agenda - coordination committee meeting - 23 august 2016 · agenda coordination committee meeting...

AGENDA

Coordination Committee Meeting

Tuesday 23 August 2016 commencing at 10.30am

Caboolture Chambers 2 Hasking Street, Caboolture

COUNCILLOR: NOTICE IS HEREBY GIVEN, that a meeting of the Coordination Committee will be held on Tuesday 23 August 2016 commencing at 10.30am in Caboolture Chambers, 2 Hasking Street, Caboolture to give consideration to the matters listed on this agenda. Daryl Hitzman Chief Executive Officer 18 August 2016

Membership = 13 Quorum = 7 Mayor and all Councillors

Agenda for public distribution

Moreton Bay Regional Council

LIST OF ITEMS

1 GOVERNANCE SESSION (Cr Allan Sutherland, Mayor)

ITEM 1.1 5 ATTENDANCE - 50TH ANNIVERSARY OF THE VISCOUNT AIR DISASTER - WINTON - REGIONAL

REPORT DETAIL

SUPPORTING INFORMATION

#1 Invitation from Winton Shire Council

2 PLANNING & DEVELOPMENT SESSION (Cr Mick Gillam)

ITEM 2.1 9 MBRC COASTAL HAZARD ADAPTATION STRATEGY - DIVISIONS 1-9

REPORT DETAIL


#1 MBRC Coastal Hazard Adaptation Strategy Steering Group - Terms of Reference

3 CORPORATE SERVICES SESSION (Cr Adrian Raedel)

ITEM 3.1 18 MONTHLY REPORTING PACKAGE - JULY 2016 - REGIONAL

REPORT DETAIL


#1 Monthly Financial Reporting Package - July 2016

ITEM 3.2 34 OPERATIONAL PLAN 2015/16 QUARTER 4 - REGIONAL

REPORT DETAIL


#1 Quarter 4 Operational Plan Review 2015/16

4 ASSET CONSTRUCTION & MAINTENANCE SESSION (Cr Peter Flannery)

ITEM 4.1 78 TENDER - 2016-18 GROUNDS MAINTENANCE SERVICES - DEPARTMENT OF TRANSPORT AND MAIN ROADS - HIGH-PROFILE LOCATIONS - REGIONAL

REPORT DETAIL


Confidential #1 Tender Assessment Worksheet

ITEM 4.2 84 NEWPORT - NEWPORT CANAL - MAINTENANCE DREDGING - DIVISION 5

REPORT DETAIL


Confidential #1 Tender Assessment Worksheet

COORDINATION COMMITTEE MEETING 23 August 2016

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5 PARKS, RECREATION & SPORT SESSION (Cr Darren Grimwade)

6 LIFESTYLE & AMENITY SESSION (Cr Matt Constance)

7 ECONOMIC DEVELOPMENT & TOURISM SESSION (Cr Julie Greer)

8 GENERAL BUSINESS

CLOSED SESSION (Confidential items)

ITEM C.1 – CONFIDENTIAL 91 CCTV NETWORK REVIEW & OPTIMISATION - REGIONAL

REPORT DETAIL

ITEM C.2 – CONFIDENTIAL 94 SALE OF PROPERTIES FOR OVERDUE RATES AND CHARGES - REGIONAL

REPORT DETAIL

ITEM C.3 – CONFIDENTIAL 99 PROPERTY RATIONALISATION PROJECT - SALE BY PRIVATE TREATY - DIVISION 7 AND 10

REPORT DETAIL



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ATTENDANCE & APOLOGIES

Attendance:

Committee Members:

Cr Allan Sutherland (Mayor) (Chairperson)

Officers:

Apologies: Cr Peter Flannery who was representing Council at the Safe Cities Conference.

The Mayor is the Chairperson of the Coordination Committee. Coordination Committee meetings comprise of Sessions chaired by Council’s nominated Spokesperson (or Proxy) for that portfolio, as follows:

Session Spokesperson Proxy 1 Governance Cr Allan Sutherland (Mayor) Cr Mike Charlton (Deputy Mayor) 2 Planning & Development Cr Mick Gillam Cr Adam Hain 3 Corporate Services Cr Adrian Raedel Cr Allan Sutherland (Mayor)/

Cr Mike Charlton (Deputy Mayor) 4 Asset Construction & Maintenance Cr Peter Flannery Cr Allan Sutherland (Mayor)/

Cr Mike Charlton (Deputy Mayor) 5 Parks, Recreation & Sport Cr Darren Grimwade Cr Denise Sims 6 Lifestyle & Amenity Cr Matt Constance Cr Brooke Savige 7 Economic Development & Tourism Cr Julie Greer Cr Allan Sutherland (Mayor)/

Cr Mike Charlton (Deputy Mayor) 8 General Business Cr Allan Sutherland (Mayor) Cr Mike Charlton (Deputy Mayor)


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1 GOVERNANCE SESSION (Cr Allan Sutherland, Mayor) ITEM 1.1 ATTENDANCE - 50TH ANNIVERSARY OF THE VISCOUNT AIR DISASTER - WINTON - REGIONAL Meeting / Session: 1 GOVERNANCE Reference: A14018610 : 12 August 2016 - Refer Supporting Information A14018732 Responsible Officer: TD, Junior Executive Assistant (EPS Executive Services) Executive Summary This report seeks approval for the attendance of Councillors to the 50th Anniversary of the Viscount Air Disaster in Winton on Thursday 22 September 2016. OFFICER’S RECOMMENDATION That Councillor Mick Gillam be appointed to attend the 50th Anniversary of the Viscount Air Disaster in Winton on Thursday 22 September 2016.


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Moreton Bay Regional Council ITEM 1.1 ATTENDANCE - 50TH ANNIVERSARY OF THE VISCOUNT AIR DISASTER - WINTON - REGIONAL - A14018610 (Cont.)

REPORT DETAIL 1. Background Moreton Bay Regional Council’s Sister City, Winton Shire Council has extended an invitation to Cr Mick Gillam to attend the 50th Anniversary of the Viscount Air Disaster on Thursday 22 September 2016 in Winton. 2. Explanation of Item The 50th anniversary commemorative ceremony will pay respect to the victims of the 1966 Viscount Air Disaster that occurred at the Nadjayamba Station, 24km west of Winton. The ceremony will be led by a local clergy and will include the families and friends of the crew and passengers involved in the accident. Attendance to the service must be submitted to the Winton Shire Council by 31 August 2016. 3. Strategic Implications 3.1 Legislative/Legal Implications

There are no direct legislation/legal implications arising from this report.

3.2 Corporate Plan / Operational Plan Strengthening Communities: Office of the CEO - overall leadership and coordination of council activities.

3.3 Policy Implications Arrangements will be made in accordance with Policy No: 10-2150-16 Conference, Seminar, Study Tour and Travel.

3.4 Risk Management Implications There are no direct risk management implications arising from this report.

3.5 Delegated Authority Implications There are no direct delegated authority implications arising from this report.

3.6 Financial Implications Funds have been provided in the Budget.

3.7 Economic Benefit N/A

3.8 Environmental Implications

There are no environmental implications arising from this report 3.9 Social Implications

Attendance to the anniversary proceedings will strengthen and show support to our sister city.

3.10 Consultation / Communication Consultation has been undertaken with Councillors, Chief Executive Officer and Director Executive and Property Services. Councillor Mick Gillam have advised of his interest in attending.


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SUPPORTING INFORMATION Ref: A14018732 The following list of supporting information is provided for: ITEM 1.1 ATTENDANCE - 50TH ANNIVERSARY OF THE VISCOUNT AIR DISASTER - WINTON - REGIONAL #1 Invitation from Winton Shire Council


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Thursday 22nd September 2016

Program for the day

10:00am

12:00pm

OOFFICIAL INVITATION

50th Anniversary of the Viscount Air Disaster ‘Nadjayamba’ Winton 1966-2016

RSVP by August 31st 2016

[email protected]

1300 665 115

ITEM 1.1 ATTENDANCE - 50TH ANNIVERSARY OF THE VISCOUNT AIR DISASTER - WINTON - REGIONAL - A14018610 (Cont.)#1 Invitation from Winton Shire Council

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2 PLANNING & DEVELOPMENT SESSION (Cr Mick Gillam) ITEM 2.1 MBRC COASTAL HAZARD ADAPTATION STRATEGY - DIVISIONS 1-9 Meeting / Session: 2 PLANNING & DEVELOPMENT Reference: A13998910 : 9 August 2016 - Refer Supporting Information A13856882 Responsible Officer: EM, Senior Strategic Planner (PED Strategic Planning) Executive Summary On 2 June 2016 the Queensland Government launched QCoast2100, a $12 million fund over three years, to assist Councils to prepare coastal hazard adaptation strategies. QCoast2100 will provide funding, tools and technical support to assist all Queensland coastal councils in the preparation of plans and strategies to address climate change-related coast hazard risks. Council is now in the position to seek QCoast2100 funding to support the preparation of the MBRC Coastal Hazard Adaptation Strategy for the Moreton Bay Region. To meet the eligibility criteria for a funding application, Council must establish a project steering group with representation from all areas of the organisation at a senior officer level. It is recommended that Council endorse the terms of reference contained in the supporting information as well as Councillor membership to the MBRC Coastal Hazard Adaptation Strategy Steering Group. OFFICER’S RECOMMENDATION 1. That Councillors Brooke Savige, Peter Flannery, Koliana Winchester and Denise Sims be appointed

to the MBRC Coastal Hazard Adaptation Strategy Steering Group. 2. That Councillor Peter Flannery be appointed Chair of the MBRC Coastal Hazard Adaptation Strategy

Steering Group. 3. That Council endorse the Terms of Reference for the MBRC Coastal Hazard Adaptation Strategy

Steering Group as contained in the supporting information to this report. 4. That Council note that a funding application will be made seeking the maximum contribution for

Moreton Bay Regional Council from the QCoast2100 fund.


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Moreton Bay Regional Council ITEM 2.1 MBRC COASTAL HAZARD ADAPTATION STRATEGY - DIVISIONS 1-9 - A13998910 (Cont.)

REPORT DETAIL 1. Background QCoast2100, launched on 2 June 2016, is a Queensland Government Commitment to a $12 million fund over three years to assist Councils prepare coastal hazard adaptation strategies. QCoast2100 will provide funding, tools and technical support to assist all Queensland coastal councils in the preparation of plans and strategies to address climate change-related coast hazard risks. The outcomes of the program will inform: - Land use planning and development assessment - Infrastructure planning and management including roads, stormwater and foreshores - Asset management and planning including nature conservation, recreation, cultural heritage values

and other public amenities - Community planning - Emergency management. QCoast2100 is governed by a Board comprising members from the Local Government Association of Queensland (LGAQ), the Department of Environment and Heritage Protection (EHP) and the Department of Infrastructure, Local Government and Planning (DILGP). QCoast2100 will provide support to local governments in the form of: - An LGAQ-appointed Program Coordinator who will oversee the day- to-day operation and delivery of

the Program - An Expert Panel to provide technical advice to the Board, Program Coordinator and local

governments as required - Project Advisors to provide direct support to local governments on scoping projects, understanding

technical requirements and managing project variations as they arise.

QCoast2100 organisational structure

The need for a coastal management strategy and a coastal adaptation plan for the Moreton Bay Region was identified as a short term action in the Moreton Bay Regional Council Water Strategy 2012-2031. In responding to submitters to the draft planning scheme in 2015, Council made a public commitment to commence the preparation of a coastal hazard adaptation strategy in the 2016/17 financial year. Budget allocation has been made to support the preparation of the strategy and various projects that are key to the strategy’s development. 2. Explanation of Item Council is now in the position to seek QCoast2100 funding to support the preparation of the MBRC Coastal Hazard Adaptation Strategy for the Moreton Bay Region.


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The QCoast2100 “Funding Guidelines” outlines the eligibility criteria for proposal seeking funding under the QCoast2100 program. These criteria include: - Project scope - Project methodology - Project governance and communication; and - Project fee structure. Project scope and methodology are guided by the QCoast2100 Minimum Standards and Guidelines for each of the applicable project phases. To meet the eligibility criteria for “Project Governance and Communication” a Council-wide project management or steering committee representing all relevant areas of the organisation at a senior officer level is required as a minimum. It is proposed to establish the MBRC Coastal Hazard Adaptation Strategy Steering Group (the Steering Group) to meet this requirement and to oversee the delivery of the project. To ensure representation from across the organisation, membership of the Steering Group is to comprise of: • Director Planning and Economic Development (or delegate) • Director Engineering Construction and Maintenance (or delegate) • Director Community and Environmental Services (or delegate) • Director Executive and Property Services (or delegate) • Manager Financial and Project Services • Councillor representatives • Council’s Project Manager • LGAQ Project Advisor (advice role only) • Project appointed RPEQ overseer. The role of the Steering Group is to: • Oversee the progress and delivery of the MBRC Coastal Hazard Adaptation Strategy • Ensure all aspects of the MBRC Coastal Hazard Adaptation Strategy achieves the requirements of the

QCoast2100 Minimum Standards and Guidelines • Resolve issues with adaptation planning for land use, infrastructure and financial planning • Coordinate the reporting of issues, implications and progress to Council • Ensure sustainability principles are applied to the above • Provide leadership to guide and support policy development for the MBRC Coastal Hazard Adaptation

Strategy through the Council decision making process. A Terms of Reference for the steering group is included in the supporting information to this report. Officers have sought nomination from Councillors for membership to the Steering Group as well as the Steering Group Chairperson. The nominations received are reflected in the recommendations of this report. Once the membership and terms of reference for the Steering Group are confirmed, there is sufficient information available to meet the eligibility criteria and therefore Council will be in a position to finalise and lodge a QCoast2100 funding application. 3. Strategic Implications 3.1 Legislative/Legal Implications

Under the Disaster Management Act 2003 Council must plan for current and future events as part of the Local Disaster Management Plan. Under the State Planning Policy Council must satisfy requirements that the state interest of natural hazards, risk and resilience have been met.


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3.2 Corporate Plan / Operational Plan

Creating Opportunities: Land use and infrastructure planning - a sustainable planning and design framework to manage growth.

3.3 Policy Implications The outcomes of the MBRC Coastal Hazard Adaptation Strategy may have implications on policy associated with: - Land use planning and development assessment - Infrastructure planning and management including roads, stormwater and foreshores - Asset management and planning including but not limited to nature conservation, recreation,

cultural heritage values and other public amenities - Community planning - Disaster / Emergency management.

3.4 Risk Management Implications Coastal hazards place the community and assets at risk on an on-going basis. This risk exposure will most likely increase as a result of climate change. By undertaking the MBRC Coastal Hazard Adaptation Strategy, Council will be able to gain a greater understanding of the areas/assets at risk over a number of time horizons and identify adaptation/mitigation strategies to manage that risk exposure. A risk management register will be established and maintained throughout the duration of the MBRC Coastal Hazard Adaptation Strategy project.

3.5 Delegated Authority Implications N/A.

3.6 Financial Implications An operational budget allocation of $500,000 per year for 2016/17 and 2017/18 currently exists. A funding contribution of up to $500,000 is available under the QCoast2100 program. Additional funding may be granted subject to the project proposal and the QCoast2100 Board’s discretion. The outcomes of the MBRC Coastal Hazard Adaptation Strategy will provide greater understanding for the organisation as to the potential financial implications that may arise as a result of climate change and options for how these implications may be managed long term.

3.7 Economic Benefit Impacts of coastal hazards both now and into the future will potential have significant impacts on the Moreton Bay Region’s economy. By undertaking the MBRC Coastal Hazard Adaptation Strategy, Council will have a greater understanding of what the potential impacts may be and identify measures to ensure that the Moreton Bay Region’s economy continues to grow in the future.


The MBRC Coastal Hazard Adaptation Strategy will inform appropriate planning actions for the Region’s natural assets that may be at risk due to climate change.

3.9 Social Implications

Planning for a response to potential impacts from changes as a result of climate change will assist in creating resilient future communities and assets.

3.10 Consultation / Communication Consultation with the Councillors has been undertaken to obtain nominations for membership to the Steering Group.


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SUPPORTING INFORMATION Ref: A13856882 The following list of supporting information is provided for: ITEM 2.1 MBRC COASTAL HAZARD ADAPTATION STRATEGY - DIVISIONS 1-9 #1 MBRC Coastal Hazard Adaptation Strategy Steering Group - Terms of Reference


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MBRC Coastal Hazard Adaptation Strategy

Steering Group

TERMS OF REFERENCE

ITEM 2.1 MBRC COASTAL HAZARD ADAPTATION STRATEGY - DIVISIONS 1-9 - A13998910 (Cont.)

#1 MBRC Coastal Hazard Adaptation Strategy Steering Group - Terms of Reference

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Table of Contents

1 Role ............................................................................................................................................................... 1

2 Membership .................................................................................................................................................. 1

3 Reporting Relationships and Requirements ............................................................................................. 1

4 Matters for Consideration ........................................................................................................................... 1

5 Procedures ................................................................................................................................................... 2

Version Council Adoption

V1.0


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1 Role The role of the Coastal Hazard Adaptation Strategy Steering Group (the Steering Group) in broad terms is to resolve issues across the organisation relating to the preparation and implementation of the Moreton Bay Regional Council Coastal Hazard Adaptation Strategy.

The Steering Group is comprised of a combination of a Council representatives, senior management and key stakeholders to ensure that both business and policy considerations are taken into account throughout the project.

Specifically, the Panel has the following responsibilities:

Oversee the progress and delivery of the Coastal Hazard Adaptation Strategy

Ensure all aspects of the Coastal Hazard Adaptation Strategy achieves the requirements of the QCoast2100

Minimum Standards and Guidelines

Resolve issues with adaptation planning for land use, infrastructure and financial planning

Coordinate the reporting of issues, implications and progress to Council

Ensure sustainability principles are applied to the above

Provide leadership to guide and support policy development for the Coastal Hazard Adaptation Strategy through the Council decision making process

2 Membership Membership of the Steering Group comprises:

Director Planning and Economic Development (or delegate)

Director Engineering Construction and Maintenance (or delegate)

Director Community and Environmental Services (or delegate)

Director Executive and Property Services (or delegate)

Manager Financial and Project Services

Councillor Division 1

Councillor Division 2 (Steering Group Chair)



Council’s Project Manager

LGAQ Project Advisor (advice role only)

Project appointed RPEQ overseer

3 Reporting Relationships and Requirements The Steering Group shall distribute meeting minutes to all Councillors and the CEO.

The Steering Group shall, from time to time and where necessary, commission subordinate work groups to consider matters at a higher level of detail and to report back to, and make recommendations to the Steering Group.

These subordinate work groups are to be established on a temporary basis only and solely for the duration of the specific task at hand.

Reporting, minutes and papers shall be recorded in Council’s information / records system.

4 Matters for Consideration These issues are examples that should be considered by the Steering Group:

Ensuring the MBRC Coastal Hazard Adaptation Strategy meets the requirements of QCoast2100

Deliberate on and earmark funding sources to assist plan implementation

Provide guidance on achievement of strategic alignment of adaptation approaches


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Oversee the MBRC Coastal Hazard Adaptation Strategy project and guide direction for the policy development

Monitor project progress, engage in policy development that provides guidance for decision making, and act as an issues resolution governance body for the project

5 Procedures The meeting frequency will be bimonthly, unless otherwise determined/requested by the Steering Group.

Submissions are to be provided no less than one week prior to the prescribed meeting date.

Status Update Reports are provided no less than one week prior to the prescribed meeting date and are to be attached to the agenda.

Presentations to the Steering Group are to be identified no less than one week prior to the prescribed meeting date and are to be attached to the agenda with an executive summary.

Agendas and minutes are to be prepared and circulated in a timely manner electronically.

Responsibility for Actions and Communication are to be indicated in the Minutes.


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3 CORPORATE SERVICES SESSION (Cr Adrian Raedel) ITEM 3.1 MONTHLY REPORTING PACKAGE - JULY 2016 - REGIONAL Meeting / Session: 3 CORPORATE SERVICES Reference: A14026844 : 16 August 2016 - Refer Supporting Information A14026880 Responsible Officer: DW, Coordinator Accounting Services (CEO Accounting Services) Executive Summary That the Financial Reporting Package for the year to date period ending 31 July 2016 be received. OFFICER’S RECOMMENDATION That the Financial Reporting Package for the year to date period ending 31 July 2016 be received.


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Moreton Bay Regional Council ITEM 3.1 MONTHLY REPORTING PACKAGE - JULY 2016 - REGIONAL - A14026844 (Cont.)

REPORT DETAIL 1. Background The Financial Reporting Package for the month ending 31 July 2016 is contained within the supporting information to this report. This package contains a number of financial statements with relevant commentary to provide a breakdown of key financial data and includes. Financial Statements

o Statement of Comprehensive Income shows all income and expenditure as at the end of the July period along with the revised budget and comparative figures for 2015/16.

o The Statement of Financial Position highlights Council’s position at the end of July and itemises assets, liabilities and community equity.

o Statement of Cash Flows which represents the cash inflows and outflows during the month. One Page Statement by Fund

o A one page statement that shows the financial performance (including budget), capital expenditure and source of capital funds for the Council, General Fund and Waste Fund year to date.

Treasury Report

o The Treasury Report highlights key areas of performance and compliance relating to Council’s investments, borrowings and reserves.

2. Explanation of Item The financial results for the month of July are complete. A commentary is provided on significant matters that occurred during the month. 3. Strategic Implications 3.1 Legislative/Legal Implications

Part 9, section 204 of the Local Government Regulation 2012, (regulation) states the following: (1) The local government must prepare a financial report. (2) The chief executive officer must present the financial report—

(a) if the local government meets less frequently than monthly—at each meeting of the local

government; or (b) otherwise—at a meeting of the local government once a month.

(3) The financial report must state the progress that has been made in relation to the local government’s budget for the period of the financial year up to a day as near as practicable to the end of the month before the meeting is held.

3.2 Corporate Plan / Operational Plan

Enabling Services: Financial services - accounting and financial operations, corporate policy and performance activities.

3.3 Policy Implications Compliance to the Council’s Investment Policy is confirmed for the month of July.

3.4 Risk Management Implications The Council is subject to numerous risks associated with revenue and expenses that can impact upon Councils financial performance and position. The quarterly operational plan and budget reporting process assists in minimising the financial risks.


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Moreton Bay Regional Council ITEM 3.1 MONTHLY REPORTING PACKAGE - JULY 2016 - REGIONAL - A14026844 (Cont.)

3.5 Delegated Authority Implications

Nil

3.6 Financial Implications As at the end of July 2016 Council’s operating surplus is $52.61 million and the capital expenditure incurred to date is $3.46 million.

3.7 Economic Benefit Nil


Nil 3.9 Social Implications

Nil

3.10 Consultation / Communication Chief Executive Officer, Manager Financial and Project Services and Accounting Services Manager.


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SUPPORTING INFORMATION Ref: A14026880 The following list of supporting information is provided for: ITEM 3.1 MONTHLY REPORTING PACKAGE - JULY 2016 - REGIONAL #1 Monthly Financial Reporting Package - July 2016


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Financial Statements 1 to 3

One Page Statement - Council 4

Commentary on Financial Results and Graphs 5 to 8

One Page Statement - General 9

One Page Statement - Waste 10

Treasury Report 11

#1 Monthly Financial Reporting Package - July 2016 ITEM 3.1 MONTHLY REPORTING PACKAGE - JULY 2016 - REGIONAL - A14026844 (Cont.)

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2016/17Revised Budget

2016/17YTD

Actuals

Income Revenue

Operating RevenueRates and utility charges $273,440,224 $66,523,359Fees and charges $37,291,125 $2,391,078Rental income $7,170,616 $343,843Grants, subsidies and contributions $19,175,638 $168,206Interest revenue $42,520,078 $3,628,589Sales revenue $2,506,750 $301,925Other revenue $20,292,037 $438,171Share of profit of associate $34,988,000 $2,915,667

$437,384,468 $76,710,838 Capital Revenue

Grants, subsidies and contributions $80,609,478 $4,508,827

Total Revenue $517,993,946 $81,219,665

Capital Income $0 $61,601

Total Income $517,993,946 $81,281,266

ExpensesOperating ExpensesEmployee benefits ($131,185,801) ($8,346,084)Materials and services ($141,776,706) ($7,031,274)Depreciation and amortisation ($79,990,840) ($6,665,903)Finance costs ($24,637,940) ($2,059,697)

($377,591,287) ($24,102,958)

Capital Expenses $0 $0

Total Expenses ($377,591,287) ($24,102,958)

NET RESULT $140,402,659 $57,178,308

Other Comprehensive IncomeItems that will not be reclassified to net result

Increase/(decrease) in asset revaluation surplus $0 $0Total other comprehensive income for the year $0 $0

TOTAL COMPREHENSIVE INCOME FOR THE YEAR $140,402,659 $57,178,308

Moreton Bay Regional CouncilSTATEMENT OF COMPREHENSIVE INCOME

For the period ended 31 July 2016

1

ITEM 3.1 MONTHLY REPORTING PACKAGE - JULY 2016 - REGIONAL - A14026844 (Cont.)

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2016/17Assets

Current AssetsCash and cash equivalents $230,635,306Trade and other receivables $72,505,439Inventories $1,174,892

$304,315,637Non-current assets held for sale $7,068,182Total Current Assets $311,383,819

Non-Current AssetsTrade and other receivables $741,800,546Investments $15,000Investment property $42,936,030Investment in associate $979,425,653Property, plant and equipment $4,290,431,422Intangible assets $2,237,009Total Non-Current Assets $6,056,845,660

Total Assets $6,368,229,479

Liabilities

Current LiabilitiesTrade and other payables $28,163,634Borrowings $25,860,955Provisions $14,379,004Other $269,975Total Current Liabilities $68,673,568

Non-Current LiabilitiesTrade and other payables $414,802Borrowings $365,597,976Provisions $27,101,250Total Non-Current Liabilities $393,114,028

Total Liabilities $461,787,596

NET COMMUNITY ASSETS $5,906,441,883

Community EquityRetained surplus $5,035,480,269Asset revaluation surplus $870,961,614

TOTAL COMMUNITY EQUITY $5,906,441,883

Moreton Bay Regional CouncilSTATEMENT OF FINANCIAL POSITION

As at 31 July 2016

2


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2016/17Cash flows from operating activitiesReceipts from customers $31,826,627Payments to suppliers and employees ($30,334,471)Interest received $9,693,606Rental income $343,843Non capital grants and contributions $168,206Tax equivalent received $1,530,138Borrowing costs ($2,013,042)Net cash inflow/(outflow) from operating activities $11,214,907

Cash flows from investing activitiesPayments for property, plant and equipment ($3,460,926)Payments for intangible assets $0Payments for investment property $0Proceeds from sale of property, plant and equipment $61,601Net movement in loans to community organisations $0Net movement in loans to Unitywater $0Dividends received from associate $0Other dividends received $0Grants, subsidies, contributions and donations $4,508,827Net cash inflow/(outflow) from investing activities $1,109,502

Cash flows from financing activitiesProceeds from borrowings $0Repayment of borrowings $0Net cash inflow/(outflow) from financing activities $0

Net increase/(decrease) in cash held $12,324,409

Cash and cash equivalents at the beginning of the financial year $218,310,897

Cash and cash equivalents at the end of the financial year $230,635,306

STATEMENT OF CASH FLOWSFor the period ended 31 July 2016


3


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Moreton Bay Regional CouncilOne Page Statement - Whole of Council

Year to date result as at: 31 July 2016

2016/17 2016/17 2016/17 2016/17

1 Operating Summary2 Operating Revenues3 Rates and Utility Charges $273,440,224 $273,440,224 $66,523,358 24.33%4 User Fees and Charges $37,291,125 $37,291,125 $2,391,078 6.41%5 Interest Revenue $42,520,078 $42,520,078 $3,628,589 8.53%6 Operating Grants and Subsidies $18,639,277 $18,639,277 $168,206 0.90%7 Other Revenues $30,505,764 $30,505,764 $1,083,940 3.55%8 Share of Profit of Associate $34,988,000 $34,988,000 $2,915,667 8.33%9 Community Service Obligations $0 $0 $0 No Budget10 Total Operating Revenue $437,384,468 $437,384,468 $76,710,838 17.54%11 Operating Expenses12 Employee Expenses $133,002,339 $132,982,339 $8,484,280 6.38%13 Materials and Services $139,810,168 $139,980,168 $6,893,078 4.92%14 Finance Costs $1,188,636 $1,188,636 $46,655 3.93%15 Interest Expense on Loans $23,449,304 $23,449,304 $2,013,042 8.58%16 Depreciation and Amortisation $79,990,840 $79,990,840 $6,665,903 8.33%17 Competitive Neutrality Adjustments $0 $0 $0 No Budget18 Total Operating Expenses $377,441,287 $377,591,287 $24,102,958 6.38%19 Operating Surplus/(Deficit) $59,943,181 $59,793,181 $52,607,880 87.98%20 Capital Revenues and Expenses21 Infrastructure Cash Contributions $22,000,000 $22,000,000 $4,461,986 20.28%22 Contributed Assets & assets not previously recognised $40,227,000 $40,227,000 $0 0.00%23 Grants,Subsidies and Other Contributions $18,382,478 $18,382,478 $46,842 0.25%24 Investment Property Revaluations $0 $0 $0 No Budget25 Property, Plant and Equipment Revaluations $0 $0 $0 No Budget26 The Gain or (loss) on infrastructure offsets $0 $0 $0 No Budget27 The Gain or (loss) on sale of assets $0 $0 $61,601 No Budget28 Total Capital Revenues and Expenses $80,609,478 $80,609,478 $4,570,429 5.67%29 Increase/(Decrease) in operating capability $140,552,659 $140,402,659 $57,178,309 40.72%30 Appropriations31 Transfer capital revenues to capital account ($58,609,478) ($58,609,478) ($108,443) 0.19%32 Share of Profit of Associate - Capital ($9,430,000) ($9,430,000) ($785,833) 8.33%33 Transfers (to) reserves ($22,403,401) ($22,403,401) ($4,461,986) 19.92%34 Transfers from reserves for operating purposes $2,195,432 $2,195,432 $0 0.00%35 General Revenue used for capital purposes ($52,305,212) ($52,155,212) $0 0.00%36 Total Appropriations ($140,552,659) ($140,402,659) ($5,356,262) 3.81%37 Unappropriated Surplus/(Deficit) for the year $0 $0 $51,822,047 No Budget38 Unappropriated Surplus/(Deficit) from the previous year $0 $0 $0 No Budget39 Unappropriated Surplus/(Deficit) Position $0 $0 $51,822,047 No Budget40 Capital Funding Sources41 Capital Funding Balance Brought Forward $0 $4,270,406 $4,270,406 100.00%42 General Revenue used for Capital Purposes $52,305,212 $52,155,212 $0 0.00%43 Capital Grants and Subsidies received $18,382,478 $18,382,478 $46,842 0.25%44 Contributed Assets and assets not previously recognised $40,227,000 $40,227,000 $0 0.00%45 Loans received $21,630,288 $21,630,288 $0 0.00%46 Funds received from Asset sales $19,700,000 $19,700,000 $61,601 0.31%47 Transfers from Reserves for capital purposes $24,562,410 $24,562,410 $0 0.00%48 Depreciation and Amortisation funded in the year $79,990,840 $79,990,840 $6,665,903 8.33%49 Transfer of land sales revenue to reserve ($17,900,000) ($17,900,000) $0 0.00%50 (Capital funding balance carried forward) $0 $0 ($7,583,826) No Budget51 Total Capital Funding Sources $238,898,228 $243,018,634 $3,460,926 1.42%52 Capital Funding Applications53 Capital Expenditure $173,806,260 $177,926,666 $3,460,926 1.95%54 Contributed Assets and assets not previously recognised $40,227,000 $40,227,000 $0 0.00%55 Loan Redemption $24,864,968 $24,864,968 $0 0.00%56 Total Capital Funding Applications $238,898,228 $243,018,634 $3,460,926 1.42%

8% of the year elapsed

Line No.

Original Budget

Revised Budget YTD Actuals

Actuals to Revised Budget

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Synopsis

* 8% of the financial year is complete.

*

*

Operating Revenue

*

*

Operating Expenditure

*

**

Capital Revenue

**

*

Capital Expenditure

*

Adjusted Capital Expenditure

*

The Performance at a Glanceas at 31 July 2016

Employee Expenses are tracking slightly below budget at this point in the year.Finance Costs and Materials and Services are tracking under budget.

All other revenues are as expected as at the end of July.

Capital carry overs brought forward from 2015/16 are reflected in the 2016/17 revised budget.

The operating surplus is $52.61 million.

All other expenditure is as expected thus far.

Rates and Utility Charges are on track to budget following the first quarterly rates levy.

Infrastructure Cash Contributions are tracking above budget.

To date $3.46 million has been spent on capital works, (which represents 1.95% of the capital program).

With the exclusion of the Moreton Bay Rail Link project and University Precinct project, capital expenditure to date is represented as 2.04% complete.

Grants,Subsidies and Other Contributions will track below budget until the capital expenditure program ramps up.No contributed assets have been recognised to date.

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Comparative Table 2014/15 and 2015/16 to 2016/17*


2016/17 2016/17 2016/17 2015/16 2014/15$'000 $'000 % % %

Operating Revenue

Rates & Utility Charges $273,440 $66,523 24% 24% 24%

User Fees & Charges $37,291 $2,391 6% 8% 8%

Interest Revenue $42,520 $3,629 9% 8% 8%

Operating Expenses

Employee Expenses & Material and Services $272,963 $15,377 6% 7% 7%

External Loan Interest Expense $23,449 $2,013 9% 9% 8%

Capital Revenues

Infrastructure Cash Contributions $22,000 $4,462 20% 14% 11%

Contributed Assets $40,227 $0 0% 0% 0%

Grants & Subsidies $18,382 $47 0% 9% 1%

Capital Expenditure

Total Capital Expenditure $177,927 $3,461 2% 36% 3%

Adjusted Capital Expenditure $155,586 $3,179 2% 41% n/a

The table focuses on key items of revenue and expenses across the comparative period and is useful guide in understanding what may have changed with regard to revenue and expense streams across the three financial years.

Revenue is on target after the first quarter rates levy.

Revenue is slightly below budget and is below the previous years.

The % for 2016/17 is tracking to budget and is consistent with previous years.

Expenditure is tracking below budget but is comparable to the previous years.

Expenditure is tracking to budget and is comparable to previous years.

Infrastructure cash contributions are trackingabove budget at this stage.

No contributed assets have been recognised todate.

The % of grants and subsidies received is tracking significantly below budget and is below the previous year.

Capital expenditure is below budget. The unusual % for 2015/16 relates to the land acquisition of the Petrie Mill site.

Capital expenditure is behind budget even with the exclusion of the Moreton Bay Rail Link and University project.

* The data presented reflects the position of Council as at 31 July 2016 compared to the position of Council as at 31 July 2015 and 31 July 2014.





Actuals to Revised Budget Comments

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T

Annual Revised Budget $'000

Actuals to July

$'000Actuals to

Budget % spent

2015/16 $ 275,271 $ 18,513 6.73%

2016/17 $ 272,963 $ 15,377 5.63%

Operating ExpenditureThis graph compares the major components of operating expenditure (being employee expenses plus materials and services) on a percentage expended basis for the 2016/17 and 2015/16 years. The graph includes continuing service delivery expenses and operating initiative expenses.

The budgeted expenditure trend is set at 8.33% for each month. The cumulative actual expenditure trend for each month is graphed alongside the budget expenditure.

6.73%

12.92%

20.13%

28.63%

35.99%

44.86%

51.34%

59.19%

66.76%

74.14%

81.99%

97.53%

8.33%

16.67%

25.00%

33.33%

41.67%

50.00%

58.33%

66.67%

75.00%

83.33%

91.67%

100.00%

05.63%

0%

8%

17%

25%

33%

42%

50%

58%

67%

75%

83%

92%

100%

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

% o

f E

xpen

dit

ure

15/16 Actuals

16/17 Budget

16/17 Actuals

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Annual Revised Budget $'000

Actuals to July

$'000Actuals to

Budget % spent

2015/16 $ 165,275 $ 58,732 35.54%2016/17 $ 177,927 $ 3,461 1.95%

Capital Expenditure

This graph compares the capital percentage expended for the 2016/17 and 2015/16 years.

The budgeted expenditure trend is set at 8.33% for each month. The cumulative actual expenditure trend for each month is graphed alongside the budget expenditure.

0%

8%

17%

25%

33%

42%

50%

58%

67%

75%

83%

92%

100%

0

% o

f E

xpen

dit

ure

09/10 Actuals 10/11 Actuals 09/10 & 10/11 Budget

35.54%

41.99%

48.93%

43.18%

49.08%

55.89%

60.31%

70.07%

75.36%

79.54%

84.22%

98.16%

8.33%

16.66%

25.00%

33.33%

41.66%

50.00%

58.33%

66.66%

75.00%

83.33%

91.66%

100.00%

01.95%

0%

8%

17%

25%

33%

42%

50%

58%

67%

75%

83%

92%

100%

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

% o

f E

xpen

dit

ure

15/16 Actuals

16/17 Budget

16/17 Actuals

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Moreton Bay Regional CouncilOne Page Statement - General


2016/17 2016/17 2016/17 2016/17

1 Operating Summary2 Operating Revenues3 Rates and Utility Charges $235,105,846 $235,105,846 $56,953,729 24.22%4 User Fees and Charges $33,426,125 $33,426,125 $2,259,705 6.76%5 Interest Revenue $42,360,078 $42,360,078 $3,626,363 8.56%6 Operating Grants and Subsidies $18,639,277 $18,639,277 $168,206 0.90%7 Other Revenues $28,321,864 $28,321,864 $833,733 2.94%8 Share of Profit of Associate $34,988,000 $34,988,000 $2,915,667 8.33%9 Community Service Obligations ($933,275) ($933,275) ($77,773) 8.33%10 Total Operating Revenue $391,907,915 $391,907,915 $66,679,630 17.01%11 Operating Expenses12 Employee Expenses $127,806,285 $127,786,285 $8,137,609 6.37%13 Materials and Services $115,214,289 $115,384,289 $6,340,680 5.50%14 Finance Costs $783,973 $783,973 $46,655 5.95%15 Interest Expense on Loans $23,449,304 $23,449,304 $2,013,042 8.58%16 Depreciation and Amortisation $77,954,677 $77,954,677 $6,496,223 8.33%17 Competitive Neutrality Adjustments ($12,504,957) ($12,504,957) ($1,042,080) 8.33%18 Total Operating Expenses $332,703,571 $332,853,571 $21,992,129 6.61%19 Operating Surplus/(Deficit) $59,204,344 $59,054,344 $44,687,501 75.67%20 Capital Revenues and Expenses21 Infrastructure Cash Contributions $22,000,000 $22,000,000 $4,461,986 20.28%22 Contributed Assets & assets not previously recognised $40,227,000 $40,227,000 $0 0.00%23 Grants,Subsidies and Other Contributions $18,382,478 $18,382,478 $46,842 0.25%24 Investment Property Revaluations $0 $0 $0 No Budget25 Property, Plant and Equipment Revaluations $0 $0 $0 No Budget26 The Gain or (loss) on infrastructure offsets $0 $0 $0 No Budget27 The Gain or (loss) on sale of assets $0 $0 $61,601 No Budget28 Total Capital Revenues and Expenses $80,609,478 $80,609,478 $4,570,429 5.67%29 Increase/(Decrease) in operating capability $139,813,822 $139,663,822 $49,257,930 35.27%30 Appropriations31 Transfer capital revenues to capital account ($58,609,478) ($58,609,478) ($108,443) 0.19%32 Share of Profit of Associate - Capital ($9,430,000) ($9,430,000) ($785,833) 8.33%33 Transfers (to) reserves ($22,403,401) ($22,403,401) ($4,461,986) 19.92%34 Transfers from reserves for operating purposes $2,195,432 $2,195,432 $0 0.00%35 General Revenue used for capital purposes ($51,566,375) ($51,416,375) $0 0.00%36 Total Appropriations ($139,813,822) ($139,663,822) ($5,356,262) 3.84%37 Unappropriated Surplus/(Deficit) for the year $0 $0 $43,901,668 No Budget38 Unappropriated Surplus/(Deficit) from the previous year $0 $0 $0 No Budget39 Unappropriated Surplus/(Deficit) Position $0 $0 $43,901,668 No Budget40 Capital Funding Sources41 Capital Funding Balance Brought Forward $0 $4,120,406 $4,120,406 100.00%42 General Revenue used for Capital Purposes $51,566,375 $51,416,375 $0 0.00%43 Capital Grants and Subsidies received $18,382,478 $18,382,478 $46,842 0.25%44 Contributed Assets and assets not previously recognised $40,227,000 $40,227,000 $0 0.00%45 Loans received $21,630,288 $21,630,288 $0 0.00%46 Funds received from Asset sales $19,700,000 $19,700,000 $61,601 0.31%47 Transfers from Reserves for capital purposes $24,562,410 $24,562,410 $0 0.00%48 Depreciation and Amortisation funded in the year $77,954,677 $77,954,677 $6,496,223 8.33%49 Transfer of land sales revenue to reserve ($17,900,000) ($17,900,000) $0 0.00%50 (Capital funding balance carried forward) $0 $0 ($7,307,253) No Budget51 Total Capital Funding Sources $236,123,228 $240,093,634 $3,417,819 1.42%52 Capital Funding Applications53 Capital Expenditure $171,031,260 $175,001,666 $3,417,819 1.95%54 Contributed Assets and assets not previously recognised $40,227,000 $40,227,000 $0 0.00%55 Loan Redemption $24,864,968 $24,864,968 $0 0.00%56 Total Capital Funding Applications $236,123,228 $240,093,634 $3,417,819 1.42%

Line No.


Original Budget



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Moreton Bay Regional CouncilOne Page Statement - Waste


2016/17 2016/17 2016/17 2016/17

1 Operating Summary2 Operating Revenues3 Rates and Utility Charges $38,334,378 $38,334,378 $9,569,629 24.96%4 User Fees and Charges $3,865,000 $3,865,000 $131,373 3.40%5 Interest Revenue $160,000 $160,000 $2,226 1.39%6 Operating Grants and Subsidies $0 $0 $0 No Budget7 Other Revenues $2,183,900 $2,183,900 $250,207 11.46%8 Share of Profit of Associate $0 $0 $0 No Budget9 Community Service Obligations $933,275 $933,275 $77,773 8.33%10 Total Operating Revenue $45,476,553 $45,476,553 $10,031,208 22.06%11 Operating Expenses12 Employee Expenses $5,196,054 $5,196,054 $346,671 6.67%13 Materials and Services $24,595,879 $24,595,879 $552,398 2.25%14 Finance Costs $404,663 $404,663 $0 0.00%15 Interest Expense on Loans $0 $0 $0 No Budget16 Depreciation and Amortisation $2,036,163 $2,036,163 $169,680 8.33%17 Competitive Neutrality Adjustments $12,504,957 $12,504,957 $1,042,080 8.33%18 Total Operating Expenses $44,737,716 $44,737,716 $2,110,829 4.72%19 Operating Surplus/(Deficit) $738,837 $738,837 $7,920,379 1072.01%20 Capital Revenues and Expenses21 Infrastructure Cash Contributions $0 $0 $0 No Budget22 Contributed Assets & assets not previously recognised $0 $0 $0 No Budget23 Grants,Subsidies and Other Contributions $0 $0 $0 No Budget24 Investment Property Revaluations $0 $0 $0 No Budget25 Property, Plant and Equipment Revaluations $0 $0 $0 No Budget26 The Gain or (loss) on infrastructure offsets $0 $0 $0 No Budget27 The Gain or (loss) on sale of assets $0 $0 $0 No Budget28 Total Capital Revenues and Expenses $0 $0 $0 No Budget29 Increase/(Decrease) in operating capability $738,837 $738,837 $7,920,379 1072.01%30 Appropriations31 Transfer capital revenues to capital account $0 $0 $0 No Budget32 Share of Profit of Associate - Capital $0 $0 $0 No Budget33 Transfers (to) reserves $0 $0 $0 No Budget34 Transfers from reserves for operating purposes $0 $0 $0 No Budget35 General Revenue used for capital purposes ($738,837) ($738,837) $0 0.00%36 Total Appropriations ($738,837) ($738,837) $0 0.00%37 Unappropriated Surplus/(Deficit) for the year $0 $0 $7,920,379 No Budget38 Unappropriated Surplus/(Deficit) from the previous year $0 $0 $0 No Budget39 Unappropriated Surplus/(Deficit) Position $0 $0 $7,920,379 No Budget40 Capital Funding Sources41 Capital Funding Balance Brought Forward $0 $150,000 $150,000 100.00%42 General Revenue used for Capital Purposes $738,837 $738,837 $0 0.00%43 Capital Grants and Subsidies received $0 $0 $0 No Budget44 Contributed Assets and assets not previously recognised $0 $0 $0 No Budget45 Loans received $0 $0 $0 No Budget46 Funds received from Asset sales $0 $0 $0 No Budget47 Transfers from Reserves for capital purposes $0 $0 $0 No Budget48 Depreciation and Amortisation funded in the year $2,036,163 $2,036,163 $169,680 8.33%49 Transfer of land sales revenue to reserve $0 $0 $0 No Budget50 (Capital funding balance carried forward) $0 $0 ($276,573) No Budget51 Total Capital Funding Sources $2,775,000 $2,925,000 $43,107 1.47%52 Capital Funding Applications53 Capital Expenditure $2,775,000 $2,925,000 $43,107 1.47%54 Contributed Assets and assets not previously recognised $0 $0 $0 No Budget55 Loan Redemption $0 $0 $0 No Budget56 Total Capital Funding Applications $2,775,000 $2,925,000 $43,107 1.47%


Line No.

Original Budget



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TREASURY REPORT

Investments

Investment Portfolio - Summary of Cash and Investments Held

Short Term Rating

Cash and Investment

balance as at 31 July 2016

Interest earned YTD

A1+ 76,079,534 178,919A1+ ANZ 8,507,257 15,224A1+ 18,648,518 21,999A1+ ANZ 26,999,998 70,767A1+ 10,000,000 24,205A1+ 50,000,000 125,953A1 30,000,000 78,052A2 Bendigo and Adelaide Bank 10,000,000 25,479A2 200,000 450A2 Margate Community Bank 200,000 442

Petrie Paper Mill Site Funds 47,016Trust Investments 19,215

230,635,307 607,721

* The QTC rate presented is the annualised interest rate for the month as provided by the Queensland Treasury Corporation.

Council has achieved a weighted average interest rate on all cash held of 2.79% pa in 2016/17, and has earned anadditional $71,578.08 from investing funds with financial institutions outside QTC.

Performance to Budget - Year to Date (YTD) Summary 8% of the year has elapsed

Original Budget

Revised Budget

Actual YTD

Actual % Achieved

$'000 $'000 $'000 $'000Interest Revenue on Investments 5,415 5,415 608 11%Interest on Debt held in Unitywater 36,085 36,085 3,007 8%Total Investment Income 41,500 41,500 3,615 9%

Borrowings Reserves

Debt Position $ '000 Reserves Position $ '000Debt held as at 1 July 2016 391,459 Reserves held as at 1 July 2016 190,361New borrowings 0 Funds added 4,462Borrowings repaid 0 Funds utilised 0Debt held as at 31 July 2016 391,459 Reserves held as at 31 July 2016 194,823

Reserves compriseConstrained Reserves 121,391Other Reserves 73,432

194,823

The Treasury Report highlights key areas of performance and compliance relating to Council's cash, investments and borrowings.

At 31 July 2016 all of Council's investments are in accordance with the approved Investment Policy. As at this date Council held 67.31% of funds outside of the Queensland Treasury Corporation (QTC). Term Deposit rates have increased slightly in recent times, providing better returns. More cash has been moved to longer term funds following the purchase of the Petrie Mill site from Orora.

Institution Return Term

2.7% to 3.1% 154 to 182 daysBankwest 2.85% 120 days

Qld Treasury Corp* 2.78% Short Term (45 days)At Call

National Australia Bank At Call2.22%2.25%

Suncorp 2.98% to 3.11% 177 to 182 daysNational Australia Bank 2.93% to 3% 177 to 210 days

interest rate of all Council debt is 5.74%

184 days

3% 187 daysBrendale Community Bank 2.65% 366 days

2.6%

CommentsHigher cash balance than expectedTracking as per Budget

As at 31 July 2016 the weighted average

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ITEM 3.2 OPERATIONAL PLAN 2015/16 QUARTER 4 - REGIONAL Meeting / Session: 3 CORPORATE SERVICES Reference: A14004484 : 10 August 2016 - Refer Supporting Information A14026470 Responsible Officer: SS, Senior Systems Accountant (CEO Financial & Project Services) Executive Summary The purpose of this report is to provide Council with the Quarter 4 report on the Operational Plan for 2015/16. OFFICER’S RECOMMENDATION That the Quarter 4 report on the Operational Plan for 2015/16 be received.


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Moreton Bay Regional Council ITEM 3.2 OPERATIONAL PLAN 2015/16 QUARTER 4 - REGIONAL - A14004484 (Cont.)

REPORT DETAIL 1. Background Every financial year the Council must prepare and adopt an annual operational plan. The plan must be reported upon at regular intervals of not more than three months. The Quarter 4 report on the Operational Plan for 2015/16 is presented with an assessment of Council’s achievements as measured against relevant key performance indicators along with an accompanying commentary for each Council service. 2. Explanation of Item The fourth quarter report on the Operational Plan provides non-financial information on Council’s performance in delivering services to the community. Included in this report are key performance indicator achievements and a commentary of activities undertaken during the quarter as at the 30 June 2016. 3. Strategic Implications 3.1 Legislative/Legal Implications

As prescribed under section 174 of the Local Government Regulation 2012 the Council is required to prepare and report on a quarterly basis the progress towards implementing the Operational Plan.

3.2 Corporate Plan / Operational Plan Strengthening Communities: Office of the CEO - overall leadership and coordination of council activities.

3.3 Policy Implications Nil

3.4 Risk Management Implications Nil

3.5 Delegated Authority Implications Nil

3.6 Financial Implications Nil

3.7 Economic Benefit Nil


Nil 3.9 Social Implications

Nil

3.10 Consultation / Communication The Executive Management Team, Managers and other key Council officers were involved in preparing the fourth quarter report.


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SUPPORTING INFORMATION Ref: A14026470 The following list of supporting information is provided for: ITEM 3.2 OPERATIONAL PLAN 2015/16 QUARTER 4 - REGIONAL #1 Quarter 4 Operational Plan Review 2015/16


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Quarter 4

Operational Plan Review

2015/16


____________________________________________________________________________________________________________ ITEM 3.2 OPERATIONAL PLAN 2015/16 QUARTER 4 - REGIONAL - A14004484 (Cont.)

#1 Quarter 4 Operational Plan Review 2015/16

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SStrictly Confidential

Detailed Service and Budget Analysis

1 Business development

Detailed Service Analysis

ITEM 3.2 OPERATIONAL PLAN 2015/16 QUARTER 4 - REGIONAL - A14004484 (Cont.)

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Quarter 4 Review Operational Plan and Budget 2015/16



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Service: Business development Service Description: Projects and activities that assist businesses and promote investment and job creation in the region.

Service Performance

Description Units of Measure

KPI Target

KPI Achieved

Business Events - Overall satisfaction level on the delivery of quality business events and workshops % 85.00 100.00 Average daily utilisation per quarter of the Redcliffe Hive facilities % 80.00 30.00 Business Engagement - Number of existing businesses and potential new investors engaged # 150.00 150.00 Publications - Number of quality investment attraction publications and media developed # 24.00 30.00 Partnerships and Collaborations - Meetings/programs working with State, Federal and other partners # 200.00 150.00 Percentage of total operating projects completed % 95.00 100.00

Performance Commentary Business Events -These events have continued to be operated by Moreton Bay Industry & Tourism (MBRIT) this quarter, in collaboration with Council and the RDA. Event execution & satisfaction levels with speakers continues to be high.

Business EngagementThis has again included meetings with businesses, attendance at networking events and Chamber of Commerce meetings by staff duringthis quarter. Additional to this, the Economic Development and Events team also continue to engage with businesses both inside and outside of region through our Major Venues and Events.

Business enewsletter emailed to 4000 businesses each month, Grow Your Region fact sheet, Investment attraction fact sheet, Cultural Centre coming attractions, QSEC events

Partnerships and CollaborationsThese are ongoing with various State and Federal Departments, for international engagement and economic development relationships with various diplomatic offices in Brisbane have been established.


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4 Tourism

Service: Tourism Service Description: Attracting visitors and tourists to the region.

Service Performance


KPI Target

KPI Achieved

Tourist activity as measured by enquiries at Visitor Information Centres # 80,000.00 82,787.00 Customer satisfaction rating with regional visitor information centre experience % 90.00 92.00 Percentage of total capital works completed % 95.00 100.00

Performance Commentary Customer Satisfaction A total of 21,232 visitors frequented the eight (8) Visitor Information Centres last quarter, in comparison to 18,308 from April to June 2015. It should be noted that this increase was despite the BP Caboolture centre being located in a small temporary unit and the Pine Rivers centre being located in the temporary office in Pine Rivers Park since February 2016 and the addition of the Samford Visitor Information Centre.

The next visitor survey will be conducted at the end of September.

Tourism ActivitySeveral festivals and activations have influenced the figures for this quarter - Redcliffe Cultural Centre shows, URBAN Country Music Festival, the Hills Carnival, and the beginning of Whale Watching season.


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5 Land use and infrastructure planning

Service: Land use and infrastructure pplanning Service Description: A sustainable planning and design framework to manage growth.

Service Performance


KPI Target

KPI Achieved

Planned internal activities and projects completed % 90.00 66.00 Planning Scheme project meets council targets % 100.00 100.00 Percentage of total operating projects completed % 95.00 79.67

Performance Commentary Not all of Strategic Planning projects have progressed on target for completion according to the Key Milestones set out in the 2015/16 Operational Projects Plan due to the following reasons:

Redcliffe Activity Centre Strategy - This strategy was placed on hold and has not progressed in 2015/16 due to other work commitments of the department.

Strathpine Centre Concept Plan - The stormwater investigation for Coulthards Creek was completed in 2016. It identified preliminary solutions to manage the impacts of flooding along this waterway and how they may be integrated with the urban design planning for the creek and adjacent sites. Due to other work commitments of the department in focusing on planning for the emerging communities, this conceptplan has not been completed.

Narangba East Concept Plan - The concept plan work has been substantially progressed but has been waiting on finalisation of the transport corridor design work currently underway with Integrated Transport Planning and Design.

Burpengary Centre Concept Plan - This concept plan was placed on hold and has not progressed in 2016 due to other work commitments of the department.


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6 Land use and infrastructure planning

PPerformance Commentary (Continued)

Local Government Infrastructure Plan (LGIP) 1 - Is currently with the third party reviewer. Document has not been submitted to the state.

Local Government Infrastructure Plan 2 - Preparation of the assumptions is still progressing.

Local Government Infrastructure Plan1 Infrastructure Charges Resolution (ICR) - Work has not commenced on preparation of an ICR for LGIP 1.

Strategic Road Network Review - Work for planning scheme has been completed, however the report and other outcomes (resumptions etc) has not been completed as it is awaiting modelling.

All of Council's targets for the Planning Scheme have been met.


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7 Community safety

Service: Community safety Service Description: Community safety and crime prevention strategies.

Service Performance


KPI Target

KPI Achieved

CCTV cameras and equipment to be fully operational % 94.00 98.59 Police CCTV footage requests processed within agreed timeframes % 95.00 100.00 Graffiti removal requests completed in accordance with timeframes % 94.00 99.55 Percentage of total capital works completed % 95.00 82.00

Performance Commentary GRAFFITI REMOVAL REQUESTS COMPLETED IN ACCORDANCE WITH TIMEFRAMES: Q4 performance - 100%; YTD Graffiti removal - 99.55%.

CCTV CAMERAS AND EQUIPMENT TO BE FULLY OPERATIONAL: 890 cameras in total (874 fixed and 16 mobile), 872 working, 18 not working.Q4 performance - 97.97%; YTD cameras operational - 98.59%.

PERCENTAGE OF CAPITAL WORKS COMPLETED:Caboolture - Centenary Lakes - Complete- 100%. Bongaree Caravan Park - project placed on hold pending Telstra contract finalisation. Will review status in 2016/17. Burpengary - Sports Precinct - Renewal Project - Completed 100%. Q4 performance - 100%; YTD capital works completed - 100%.

POLICE CCTV FOOTAGE REQUESTS PROCESSED WITHIN AGREED TIMEFRAMES:48 police requests received in Q4 (18 internal requests also).Q4 performance - 100%; YTD Police requests processed - 100%.


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8 Disaster management

Service: Disaster management Service Description: Planning, preparation, response and recovery activities for community disaster events.

Service Performance


KPI Target

KPI Achieved

Compliance of Local Disaster Management Plan with Emergency Management Assurance Framework % 100.00 100.00 Hours of disaster management training undertaken # 1,000.00 1,177.00 Number of disaster management exercises conducted # 4.00 4.00 Hectares of planned burns completed (5% of council land) # 300.00 389.50 Numbers of Local Disaster Coordination Centre personnel meeting core training levels # 50.00 56.00 Percentage of total operating projects completed % 95.00 100.00 Percentage of total capital works completed % 95.00 100.00

Performance Commentary * Disaster Management Training - YTD 360 persons trained (730.5hrs) * Disaster Management Exercises - YTD 105 persons trained (446.5hrs) * Fire Management prescribed burn program 2015/16 - 23 burns - 389.5 hectares (target = 300 hectares) therefore 129.8% of target achieved in 2015/16. MBRC's 3 year (2013/14, 3014/15 and 2015/16) average equates to 285 hectares per annum (95% of target). Wherever possible Council's fire management team will endeavour to overachieve to ensure this annual rolling average improves to 100% of the target.* 56 staff meet the minimum core training requirements (reduction since Q3 due to staff finishing employment with MBRC). Additional training and recruitment scheduled in 2016/17.* Operating Projects - Arana Hills SES Depot building feasibility study completed; a consultant brief for a feasibility report was finalised in Q2. This informed an e-Pid developed for design funding scheduled to occur in 2017-18. * Capital Projects - Murrumba Downs Ogg Rd building works for SES accommodation; a design estimate completed; Development Application approved, tender undertaken and awarded in Q3. Minor building and civil works undertaken in Q4. Remainder of building works and stage 1 civil works will be undertaken in Q1 and Q2 2016/17.* Council's Local Disaster Management Plan (LDMP) is compliant with the Inspector-General Emergency Management's (IGEM) Emergency Management Framework. Enhancements will be made to align council's LDMP with the EMAF framework during the next review and revision of the LDMP in 2016/17.


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9 Community capacity building

Service: Community capacity building Service Description: Programs and activities that build community capacity and provide support to community organisations.

Service Performance


KPI Target

KPI Achieved

Number of hirers of the Caboolture Hub Learning and Business Centre facilities # 2,200.00 2,250.00 Number of applications received per year through Council's Community Grants Program # 400.00 536.00 Attendance at Council's community development programs and activities # 1,600.00 1,768.00 Attendance at the Caboolture Hub Learning and Business Centre # 35,000.00 31,071.00 Customer satisfaction with Caboolture Hub Learning and Business Centre activities % 85.00 100.00 Percentage of total operating projects completed % 95.00 86.67

Performance Commentary Attendance at Council's Community Development programs and activities

Participation in Council's community development programs continued this quarter. Meetings were held with Moreton Bay RegionalInteragency (101 in attendance), Murri network (34 in attendance), Yarning Circle (48 in attendance) and CARMM (32 in attendance). A total of 215 people participated in these network meetings.

Council's Community Grants Program

Round 1 and 2 of Council's Community Grants Program (excluding the Individual Achievement Fund) attracted a total of 150 applications. 386 applications were received throughout 2015/16 financial year under the Individual Achievement Fund.


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10 Community support services

Service: Community support services Service Description: Child and family services including: Birrlaee Child Care Centre and Family Day Care operations

Service Performance


KPI Target

KPI Achieved

Number of care hours provided by Council's Family Day Care service # 370,000.00 397,982.00 Percentage of available child care places filled at Birralee Child Care Centre % 95.00 100.00

Performance Commentary Birralee

Birralee Child Care Centre achieved a 100% occupancy rate during Quarter 4. A highlight of the quarter was the participation of Kindergarten children in the Hills Carnivale where they performed songs they learnt throughout the year.

Family Day Care

Council's Family Day Care service provided 397,982 hours of care in 2016/17. Educator registrations increased in Quarter 4, with the service now supporting 64 Educators and over 350 children.


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11 Office of the CEO

Service: Office of the CEO Service Description: Overall leadership and coordination of Council activities.

Service Performance


KPI Target

KPI Achieved

Compliance with statutory and corporate requirements for council meetings and decision making % 100.00 100.00 Internal audit plan progressed as scheduled % 100.00 100.00 Audit recommendations implemented % 90.00 90.00

Performance Commentary Audit plan is on schedule subject to additions and deletions which have been brought to the attention of audit committee and subsequently noted by council.Audit recommendations are being implemented in line with targeted dates.


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12 Customer services

Service: Customer services Service Description: Services to customers through Council's call centre, service centres and records section.

Service Performance


KPI Target

KPI Achieved

Customer satisfaction with call centre service % 90.00 96.00 Customer calls resolved at the first point of contact % 90.00 96.00 Customer satisfaction with Customer Service Centre service % 90.00 100.00 Customer enquiries resolved at the first point of contact % 90.00 97.00

Performance Commentary Call Centre

Quarter 4 saw Council's Call Centre achieve an overall customer satisfaction rating of 96%, exceeding the annual and quarterly target of 90%. In addition, 96 % of customer enquiries were resolved at the first point of contact.

Customer Service Centres

Based on the survey responses received, Council's Customer Service Centres achieved a 100% customer satisfaction rating for quarter 4. In addition, 97% of enquiries were resolved at first point of contact.

Customer satisfaction survey responses returned for the quarter increased by 26%.


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13 Legal

Service: Legal Service Description: Strategic legal advice and transactional services to Councillors and the organisation.

Service Performance


KPI Target

KPI Achieved

Litigation satisfactorily resolved % 90.00 99.00 Legal advice provided within agreed timeframes % 100.00 95.00 Compliance with statutory timeframes for Right To Information and Information Privacy applications and Complaints % 100.00 95.00

Performance Commentary The majority of legal advice was provided within agreed timeframes. Due to a heavy reliance on the department for internal legal advice and ongoing priority work created by a number of special projects and court/litigation matters, the provision of some legal advice has been delayed. Right to Information and Information Privacy application processing timeframes have been met.


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14 Development assessment

Service: Development assessment Service Description: Assessment of development applications and provision of development advice.

Service Performance


KPI Target

KPI Achieved

Development services customer requests completed within 3 business days % 100.00 92.00 Decision Notices issued within 5 business days % 100.00 91.00 Operational Works applications decided within 20 business days % 75.00 76.00 Development (MCU/RAL) Applications Code Assessable decided within 20 business days % 75.00 50.00 Development (MCU/RAL) Applications Impact Assessable decided within 20 business days % 65.00 5.00 Non IDAS applications decided within 5 business days % 100.00 31.00 Endorsement Compliance Action Notices issued within 10 business days % 100.00 43.00 Planning and Development Certificates issued within regulatory timeframes % 100.00 91.00 Initial Environmental Health Licences issued within regulatory timeframes % 100.00 100.00

Performance Commentary KPI 1 - Customer Requests (CR) - Consistent performance KPI slight improvement compared to Q3 2015/16 with 16% (112) more CR received and 18% (117) more CRs completed in 3 Business days .KPI 2 - Decision Notices (DN) Issued - slight reduction in performance compared to Q3 2015/16 with 3% less DN issued within 5 business days, this is despite a reduction of 13% (44) in the total number of decision notices issued. KPI 3 - Operational works - KPI met although the proportion of operational works applications decided in 20 business days has reduced from 85% to 76% KPI 4 - MCU/RAL Code - performance down by 10% even though 15% (19) less applications decided and 29% (22) less decided in 20 business days compared to Q3 2015/16. KPI 5 - MCU/RAL Impact - 38 Impact applications decided (down 4 compared to Q3 2015/16) with 1 less application decided in 20 business days during Q4 compared to Q3 KPI 6 -Non-IDAS decisions - performance reduced compared to Q3 2015/16 however 54% (66) increase in non-IDAS applications decided with 9 less decision decisions in 5 business days compared to Q3 2015/16.KPI 7-. Compliance Action Notices - significant improvement (15%) in performance for Q3 even though 26% (29) more Compliance Action Notices (CAN) issued. With 29 CAN issued within 10 day business days this represents an almost doubling of the 15 CAN issued in 10 BD during Q3.


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15 Development assessment

Performance Commentary (Continued)

KPI 8- P&D Certificates - significant improvement in performance of 25% despite 26% (18) increase in number of certificates issued. With 78 P&D Certificates issued within statutory timeframes this represents an increase of 73% on the 45 issued during Q3. KPI 9- Initial EH Licences - consistent performance in meeting KPI CHALLENGES FOR PERFORMANCE:-Continued resourcing challenges due to leave and vacancies-Activity comparing Q4 - 2014/15 with Q4 - 2015/16 indicates 29% (171) more new Development Applications received, 63% (331) Applications decided, 16% (23) less pre-lodgement meetings held and 71% (593) lots endorsed. The trend of the last 4 continues with the number of new DAs, Decisions made and lots endorsed, consistently exceeding the previous year. This trend is reflected in the increasing revenue each year.ACTION:mb+ business reform initiatives have commenced and are expected increase efficienciesContinue to monitor allocation of applications and tasks


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16 Building and plumbing services

Service: Building and pplumbing services Service Description: Development activity compliance and assessment of plumbing and statutory building applications.

Service Performance


KPI Target

KPI Achieved

Private Certifier referrals assessed within statutory timeframes % 100.00 93.00 Development activity customer requests completed within defined timeframes % 90.00 86.00 Plumbing assessments completed within statutory timeframes % 100.00 100.00

Performance Commentary Private certifier referrals assessed within statutory time frames An audit of received referrals during the period confirmed that 93% of referrals were actioned within the required time frame. Unexpected fluctuation in staffing resources impacted this result, improved contingency measures are now in place to prevent a re-occurrence.

Development activity CRs completed within defined time frames An unplanned and short term increased in CR work load resulted from amendments to the Moreton Bay Planning Scheme.

Plumbing assessment completed within statutory time frames An audit of assessments received during the period confirmed that all assessments were attended to within the statutory time frames.


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17 Local laws

Service: Local laws Service Description: Enhancing community lifestyle and enjoyment through innovation, education and promotion of council local laws.

Service Performance


KPI Target

KPI Achieved

Animal Management - Customer requests responded to within 5 business days % 95.00 98.00 Regulated Parking - Number of equivalent days of random patrols undertaken in designated areas (3 per week) # 156.00 168.00 Pest Management - Customer requests responded to within 5 business days % 95.00 98.00

Performance Commentary Animal Management KPI Audit of animal management CRs for the period demonstrated that 2% of CRs were actioned outside the 5 day time frame however, all CRs for the period have been appropriately finalised.

Regulated Parking KPIThe target was exceeded for the quarter with 48 regulated parking days completed totalling 168 days for the year.

Pest Management KPIAudit of Pest Management requests during the period demonstrate that requests were responded to within the 5 day time frame.


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18 Public health services

Service: Public health services Service Description: Promoting a healthy and safe community through effective administration of environmental health legislation.

Service Performance


KPI Target

KPI Achieved

Immunisation - Vaccination program rates exceed the State program average rates by at least 1% % 85.00 0.00 Environment and Health Licensing - Customer requests responded to within 5 working days % 95.00 93.00 Percentage of total capital works completed % 95.00 100.00

Performance Commentary Health and Environment received 1461 customer requests for the last quarter. 103 were not responded to within 5 days.

Vaccination rate comparison data not yet available from Qld Health.


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19 Environmental initiatives

Service: Environmental initiatives Service Description: Plan, deliver and report on environmental and conservation initiatives, monitoring and education programs

Service Performance


KPI Target

KPI Achieved

Number of participants at planned environmental activities # 18,000.00 30,228.00 Planned flora and fauna habitat activities completed within defined timeframes % 90.00 95.00 Planned streams and catchment activities completed within defined timeframes % 90.00 95.00 New habitat on private property under the approved voluntary conservation programs (hectare annually) # 135.00 232.70 Percentage of total operating projects completed % 95.00 83.75

Performance Commentary Participation at workshops and events at environment centres and activities remained high. Interest in voluntary conservation programs remained strong during the year with new habitat exceeding targets.Council's Environmental Offset Framework has been documented and implementation has commenced. Council's Stream Health Monitoring Programme was reviewed and a new program developed which is expected to commence in Q2 of 2016/17.


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20 Waste collection, reduction and recycling

Service: Waste collection, reduction and recycling Service Description: The collection and disposal of waste and, programs and strategies to reduce and recycle waste.

Service Performance


KPI Target

KPI Achieved

Kerbside waste and recyclable waste bins collected as scheduled % 100.00 99.97 Total tonnage of general and recyclable waste collected from kerbside bins that is recycled % 22.00 23.85 Total tonnage of waste collected at waste facilities from residential and commercial premises (excluding kerbside bins collection) that is recycled % 45.00 63.00

Percentage of total capital works completed % 95.00 89.17 Percentage of total operating projects completed % 95.00 100.00

Performance Commentary Kerbside bin services are below KPI due to various reasons including residents failing to put bins out on time. The contractor sometimes is missing services on the collection day due to relief drivers operating on the day and road closures due to construction work - missed services are being carried out later on the service day or on the next business day.

Council maintains higher than average resource recovery rate compared with other councils in South East Queensland.

Recycling statistics are performing above KPI's and the recycling rate is on the upward trend.

Capital projects are below KPI due to not completing the landfill gas project at Caboolture waste management facility. This project was delayed to reach the right waste height prior to commencing landfill gas works to avoid any damages to the landfill gas lines. The landfill gas project is under construction and it is expected to complete by the end of August 2016.


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21 Roads and transport

Service: Roads and transport Service Description: Roads and other transport infrastructure across the region.

Service Performance


KPI Target

KPI Achieved

Programmed roads maintenance activities completed in accordance with schedule % 95.00 100.00 Road network customer requests completed within level of service timeframes % 94.00 94.30 Percentage of total capital works completed % 95.00 97.00 Percentage of total operating projects completed % 95.00 100.00

Performance Commentary KPI targets achieved.


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22 Stormwater infrastructure

Service: Stormwater iinfrastructure Service Description: Drainage and other stormwater infrastructure across the region.

Service Performance


KPI Target

KPI Achieved

Programmed stormwater maintenance activities completed in accordance with schedule % 95.00 95.00 Stormwater network customer requests completed within level of service timeframes % 94.00 93.80 Percentage of total capital works completed % 95.00 98.00 Percentage of total operating projects completed % 95.00 90.00

Performance Commentary Customer requests slightly behind in regards to completion on time. Several of these requests require design and progress into the capital and operational projects. .


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23 Waterways and coastal facilities

Service: Waterways and coastal facilities Service Description: Waterways and coastal facilities across the region.

Service Performance


KPI Target

KPI Achieved

Programmed maritime facilities maintenance activities completed in accordance with schedule % 95.00 100.00 Customer requests for marine related services completed within level of service timeframes % 94.00 94.40 Percentage of total operating projects completed % 95.00 84.00 Percentage of total capital works completed % 95.00 99.00

Performance CCommentary Programmed maritime facilities maintenance All programmed maintenance has been completed and reactive maintenance was less than projected.

Customer Requests completed on timeA total of 144 requests were received and 136 were completed within time.


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24 Parks

Service: Parks Service Description: Opportunities for leisure activities through the provision of open space, parks and reserves.

Service Performance


KPI Target

KPI Achieved

Programmed parks maintenance activities (mowing and landscaping) completed in accordance with schedule % 95.00 100.00 Parks customer requests completed within level of service timeframes % 94.00 98.40 Programmed parks inspection activities (playgrounds) completed in accordance with schedule % 95.00 100.00 Percentage of total capital works completed % 95.00 95.00 Percentage of total operating projects completed % 95.00 100.00

Performance Commentary Slight delay in the installation of park and sports signage due to supplier issues. This has been detailed and recorded through the Contractor Performance Report and will be considered in future tender assessments.


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25 Sport and recreation

Service: Sport and recreation Service Description: Sport and recreation programs, activities and facilities.

Service Performance


KPI Target

KPI Achieved

Number of education and training workshops delivered # 8.00 8.00 Percentage of Improvement Works Applications completed within four week timeframe % 90.00 90.32 Number of learn to swim enrolments at Council managed swimming pools # 2,200.00 100.00 Number of equestrian events and activities held at QSEC # 312.00 904.00 Number of people participating in equestrian events and activities held at QSEC # 3,900.00 33,481.00 Participation rate in council sport and recreation programs % 95.00 93.20 Number of scheduled swimming pool risk assessments # 44.00 24.00 Mitigation of `high' and `moderate' risks identified in the swimming pool risk assessments % 95.00 95.00 Percentage of total operating projects completed % 95.00 85.00 Percentage of total capital works completed % 95.00 97.50

Performance Commentary QSEC events and crowd numbers continue to grow, with the venue receiving feedback that it is rated as one of the nations top two venues for Equestrian Events.

Sport and recreation programs - participation increased with more places being made available in the programs. Local Women Local Sporting Clubs was a grant funded first time program specifically developed to encourage women and girls to take up sport or physical activity 75% of available places were taken.

Education and training - 8 workshops were held for sport and recreation organisations and Council co-hosted a Sports Conference with the Department of National Parks, Sport and Racing.

Majority of pool related high risks mitigated - particular focus upon Settlement Cove Lagoon


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26 Community facilities

Service: Community facilities Service Description: Community venues and other facilities.

Service Performance


KPI Target

KPI Achieved

Percentage of scheduled community hall risk assessments undertaken (46 per year) % 100.00 95.00 Percentage of scheduled caravan park risk assessments undertaken (10 per year) % 100.00 100.00 Percentage of tenure documents issued for execution under the new policy (80 per year) % 100.00 100.00 Percentage of total capital works completed % 95.00 94.00 Percentage of total operating projects completed % 95.00 100.00

Performance Commentary Hall risk inspections - 9 of the 11 were completed this quarter, with no high or medium risks identified.

Tenure agreements - 149 were issued for signing in 2015/16.

Caravan site visits conducted with increased frequency, no major new risks identified.


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27 Libraries

Service: Libraries Service Description: Library services and programs.

Service Performance


KPI Target

KPI Achieved

Customer satisfaction with library services and programs % 90.00 93.00 Percentage of total capital works completed % 95.00 94.00

Performance Commentary Customer Satisfaction Surveys were conducted at Caboolture and Bribie Island Libraries this quarter, achieving an average satisfaction rating of 93%. Positive comments were received about the wide variety of new print collection available within the libraries and the excellent services provided to the community in the form of events, workshops and presentation by authors.


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28 Cultural services

Service: Cultural services Service Description: Cultural programs, services and facilities including: Museum and art gallery operations; Redcliffe Cultural Centre

operations; and cultural development activities.

Service Performance


KPI Target

KPI Achieved

Participation in art gallery public programs # 13,000.00 14,679.00 Participation in museum public programs # 14,300.00 13,467.00 Number of exhibitions delivered through Council's art galleries (Caboolture, Pine Rivers and Redcliffe) # 70.00 65.00 Number of exhibitions delivered through Council's museums (Bribie Island, Redcliffe and Pine Rivers) # 12.00 14.00 Number of events and activities conducted at Redcliffe Cultural Centre # 144.00 692.00 Number of people participating in events and activities conducted at Redcliffe Cultural Centre # 4,950.00 94,386.00 Number of applications received through Council's Regional Arts Development Fund # 40.00 30.00 Number of visitors to Council's museums (Bribie Island, Redcliffe and Pine Rivers) # 58,500.00 62,352.00 Number of visitors to Council's art galleries (Caboolture, Pine Rivers and Redcliffe) # 65,500.00 73,705.00 Participation in Council's cultural development programs and activities # 480.00 892.00 Percentage of total operating projects completed % 95.00 95.00 Percentage of total capital works completed % 95.00 100.00

Performance Commentary Museum NetworkIn quarter 4, the museum network attracted 15,326 visitors, with customer surveys indicating that visitors are returning as repeat customers to all venues.

Visitor feedback indicates customer satisfaction with exhibitions, museum objects and stories and local information / content. Visitors also favourably commented on the overall museum experience with popular exhibitions being The Finishing Touch (Bribie Island Seaside Museum) and Anne Frank: Let me be myself (Pine Rivers Heritage Museum). Visitors have also commented on the increased turnover of collection items on display and the high standard and variety of programming across the museum network.

Schools visits in Quarter 4 equated to1509 students with 18 schools visiting over a period of 23 days. Peak periods for school visits are in Quarters 1 and 4 when most schools are studying the history curriculum.


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29 Cultural services

PPerformance Commentary (Continued)

Art Gallery NetworkThe Art Gallery Network had a busy end to 2015/16 with 22,702 visitors in quarter 4.

Council's touring exhibition, Animal Fan Fair opened at Caloundra Art Gallery and commenced its Queensland tour.

Gallery programs, exhibition openings, workshops and floor talks by artists were attended by 5855 residents and visitors to the region. Creation Stations continue to foster a love and understanding of art with children and their families, with 1,837 children engaging with the hands on activities being offered.

The Art Gallery Network delivered 7 exhibitions in its 3 main gallery spaces and 6 in community gallery spaces. The most popular exhibitions wereLove: More than a four letter word at Caboolture Regional Art Gallery and Rew Hanks: Touch of Home at the Redcliffe Art Gallery. These exhibitions generated two successful partnerships: (1) The Abbey Museum of Art and Archaeology lent work for Love: More than a four letter word; and Impress Printmakers Inc, facilitated 2 days of sold out printmaking workshop with artist Rew Hanks.

Participation in Council's Cultural Development programs and activitiesCultural development programs delivered this quarter included Food For Thought and Animating Spaces (Windows of Woodford). A total of 55 people participated in these programs.

Regional Arts Development fundRound 2 of Council Regional Arts Development Fund attracted 10 applications a further 3 applications were submitted out of round, taking the annual total of applications received to 30. Please note quarter 3 reporting incorrectly stated number of applications received. This represents a decline when compared to the number of applications received in the 2014/15 financial year. It is envisaged that the adoption of improved marketing and communication strategies for Round 1 of the 2016/17 program will see application rates increase to expected levels.

Redcliffe Cultural CentreRedcliffe Cultural Centre continues to be in high demand, with weekend bookings and attendance again proving popular in 2017. Positive feedback has been received from hirers and patrons.


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30 Events

Service: Events Service Description: Corporate events in partnership with the community.

Service Performance


KPI Target

KPI Achieved

Customer satisfaction with local, regional and signature events % 80.00 90.00 Signature events to achieve budgeted sponsorship target % 15.00 15.00 Increase in attendance at signature events % 10.00 10.00

Performance Commentary Increase in attendance at signature events The Urban Country Music Festival was well down on previous crowd numbers. Attendances to the ticketed events were estimated at 3000 patrons and non-ticketed festival areas were 2500 patrons. Citizenship Ceremonies held on 21 April, 5 May, 26 May and 23 June had a total of 986 attendees.

Customer SatisfactionUrban Country Music Festival saw an increase of the event satisfaction rate of 83% from vendors (recorded via online surveys) and over 80% satisfaction rate from the general public.Citizenship Ceremonies held on 21 April, 5 May, 26 May and 23 June had zero incidents reported and received three ‘positive feedback’ correspondence from attendees

Budgeted Sponsorship Target - Signature Events The actual cash sponsorship received for UCMF totalled $14,500 and in-kind sponsorship for UCMF totalled $13,000.


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31 Communications

Service: Communications Service Description: Corporate communication through engagement with the media, corporate publications and other marketing services.

Service Performance


KPI Target

KPI Achieved

Council media releases utilised by media organisations % 80.00 96.00 Percentage of total operating projects completed % 95.00 100.00

Performance Commentary Council media releases were well utilised by media outlets and publication rate has remained high.


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32 Human resources

Service: Human resources Service Description: Human resource management advice, workplace health and safety, and support.

Service Performance


KPI Target

KPI Achieved

Disputes that go to the Commission resolved in council's favour % 90.00 0.00 Timeframe to fill a position no longer than 9 weeks % 80.00 96.00

Performance Commentary Recruitment KPI - Timeframe to fill a position no longer than 9 weeks. Target 80%. 96% - 2 out of 59 positions exceeded 9 weeks to recruit.

Commission KPI - Disputes that go to the commission resolved in council’s favour. Target 90%. 0% - one matter went to the Commission and was not resolved in council’s favour.


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33 Financial services

Service: Financial services Service Description: Accounting and financial operations, corporate policy and performance activities.

Service Performance


KPI Target

KPI Achieved

Amount of outstanding rates (excluding prepayments) at the end of each quarter % 3.00 2.80 Obtain an unmodified external audit opinion for 2014/15 % 100.00 100.00

Performance Commentary Rate arrears are 0.08% less than at the end of the 2014/15 financial year.


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34 Corporate finance

Service: Corporate finance Service Description: A consolidation of non-serviced based revenues and expenses.

Service Performance


KPI Target

KPI Achieved

Liquidity - Target working capital ratio to be greater than 3 # 3.00 3.13 Maximise interest revenue on surplus cash invested with QTC and other financial institutions % 3.00 2.79 Liquidity - Target cash expenses cover to be greater than 6 months # 6.00 9.76 Fiscal Flexibility - Target interest cover to be greater than 6 months # 6.00 13.66

Performance Commentary The interest revenue target of 3% was not achieved as expected. A continuing low interest rate environment throughout 2015/16 contributed to the target not being achieved.

The two liquidity ratios and the fiscal flexibility ratio exceeded their targets which continues to indicate Council maintains very strong cash levels to meet its financial commitments over the short term.


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35 Infrastructure delivery

Service: Infrastructure delivery Service Description: Construction of council infrastructure.

Service Performance


KPI Target

KPI Achieved

Percentage of capital works program completed % 95.00 96.00

Performance Commentary The Capital Works Program delivery has achieved the planned expenditure targets for 2015/16 with some project exceptions.


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36 Fleet

Service: Fleet Service Description: Manage maintenance, acquisition and disposal of Councils fleet of vehicles, plant and equipment.

Service Performance


KPI Target

KPI Achieved

Light fleet is maintained in accordance with programmed maintenance service schedules % 95.00 95.00 Heavy fleet, plant and equipment is maintained in accordance with programmed maintenance service schedules % 95.00 97.00

Compliance with all Queensland Transport Statutory Regulations % 100.00 100.00 Small equipment is maintained in accordance with programmed maintenance service schedules % 95.00 97.00 Percentage of total capital works completed % 95.00 100.00

Performance Commentary All scheduled maintenance is carried out in line with manufacturer recommendations. Currently Council's proactive maintenance of its fleet is undertaken within the expected time frames. Council's fleet of vehicles, plant and equipment complies with all legislative requirements that forms part of its registration.

Heavy & Light Fleet capital asset acquisitions were undertaken as per the approved 2015/16 Plant Replacement Program; the program was delivered within budget allocation.


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37 Information technology

Service: Information technology Service Description: Information and communication technology systems and infrastructure service and support.

Service Performance


KPI Target

KPI Achieved

Availability of corporate information systems during business hours % 99.00 100.00 Percentage of total operating projects completed % 95.00 49.00 Percentage of total capital works completed % 95.00 98.29 Internal customer satisfaction with corporate information systems % 90.00 91.00 Availability of council's website % 99.00 100.00

Performance Commentary ICT projects completed successfully this quarter including significant PC replacements and upgrades. Reliability of systems remains steady. Customer satisfaction began to improve on surveys.


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38 Buildings and facilities

Service: Buildings and facilities Service Description: Maintenance services for Council buildings and facilities.

Service Performance


KPI Target

KPI Achieved

Programmed buildings and facilities maintenance activities completed in accordance with schedule % 100.00 100.00 Customer requests addressed within the set response time % 94.00 92.50 Percentage of total operating projects completed % 95.00 96.43 Percentage of total capital works completed % 95.00 80.00

Performance CCommentary Customer requests were slightly below the nominated KPI within the Central and Southern area - this issue is being addressed andimprovements in process have been undertaken.

Capital project Burpengary Riding for the Disabled was not completed within the allotted time frame due to changes in location of the demountable. The anticipated completion date is the 1st of August 2016. Projects Renewal of CCTV system at Dakabin Landfill and Renewal of CCTV at Caboolture Landfill were also not completed. These projects originated as a result of a quarterly review. Procurement of all the equipment, establishment of connectivity to the servers and installation of poles have been completed with the installation and establishment of the cameras to commence on the 27th July and be completed at both sites by the 30th September.


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39 Infrastructure support

Service: Infrastructure support Service Description: Planning, design and investigation services of council infrastructure.

Service Performance


KPI Target

KPI Achieved

Customer requests addressed within the set response time % 94.00 75.50 Design program is completed in the financial year prior to construction % 95.00 71.00 Planning projects are completed in the financial year prior to design % 95.00 78.00

Performance Commentary Customer Service Requests. Time frames for investigations have been modified from a single time frame for all requests to a graduated time frame which reflects request complexity.Major rain events in June 2016 also provided a spike in public contact and adversely effected CSR's performance.

Design program completed. 49 of 69 design projects completed, equivalent to 71% completed.

Planning Projects completed in the financial year prior to designPlanning has been completed 7 of 9 projects, which equates to 78%. One project was delayed until TMR corridor investigations werecompleted. One project was delayed to accommodate a new site access and alternate service routes.


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40 Property services

Service: Property services Service Description: Management of council owned/controlled land and sales and acquisitions.

Service Performance


KPI Target

KPI Achieved

Tenancy rate of leased commercial buildings % 95.00 98.00 No delay to capital works project as a result of property acquisitions % 100.00 100.00 Percentage of total operating projects completed % 95.00 100.00 Percentage of total capital works completed % 95.00 95.00

Performance Commentary Occupancy rate of Council's commercial buildings remains very high with only two levels of the Corso vacant, one tenancy at newly acquired 389 Gympie Rd and one lease at 33 King St Caboolture vacant as of end of June 2016.


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4 ASSET CONSTRUCTION & MAINTENANCE SESSION (Cr Peter Flannery) ITEM 4.1 TENDER - 2016-18 GROUNDS MAINTENANCE SERVICES - DEPARTMENT OF TRANSPORT AND MAIN ROADS - HIGH-PROFILE LOCATIONS - REGIONAL Meeting / Session: 4 ASSET CONSTRUCTION & MAINTENANCE Reference: A13977428. : 4 August 2016 - Refer Confidential Supporting Information

A13949035 Responsible Officer: DC, Coordinator Technical Services (ECM Operations) Executive Summary Council called tenders for the supply of ‘Grounds Maintenance Services - Department of Transport and Main Roads - High-Profile Locations’ (MBRC005569), for which Council is responsible under the ‘Memorandum of Understanding’ agreement between Council and the Department of Transport and Main Roads (TMR). This contract is for a period of one year and ten months with an option for a further two-year extension, based on satisfactory performance. The tender closed on 12 July 2016 with a total of four submissions received. It is recommended that Council award the contract to Jungle Busters Group for the amount of $1,095,900 (excl GST) for the initial period commencing 1 September 2016 and ending on 30 June 2018, as this tender was evaluated as representing the best overall value to Council. OFFICER’S RECOMMENDATION That Council award the tender for ‘Grounds Maintenance Services - Department of Transport and Main Roads - High-Profile Locations’ (MBRC005569), to Jungle Busters Group for the amount of $1,095,900 (excl GST) for the period commencing 1 September 2016 and ending on 30 June 2018, with an option for a further two-year extension, based on satisfactory performance.


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Moreton Bay Regional Council ITEM 4.1 TENDER - 2016-18 GROUNDS MAINTENANCE SERVICES - DEPARTMENT OF TRANSPORT AND MAIN ROADS - HIGH-PROFILE LOCATIONS - REGIONAL - A13977428. (Cont.)

REPORT DETAIL 1. Background Council currently undertakes grounds maintenance services work along parts of the TMR road network under an existing ‘Memorandum of Understanding’ agreement with TMR for high-profile locations. The nominated high-profile locations under this contract are: • Anzac Avenue (from Redcliffe Parade to the Petrie roundabout) • Deception Bay Road (from Rothwell roundabout to Priests Road) • Morayfield Road (from Graham Road, Morayfield to King Street, Caboolture) • Lower King and King Street (from Bruce Highway to Glenfield Drive, Caboolture) • Gympie Road (from the Petrie roundabout to Brisbane City Council boundary at South Pine River) • South Pine Road (from Gympie Road to Old Northern Road) • Old Northern Road (from Albany Creek Road to the southern boundary with Brisbane City Council) • Albany Creek Road (from the eastern Brisbane City Council boundary to South Pine Road). This road network measures approximately 35.5 kilometres in length and comprises landscaped and grassed areas that are highly visible areas in the region. The delivery of grounds maintenance services on these roads, including the maintenance of the landscaped centre medians, is currently undertaken by a grounds maintenance contractor whose contract expired on 30 June 2016 and has been extended. Under this existing arrangement, the mowing is currently undertaken 18 times per year and the landscape medians are currently serviced 12 times per year. Council also undertakes mowing maintenance on low traffic TMR roads, predominantly in the rural and non-urban areas, that are maintained less frequently and separate from works listed under this contract. 2. Explanation of Item Council received a total of four conforming submissions for this tender. The tender submissions were assessed by the tender assessment panel in accordance with Council’s Purchasing Policy and selection criteria set out in the tender documents. All tenderers with their weightings are tabled below (ranked from highest to lowest):

RANK TENDERER EVALUATION SCORE

1 Jungle Busters Group 91.61

2 Skyline Landscape Services (QLD) 89.55

3 River City Garden and Lawn Pty Ltd 88.26

4 Broad Acre Maintenance 68.52 Jungle Busters Group received the highest overall ranking based on their response to the selection criteria and project price, representing the best value for money to Council. Their submission, while not as comprehensive as others, was well received. Jungle Busters submitted the lowest price to Council. Skyline Landscape Services (QLD) received the second highest overall ranking based on the selection criteria and price weighting. Skyline Landscape Services submitted a comprehensive tender but were not as competitively priced. River City Garden and Lawn received the third highest overall ranking based on the selection criteria and price weighting. River City Garden and Lawn submitted a comprehensive tender but were not as competitive on price elements.


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The proposed tender is for a one year and ten month maintenance period with an option for a further two years based on satisfactory performance, and for the delivery of 18 mowing maintenance cycles and 12 landscape maintenance cycles annually in order to maintain the aesthetic appearance of these high-profile sections of roadway. 3. Strategic Implications 3.1 Legislative/Legal Implications

Council called a public tender for the work through the LG Tender system in accordance with the Local Government Act 2009.

3.2 Corporate Plan / Operational Plan This project is consistent with the Corporate Plan outcome - Valuing Lifestyle: Roads and transport - roads and other transport infrastructure across the region.

3.3 Policy Implications This contract has been procured in accordance with the provisions of the following documents: • Council’s Procurement Policy 10-2150-006 • Local Government Act 2009 • Local Government Regulation 2012 Chapter 6.

3.4 Risk Management Implications Jungle Busters has presented a price significantly below other tenderers and has confirmed their ability to deliver at this price. Council officers will be closely monitoring outcomes in the initial stages ensuring both aesthetic and safety standards are being met. Council officers have undertaken a third party review of the financial status of Jungle Busters Group, and were rated ‘satisfactory’. Safety risks associated with high traffic roads and night works have been identified as significant within this tender. All tenderers were required to identify and demonstrate management of these and other risks as part of the tender process.

3.5 Delegated Authority Implications Not applicable

3.6 Financial Implications The adoption of the lump sum tendered price of $1,095,900 (excl GST) represents value for money relevant to the services being provided. This tender represents a saving of $980,417 over the current contract for similar services. The budget amount for this project is within budget allocation.

3.7 Economic Benefit The effective management and maintenance of roadsides has beneficial economic outcomes in terms of tourism, lifestyle, the general wellbeing of residents and the investment in the region by business.

3.8 Environmental Implications The successful tenderer will be subject to the same State and Federal environmental legislation that regulates Council’s parks maintenance activities.


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The ongoing maintenance of Council’s managed road corridor network offers positive implications in terms of visual amenity and road safety outcomes.

3.10 Consultation / Communication Operations staff worked with Procurement through the tender process and the associated assessment to ensure compliance with all probity requirements.


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ITEM 4.2 NEWPORT - NEWPORT CANAL - MAINTENANCE DREDGING - DIVISION 5 Meeting / Session: 4 ASSET CONSTRUCTION & MAINTENANCE Reference: A14003844 : 10 August 2016 - Refer Confidential Supporting Information

A13466605 Responsible Officer: NM, Senior Project Manager (ECM Project Management & Construction) Executive Summary Tenders were invited for the Newport - Newport Canal - Maintenance Dredging (MBRC005188) project. The tenders closed on 12 April 2016 with a total of two conforming tenders received. It is recommended that Council award the contract to Birdon (Qld) Pty Ltd for the amount of $2,322,957.11 (excl. GST) as this tender was evaluated as representing the best overall value to Council. OFFICER’S RECOMMENDATION That the tender for Newport - Newport Canal - Maintenance Dredging (MBRC005188) project be awarded to Birdon (Qld) Pty Ltd for the amount of $2,322,957.11 (excl. GST).


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Moreton Bay Regional Council ITEM 4.2 NEWPORT - NEWPORT CANAL - MAINTENANCE DREDGING - DIVISION 5 - A14003844 (Cont.)

REPORT DETAIL 1. Background Moreton Bay Regional Council (MBRC) is responsible for maintaining navigable water depths into and within the Newport Canals. As a result of the settling of suspended sediments carried into the estate by the tide from Deception Bay, regular maintenance dredging is required to maintain navigable depths. This project includes the maintenance dredging and dredge spoil disposal of sediment within the northern marina, western end of Sandpiper Canal, Seagull Canal, Heron Canal, Seahawk Canal, Osprey Canal and the northern part of Kestrel Canal. The identified dredging areas are based upon the current Long-Term Dredging Strategy and the August 2015 pre-dredge survey undertaken to define the dredging campaign. The pre-dredge survey has identified some 27,250m3 of material for dredging and disposal. The recommended tenderer proposes to commence in October 2016 with a 28-week program to complete the works.

Figure 1: Locality plan and dredging locations

2. Explanation of Item Tenders for the ‘Newport - Newport Canal - Maintenance Dredging (MBRC005188)’ project closed on 12 April 2016 with two tenders received. The tenders were assessed by the assessment panel in accordance with Council’s Purchasing Policy and the selection criteria set out in the tender documents. All tenders and their final weightings are tabled below (ranked from highest to lowest).

RANK TENDERER EVALUATION SCORE

1 Birdon (Qld) Pty Ltd 100.00

2 Auzcon Pty Ltd 93.59


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To assist the tender assessment team, Council commissioned SMEC to provide an independent technical assessment of both tender submissions received. This included a risk assessment of each dredging contractor’s capability, dredging experience and production rates. The report verified that either company were considered capable and had the demonstrated experience and satisfactory methodology to undertake the dredging and disposal works. Birdon (Qld) Pty Ltd submitted a detailed tender submission and the lowest tender price. At the tender clarification meeting held on 13 July 2016, Birdon (Qld) Pty Ltd demonstrated that the company had a clear understanding of the construction requirements and the necessary experience to successfully complete the works. Birdon (Qld) Pty Ltd provided referees who were contacted by Council officers and confirmed the company’s past experience and performance. Birdon (Qld) Pty Ltd submitted a 28-week program to complete the works. Auzcon Pty Ltd also submitted a comprehensive tender submission. Auzcon Pty Ltd’s submission demonstrated their past experience and understanding of the project; however their price was higher. Auzcon Pty Ltd submitted a 22-week program to complete the works. 3. Strategic Implications 3.1 Legislative/Legal Implications

Due to value of work being greater than $200,000 Council called a public tender for the work through the LG Tender system in accordance with the Local Government Act 2009.

3.2 Corporate Plan / Operational Plan This project is consistent with the Corporate Plan outcome - Valuing Lifestyle: Waterways and coastal facilities - waterways and coastal facilities across the region.

3.3 Policy Implications This project has been procured in accordance with the provisions of the following documents:

• Council’s Procurement Policy 10-2150-006 • Local Government Act 2009 • Local Government Regulation 2012 Chapter 6.

3.4 Risk Management Implications

The project risk has been assessed and the following issues identified. The manner in which the possible impact of these risks are minimised is detailed below. A third party review of financial status has been carried out and the successful tenderer was rated “strong”. Construction risks: a. The tendered methodology has been assessed by both the assessment panel and Council’s

consultant and further discussed at a tender clarification meeting with the recommended tenderer to ensure that they had the capacity and capability to successfully deliver the required dredging and spoil disposal outcomes. Both tenderers opted for disposal at Mud Island which will eliminate the use of the Newport Waters dredge spoil pond.

b. A site-based environmental management plan is required as a condition of the Environmental Authority and is required to be submitted and approved prior to work commencing to ensure sediment and erosion can be successfully managed.

c. Council’s consultant SMEC will be commissioned to undertake the necessary water quality testing during dredging operations as required by the approved Environmental Authority issued by the Department Environment and Heritage Protection.

d. The successful tenderer is required to undertake both a pre-dredge and post-dredge survey to confirm quantities and achievement of the required bed levels.


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Workplace Health & Safety and risk to public: a. Prior to construction commencing on site, the contractor will be required to submit to Council,

for approval, workplace health and safety plans and pedestrian and traffic management plans. Regular audits of these plans will be undertaken by Council inspectors throughout the construction period to ensure compliance.

b. The successful tenderer will be responsible for obtaining the necessary approvals required by Maritime Safety Queensland and the Harbour Master.

3.5 Delegated Authority Implications

There are no delegated authority implications associated with this project.

3.6 Financial Implications Council has allocated a total of $2,578,000 (excl. GST) in the 2016/17 Operational Budget under budget number 20739 for Newport Waterways Internal Canals Maintenance Dredging and Internal Canals Dredge Spoil disposal. Tender price (construction) $ 2,322,957.11 Contingency $ 100,000.00 Qleave $ 110,000.00 Water quality monitoring $ 10,000.00 --------------------- Total project cost $ 2,542,957.11 ============ The budget amount for this project is sufficient. The fund is currently in deficit by $2.2 million and this is expected to be $4.2 million by the end of the financial year. A low contingency is nominated as variations are not anticipated due to the nature of the contracted works being a fixed cubic metre rate for dredging and disposal. The nominated contingency would, however, provide for an additional 1,250m3 or 5% additional sediment removal and disposal. Lower siltation rates are generally found the further the canals are from the entrance of the canal system; therefore the predicted sedimentation increase from the time of the last canal survey in August 2015 is anticipated to be within expected volumes and the nominated contingency.

3.7 Economic Benefit The completion of this work will reduce the risk and cost of vessels and pontoons grounding at low tides.

3.8 Environmental Implications The project has the necessary environmental approvals in place. Environmental monitoring as required by the development approval will be undertaken throughout the construction period by Council’s consultant and a site-based environmental management plan will be required to be prepared and submitted by the contractor for approval prior to works commencing.


There may be minor impacts to access to and from pontoons/jetties and vessel movement in the respective canals while work is progressing. Direct consultation with all property owners affected by the works will be undertaken in advance to allow property owners sufficient time to move vessels.

3.10 Consultation / Communication Project stakeholders and residents who will be directly affected by the works will be consulted prior to works commencing, utilising Council’s project notice newsletter. The Divisional Councillor has been consulted and is supportive of the project and the consultation plan.


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5 PARKS, RECREATION & SPORT SESSION (Cr Darren Grimwade) No items for consideration.

6 LIFESTYLE & AMENITY SESSION (Cr Matt Constance) No items for consideration.

7 ECONOMIC DEVELOPMENT & TOURISM SESSION (Cr Julie Greer) No items for consideration.

8 GENERAL BUSINESS ANY OTHER BUSINESS AS PERMITTED BY THE MEETING CHAIRPERSON.


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CLOSED SESSION (Confidential items) (Resolution the meeting be closed under s275 of the Local Government Regulation 2012) ITEM C.1 – CONFIDENTIAL CCTV NETWORK REVIEW & OPTIMISATION - REGIONAL Meeting / Session: 3 CORPORATE SERVICES Reference: A13973100 : 1 August 2016 Responsible Officer: LL, Information & Communication Technology Manager (CEO Information &

Communication Technology) Basis of Confidentiality Pursuant to s275 (1) of the Local Government Regulation 2012, clause (e), as the matter involves contracts proposed to be made by the Council. Executive Summary Approval is sought to enter into a five-year Closed Circuit Television (CCTV) Managed Service Agreement under Local Buy Local Government Purchasing arrangement BUS238-0813.


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ITEM C.2 – CONFIDENTIAL SALE OF PROPERTIES FOR OVERDUE RATES AND CHARGES - REGIONAL Meeting / Session: 3 CORPORATE SERVICES Reference: A13788700 : 16 August 2016 Responsible Officer: CH, Financial Operations Manager (CEO Financial & Project Services) Basis of Confidentiality Pursuant to s275 (1) of the Local Government Regulation 2012, clause (h), as the matter involves other business for which a public discussion would be likely to prejudice the interests of the Council or someone else, or enable a person to gain a financial advantage. Executive Summary Chapter 4 Part 12 Division 3 of the Local Government Regulation 2012 provides, among other things, that a local government may, by resolution, decide to sell land if there are overdue rates or charges on the land, and the liability to pay is not the subject of court proceedings and some or all of the overdue rates or charges have been overdue for at least:

a) three (3) years; or b) one (1) year if the rates or charges were levied on vacant land or land used only for commercial

purposes, and where the local government has obtained judgment for the overdue rates and charges.

This report identifies 87 properties for which rates or charges remain unpaid for three years or greater.


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ITEM C.3 – CONFIDENTIAL PROPERTY RATIONALISATION PROJECT - SALE BY PRIVATE TREATY - DIVISION 7 AND 10 Meeting / Session: 7 ECONOMIC DEVELOPMENT & TOURISM Reference: A14027059 : 16 August 2016 - Refer Confidential Supporting Information

A14027537 Responsible Officer: AM, Director Executive and Property Services (PED Economic Development &

Events) Basis of Confidentiality Pursuant to s275 (1) of the Local Government Regulation 2012, clause (h), as the matter involves other business for which a public discussion would be likely to prejudice the interests of the Council or someone else, or enable a person to gain a financial advantage. Executive Summary This report seeks a Council resolution to market and sell the nominated Council-owned properties by private treaty, following an unsuccessful public tender process.


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