purpose and overall outcomes and assessment criteria contained in the new Central Highlands Regional Council Planning Scheme 2016 are more appropriate and comprehensive than those contained in the existing policy.

The new Central Highlands Regional Council Planning Scheme 2016 provisions override Council’s policy in the hierarchy of planning instruments under the Sustainable Planning Act 2009. As a consequence, Council’s policy is effectively redundant and should be rescinded to avoid confusion for the development industry and community as to which document prevails.

It is further recommended that Council adjust its delegations to ensure that it is explicit that all applications for non-resident workforce accommodation are to be decided by the elected Council.

ATTACHMENTS:

Policy Statement - Non-Resident Workforce Accommodation

Damian PearsonActing Coordinator Development and Planning

Phil JestonManager Planning and Environment

Non-Resident Workforce Accommodation Policy Page 1 of 8

POLICY STATEMENT NUMBER:

TITLE: NON-RESIDENT WORKFORCE ACCOMMODATION POLICY

SECTION AND POSITION:

Community & Development Services Department Planning & Development Services Section

RELEVANT LEGISLATION:

Sustainable Planning Act 2009

PURPOSE: The purpose of this policy is to establish guidelines for the regulation of Non-Resident Workforce Accommodation within the Central Highlands Regional Council local government area to ensure that these proposals are appropriately located, designed and serviced to mitigate any adverse impacts upon the local community, amenity, aesthetics, character or infrastructure and maximise community benefit.

SCOPE: This Non-Resident Workforce Accommodation Policy applies to all non-resident workforce accommodation developments proposed to be located within the Central Highlands Regional Council local government area including accommodation for the resource, rural, commercial and industrial sectors, the construction industry and Local, State and Commonwealth Governments. This Policy should be read in conjunction with the planning instruments in force within the Central Highlands Regional Council local government area, including any temporary local planning instruments, the Central Highlands Regional Council Strategic Framework, and all other relevant legislation. This Policy should also be read in conjunction with Urban Land Development Authority Guideline No. 03, titled “Non-resident worker accommodation: Guideline for locating and designing high quality accommodation facilities” dated July 2012.

DEFINITIONS: In this Policy the following definitions apply: Non-Resident Workforce Accommodation

Premises used to provide accommodation for non-resident workers. The use may include provision of recreational and entertainment facilities for the exclusive use of residents and their visitors. Examples include:


Central Highlands Regional Council Policy Statement Policy Statement: Non-Resident Workforce Accommodation Policy


Contractor’s camp, construction camp, single person’s quarters, temporary workers accommodation.

Planning Scheme a Planning Scheme adopted and in use within the Central Highlands Regional Council local government area. Current (legacy) Planning Schemes are as follows:

• Bauhinia Shire Planning Scheme (Amendment No. 1 – 2011);

• Duaringa Shire Planning Scheme (Amendment No. 1 – 2011);

• Emerald Shire Planning Scheme (Amendment No. 2 – 2011); and

• Peak Downs Shire Planning Scheme (Amendment No. 1 – 2011).

Community the residents of the Central Highlands Regional Council local government area.

Council the Central Highlands Regional Council.

Urban Area land located within the towns of Emerald, Blackwater, Springsure, Tieri, Capella, Bluff, Dingo, Anakie, Comet, Rolleston, Bauhinia and Duaringa not contained within a rural zone within the Planning Scheme.

Rural Area Land located within a rural zone within the Planning Scheme.

Demonstrated Need Evidence of the need for the Non-Resident Workforce Accommodation to be located in the area, including consideration of economic, social and environmental factors.

Non-Resident Workers Workers who reside in areas for extended periods when employed on projects directly associated with resource extraction, major industry, major infrastructure or rural uses, but have a permanent place of residence in another area. This includes workers engaged in fly-in/fly-out or drive–in/drive-out arrangements.

POLICY:

POLICY GUIDELINES Overview Central Highlands Regional Council acknowledges that there are circumstances such as remoteness, common need, seasonal employment and limited lifespan of projects which require Non-Resident Workforce




Accommodation to be provided. Council supports well designed and located Non-Resident Workforce Accommodation, where compliant with the following outcomes:

1. Non-Resident Workforce Accommodation must be in response to a demonstrated need and address any detrimental social or economic impact;

2. The location of Non-Resident Workforce Accommodation must avoid conflict with adjoining or nearby land uses and must not prejudice the orderly implementation of Council’s plans for growth and development as identified within its Planning Scheme, the Central Highlands Regional Council Strategic Framework (as adopted on 31 October 2012), or Council infrastructure delivery;

3. Non-Resident Workforce Accommodation must be able to provide a safe and functional living environment for its occupants taking into account the potential impact from surrounding land uses which may adversely impact amenity;

4. Non-Resident Workforce Accommodation must ensure a high level of residential amenity for its occupants and achieve best practice with respect to emergency site management, Water Sensitive Urban Design (WSUD), Crime prevention through environmental design (CPTED) and ecological sustainable design.

Non-Resident Workforce Accommodation will not be supported where there are alternative development opportunities available within an Urban Area to accommodate the increasing demand for accommodation. Council seek to encourage housing choice within its Urban Areas through the delivery of a range of housing types to meet the varied needs of all future residents. Non-Resident Workforce Accommodation located within or in close proximity to an Urban Area must be of a high quality design that is consistent with the amenity and built form of the surrounding environment, responsive to the character of the local area and must also feature either an adaptive reuse strategy or a close out rehabilitation plan for the site. To remove any doubt Council promotes the integration of Non-Resident workers into the community through a variety of housing means including, within a range of housing types including single detached dwellings, units and townhouse developments, and encourages proponents of Non-Resident Workforce Accommodation to invest in the provision of additional housing in these forms to serve the needs of their proposals as an alternative, or in addition to the provision of Non-Resident Workforce Accommodation.




Non-Resident Workforce Accommodation Preferred Location by Land Use Sector Land Use Sector Preferred Location Resource Sector

a) Coal industry; • Urban Area – integrated within nominated

towns in locations identified in the Central Highlands Regional Council Strategic Framework; or

• On a mining lease area associated with an active Coal Mining interest; or

• On land immediately adjacent to a mining lease area associated with an active Coal Mining interest.

Note:

1. All other locations are not preferred by Council without a demonstrated need to locate in the area, or demonstrated lack of appropriate alternatives.

2. Non-Resident Workforce Accommodation must not be located in an area that may alienate Good Quality Agricultural Land or Strategic Cropping Land.

b) Gas industry;

• Urban Area – integrated within nominated towns in locations identified in the Central Highlands Regional Council Strategic Framework; or

• On a gas exploration area associated with an active Gas Exploitation interest; or

• On land immediately adjacent to a gas exploration area associated with an active Gas Exploitation interest; or

• On land immediately adjacent to a gas infrastructure project associated with an active Gas Exploitation interest.

Note:



c) Other resource industries.


• On a mining lease area associated with an




active resource industry interest; or • On land immediately adjacent to a mining

lease area associated with an active resource industry interest.

Note:



Rural Sector (e.g. seasonal workforce for agriculture)


• On land subject to the primary and or agricultural production activities requiring the Non-Resident Workforce Accommodation; or

• On land immediately adjacent to the primary and or agricultural production activities requiring the Non-Resident Workforce Accommodation.

Note:


Public Works, Civil Works and Construction


• On land subject to the Public Works, Civil Works or Construction activities requiring the Non-Resident Workforce Accommodation; or

• On land immediately adjacent to the Public Works or Construction activities requiring the Non-Resident Workforce Accommodation.

Other (e.g. Emergency Accommodation, Education, Industry, etc.)

• Urban Area – integrated within nominated towns in locations identified in the Central Highlands Regional Council Strategic Framework.




Standard of Construction Council supports well designed and located Non-Resident Workforce Accommodation, with a high standard of construction and building materials.

1. Urban Area

For Non-Resident Workforce Accommodation located within an Urban Area, the proposal must be designed to integrate into the local community in terms of building form, character, density and amenity. Where a proposal intends to locate within an Urban Area for a period of two (2) or more years, a permanent construction outcome is strongly encouraged. These structures should be designed and constructed to promote and reflect the character and scale of the existing Urban Area and utilize building forms that are complementary and do not dominate the existing developments in the Urban Area. All Non-Resident Workforce Accommodation located within an Urban Area must be afforded an Urban standard of servicing as outlined within the Planning Scheme, including sealed car parking areas, access, landscaping, fencing, screening, reticulated water and sewerage and stormwater management systems. Council will give regard to Urban Land Development Authority Guideline No. 03 - “Non-resident worker accommodation: Guideline for locating and designing high quality accommodation facilities” (July 2012) when considering all applications for Non-Resident Workforce Accommodation within an Urban Area. Note: Council’s preference is for Non-Resident Workforce Accommodation proposed to be located in an Urban Area for two (2) or more years to comply with the Urban Land Development Authority Guideline No. 03 - “Non-resident worker accommodation: Guideline for locating and designing high quality accommodation facilities” (July 2012), and give regard to Principle 2.

2. Rural Areas

For Non-Resident Workforce Accommodation located within a Rural Area, the proposal must be designed to integrate into the local community in terms of building form, character, density and amenity. Non-Resident Workforce Accommodation structures should be designed and constructed to minimize impacts upon neighbouring lands and rural activities through the provision of appropriate buffers, setbacks and on-site servicing. All Non-Resident Workforce Accommodation located within a Rural




Area must be afforded an appropriate standard of servicing as outlined within the Planning Scheme, including appropriately designed and constructed car parking areas, access, water supply and on-site sewerage and stormwater management systems. Council will give regard to Urban Land Development Authority Guideline No. 03 - “Non-resident worker accommodation: Guideline for locating and designing high quality accommodation facilities” (July 2012) when considering all applications for Non-Resident Workforce Accommodation within a Rural Area. Note: Council requires a rehabilitation plan to be submitted in support of any applications for Non-Resident Workforce Accommodation in a Rural Area where not associated with rural pursuits on the land.

Occupancy of rooms within Non-Resident Workforce Accommodation Consistent with ULDA Guideline No. 3, Principle 2 “Non-resident worker accommodation adequately provides for occupants and has a high level of on-site amenity”, Council strongly believes that occupant comfort, safety and a sense of ‘home’ (while being away from home) are major considerations in the design and operation of Non-Resident Workforce Accommodation. While it is acknowledged that Non-Resident Workforce Accommodation often responds to high, uncertain and changeable accommodation demands arising from resource or other location based employment opportunities, Council considers that people who choose to stay in this accommodation have the right to individual privacy and comfort. Accordingly, Council will favourably consider applications for Non-Resident Workforce Accommodation that demonstrate best practice design for privacy (e.g. one key – one room), health, recreation, comfort, security, respite and overall amenity. Council is supportive of Non-Resident Workforce Accommodation that is designed and constructed to provide Non-Resident Workers a single room for the duration of their employment, and considers that this approach encourages a sense of community and ownership by these Non-Resident Workers. Note: To remove any doubt, Council does not support in any circumstance the practice of “hot bedding” whereby employees/contractors share a room for the duration of their shifts of employment. Development Assessment Process Development proposals in relation to Non-Resident Workforce Accommodation will be assessed on their individual merits in accordance with the Planning Scheme and relevant legislation. Council will give regard to this Policy, and other relevant documents including but not restricted to the Central Highlands Regional Council Strategic Framework and Urban Land Development Authority




Guideline No. 03 - “Non-resident worker accommodation: Guideline for locating and designing high quality accommodation facilities” (July 2012). In all instances applications for Non-Resident Workforce Accommodation will be decided by the elected Council, with no delegations applicable to this form of development.

ADOPTED: 13 February 2013

AMENDED:

DUE FOR REVISION:



Rescinding Of Amenity And Aesthetics: Oversized Sheds Policy


12 July 2016

DP/PJ

2

EXECUTIVE SUMMARY:

A review was undertaken of Council Policy No.00010 - Amenity and Aesthetics: Oversized Sheds. This policy was adopted by Council on 1 July 2015. The current policy applies to all sheds and associated structures proposed to exceed 200 square metres in gross floor area or 8.5 metres in height in certain urban residential and rural residential areas. The policy provides for an amenity and aesthetics assessment to be undertaken.

This policy is now effectively redundant as the provisions for oversized sheds are now incorporated into the Dwelling House Code within Central Highlands Regional Council Planning Scheme 2016. Due to the legislative hierarchy, the Central Highlands Regional Council Planning Scheme 2016 overrides Council’s policy. As a consequence, Council’s Policy No.00010 - Amenity and Aesthetics: Oversized Sheds should be rescinded to avoid confusion for the development industry and community as to which document prevails.

RECOMMENDATION:That Central Highlands Regional Council rescind Council Policy No.00010- Amenity and Aesthetics; Oversized Sheds on the basis that the provisions contained in the policy are superseded by the Dwelling House Code provisions in the new Central Highlands Regional Council Planning Scheme 2016.

INTRODUCTION

Council at its meeting held on 1 July 2015 resolved to adopt the policy Amenity and Aesthetics: Oversized Sheds. The purpose of the policy is to provide consistent guidelines with respect to applications to construct oversized sheds in certain locations within the local government area. The new Central Highlands Regional Council Planning Scheme commenced on 4 March 2016. It is timely to review existing planning policies to determine their relevance now that the new planning scheme is operational.

BACKGROUND:

The current policy applies to all sheds and associated structures proposed to exceed 200 square metres in gross floor area or 8.5 metres in height in certain urban residential and rural residential areas. Specifically, the policy has application over the following (now superseded) urban residential zones; Town zone (Rural residential, Residential and Residential accommodation precincts), Village and Gemfields zones. It should be noted that the policy only has application where no separate planning approval has been issued under a planning scheme. The policy provides for an amenity and aesthetics assessment to be undertaken. The assessment is undertaken against a number of measures intended to ensure that overshadowing, the scale and location of the shed or structure do not impact on the streetscape, visual amenity or on the amenity of adjoining properties.

COMMENT:


The new Central Highlands Regional Council Planning Scheme 2016 commenced on 4 March 2016. The planning scheme contains provisions designed to limit the size and height of sheds and structures within urban residential zones in the local government area. The extent of the geographical application of the policy and the new Central Highlands Regional Council Planning Scheme 2016 is similar, except for the High Density Residential zone where dwelling houses (and associated sheds and outbuildings) now require impact assessment. The new Central Highlands Regional Council Planning Scheme 2016 provides that sheds and associated structures are self-assessable development provided that the gross floor area does not exceed 100 square metres and the height of structures does not exceed 4.5 metres (Acceptable solutions 9.1 and 9.2). The planning scheme also includes other acceptable solutions aimed at ensuring that a dwelling house, shed and other structures do not exceed a maximum 50% site cover. The new Central Highlands Regional Council Planning Scheme 2016 further provides that sheds and structures that exceed the maximum size and height specified in the AO 9.1 and 9.2 of the acceptable solutions become code assessable against performance outcome 9 of Table 9.3.5.3.1. The code assessment required would be qualitative against this outcome which provides as follows: Domestic outbuildings associated with the dwelling house are located and designed to ensure:(a) the outbuildings are physically and visually subordinate to the Dwelling house;(b) do not represent and overdevelopment of the lot; and(c) maintain a high level of visual amenity and privacy for adjoining lots. These provisions are considered adequate to provide a reasonable basis for achieving the high quality residential amenity outcomes being sought for rural residential, village and urban residential areas. The new Central Highlands Regional Council Planning Scheme 2016 provisions are more restrictive than the policy. This is because in order to meet the self-assessable acceptable solutions, sheds and outbuildings must be less than 100 square metres in floor area and not more than 4.5 metres in height (internal walls).


Statutory:Rescinding the policy will strengthen Council’s ability to achieve better urban residential design outcomes and afford Council a greater measure of control over the siting and design of sheds and structures.

Policy:Rescinding the policy will lead to greater certainty regarding Council’s policy intentions with respect to the design of sheds and outbuildings.

Financial: (Including whole of life costs where applicable)Nil

Social:Not applicable

Corporate Plan:

4. Protecting our People and our Environment;

4.1.0 - Corporate Plan Strategy: Support the region's growth through integrated, well-planned development.



Operational:The risk of not rescinding the policy statement is that applicants may seek to exploit policy inconsistencies between the current policy statement and the new Central Highlands Regional Council Planning Scheme 2016.

Marginally increased workload for Development assessment and Building staff. Increased focus on the need to ensure improvement in compliance processes, including internal review by Development assessment staff when sheds and outbuildings are privately certified.

Strategic:Rescinding policy will clarify to potential applicants and private certifiers that the new Central Highlands Planning Scheme 2016 contains more comprehensive provisions applying to size and height of domestic sheds and outbuildings in urban residential areas.

Reputation:Provides a positive message to the community that Council now has strengthened provisions relating to the design of domestic sheds and outbuildings.

Project:Not applicable.

Political:Support from community members who are concerned with the development of oversized sheds and outbuildings in urban residential areas.

Environmental:Potential for improvements in visual amenity in urban residential areas.


Development assessment and Building staff are reviewing application/relaxation forms and checklists which will be sent to all private certifiers together with a reminder of their obligation to check that all necessary approvals are in place and compliance with conditions achieved before certifying building works.

WHOLE OF LIFE:

Not applicable

OPTIONS:

1. Retain the existing policy and rely on Development and Planning staff to explain the hierarchy of planning documents to prospective applicants and the community.

2. Rescind the existing policy and rely on the new Central Highlands Planning Scheme 2016 to more effectively regulate the design of domestic sheds and outbuildings.

CONCLUSION:

The dwelling house code provisions contained in the new Central Highlands Planning Scheme 2016 are more comprehensive and provide a sound basis for ensuring that oversized sheds do not negatively impact on urban residential amenity. The dwelling house code provisions contained in the new Central Highlands Planning Scheme 2016 override Council’s policy in the hierarchy of planning instruments and policy under the Sustainable Planning Act 2009. As a consequence, the current policy is effectively redundant and should be rescinded to avoid confusion for the development industry and the community.


ATTACHMENTS:

Council Policy 00010: Amenity and Aesthetics: Oversized Sheds

Damian PearsonCoordinator Development and Planning

Phil JestonManager Planning and Environment

Adoption Date: 24 July 2013Revokes: N/A

Amended Date: N/AReview Date: 01 July 2015

Amenity & Aesthetics: Oversized Sheds PolicyPage 1 of 3

COUNCIL POLICY

Amenity and Aesthetics: Oversized ShedsPOLICY NUMBER: 00010 DEPARTMENT: Community and Development Services

EFFECTIVE DATE: 24 July 2013 UNIT: Development Assessment

1.0 Purpose and ScopeThe purpose of this Policy is to provide consistent guidelines for Council, Private Certifiers, theCommunity and Developers to consider applications to construct oversized sheds within the localgovernment area.

This Policy applies to all sheds and structures (i.e. Class 10a buildings) proposed to exceed 200m2

Floor Area, or 8.5 metres in height, and to be located within the Town Zone: Rural Residential,Residential and Residential Accommodation Precincts, Village Zone or Gemfields Zone that are notseparately approved through the relevant Planning Scheme and provides for an Amenity & AestheticsAssessment to be carried out by Council to assess applications of this nature.

2.0 ReferenceSustainable Planning Act 2009National Construction CodeQueensland Development Code

3.0 DefinitionsIn this Policy the following definitions apply:



Applicant shall mean a person, persons or company that has submitted a development application.

Community shall mean the residents of the Central Highlands Regional Council local government area.

Council shall mean the Central Highlands Regional Council.

Property Owner shall mean the registered owner of the relevant parcel of land.

Oversized Shed shall mean a Class 10a building and any associated Class 10 structures as definedwithin the National Construction Code, that exceeds a combined Floor Area of 200m2 or a maximumheight at any point of 8.5 metres within the Town Zone: Rural Residential, Residential or ResidentialAccommodation Precinct, Village Zone or Gemfields Zone of a relevant Planning Scheme.

Relevant Planning Scheme shall mean a Planning Scheme adopted and in use within the CentralHighlands Regional Council local government area.

Current Planning Schemes are as follows:

Bauhinia Shire Planning Scheme (Amendment No. 1 – 2011); Duaringa Shire Planning Scheme (Amendment No. 1 – 2011);





Emerald Shire Planning Scheme (Amendment No. 2 – 2011); and Peak Downs Shire Planning Scheme (Amendment No. 1 – 2011).

4.0 Policy StatementCouncil is responsible for preserving the character of development within the built environment of theCentral Highlands Regional Council local government area. To support this aim, amenity andaesthetics assessments are undertaken of lands within the Town Zone: Rural Residential, Residentialand Residential Accommodation Precincts, Village Zone or Gemfields Zone to regulate sheds with acombined floor area in excess of 200m2, or 8.5 metres in height.

These assessments consider:1. The location of the proposed structure with respect to development on neighbouring allotments;2. The potential for overshadowing of neighbouring properties and any associated impacts upon

solar access for affected properties;3. The scale of the proposed structure in comparison to neighbouring development and from a

streetscape perspective;4. Any proposed mitigation measures to address amenity and aesthetics impacts; and5. The amenity and aesthetics impacts (if any) likely as a result of development of an oversized

shed.

Note:This Policy should be read in conjunction with the relevant Planning Scheme and the QueenslandDevelopment Code Part 1 – Siting and Amenity – Detached housing and Duplexes to determine allrequirements applicable to the construction of a Class 10a shed.

4.1 Making an Application for an Oversized Shed

4.2 New Development1. The applicant must submit details of the proposed development, including:

a) Site Plan (Drawn to scale (e.g. 1:100, 1:200, 1:500, etc.) showing all existing buildingsand structures located on the site, street frontages, street name/s, and a north point.Plans and documents should also identify the street address and real property descriptionof the subject land;

b) Shed Plans, including Floor Plan/s, Elevations (all sides) and details of any internalbuilding works (e.g. mezzanine floor, plumbing and drainage works, etc.). All Shed Plansmust be drawn to scale and indicate the locations of any proposed openings (e.g.windows and doors) and the construction materials to be used (e.g. Colorbond, timber,etc.);

c) Neighbours consent in writing from all neighbours who share a common boundary withthe site subject to this request, including a copy of the plans initialled or signed by theneighbours; and

d) Details as to the proposed use, or reasons supporting this request (i.e. why do you needan oversized shed on the site?).

2. A Council officer will check whether the proposed structure and use complies with thePlanning Scheme and determine if any adverse amenity of aesthetics impacts are likelyshould this development proceed.

3. If the proposed structure does not comply, the applicant will be notified with site specificdetails to address identified issues (e.g. Development Application required, overshadowing,etc.).

4. If the proposed structure does comply, no issues are identified from an amenity and aestheticsperspective, no adverse comments are received from neighbours, and no adverse reason isidentified that should cause the proposed structure to be rejected, the applicant will be notifiedthat the proposed development is acceptable.

5. Where adverse comments or reasons have been provided, but the proposed structureotherwise complies with the Policy and provisions of the relevant Planning Scheme, thedevelopment will only be approved following a report to a full Council Meeting.





4.3 Extensions/ Alterations to Existing Oversized ShedsExisting oversized sheds are not permitted to be extended or altered (e.g. addition of a mezzaninefloor, etc.) without assessment under this policy. All assessments of existing oversized shedsmust be conducted in accordance with the provisions of section 1.1 of this policy.

4.4 Shed SitingThe siting of Class 10a sheds including sheds with a floor area less than 200m2 must fully complywith the requirements of the relevant Planning Scheme and the Queensland Development Code.Where a dispensation of requirements is required, approval is required from Council prior to theconstruction of the Class 10a shed.

5 Policy ReviewThis policy is nominated to be reviewed on: 01/07/2015


Relevant legislation, regulations, standards, and policies are amended or replaced; and Other circumstances as determined from time to time by the Chief Executive Officer or through

a resolution of Council.



CORPORATE SERVICES

Rates And Charges Collection Policy


12 July 2016

SF:JB

1

EXECUTIVE SUMMARY:

The Local Government Regulation 2012 (the Regulation) provides guidance on how Council may undertake the recovery of overdue rates and charges. Whilst a policy is not required by this legislation, this policy sets out the basis and process that Council will undertake in the collection of overdue rates and charges.

RECOMMENDATION:

That Central Highlands Regional Council adopt the Rates and Charges Collection Policy.

INTRODUCTION

The purpose of this report is to adopt the Rates and Charges Collection Policy to provide clear guidance about the process that Council will undertake when recovering overdue rates and charges.

BACKGROUND:

In accordance with the Local Government Regulation 2012, Council has the power to recover overdue rates or changes through bringing court proceedings against the person liable to pay rates or alternatively after complying with all the requirements of the regulation through the selling or acquiring of the land with overdue rates.

COMMENT:

The Rates and Charges Collection Policy guides the administration process that Council will undertake when recovering overdue rates and charges. The primary focus of the policy is to ensure that while pursuing the collection of overdue rates and charges, Council will also have due concern for any financial hardship faced by ratepayers.

The non-payment of rates by some ratepayers places an unfair burden on ratepayers who meet their legal obligations in full and council will undertake various recovery actions to progress the collection of overdue rates. These recovery actions are set out in the attached policy and include:

the issuing of reminder notices by Council the referral to a debt collection agency for debts greater than $1,000 where no payment arrangement

has been agreed bringing court proceedings against the ratepayers where no satisfactory agreement has been met sale

of land

At all times through the collection process, until the notice of sale of land, ratepayers may enter into an agreed payment arrangement with Council and Council will suspend the recovery of that debt while the payment arrangement is maintained. Once a notice of sale of land is issued, ratepayers must pay their rates in full within the timeframe provided.


Proposed changes for the 2016/17 Revenue Statement and budget look to amend the discount period to provide a greater timeframe to action those properties that are not paid in full or have not entered into payment arrangements. Under the 2015/16 Revenue Statement and arrangements there is limited time to follow up between the close of discount period and issuing of reminder notices and then recovery action.


Statutory:In accordance with Chapter 4, Part 12 of the Local Government Regulation 2012, Council has the power to recover overdue rates or changes.

Policy:The Rates and Charges Collection Policy is to be considered in conjunction with Council’s Revenue Policy and Statements as well as Local Government legislation and debt collection guidelines.

Financial: The appropriate recovery of outstanding rates ensures the fair distribution of rating charges across all ratepayers of the region in accordance with Council’s adopted revenue statement.

Social:The rates recovery and collection policy focuses on ensuring that financial hardships faced by ratepayers are considered and every effort is undertaken to maintain flexibility while ensuring consistency and equity across all ratepayers.

Corporate Plan:Outcome 6 – Strong Governance – Confidence, Accountability, Stability


Operational:The policy seeks to provide guidance on the operational requirements for the recovery of outstanding rates and charges. While the recovery of overdue rates has challenges, this policy focuses on transparency, consistency and flexibility.

Strategic:The rates recovery and collection policy ensures that council is able to implement professional business practices while maintaining the flexibility required to assist ratepayers during times of financial hardship.

Reputation:The policy provides clear communication about the way that Council will deal with outstanding debts, providing transparent and consistent processes for all ratepayers.

Project:Not Applicable

Political:The guidance from this policy allows for a clear, consistent and flexible approach to the collection of outstanding debts allowing Council to communicate and maintain a clear policy for the follow up of overdue rates and charges.

Environmental:The policy considers that ratepayers may be having financial difficulties and is designed to support these ratepayers while ensuring that outstanding rates are recovered from all ratepayers.



The policy has been completed taking into consideration better practice within the Local Government industry as well as consultation with key stakeholders to ensure the effectiveness of the debt collection process while ensuring compliance with all legislation in relation to the recovery of outstanding debts.

WHOLE OF LIFE:

Not Applicable

OPTIONS:

Not Applicable

CONCLUSION:

It is recommended that the Rates and Charges Collection Policy be adopted.

ATTACHMENTS:

Rates and Charges Collection Policy

Shelly FoggManager Finance

Jason BradshawGeneral Manager Corporate Services

Adoption Date: [Date] Revokes: N/A

Amended Date: [Date] Review Date: [Date]

Policy Procedure NamePage 1 of 4

POLICY

Rates and Charges Collection Policy

POLICY PROCEDURE NUMBER: [TBA] DEPARTMENT: Corporate Services

EFFECTIVE DATE: 01 JULY 2016 UNIT: Finance

1.0 Purpose and Scope The purpose of this policy is to provide procedural direction to ensure prompt follow-up and timely collection of overdue rates and charges, in accordance with the parameters and requirements of the Local Government Act 2009 and the Local Government Regulation 2012. This Policy Procedure replaces the previous Rates Recovery Policy.

2.0 Reference

• Revenue Policy • Revenue Statement • Local Government Act 2009 • Local Government Regulation 2012 (Finance, Plans and Reporting) • Australian Competition and Consumer Commission Debt Collection Guidelines • Information Privacy Act 2009

3.0 Definitions

CEO refers to Chief Executive Officer Council refers to Central Highlands Regional Council The Act shall mean the Local Government Act 2009 (as amended). The Regulation shall mean the Local Government Regulation 2012 (as amended). Rates and Charges are defined in the Local Government Regulation 2012 as including differential general rates, minimum general rate levies, separate rates and charges, special rates and charges, utility charges and accrued interest on outstanding balances. Overdue Rates and Charges are defined in the Local Government Regulation 2012 (Section 132) as including the interest, if interest is payable, on the rates or charges and the costs, if the local government takes the ratepayer to court to recover rates or charges and the court orders the ratepayer to pay the council’s costs.

4.0 Procedure Statement

The management and recovery of outstanding revenue is an important aspect of Council’s financial management function. Council requires payment of rates and charges within a specified time period and will pursue the collection of overdue rates and charges diligently. The non-payment of rates and charges by some ratepayers places an unfair burden on other ratepayers who meet their legal obligation in full. When pursuing the collection of overdue rates and charges, Council will have due concern for any financial hardship faced by ratepayers. The Rates and Charges Collection Policy Procedure guides the administration process that will be used in the collection of overdue rates of charges. This may include payment arrangements and/or the selection of various recovery actions including the sale of land in accordance with legislative requirements. This policy procedure is guided by the following principles:





• Transparency by making clear the obligations of ratepayers and the processes used by

Council in assisting them to meet their financial obligations; • Making the processes used to recover overdue rates and charges simple to administer and

cost effective; • Ensuring consistency and equity by having regard to providing the same treatment for

ratepayers with similar circumstances; and • Flexibility by responding where necessary to changes in the local economy.

5.0 Application

5.1 Recovery Actions

5.1(i) Summary of Initial and Advanced Recovery Actions The following actions will be used in the recovery of overdue rates and charges:

5.1(ii) Deferment of Recovery Actions

Required response

to action

Stage 1

14 days after

expiration of the

discount period

First Reminder Notice -issued by Council 14 days

Full payment or

appropriate

payment

arrangement (refer

paragraph 5.2)

Supervisor Rates

or Coordinator

Financial

Accounting

Stage 2aSecond Reminder Notice for debts under $1,000 - issued by Debt Collection

Agency

Stage 2b Demand Letter for debts over $1,000 - issued by Debt Collection Agency

Stage 3

42 days after

expiration of the

discount period

Statement of Claim issued and personally served - by Debt Collection Agency 28 days

Full payment or

appropriate

payment

arrangement (refer

paragraph 5.2)

Manager Finance

Stage 4

70 days after

expiration of the

discount period

Pre Judgement Warning Letter issued - by Debt Collection Agency 7 days

Full payment or

appropriate

payment

arrangement (refer

paragraph 5.2)

Manager Finance

Stage 5

77 days after

expiration of the

discount period

Judgement granted by the Court and Warning Letter issued - by debt

collection agency7 days

Full payment or

appropriate

payment

arrangement (refer

paragraph 5.2)

Manager Finance

Stage 6

84 days after

expiration of the

discount period

Enforcement Warrant Sale and Seizure of Property - by debt collection

agency

subject to

circumstances

Full payment or

appropriate

payment

arrangement (refer

paragraph 5.2)

Council

Stage 7

3 years of overdue

rates and charges

or 1 year for

vacant land

Potential Sale of Land Lettersubject to

circumstances

Full payment or

appropriate

payment

arrangement (refer

paragraph 5.2)

Council

Stage 8

3 years of overdue

rates and charges

or 1 year for

vacant land

Notice of Sale of Landsubject to

circumstancesFull payment Council

Stage 9

3 years of overdue

rates and charges

or 1 year for

vacant land

Sale of Land

in accordance

with Local

Government

Regulation 2012

Full payment Council

Full payment or

appropriate

payment

arrangement (refer

paragraph 5.2)

Supervisor Rates

or Coordinator

Financial

Accounting

Debt

Recovery

Action

Action TypeTiming of Action Authority LevelRequired

Response Time

Debt recovery stages 3 to 6 will only relate to debts over $1,000 (refer paragraph 5.4):

Initial Recovery Action:

Advanced Recovery Action:

28 days after

expiration of the

discount period

14 days





The Recovery action stages listed above may be deferred for the following reasons:

• Deceased estates in probate; • Bankruptcy liquidations; • Receivership/Administration; • Property sale where an unconditional contract has been signed; • Approved hardship (refer paragraph 5.2(ii) and 5.2(iii)); and • Special Circumstances (refer paragraph 5.2(ii) and 5.2(iii)).

5.2 Payment Arrangements

Council will not pursue or escalate recovery action against a property owner who has an agreed periodic payment arrangement, where the arrangement is current and the ratepayer adheres to the agreed repayment schedule.

In the event that a payment arrangement is not maintained within the agreed terms, the ratepayer will be offered an opportunity to make a revised payment arrangement. Failure to make and maintain an appropriate payment arrangement will result in an escalation of recovery actions. Council reserves the right to renegotiate or cancel a payment commitment should circumstances change where the debt will not be paid within the required timeframe (refer paragraph 5.2 (i) to (iii)). Where a payment arrangement has defaulted on three (3) consecutive occasions, Council has the right to cancel the arrangement and escalate recovery actions. In these circumstances, Council will not initiate further recovery action without first advising the ratepayer concerned.

5.2(i) Formal Payment Arrangements – normal terms and conditions: Applications for formal periodic payment arrangements must be in writing (Application to Pay Rates by Instalment Form) and are approved by the Supervisor Rates. The commitment must be made on the following terms:

(a) Debts less than $2,500 - payments should be of a sufficient amount and regularity to

clear the outstanding debt over a period of no longer than six (6) months; or

(b) Debts greater than $2,500 - payments should be of a sufficient amount and regularity to clear the outstanding debt over a period of no longer than twelve (12) months.

5.2(ii) Other Formal Payment Arrangements – outside of normal terms and conditions: Council may consider requests for arrangements which fall outside the terms outlined above in paragraph 5.2(i), in cases of genuine hardship and extenuating and special circumstances such as (e.g. long term illness or unemployment). These requests must be made in writing and are approved by the CEO. All reasonable offers for periodic payments in these situations will be considered and recommended for CEO approval, only when the repayment proposal is assessed by the Supervisor Rates as being financially sustainable, which means that the proposed repayment amount, although outside the normal terms and conditions as per paragraph 5.2(i), will be sufficient for the debt to be cleared within a reasonable timeframe.

5.2(iii) Periodic Payments not representing a Formal Arrangement: Requests for arrangements that are assessed as being unsustainable as per paragraph 5.2(ii) will not be recommended to the CEO for approval. Instead, these property owners will be granted a three (3) month period whereby further debt recovery action will be suspended, to allow sufficient time for financial advice to be obtained in relation to their options. During this period reasonable attempts must be made by the property owner to make periodic payments to their rate accounts and failure to do so will result in an escalation of recovery actions. At the end of this three (3) month period the property owner must either pay the outstanding





debt in full or enter in to a payment arrangement in accordance with the terms and conditions outlined in paragraph 5.1(i) above. Failure to do either of these actions will result in an escalation of recovery actions.

5.3 Interest

In accordance with section 133 of the Local Government regulation 2012, Council will apply interest at a rate of 11% per annum, compounding daily or as practical, on all overdue rates and charges, from the date on which the rates and charges became overdue. Interest will still apply to debts under a payment arrangement as defined in paragraph 5.2 above.

5.4 Criteria for the Implementation of Legal Action

Council has set a threshold for the referral of debts for legal action of $1,000. As per paragraph 5.1 above, debts equal to or greater than this threshold will initially be referred for legal debt recovery at 28 days after the expiration of the discount period, with the first stage in the legal process being the issue of a letter of demand (stage 2(b) action) .

5.4(i) Debts equal to or greater than $1,000 – Legal debt recovery action will only be initiated where the balance of rates and charges is equal to or greater than $1,000, and no approved payment arrangement, as per paragraph 5.2 above, is in place. All legal debt recovery action is administered by Council’s approved external Debt Collection Agency and the relevant information in relation to the referred debt is supplied by Council to the Agency. Legal charges incurred are charged against the individual rate assessment and recovered in full by Council.

5.4(ii) Debts less than $1,000 - Debts under $1,000 are not referred to the external Debt Collection Agency for legal recovery action. The recovery process for these debts is a two-step process as per stage 1 and 2(a) of the table at paragraph 5.1 above. The first step is the issuing of a reminder letter and then at action stage 2(a), Council instructs the external Debt Collection Agency to issue a second reminder letter. This does not represent a referral for legal action, it is merely a process for the management of these smaller debts and will not result in the further escalation of legal recovery action, while the debt remains under the $1,000 threshold. However, legal action may be instigated in circumstances where the debts remain outstanding for a period of at least 12 months and an approved payment arrangement (as per paragraph 5.2) has not been entered into.

5.5 Criteria for Taking Action to Sell Land for Overdue Rates

In accordance with Chapter 4, Part 12, division 3, of the Local Government Regulation 2012 Council has the ability to instigate sale proceedings where rates remain outstanding beyond set periods of time. These periods are usually one (1) year for vacant land and three (3) years for all other land. Refer table at paragraph 5.1(i), specifically stages 7, 8 and 9 of the debt recovery actions.

6 Policy Procedure Review

This policy procedure is nominated to be reviewed on: 30 June 2018 All policy procedures will be reviewed at least two yearly or when any of the following evaluations occur:

• Relevant legislation, regulations, standards and policies are amended or replaced; and • Other circumstances as determined from time to time by the Chief Executive Officer / ELT /

Managers.



Procurement Policy


12 July 2016

SF:JB

2

EXECUTIVE SUMMARY:

The Local Government Regulation 2012 (the Regulation) provides guidance on how Council should undertake its procurement of goods and services. The Regulation stipulates that Council must maintain a Procurement Policy and update this policy on an annual basis. The policy provides guidance on how Council will undertake procurement activities in accordance with sound contracting principles and in compliance with legislation.

RECOMMENDATION:

That Central Highlands Regional Council in accordance with Section 198 of the Local Government Regulation 2012 adopt the Procurement Policy.

BACKGROUND:

In accordance with Section 198 of the Local Government Regulation 2012, Council must adopt a Procurement Policy and further that the Policy must be reviewed annually. The current procurement policy was adopted on 24th June 2015.

COMMENT:

Procurement PolicyThe procurement policy sets out the procurement and contracting process in addition to detailing broader considerations that must be taken into account during the procurement process including the sound contracting principals as required by the Local Government Act 2009. These sound contracting principles include:

value for money, open and effective competition, the development of competitive local business and industry, environmental protection and ethical behaviour and fair dealing.

The procurement policy is required to be reviewed on an annual basis. It is timely that this review coincides with the end of financial year and adoption of the 2016/2017 budget.

The procurement policy outlines Council’s requirements for officers when undertaking procurement activities. While the Regulation sets out the legal requirements of Council when contracting for values of greater than $15,000, this policy includes information on how Council will handle procurement less than $15,000.

The procurement policy sets the higher level requirement of Council’s procurement requirements. It relies on further detailed procedures as outlined in the procurement guidelines and the procurement manual. With respect to the development of competitive local business and industry the procurement policy references the “Local Preference Procurement Policy” as adopted in October 2014. The Local Preference Policy will be provided to Council for review within the next couple of months.


Whilst the procurement policy is a high level summary of requirements, the procurement guidelines and procurement manual provide the details for operational requirements. These documents are being updated on an ongoing basis to take into consideration improvements to business practices in the procurement function.

Some of these developments that are underway in this area include:

the implementation of local supplier preference within the Central Supplier Register (360 Pro) evaluation tool to consider and give preference to the locality of each supplier (that is, for work based on Capella, preference to suppliers based in Capella).

the development of panels of suppliers through the local government regulation exception arrangements to allow council officers to quickly and efficiently choose relevant suppliers for works as they arise

the development of panels within the Central Supplier Register that allow Council employees to target suppliers that are based in the locality that the work is performed

An update of the Central Supplier Register evaluation tool for ease of use for both Council employees and suppliers and to provide greater feedback to suppliers in relation to jobs awarded.


Statutory:In accordance with section 198 of the Local Government Regulation 2012 Council must maintain a Procurement Policy which must be reviewed annually.

Policy:The Procurement Policy links with the Local Preference Policy, the Asset Disposal Policy and the Delegations Register.

Financial: (Including whole of life costs where applicable)The appropriate, efficient and effective undertaking of procurement and contracting activities in accordance with the sound contracting principles should provide savings directly to Council’s financial position.

Social:The procurement policy through its links to the requirements for sound contracting principles such as development of local business and environmental protection focuses of ensuring the social aspects of the Central Highlands region.

Corporate Plan:Outcome 3 – Supporting our Local EconomyOutcome 6 – Strong Governance – Confidence, Accountability, Stability


Operational:The policy seeks to provide guidance on operational requirements for procurement over and above those requirements of the Regulation. No adverse operational impacts are expected as a result of the implementation of the policy.

Strategic:The procurement policy and corresponding Local Preference Policy supports council’s outcomes of supporting our Local Economy


Reputation:The policy provides clear communication that Council continues to procure within the guidelines of the legislation whilst supporting local businesses where practical throughout the process.

Project:Not Applicable

Political:Implementation and annual update of the policy ensures compliance with the Local Government Regulation and provides preference to local suppliers with a presence in the Council area.

Environmental:The policy considers the economic environment of the Central Highlands Region in ensuring that maximum support can be provided to suppliers within the local region whilst Council continues to comply with the requirements of the Local Government Act and Regulation.


The policy has been completed taking into consideration better practice with the local government industry as well as consultation with key stakeholders to ensure Council is ensuring compliance with Sound Contracting Procedures whilst keeping the procurement process efficient and effective for officers.

WHOLE OF LIFE:

Not Applicable

OPTIONS:

Not Applicable

CONCLUSION:

It is recommended that the policy be adopted as tabled.

ATTACHMENTS:

Procurement Policy



Adoption Date: [Date] Revokes: Procurement Policy (2015)

Amended Date: [Date] Review Date:

Procurement Policy Page 1 of 6

COUNCIL POLICY

Procurement Policy



1.0 Purpose and Scope The purpose of this policy is to ensure that Council undertakes all procurement processes in accordance with the legislated framework and specified principles. The scope of this policy extends to all of Council’s departments, including business and commercial units. It will be adhered to by all staff, contractors and consultants in the carrying out of Council’s procurement processes and all associated activities. The scope of this policy excludes matters relating to the disposal of assets. These matters are incorporated in Council’s Asset Disposal Policy.

2.0 Reference

Local Government Act 2009 (as amended) Local Government Regulation 2012 (as amended) A New Tax System (Goods and Services Tax) Act 1999 (Cth) (as amended) Competition and Consumer Act 2010 (Cth) (as amended) Information Privacy Act 2009 (as amended) Information Privacy Regulation 2009 (as amended) Right to Information Act 2009 (as amended) Right to Information Regulation 2009 (as amended) Fair Trading Act 1989 (as amended) Local Preference Policy Budget Policy Employee Code of Conduct Code of Conduct for Councillors Policy Asset Disposal Policy Audit Committee Charter 2016 Information Privacy Policy Statement Records Management Policy Procurement Guidelines and Procurement Manual Personal Benefit and Gift Procedure CHRC CEO to Employee or Contractor Delegations (and subsequent updates) CHRC Council to CEO Delegations (and subsequent updates)

3.0 Definitions Council refers to Central Highlands Regional Council. GST shall mean Australia’s Goods and Services Tax. The Act shall mean the Local Government Act 2009 as amended.





The Regulation shall mean the Local Government Regulation 2012 as amended.

4.0 Policy Statement Procurement activities of Council are activities that are, or relate to, both direct purchasing (for example, via corporate credit cards) and the making of contracts for the carrying out of work, or the supply of goods and/or services as defined in the Act and Regulation. Contracts are generally related to, but not limited to the following categories: Building and Construction (both minor and major works) Some examples of minor works procurement may include:

• Replacing a section of water infrastructure;

• Resurfacing a car park;

• Road pavement repairs;

• Repairing a footpath; or

• Carrying out tree lopping. Some examples of major works procurement may include:

• Construction of a new Local Government administration centre;

• Design and construction of a new water treatment plant; or

• Construction of an aquatic centre.

Goods and/or General Services, may include:

• Stationery;

• Office furniture;

• Computer equipment;

• Cleaning services;

• Security services; or

• Lawn mowing. Consultancy, may include:

• Legal services;

• Accounting services;

• Architectural or building design drafting;

• Engineering services;

• Community services; or

• Town planning services. 4.1 Sound Contracting Principles Integrated with Council’s broader system of financial management, all procurement activity shall be carried out in a manner which ensures regard for the Sound Contracting principles when entering into a contract for either the supply of goods and/or services. The Sound Contracting principles are: (a) Value for money; (b) Open and effective competition; (c) Development of competitive local business and industry; (d) Environmental protection; and (e) Ethical behaviour and fair dealing.





These Sound Contracting principles have been further defined by Council as: (a) Value for Money All procurement activities must consider the whole-of-life cost consequences of the procurement arrangement. However, the value for money concept is not restricted to price alone. Value for Money assessment includes consideration of:

• Non-cost attributes such as fitness for purpose, service and support, quality, performance and productivity;

• Cost related factors including whole-of-life costs and transaction costs that are associated with acquisition, use, holding, maintenance and disposal;

• Initial and ongoing technical compliance costs; and

• Compliance with all related acts, regulations and legislative requirements at all times. (b) Open and Effective Competition All procurement activities are to be undertaken with the appropriate rigor and documentation to encourage and support supplier confidence through:

• Transparency of process and decision making in all procurement activities;

• Maintaining confidentiality of offers, security of information and commercial-in-confidence material; and

• Maintaining good quality documentation of all request for quotes and tenders and evaluations of offers and recommendations.

(c) Development of Competitive Local Business and Industry Consideration must be given to the benefits of utilising local suppliers when undertaking procurement activities. These benefits include:

• Creation of new and/or maintenance of existing local employment opportunities;

• More responsive and readily available servicing and ongoing maintenance support;

• Closer and more convenient communications regarding progress, performance and measurement to enable effective and efficient contract administration and management;

• Encouragement for the relocation of established businesses from outside the region to physically enter, establish and maintain a physical ongoing presence in the region;

• Assisting local businesses to become sustainable and ongoing;

• Assisting local businesses to remain competitive;

• Support for economic growth within the local area; and

• Returning value-added benefits to Council and its ratepayers from the associated local commercial transactions.

For the purposes of application of this principle a “local supplier” is a supplier that:

• Is beneficially owned and operated by persons who are residents of the local government area of Council and pay rates; or

• Is a registered business or individual that has its principal place of business within the area of Council area; or otherwise

• Has a place of business within the Council area which solely or primarily employs persons who are residents or ratepayers of the Council.

Council’s preference for procurement through local suppliers is set out in the “Local Preference Policy” document.





(d) Environmental Protection Consideration must be given to support and promote sustainable outcomes through ensuring the necessary balance between environmental, economic and social aspects to maintain a high quality environment as a source of competitive advantage such as:

• Prevention or minimisation of waste;

• Use of recycled products and recycling facilities;

• Conservation of energy in buildings and use of equipment;

• Control of order of quantities to avoid stock build-up, minimise storage requirements and reduce possible obsolescence;

• Where possible, specification of environmentally-friendly products in invitation to offer documents; and

• Use of environmentally-friendly products in the management of parks / recreational grounds and for weed control on roads and kerb sides.

(e) Ethical Behaviour and Fair Dealing All procurement related activities are to be conducted honestly and in a manner that is fair to all parties, through a focus on:

• Identifying, declaring and seeking advice on any perceived and/or actual situation that may give rise to a conflict of interest by any Officer involved in the end-to-end procurement process, and ensuring perceived conflicts of interest are documented and recorded;

• Ensuring that all procurement activities are undertaken in accordance with all legal, statutory and internal budgetary obligations; and

• Providing ongoing procurement and contract training for all relevant staff prior to them exercising the financial delegation that commits Council to a contract for the provision of goods and/or services.

4.2 Financial Delegation and Authority Under the Act, Council delegates to the Chief Executive Officer the power to enter into contracts on behalf of Council where they are in accordance with the Regulation, that:

• Expenditure has been provided for in Council’s budget; or

• In the opinion of the Chief Executive Officer, such expenditure is required because of genuine emergency or hardship (the Act refers).

Staff and/or contractors may only incur expenditure on behalf of the Council as an Authorised Person if the officer has been granted a delegation by the Chief Executive Officer and such delegation is referenced in Council’s CEO to Employee or Contractor Delegations, adopted 2015 (or as subsequently amended). By authorising a requisition or purchase order, staff, consultants and contractors confirm that they have taken full notice of this policy and comply with all the requirements of this policy.





4.3 Reporting Requirements

The Regulation requires that Council: (a) Publish the relevant details of contractual arrangements worth $200,000.00 or more (exclusive

of GST) on council’s website and display this information in a conspicuous place in Council’s public office. This information is to be published or displayed for a period of at least twelve (12) months. The nominated place for display of this information is the public noticeboard in Council’s Emerald office foyer. An annual summary of this information will also be published in Council’s Annual Report. It is the responsibility of the incumbent (or person nominated as acting) in the role of Coordinator Procurement to maintain compliance with this requirement. The relevant details of a contractual arrangement includes the name of the person or organisation with whom Council are in contract with, the value of this contract and the purpose of this arrangement (such as a description of the goods and/or services).

(b) Keep a list of registers kept by Council and publish in the annual report. One of these registers

will be the “Tenders, Quotes & Contracts Register” maintained by the Procurement team in the Finance Unit, Corporate Services Department. It is the responsibility of the incumbent (or person nominated as acting) in the role of Coordinator Procurement to maintain the information in this register.

(c) Include in the Annual Report, the number of invitations to change tenders during the financial year. This information is captured and reported from the “Tenders, Quotes & Contracts Register”.

4.4 Execution Officers must not engage in the practice of “order splitting” to avoid the threshold requirements of this policy and associated legislative requirements. Council has adopted the “Default Contracting Procedures” as outlined in the Regulation. Officers must keep records documenting their decision-making in accordance with the Sound Contracting principles in the carrying out of any direct purchasing, Request for Quotation and Expression of Interest/Request for Tender activities that comprise the procurement function. Record keeping obligations extend from the initial decision to invite offers through to the payment of invoices. Procurement of goods and/or services will be undertaken in accordance with the following instructions and additional detail contained in Council’s Procurement Procedure and associated documents. All of these monetary limits are exclusive of GST and refer to contractual arrangement values in a financial year or over the proposed term of the contractual arrangement. For example:

• A contractual arrangement for the supply of a service over a five (5) year period that is expected to be worth $80,000 (excluding GST) each year has a total expected value of $400,000 (excluding GST).





Value of Purchasing or Contractual Arrangement Execution (unless adopting a legislative exception)

SMALL SIZED CONTRACTS

Up to the value of $1,000.00 (excluding GST) Seeking one (1) verbal or written quotation

$1,000.00 and less than $7,500.00 (excluding GST) Seeking two (2) verbal or written quotations

$7,500.00 and less than $15,000.00 (excluding GST) Seeking two (2) written quotations (Request for Quotation)

MEDIUM SIZED CONTRACTS

$15,000.00 and less than $200,000.00 (excluding GST) Seeking three (3) written quotations (Request for Quotation)

LARGE SIZED CONTRACTS

$200,000.00 (excluding GST) or more Seeking three (3) written tenders (Request for Tender or Expression of Interest/Request for Tender)

Further detail in Council’s methods and tools used to approach the market and the legislative exceptions to first seeking tenders and quotes is detailed in the Council Procurement Procedure document.

5.0 Policy Review

This policy will be reviewed annually as required in the Regulation or when any of the following occurs:

• Relevant legislation, regulations, standards and policies are amended or replaced; and

• Other circumstances as determined from time to time by the Chief Executive Officer / Executive Leadership Team / Managers.



Consultation - Annual Valuation Effective 30 June 2017


12 July 2016

JB

3

EXECUTIVE SUMMARY:

The Department of Natural Resources and Mines maintains the property valuation database used by Council for rating purposes. From time to time, and generally on an annual basis, the Department will undertake a process to revise these valuations to ensure they remain current, taking into account market movements. There is a requirement under the Land Valuation Act 2010 for the Department to consult Council in this process and to this end a formal request has been made for Council to provide its input into the decision making process. A revaluation was completed last financial year with the last valuation having an effective date of 30 June, 2016.

RECOMMENDATION:

That Council advise the Valuer-General that it supports the completion of a valuation of land in the Central Highlands Regional Council Area with date of effect being June 30, 2017.

INTRODUCTION

The Land Valuation Act 2010 requires that the Valuer-General undertake an annual statutory valuation of all rateable land in Queensland except in unusual circumstances or after consideration of certain processes.

BACKGROUND:

One of Council’s significant sources of income is general rates, and in accordance with the Local Government Act 2009, this rate must be calculated using the land valuation issued by the Department of Natural Resources and Mines (‘The Department’). Council has had an annual valuations for the last two financial years ending 2015, 2016 and this will make three consecutive years of revaluations – in a market that is showing limited movement in property sales.

COMMENT:

The Department will generally undertake a valuation once in each 12 month period unless unusual circumstances exist and in making its decision it will consider the following:-

1. A market survey report of the area which reviews sales of land in the area since the last valuation and the probable impact of the sales on the value of land since the last annual valuation; and

2. The results of consultation with the Local Government for the area, and appropriate local and

industry groups. The Valuer-General is now seeking Council’s view as to whether an annual review should be undertaken in the Central Highlands Region. Should a land valuation be undertaken, such valuations will be effective for rating purposes from the 30 June 2017. There are effectively two options available to Council:-


1. Confirm agreement to conducting an annual valuation to take effect from the 30 June, 2017.

2. Express the view that Council does not foresee any advantage in an annual land valuation being undertaken at this time.

The latest valuation was undertaken in the 2015/2016 financial year having an effective date of 30 June2016. Should the annual valuations proceed, these are required to be issued prior to 31 March in the year the valuation is to take effect. (I.e. 30 June 2017)


Statutory:This is a statutory provision under the Land Valuation Act 2010.

Policy:The Department of Natural Resources and Mines will determine if a valuation will be completed this financial year.

Financial: (Including whole of life costs where applicable)If a valuation is completed this will form the basis of the 2017/2018 budget for rating purposes.

Social:Not Applicable

Corporate Plan:Key Priority 6 – Strong Governance


Operational:If a valuation is completed there will be a requirement to undertake a full modelling process to understand the impact of any changes across rates and charges.

Strategic:The recommendation does not conflict with Council’s Corporate Plan.

Reputation:The valuation process is undertaken by the Department of Natural Resources & Mines and all appeals resulting from changes are managed by the Department.

Project:The valuation process is undertaken by the Department of Natural Resources & Mines and therefore there is no project risk.

Political:Valuations that result in non-uniform changes to the valuation base can impact on the distribution of the rating burden and create confusion for landholders. When valuations are adjusted on a regular basis the risk of valuation movements is reduced and therefore the impacts on ratepayers can be minimised.


Environmental: Not Applicable

CONSULTATION / ENGAGEMENT

Council’s opinion is being sought by the Department of Natural Resources and Mines although the ultimate decision will be made by the Department.

OPTIONS: There are effectively two options available to Council:-

1. Confirm agreement to conducting an annual valuation to take effect from the 30 June, 2017.

2. Express the view that Council does not foresee any advantage in an annual land valuation being undertaken at this time, due to the limited sales across the region providing a representative basis upon which to review land valuations.

CONCLUSION: It is recommended that the annual valuation be undertaken to maintain accurate data and to ensure that rating equity can continue to be managed through mitigating the impacts of significant variations and changes across the broader region.

ATTACHMENTS:

Nil



Related Party Disclosures Policy


12 July 2016

SF:JB

4

EXECUTIVE SUMMARY:

From 1 July 2016 Council must disclose information about related parties in the annual financial statements. This information includes related party relationships, transactions, outstanding balances, and commitments.

Related parties include the Mayor, Councillors, Chief Executive Officer (CEO), General Managers, their close family members and any entities that they control, or jointly control or have significant influence over.

The Related Party Disclosures Policy sets out the guidelines for the identification and reporting of related party transactions for Council, including identifying those transactions that are considered Ordinary Citizen Transactions (OCT) that an ordinary citizen would undertake with Council and which are not required to be disclosed under this policy.

RECOMMENDATION:

That Central Highlands Regional Council adopt the Related Party Disclosures Policy.

INTRODUCTION

Local Governments, from 1 July 2016, are required to disclose in their financial statements transactions with related parties of the Council or Key Management Personnel of the Council. The Related Party Disclosure Policy identifies related parties of Council and sets out the process for identifying and reporting on those transactions that are reportable.

BACKGROUND:

In accordance with the Local Government Act 2009 (The Act) and the Local Government Regulation 2012 (the Regulation), Council must produce annual financial statements each year that comply with the requirements of the Australian Accounting Standards. From 1 July 2016 these standards require Council to disclose related party relationships, transactions, commitments and outstanding balances such as Debtors or Creditors.

COMMENT:

Implications for Central Highlands Regional Council (CHRC)Related parties include Key Management Personnel (KMP), their close family members and any entities that they control or jointly control. Any transactions with these parties, whether monetary or not, will need to be identified and may need to be disclosed.Disclosure will only be made if a transaction has occurred. The disclosure may be in aggregate.


In order to meet this requirement it is proposed that council adopt a policy Related Party Disclosures Policy that requires all KMP to provide a six monthly declaration identifying:-

their close family members; entities that they control or are associated with; and entities that their close family members control or jointly control.

What is a Related Party of Council

A related party is a person or entity that is related to Council and may be a related person, or a related entity.

A related person is a person or close family member that has control or joint control ofcouncil, has significant influence over Council, or is a member of the KMP of Council.

A related entity is an entity that: is controlled or jointly controlled by Council; can be significantly influenced by Council is controlled or jointly controlled by a related person of Council a related person of Council has significant influence over, or over a KMP of the entity is a post-employment benefit plan for the benfit of employees of Council or entities related to

Council


Who are the Key Management Personnel (KPM) at CHRC?KMP are defined as persons having authority and responsibility for planning, directing and controlling the activities of the council, directly or indirectly. This will include:

Mayor Councillors CEO Executive Leadership Team Members

Who are close family members of KMP?These are family members who may be expected to influence, or be influenced by, the KMP in their dealings with council and include:

that person’s children and spouse or domestic partner; children of that person’s spouse or domestic partner; and dependants of that person or that person’s spouse or domestic partner.

The following table may assist you in identifying your close family members:

Definitely a close family member May be a close family memberYour spouse/domestic partner Your brothers and sisters, if they could be

expected to influence or be influenced by you in their dealings with council

Your children Your aunts, uncles and cousins, if they could be expected to influence or be influenced by you in their dealings with council

Your dependants Your parents and grandparents, if they could be expected to influence or be influenced by you in their dealings with council

Children of your spouse/domestic partner Your nieces and nephews, if they could be expected to influence or be influenced by you in their dealings with council

What is an entity that I, or my close family member, control or jointly control?Entities include companies, trusts, incorporated and unincorporated associations such as clubs and charities, joint ventures and partnerships.

You control an entity if you have power over the entity; exposure, or rights, to variable returns from involvement with the entity; and the ability to use your power over the entity to affect the amount of your returns.


Example of control

Fred is the Mayor of Sunny Shire Council and owns 100% of the ordinary shares in Sunny Development Company Pty Ltd (the company). The ordinary shares are the only shares in the company that have voting rights.

Fred controls the company because he has the power to affect the company’s decisions and the return that he will get from the company.

Fred will need to include the company on his related party declaration.

To jointly control an entity there must be contractually agreed sharing of control of the entity, which exists only when decisions about the relevant activities require the unanimous consent of the parties sharing control.

Example of joint controlFred is the Mayor of Sunny Shire Council and owns 50% of the ordinary shares in Sunny Development Company Pty Ltd (the company). Fred’s brother Stan owns the other 50% of ordinary shares. Fred and Stan are the only Directors of the company and have equal voting rights on the board.

Fred and Stan have joint control of the company because any decisions require the unanimous consent of them both.


In some cases it will be obvious that you or a family member control or have joint control over an entity. In other cases it will be less clear.What will be disclosed?Council is required to disclose related party relationships, transactions and outstanding balances, including any commitments. Transactions that have occurred between council and a related party of council will be disclosed where the transaction is material in nature and size when considered both individually or collectively.Transactions between council and a subsidiary must be disclosed if they are individually significant. In assessing significance, the following factors are considered:

the size of the transaction whether the transaction was carried out on non-market terms whether the transaction was outside the normal day to day operations of council whether the transaction was subject to council approval whether the transaction provided a financial benefit not available to the general public whether the transaction is likely to influence decisions of users of financial statements


The total remuneration of Key Management Personnel must be disclosed.What will the disclosures in the Financial Statements Look Like?The following is an example of disclosures that may appear in the annual financial statements in relation to details of transactions between Council and other related parties.

2017$

Fees and charges charged to associates # 986,225Fees and charges charged to entities controlled by keymanagement personnel

# 2,400,350

Infrastructure contributions from entities controlled by keymanagement personnel

## 3,245,678

Employee expenses for close family members of keymanagement personnel

* 453,000

Purchase of materials and services from entities controlledby key management personnel

** 5,230,012

Note Transactions that are individually significant, either because of their amount or nature, are included in the aggregate disclosure contained in this table but also need to be disclosed separately as illustrated in #,##,* & **below.

#The fees and charges charged to associates and entities controlled by key management personnel were in accordance with the schedule of fees and charges adopted by council. The total disclosed includes:

• infrastructure charges totalling $1,230,000 paid by Progressive Development Company Pty Ltd, a company controlled by a close family member of Councillor Rosalind Jones. The company’s development projects were assessed and approved in accordance with council’s normal termsand conditions. Councillor Rosalind Jones declared her conflict of interest in this matter and did not participate in any decisions related to the company’sapplication.

• an application fee for Boundary Realignment and another for material change of use. These applications were made by Better Homes Pty Ltd, a company controlled by the Mayor, Councillor David Dean. The applications relate to parcels of land in Taylor St, Bedford and Main St, Sofaville. These applications are currently being assessed by council.

## Green Developments Pty Ltd, a company jointly controlled by Councillor Fred Smith and a close family member during 2016-17, completed a new subdivision “Avondale Heights” in 2016-17. In accordance with the infrastructure agreement water and sewerage infrastructure, roads and some parks within the development were handed over to council. The fair value of this infrastructure at the hand over date was$3,245,678.

* All close family members of key management personnel were employed through an arm’s length process. They are paid in accordance with the Award for the job they perform. The council employs 452 staff of which only 4 are close family members of key management personnel.

The Chief Executive Officer, Ms Doris Dean, is a close family member of the Mayor, Councillor David Dean. Ms Dean’s compensation package has not been included in this disclosure because it has been disclosed at b) Key Management Personnel compensation. Ms Dean was employed through an arm’s length process and is compensated at a market salary that was determined by Salary Consultants Pty Ltd, an independent agent based in Cairns.


**The consolidated entity purchased the following material and services from entities that are controlled by members of key management personnel. All purchases were at arm’s length and were in the normal course of council operations:

• Rental of an office building• Petrol. and• Consultancy services

Included in the above are services purchased from Bright Water Pty Ltd amounting to$520,000 during 2016-17. During this time Councillor Roger Jacobs was the owner of this business. All purchases were at arm’s length, on normal terms and conditions andwere in the normal course of council’s operations. As at 30 June 2017 there were noamounts owed by council to the company.

Outstanding balances

The following balances are outstanding at the end of the reporting period in relation to transactions with related parties:

Employee expenses for close family members of key managementpersonnel $7,323Entities controlled by key management personnel $753,000

No expense has been recognised in the current year or prior year for bad or doubtful debts in respect of amounts owed by related parties.

Loans and guarantees to/from related parties

Council does not make loans to or receive loans from related parties. No guarantees have been provided.

Commitments to/from other related parties

Council has no outstanding commitments to/from other related parties.

Prior to preparing any disclosure in Council’s annual financial statements, all related party transactions will be assessed for materiality in accordance with materiality guidelines provided under the Australian Accounting Standards. While this does require judgement it will also be assessed in consultation with the Audit Committee and External Auditor.

Ordinary Citizen TransactionsCouncil’s Related Party Disclosure Policy will not relate to transactions that an ordinary citizen would undertake with Council. These are known as ordinary citizen transactions (OCTs).

OCT’s are not material transactions because of their nature and the terms and conditions are the same as for the general public. However, if the OCT transaction occurred under terms and conditions that were different to those offered to the general public, then the transaction may become material. Whether or not a transaction is considered material will depend on the size and nature of the transaction and the circumstances surrounding the transaction. In considering the materiality of a transaction, considering whether knowledge of the transaction would influence council’s key stakeholders shall be considered.

Examples of transactions that are OCTs:


Using Council’s public swimming pool after paying the normal fee

Attending Council functions that are open to the public

Fines received on normal terms and conditions

Paying Rates and Utility Charges

Examples of Transactions that are NOT OCTs:

Infrastructure Charges

Purchase of goods from Council Quarry, regardless of terms and conditions

External Audit RequirementsThe information related parties provide will be audited as part of the annual external audit by the Queensland Audit Office.

PrivacyAll information provided will be treated as confidential and access to this information will be closely restricted to only those Council employees within Governance and Finance who will be assisting KMPs or providing information to satisfy external audit requirements. These staff members will be made aware of Council’s Code of Conduct, the Information Privacy Act 2009 and section 200 of the Local Government Act 2009, which governs the use of information by local government employees. CONSIDERATIONS:

Statutory:The Local Government Regulation 2012 requires local governments to prepare general purpose financial statements in accordance with the prescribed accounting standards. AASB124 requires disclosure of related party transactions from 1 July 2016.

Policy:Local Government Act 2009Local Government Regulation 2012Australian Accounting Standards (AASB124)

Financial: Related party disclosures are required for the completion of financial statements in accordance with the accounting standards and allow for completion of audit and reporting to government departments, industry and the community to build confidence in the financial controls in place within the council.

Social:Adequate reporting on related party transactions provides transparency for the Council in the view of the community.

Corporate Plan:Strong Governance – Confidence, Accountability, Stability



Operational:Council must complete general purpose financial statements on an annual basis and ensure that information is accurate and complete to ensure operational efficiency of audit, financial sustainability and appropriate governance.

Strategic:Clear and open communication will be enhanced through Council’s annual financial statements which forms a part of council’s strategic financial reporting documents

Reputation:Providing evidence that all dealings in relation to related party transactions were at arms-length, on normal terms and conditions and were carried out in the normal course of Council’s operations will enhance Council’s reputation as an honest and open organisation.

Project:A project is currently underway to ensure that all key steps are completed and all related transactions can be identified and analysed for reporting in the 2016/17 financial statements.

Political:Maintaining a high level awareness of Council’s legislative requirements and compliance within the accounting standards will assist in the reduction of political risks arising from negative audit opinions.

Environmental:Council’s staff will continue to monitor the legislative requirements of Councils, and keep abreast of the current accounting standards to provide the best possible advice and information for decision making. Changes continue in the external operating environment around regulation and community expectations which may impact on Council’s decisions and desired direction.


This report has been prepared after consultation with key Council staff, Queensland Audit Office and the Department of Infrastructure, Local Government and Planning. As implementation is progressed, consultation will continue with all relevant parties including continuing to seek advice from the Queensland Audit Office and LGAQ. This matter of related party disclosures was also discussed at the Western Queensland Local Government Conference.

WHOLE OF LIFE:

One aspect of the project currently underway is to simplify the identification of the transactions so that the administrative burden placed on Council in identifying these transactions is kept to a minimum.

OPTIONS:

While the information required for related parties transactions is separate to information required for the register of interest, providing linkages between these two functions to reduce administrative requirements, and to provide a trigger for update of both registers will further assist with the identification of possible related parties. A further review of streamlining this process in ongoing.


CONCLUSION:

Local Governments are required to identify Key Management Personnel, their close family members, and related entities and identify and report on relevant transactions between these related parties. Councillors and Senior Executives are required to be aware of their responsibilities in identifying these related parties. The Related Party Disclosures Policy documents the responsibilities of Council and Council’s Key Management Personnel in relation to the disclosure of information.

ATTACHMENTS:

Related Party Disclosures PolicyKey Management Personnel – Related Party Disclosure FormFact Sheet – Related Party Disclosures



Adoption Date: [Date] Revokes: New Policy


Related Party Disclosures Policy Page 1 of 4

COUNCIL POLICY

Related Party Disclosures Policy

POLICY NUMBER: [automated #] DEPARTMENT: Corporate Services and Executive Management

EFFECTIVE DATE: 01 July 2016 UNIT: Finance and Governance

1.0 Purpose and Scope 1.1 Purpose

This policy sets out the guidelines for the identification and reporting of related party transactions to meet financial reporting obligations. From 1 July 2016, the Australian Accounting Standards Board has determined that AASB 124 Related Party Disclosures will apply to government entities, including local governments. Related parties under this standard may differ to those listed on Council’s Register of Interest which is required under Local Government Regulation 2012. Local governments must disclose related party relationships, transactions and outstanding balances, including commitments, in the annual financial statements. This information will be audited as part of the annual external audit by Queensland Audit Office.

1.2 Scope

Related parties include both related entities and related persons. Entities controlled by Council, jointly controlled by Council, or over which Council has a significant influence, are related parties of Council. Related parties also include the Mayor, Councillors, Chief Executive Officer (CEO), General Managers, their close family members and any entities that they control, or jointly control or have significant influence over. Any transaction between council and these parties, whether monetary or not, may need to be identified and disclosed.

2.0 Reference 2.1 Related Laws

AASB 124 Related Party Disclosures AASB 128 Investments in Associates and Joint Ventures Local Government Act 2009 Local Government Regulation 2012 (Finance, Plans and Reporting) Information Privacy Act 2009

2.2 Related Policies/documents

Appendix 1 – Related Party Declaration Form Appendix 2 – Fact Sheet: Related Party Disclosures for KMP





Register of Interests Register of Local Laws and Subordinate Laws Register of Fees and Charges Workflow of System Register of Related Party Transactions Council’s Employee Code of Conduct

3.0 Definitions CEO refers to Chief Executive Officer Council refers to Central Highlands Regional Council The Act shall mean the Local Government Act 2009 (as amended). The Regulation shall mean the Local Government Regulation 2012 (as amended). Key Management Personnel (KMP) are persons having authority and responsibility for planning, directing and controlling the activities of council, directly or indirectly. Related Party is a person or entity that is related to Council. Related Party Transaction is a transfer of resources, services or obligations between Council and a related party, regardless of whether a price is charged. Related Person is a person or close family member that has control or joint control of Council, has significant influence over Council, or is a member of the KMP of Council. May be different to those persons for whom a register of interests is kept under Local Government Regulation 2012. Related Entity an entity is related if:

• it is controlled or jointly controlled by Council;

• it is or can be significantly influenced by Council;

• it is controlled or jointly controlled by a related person of Council;

• a related person of Council has significant influence over it or is a KMP of the entity

• the entity is a post-employment benefit plan for the benefit of employees of Council or entities related to Council.

Close Family Members are family members who may be expected to influence, or be influenced by, that person in their dealings with Council. Specifically:

• the person’s children and spouse (or domestic partner);

• children of that person’s spouse (or domestic partner);

• dependants of that person or that person’s spouse (or domestic partner) Ordinary Citizen Transactions (OCT) are transactions that an ordinary citizen would undertake with Council.

4.0 Policy Statement 4.1 Identification and recording of related parties and related party relationships

Related parties for Key Management Personnel will initially be identified by self-assessment. Key Management Personnel of Council will make a regular declarations of related parties. A sample of such a declaration is included in Appendix 1 –Related Party Declaration.





Governance and Finance will provide information to assist KMP in making this declaration. A Fact Sheet for this purpose, which includes an example of the financial statement disclosure, is included in Appendix 2 –Fact Sheet – Related Party Disclosures for KMP. The risk inherent in the system of self- assessment will be monitored by Governance, including having regard for errors and omissions in KMP declarations. A determination of Council’s related parties will be made in conjunction with the Governance and Finance sections. Related party relationships will be confidentially recorded by the Finance team and all financial transactions between Council and these parties will be identified, captured and reported where required. Initial identification and recording of non-financial transactions will be the responsibility of the Governance section. Key Management Personnel should notify the Executive Manager Governance of any non-financial transactions of which they become aware. The process for the identification, validation and recording of related parties will be documented for external audit requirements.

4.2 Systems to Record Related Party Transactions

Both Finance and Governance are responsible for determining the terms and conditions of related party relationships and developing appropriate systems to monitor and report these transactions. This will include implementing an automated system within the accounting system to: record related party relationships in a Register format; capture all financial transactions between Council and these parties; and provide a reporting process for these relationships and transactions.

Non-financial transactions identified to or by Governance noted above will also be identified and recorded for reporting in Council’s financial statements.

The process for the identification and recording of related party transactions will be documented for external audit requirements

4.3 Materiality Assessment and Disclosure

Prior to preparing the disclosure in Council’s annual financial statements, related party

transactions will be assessed for materiality in accordance with materiality guidelines provided

under the Australian Accounting Standards. Assessing materiality requires judgement and

should be done in consultation with the Audit Committee and External Auditor.

4.4 Identification of Ordinary Citizen Transactions

Ordinary Citizen Transactions (OCT) are those transactions that an ordinary citizen would

undertake with Council and do not require disclosure under this policy.

Examples of OCT’s that will not require disclosure are:

• Rates and utility charges

• Fees and charges included in Council’s register of fees and charges

• Fines and Penalties included in Council’s Register of Local Laws and Subordinate Local Laws

• Attendance of Council functions which are open to the general public

• Visiting Council facilities which are open to the general public

The OCT’s listed above will not be excluded from non-disclosure under this policy if:

• the terms and conditions of the OCT are different to those offered to the general public

• they have a financial value, either individually or collectively, that is considered material.





4.5 Responsibility and Accountability for Declarations by KMP

Related party self-assessment declarations by KMP will be made initially in July 2016 and will

then be required to be updated every six (6) months. Declarations will also be required within

six weeks of the following events occurring:

• Local Government election

• Appointment of a new CEO or Member of the Executive Leadership Team

• Corporate Restructure

• KMP enters into a new relationship which would meet the definition of a “related party.”

4.6 Privacy and Confidentiality

Related party declarations by KMP will be treated as confidential and access to this information

will be closely restricted. Information will only be available to those staff members within

Governance and Finance, who are assisting the KMP or providing information to satisfy external

audit requirements. Staff members having access to this information will be made aware of

Council’s Code of Conduct in relation to Privacy, the Information Privacy Act 2009 and section

200 of the Local Government Act 2009, which governs the use of information by local

government employees.

5.0 Policy Review

This policy will be reviewed annually as required in the Regulation or when any of the following occurs:

• Relevant legislation, regulations, standards and policies are amended or replaced; and

• Other circumstances as determined from time to time by the Chief Executive Officer / Executive Leadership Team / Managers.


PRIVATE AND CONFIDENTIAL

Central Highlands Regional Council

Related Party Declaration by Key Management Personnel

Name of Key Management Person: ……………………………………………………………………………..

Position of Key Management Person: ……………………………………………………………………………..

Please list below details of the following:

� known close family members,

� entities that are controlled or jointly controlled by you as a Key Management Person

� entities that are controlled or jointly controlled by your close family members

Name of Person or Entity Nature of Relationship Important Details and

Information (e.g. ABN of

Entity)

I ………………………………………………………………………., holding the position of ……………………………………………

declare that the above list includes all of my close family members and the entities controlled, or

jointly controlled, by myself or my close family members.

I make this declaration after reading the fact sheet supplied by Council which details the definition of

the words ‘close family members’ and ‘entities controlled or jointly controlled by myself or my close

family members.’

Declared at ……………………………………………. on the ……………………………………………………………………………

Signature:

Name:

Date:


FACT SHEET

RELATED PARTY DISCLOSURES

FACT SHEET

NUMBER:

[automated #] DEPARTMENT: Corporate Services and Executive

Management

EFFECTIVE DATE: 01 July 2016 UNIT: Finance and Governance

Background

In accordance with the Local Government Act 2009 and the Local Government Regulation 2012, all local governments in Queensland must produce annual financial statements that comply with Australian Accounting Standards. From 1 July 2016, the Australian Accounting Standards Board has determined that AASB 124 Related Party Disclosures will apply to government entities, including local governments. From 1 July 2016 local governments (councils) must disclose related party relationships, transactions and outstanding balances, including commitments, in the annual financial statements.

What is a Related Party of Council


Implications for Central Highlands Regional Council (CHRC)

Related parties include Key Management Personnel (KMP), their close family members and any entities that they control or jointly control. Any transactions with these parties, whether monetary or not, will need to be identified and may need to be disclosed.

Disclosure will only be made if a transaction has occurred and the disclosure may be in aggregate.

In order to meet this requirement council has adopted a policy Related Party Disclosures Policy that requires all KMP to provide a six monthly declaration identifying:-

• their close family members; • entities that they control or are associated with; and • entities that their close family members control or jointly control.

Who are the Key Management Personnel (KPM) at CHRC?

KMP are defined as persons having authority and responsibility for planning, directing and controlling the activities of the council, directly or indirectly.

This will include:

• Mayor

• Councillors

• CEO

• Executive Leadership Team Members

Who are close family members of KMP?

These are family members who may be expected to influence, or be influenced by, the KMP in their dealings with council and include:

• that person’s children and spouse or domestic partner;

• children of that person’s spouse or domestic partner; and

• dependants of that person or that person’s spouse or domestic partner.

The following table may assist you in identifying your close family members:

Definitely a close family member May be a close family member Your spouse/domestic partner Your brothers and sisters, if they could be

expected to influence or be influenced by you in their dealings with council

Your children Your aunts, uncles and cousins, if they could be expected to influence or be influenced by you in their dealings with council

Your dependants Your parents and grandparents, if they could be expected to influence or be influenced by you in their dealings with council

Children of your spouse/domestic partner Your nieces and nephews, if they could be expected to influence or be influenced by you in their dealings with council


What is an entity that I, or my close family member, control or jointly control?

Entities include companies, trusts, incorporated and unincorporated associations such as clubs and charities, joint ventures and partnerships. You control an entity if you have:

• power over the entity;

• exposure, or rights, to variable returns from involvement with the entity; and

• the ability to use your power over the entity to affect the amount of your returns.

To jointly control an entity there must be contractually agreed sharing of control of the entity, which exists only when decisions about the relevant activities require the unanimous consent of the parties sharing control.

In some cases it will be obvious that you or a family member control or have joint control over an entity. In other cases it will be less clear.

Example of control

Fred is the Mayor of Sunny Shire Council and owns 100% of the ordinary shares in Sunny Development Company Pty Ltd (the company). The ordinary shares are the only shares in the company that have voting rights.

Fred controls the company because he has the power to affect the company’s decisions and the return that he will get from the company.


Example of joint control

Fred is the Mayor of Sunny Shire Council and owns 50% of the ordinary shares in Sunny Development Company Pty Ltd (the company). Fred’s brother Stan owns the other 50% of ordinary shares. Fred and Stan are the only Directors of the company and have equal voting rights on the board.

Fred and Stan have joint control of the company because any decisions require the unanimous consent of them both.



What will the disclosures in the Financial Statements Look Like?

The following is an example of disclosures that may appear in the annual financial statements in relation to details of transactions between Council and other related parties:


Prior to Finance preparing any disclosure in Council’s annual financial statements, all related party transactions will be assessed for materiality in accordance with materiality guidelines provided under the Australian Accounting Standards. While this does require judgement it will also be assessed in consultation with the Audit Committee and External Auditor.

Ordinary Citizen Transactions

Council’s Related Party Disclosure Policy will not relate to transactions that an ordinary citizen would undertake with Council. These are known as ordinary citizen transactions (OCTs). OCT’s are not material transactions because of their nature and the terms and conditions are the same as for the general public. However, if the OCT transaction occurred under terms and conditions that were different to those offered to the general public, then the transaction may become material. Examples of transactions that are OCTs:

• Using Council’s public swimming pool after paying the normal fee

• Attending Council functions that are open to the public

• Fines received on normal terms and conditions

• Paying Rates and Utility Charges

Examples of Transactions that are NOT OCTs:

• Infrastructure Charges

• Purchase of goods from Council Quarry, regardless of terms and conditions

External Audit Requirements

The information you provide will be audited as part of the annual external audit by the Queensland Audit Office.

Privacy

All information provided by you will be treated as confidential and access to this information will be closely restricted to only those Council employees within Governance and Finance who will be assisting KMPs or providing information to satisfy external audit requirements. These staff members will be made aware of Council’s Code of Conduct, the Information Privacy Act 2009 and section 200 of the Local Government Act 2009, which governs the use of information by local government employees.

Require Help or Clarification?

If you are unsure whether you, or a close family member, has control or joint control of an entity, or you require clarification on anything else discussed in this fact sheet, then please contact Governance or Finance for a confidential discussion.



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