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OUR VISIONA progressive region creating opportunities for all
OUR MISSIONWe are a council committed to continuous improvement, a sustainable
future and efficient investment in our communities
OUR VALUESRespect and Integrity
Accountability and TransparencyProviding Value
Commitment and Teamwork
OUR PRIORITIESStrong, vibrant communities
Building and maintaining quality infrastructureSupporting our local economy
Protecting our people and our environmentLeadership and governance
Our organisation
Leadership and Governance Standing Committee Meeting
Notice is hereby given pursuant to the provisions of the Local Government Regulation 2012, that the next Meeting of the Central Highlands Regional Council will be held in the Council Chambers, 65 Egerton Street, Emerald on
Tuesday, 11 June 2019At 10.15 am
For the purpose of considering the items included on the Agenda.
Scott MasonChief Executive Officer
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AGENDA CONTENTS1 PRESENT ..................................................................................................................................................32 APOLOGIES..............................................................................................................................................33 LEAVE OF ABSENCE...............................................................................................................................34 ACKNOWLEDGEMENT OF COUNTRY ...................................................................................................35 CONFIRMATION OF MINUTES OF PREVIOUS MEETING .....................................................................35.1 Minutes - Leadership and Governance Standing Committee Meeting - 14 May 2019............................36 BUSINESS ARISING OUT OF MINUTES .................................................................................................87 REVIEW OF OUTSTANDING MEETING ACTIONS .................................................................................88 REVIEW OF UPCOMING AGENDA ITEMS..............................................................................................89 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS
...................................................................................................................................................................810 DISCUSSION REPORTS ..........................................................................................................................910.1 Corporate Services..................................................................................................................................9
10.1.1 Governance Portfolio Review...........................................................................................................911 INFORMATION REPORTS .....................................................................................................................5611.1 Corporate Services................................................................................................................................56
11.1.1 Bi-Monthly Workforce Statistics Report..........................................................................................5612 GENERAL BUSINESS ............................................................................................................................6613 CLOSURE OF MEETING ........................................................................................................................66
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1 PRESENT
2 APOLOGIES
3 LEAVE OF ABSENCE
4 ACKNOWLEDGEMENT OF COUNTRY
5 CONFIRMATION OF MINUTES OF PREVIOUS MEETING
5.1 Minutes - Leadership and Governance Standing Committee Meeting - 14 May 2019
Leadership and Governance Standing Committee Meeting
Meeting of the Central Highlands Regional Council held in the Council Chambers, 65 Egerton Street, Emerald on
Tuesday, 14 May 2019
Commenced at 10.15am
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MINUTES – LEADERSHIP AND GOVERNANCE STANDING COMMITTEE MEETING – TUESDAY 14 MAY 2019 – PAGE 2
CENTRAL HIGHLANDS REGIONAL COUNCIL
LEADERSHIP AND GOVERNANCE STANDING COMMITTEE MEETING
TUESDAY 14 MAY 2019
MINUTES CONTENTS
PRESENT .................................................................................................................................................... 3 APOLOGIES ................................................................................................................................................ 3 LEAVE OF ABSENCE ................................................................................................................................. 3 ACKNOWLEDGEMENT OF COUNTRY ...................................................................................................... 3 CONFIRMATION OF MINUTES OF PREVIOUS MEETING ......................................................................... 3 Leadership and Governance Standing Committee Meeting: 16 April 2019 ................................................... 3 BUSINESS ARISING OUT OF MINUTES .................................................................................................... 3 REVIEW OF OUTSTANDING MEETING ACTIONS .................................................................................... 3 REVIEW OF UPCOMING AGENDA ITEMS ................................................................................................. 3 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS .... 3 DISCUSSION REPORTS ............................................................................................................................. 4 Chief Executive Officer ................................................................................................................................. 4
10.1.1 Bi-Monthly Safety and Wellness update ...................................................................................... 4 GENERAL BUSINESS ................................................................................................................................. 4 CLOSURE OF MEETING ............................................................................................................................. 4
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MINUTES – LEADERSHIP AND GOVERNANCE STANDING COMMITTEE MEETING – TUESDAY 14 MAY 2019 – PAGE 3 MINUTES – LEADERSHIP AND GOVERNANCE STANDING COMMITTEE MEETING HELD AT 10.15AM TUESDAY 14 MAY 2019 IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, EMERALD OFFICE
PRESENT Councillors Councillor (Cr) C. Rolfe (Chair) Councillors (Crs) K. Hayes (Mayor), P. Bell AM, C. Brimblecombe, G. Nixon and G. Sypher Officers General Manager Corporate Services M. Gatt, Minute Secretary T. Wheeler and Corporate Communications Officer K. Paradies. Observers Nil APOLOGIES Nil LEAVE OF ABSENCE Nil ACKNOWLEDGEMENT OF COUNTRY Councillor Rolfe acknowledged the traditional custodians of the land on which we meet today, and paid our respects to the elders, past, present and emerging. CONFIRMATION OF MINUTES OF PREVIOUS MEETING Leadership and Governance Standing Committee Meeting: 16 April 2019 Resolution: Cr Sypher moved and seconded by Cr Brimblecombe “That the minutes of the previous Leadership and Governance Standing Committee Meeting held on 16 April 2019 be confirmed.”
LGSCM 2019 / 05 / 14 / 001 Carried (5-0)
Attendance Councillor Bell attended the meeting at 10.17am. BUSINESS ARISING OUT OF MINUTES Nil REVIEW OF OUTSTANDING MEETING ACTIONS Discussions were held regarding outstanding items. REVIEW OF UPCOMING AGENDA ITEMS Discussions were held regarding upcoming agenda items. MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS Nil
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MINUTES – LEADERSHIP AND GOVERNANCE STANDING COMMITTEE MEETING – TUESDAY 14 MAY 2019 – PAGE 4 Attendance Chief Executive Officer, Scott Mason and Coordinator Safety, Emma MacLennan attended the meeting at 10.22am.
DISCUSSION REPORTS
Chief Executive Officer 10.1.1 Bi-Monthly Safety and Wellness update Executive summary:
This report provides a summary of council’s health and safety performance. The purpose of the
information provided is to highlight to council any issues, risks and opportunities impacting the safety and
health of workers at Central Highlands Regional Council.
Resolution: Cr Nixon moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council receive the Bi-Monthly Safety and Wellness report for the period to 30 April 2019.”
LGSCM 2019 / 05 / 14 / 002 Carried (6-0)
Attendance S. Mason and E. MacLennan left the meeting at 10.36am.
GENERAL BUSINESS The Committee expressed appreciation and offered thanks to all staff involved in the work undertaken during the Safety Compliance Audit. Cr Bell requested a report regarding council’s compliance framework be provided to a future meeting.
CLOSURE OF MEETING There being no further business, the Chair closed the meeting at 10.41am. CONFIRMED CHAIR DATE
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6 BUSINESS ARISING OUT OF MINUTES
7 REVIEW OF OUTSTANDING MEETING ACTIONS
8 REVIEW OF UPCOMING AGENDA ITEMS
9 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS
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10 DISCUSSION REPORTS
10.1 Corporate Services
10.1.1 Governance Portfolio Review
INFORMATION REPORT
Date: 11 June 2019
To: Leadership and Governance Standing Committee Meeting
Author: James Ngoroyemoto, Manager Governance
Authorising Officer: Margaret Gatt, General Manager Corporate Services
File Reference: ECM Document Id 1348228
EXECUTIVE SUMMARY:This report is intended to provide a status update on the review of the current Governance systems, processes and procedures as well as roles and responsibilities for Governance tasks across functional areas of the Council’s organisation to identify issues of coordination and accountability.
OFFICER RECOMMENDATION:
That Central Highlands Regional Council receive the Governance review findings, and endorse the proposed strategies contained within the report.
REPORT:During the past month, the Governance team has undertaken a comprehensive review of the Governance portfolio responsibilities, this review has focused on the following areas:
Governance Framework Compliance Framework Risk Management Framework Policy Framework Council’s Corporate Registers Internal Audit Profile Insurance Profile Corporate Planning
The review looks at the governance arrangements in terms of how the Central Highlands Regional Council (Council) monitors and ensures compliance with the requirements of the Local Government Act and other related legislation. In addition, the review was to establish whether the Council is exposed to any prospect of substantial non-compliance or other governance risks. Governance is still to complete the following areas of the governance portfolio:
1. Delegated Authorities and associated process and register.2. Meetings business papers and associated processes.3. Local Laws process
The above-mentioned areas will be reviewed in the coming months, and a report will be prepared for the August Committee for consideration, with proposed strategies to address any identified weaknesses. The governance review has been a labour-intensive exercise, as most of the information is currently not consolidated. There is a risk of errors occurring in the data gathering process due to misinterpretation of
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data as one evaluates a multitude of spreadsheets in different locations and formats. With myriad spreadsheets, key data was found to be often in multiple places and a change in one component will not be reflected in all aggregated data. An enormous time was spent reviewing all compliance requirements and different registers. Below is a detailed description of the specific review undertaken for each focus areas mentioned above, findings and proposed strategy going forwards. Governance Framework ReviewFollowing investigations, it was discovered that a project to draft governance framework was initiated in 2014, with the final draft version being developed in 2015. The draft version was later revised in 2018 and was never adopted by Council. A good governance framework is a conceptual structure and set of rules that outlines how an organisation is managed and controlled. A good governance framework should be developed for the Council. This will maximise the potential for Council to perform at an efficient level, achieve its objectives and enhance public confidence in its decisions, while still conforming to its obligations and responsibilities. It should also result in decisions being made at the appropriate level within the organisation. For this reason, the Governance Framework should establish active procedural steps rather than merely espouse the virtues of esoteric notions of transparency and accountability. Council should strive to deliver:
an approach that focuses on strategic imperatives of the Council rather than merely the formal requirements;
governance framework should be easily accessible and credible to staff, and driven from the top, so that each staff member is well supported and guided in their daily tasks and decisions by a comprehensive set of ideal behaviours and values;
regular reporting and monitoring complemented by revaluation of performance expectations and adjustments where necessary.
Proposed Strategy
1. Review the draft Governance Framework in consultation with Council, Executive Leadership Team and Management Team.
2. Develop an implementation plan to raise awareness of the Governance Framework to staff. Compliance Framework ReviewA review of Council’s compliance with the legislative requirements under the Local Government Act 2009 and Local Government Regulations 2012 has been undertaken, refer to Attachment 1 for results. The review focused on the following statutory requirements:
1. Policies, processes and other matters.2. Planning, financial management and accountability.3. Website publication.4. Keeping registers and records.
The review validated all the planning, financial management and accountability statutory requirements. However, some of Council’s compliance requirements under the Local Government for policies and website publication require attention and are detailed below: Policies, processes and other matters
1. Procurement Policy – Annual Review The procurement policy is overdue for review and the relevant business unit is undertaking a
review of the policy to coincide with the budget process.
2. Contract manual Council has not yet adopted a strategic approach to contracting as this approach requires
forward planning of projects with the creation of an annual procurement plan for the year. At
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this stage many Council projects are reactive, and it is not practical for the procurement team to manage given the planning and budgetary constraints.
Local government website publication
1. Financial management documents - Publish details of contracts worth $200,000 or more Details of projects worth more than $200,000.00 are published on Council’s website.
However, there is no display of the relevant details of the contracts in a conspicuous place in the Council’s office.
It is recommended that a notice board or digital display be installed in the public area of Council to display details of projects and other Council activities and notices. This recommendation will also assist in informing the public of Council’s activities and achievement, as this was an issue identified from the recent results of the Community perceptions survey.
2. Policy documents There have been several policy documents identified that are currently available on the
Council’s website. However, copies of these policies are not readily available to be inspected by the public at Council’s office.
To address this issue a register of policies has been printed and contained in a folder at the front counter of 65 Egerton Street which is available for the public to inspect.
Keeping registers and records
1. Records - Record of financial management Council has a financial management plan which is identified in the Council’s 5-year
Corporate Plan. Council also has in place a suite of policies, and an external auditor to manage risks to the extent they relate to financial management.
It is recommended that the record of financial management risks and control measures be incorporated as part of Council’s development of operational risk registers.
In summary, Council currently manages statutory requirements on spreadsheets, this method is: Difficult to test Obstructive to regulatory compliance Unfit for agile business practices Not designed for collaborative work Hard to consolidate
As per Council legislative Compliance Policy (CHRC0046) ‘Council’s level of compliance will be assessed using the Local Government Association of Queensland’s (LGAQ)legislation compliance Service’. This tool will assist Councils in identifying and managing the full range of compliance requirements Queensland Councils must comply with. The legislation compliance service is a subscription service that provides users with access to an online tool to manage their compliance obligations as updated by solicitors King and Co.
Consolidates all relevant compliance obligations into a single repository Allows Council visibility to compliant and non-compliant obligations Council can report and monitor compliance matters Provides clarity to Elected members, CEO and senior staff around risk management and potential
risk exposure
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Assists with Council productivity and ability to meet legal and legislative requirements Proposed Strategy
1. Develop a Compliance Framework.2. Implement the LGAQ compliance tool to manage all legislative requirements applicable to CHRC.
Risk Management Framework ReviewCouncil’s internal auditors are currently undertaking an independent risk culture maturity review, to facilitate a gap analysis and evaluation that then leads to a clear and practical enhancement and implementation plan of Council’s risk profile. This review will benchmark Council’s Risk Management Framework against the AS/NZS ISO 31000:2009 Risk Management, with reference to the changes in the recently released ISO 31000:2018, to evaluate performance and progress in improving risk management capability and its impact on improved risk mitigation and performance outcomes. The approach to the review is to consider the current Risk Management Policy, Framework and risk registers in the context of contemporary practice within local government and across other sectors, and to provide a set of recommendations for improvement. The review focuses on four key elements of any Risk Management Framework (RMF):
Risk Governance & Leadership ‐ Policy, Strategy & Culture Embedding Risk Management – Integration and Hierarchy of Risks Risk Management Process Capability, Support & Continuous Improvement
Strategy
1. Review the Risk Management Framework – Internal Audit2. Develop a Risk Management Implementation Roadmap3. Finalise the review of operational risk registers
Policy ReviewA review of the current corporate policy register has been undertaken and the findings attached. Please refer to attachment 2. Council currently has seventy-four (74) policies contained in the policy register and fourteen (14) are overdue for review and a further eleven (11) are due for review by the end of the calendar year. Council adopted the Document Development Framework policy in 2016 and was subsequently reviewed and endorsed in May 2018. There is also in existence a Policy titled Council Policy Framework which was originally adopted in February 2014 and reviewed in January 2016. Based on the results of the review, it is evident that the Framework is not being applied consistently across the organisation. A major area of concern is that the hierarchy of the documents suite is not clear, with some policies containing procedural content, there is a need to differentiate document types. There is also no clear implementation process to be followed by staff for communicating and applying adopted policies.
The Policy Framework should be guided by the principles set out in the Governance. The Policy Framework should comprise of a standard model of concise high-level policies and related detailed procedures, as illustrated below:
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A list of the policies overdue and those due to be reviewed by the end of this year is summarised in the table below.
The fourteen (14) policies overdue for review will be targeted as priority one (1) by Governance with the remaining eleven policies (11) set as priority two (2). Governance will assist the business units responsible for the policies to ensure all policies identified as priority 1 or 2 are reviewed by the end of the calendar year. Proposed Strategy
1. Assist business units with priority 1 and 2 policies to review their policies2. Develop a Policies Development and Review Guideline to support the Policy Framework3. Develop tools to assist Officers in the policy review and development process4. Provide Policy writing training to Officers
Corporate’s Corporate Registers ReviewAll corporate registers have been reviewed, and the findings detailed below
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Register Available (Y/N)
Comment Recommendation
Legal Claims (Insurance)
Yes No
Register is up to date. Maintain Register
Legal Matters Yes No
The review process has identified gaps in the requesting and recording of legal advice. The current process for referring a legal matter for advice will be updated and a policy will be developed for the establishment of a legal advice panel.
1. Establish Local Legal Panel Policy.
2. Develop process and tools to assist Officers in recording legal advice and costs.
3. Provide annual report on Legal Costs to Audit Committee.
Investigation and Complaints Yes No
Register is up to date. Maintain Register
PKF Yes No
Register is up to date. Maintain Register
Infrastructure and Mining Agreements
Yes No
There has been an investigation into existing infrastructure agreements with mining companies. Several agreements have been found and legal advice on their status has been obtained. New infrastructure agreements will be added to this register.
1. Infrastructure and Utilities to maintain register.
2. Governance undertake an annual audit review of the register.
Policies Yes No
Refer to Attachment 2 Maintain Register
Delegations Yes No
Delegations register is in place and annual review of delegations needs to be undertaken. Governance will be undertaking a review of the Delegations register.
Review Delegations registers, in conjunction with the Actions from the Grassroots Connections Australia workshops
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Register Available (Y/N)
Comment Recommendation
Conflict of Interest Yes No
Council has a conflict of interest policy and declaration forms for when conflicts arise as part of the recruitment and tendering process. Declarations are filed with the tender or requirement documentation.
Council’s adoption of these policies and processes to manage conflicts of interest outside of those contained within Codes of Conduct resulted from the Crime & Corruption Commission’s corruption audit report titled ‘Managing and responding to conflicts of interest involving council employees.’
It is being recommended that a register is created to capture all declarations of conflicts of interest.
Develop a conflict of Interest register, investigate if Integrity Management Solutions can provide a solution for a centralised register.
Common Seal Yes No
Currently no register exists. Seal is current stored in the Council Safe.
A register will need to be established if the Common Seal is to continue to be used.
Develop a Common Seal Register
Register of Interests Yes No
Register is up to date. Maintain Register, and investigate options for a centralised system
Gifts and benefits Yes No
Register is up to date. Maintain register and investigate options for a centralised system
Proposed StrategyGovernance is currently undertaking investigations to incorporate and consolidated most of the corporate registers into a one stop shop database. The aim to provide a cost effective and efficient means of managing the risks and obligations of implementing and maintaining integrity processes surrounding such things as gift declarations, conflicts of interest and personal asset reporting. A proposal has been received from Integrity Management Solutions (Integrity), to provide CHRC with innovative software solutions (Attain) for meeting complex compliance requirements. Integrity is intending to make Attain available for Local Governments in Queensland. To achieve this the Attain system will need to undergo minor changes to ensure its various modules comply with relevant Queensland legislation and policies that govern such things as disclosure of benefits, publication of registers and Register of Interests forms. To this end, Integrity has recognised the benefits of partnering with a Queensland local government to ensure the Attain system meets Queensland’s exacting standards and can be applied across all local governments.
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Integrity intends to adapt the following modules and make them available for local governments in Queensland.
Gifts and Travel disclosure module – full management module inclusive of Gift and Travel Registers Register of Interests Form – full management module Delegations Management Module, inclusive of Delegations Register Records of Use of Delegations (By employees on behalf of delegate) – full workflow process Related Party Disclosure (AASB 124)
Integrity will develop, entirely at their cost, the above modules and at certain times, seek advice and feedback from CHRC on the Attain system they are developing. This is an informal offer with no intention to place any legal obligations on either party. CHRC is free to withdraw from this agreement at any time. In return CHRC will be provided with the finished product for a period of 12 months, free of charge. Internal Audit ProfileThe current contract with the Internal Auditors expires on 30 July 2019. Governance is currently seeking expressions of interest to appoint internal auditors for the period of August 2019 going forward. A report will be tabled at the next Audit Committee meeting to appoint the selected Internal Auditors. However, there are outstanding audit projects, that are currently being completed and will be presented at the August Audit Committee meeting. Strategy
Finalise audit projects under the 2016-2019 Internal audit plan Appoint Internal Auditors Develop Strategic Internal Audit Plan for 2019-2022
Insurance ProfileGovernance has been consulting with relevant officers to compile information requested by LGM assets including year of construction, construction type, number of stories for the Property Protection (ISR) insurance. This information is required for the Insurer to assess Council’s risk profile which will be used as a basis for Council’s insurance premium. Governance has also been liaising with relevant officers to pursue several options for the 2019-2020 renewal to submit to the insurer for quote, including:
1. Asset schedule contains all Council assets;2. Removing a list of assets from the ISR asset schedule; and3. Asset schedule contains all Council assets, but the level of excess is increased from $5,000.00 to
$10,000.00. Council has until 4pm 30 June 2019 to adjust all insurance covers. Once the annual insurance review has been completed in full the findings will be presented to Council Corporate PlanningThe Operational plans are currently under review, with the final draft version circulated to General Managers for contribution. An item will be presented at a future Council meeting to adopt the operational plans. StrategyFollowing the adoption of the operational plans and the 2020 Elections, Governance will commence the process of reviewing the Corporate plan and operational plans. CONSIDERATIONS / IMPLICATIONS:
Corporate/Operational Plan Reference:
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5. Leadership and Governance 5.3.1 Maintain high standards of corporate governance Budget/Financial/Resourcing: All other areas of the governance portfolio considered in this report are either currently covered under the 2018-2019 budget, or under the proposed 2019-2020 budget. Local Government Association of Queensland’s (LGAQ) legislation compliance Service will cost approximately $11,000 per annum. Legal/Policy/Delegations:Local Government Act 2009 and Local Government Regulations 2012Council legislative Compliance Policy (CHRC0046)Council Strategic Internal Audit Plan 2016-2019Council Policy FrameworkConflict of Interest Policy (CHRC0044)Council’s Document Development Framework Policy (CHRC0004) Communication/Engagement:The responsibility of CHRC for governance is an integrated element of its overall responsibility and accountability to govern the Council. As a component of broader systems for corporate governance, involves a complex set of leadership behaviors, policies, procedures, and monitoring and improvement mechanisms that are directed towards ensuring good outcomes. Risk Assessment: Governance is the development and management of policy for the benefit of the community. It consists of the processes and systems that the council employs to ensure the ‘good rule and government’ of its local area. Good governance provides an environment where political, economicand social development occurs with positive outcomes. Weaknesses in corporate governance practices and stakeholder management processes expose the Council to the following risks: Potential Risks
1. Poor decisions making, which could be detrimental to the Council’s objectives.2. Exposure to legal, regulatory and reputational risks could become heightened. These could
potentially damage the reputation of the Council and lead to significant legal costs. Potential Benefits
1. Operational efficiency could be improved2. Council’s control systems may be enhanced due to the proper functioning of its audit
committee and the effectiveness of its audit systems. Timings/Deadlines:Council’s insurance premium renewal – 30 June 2019Internal Auditors contract - 30 July 2019 Alternatives considered:NA
ATTACHMENTS:
1. Legislative Compliance Checklist [10.1.1.1]2. List of policies with review dates [10.1.1.2]
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– END OF REPORT –
Policies, processes and other matters—statutory requirements checklist and calendar Local Government Act 2009 (LGA09) Local Government Regulation 2012 (LGR12)
Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
Policies
Guidelines for
councillors asking
for employee
advice (Acceptable
Request
Guidelines)
S170A LGA09 The local government must, by
resolution, adopt acceptable request
guidelines.
The guidelines must detail:
• the way a councillor may ask a local
government employee for advice to help the
councillor carry out their responsibilities
• reasonable limits on requests a councillor may
make.
Ongoing
Officer: Governance Officer
Current: Yes No
Policy adopted 12 June 2018 –
review date 12 June 2022.
Investment policy S191 LGR12 The local government must prepare and
adopt an investment policy.
The policy must outline:
• the local government’s investment objectives
and overall risk philosophy
• procedures for achieving the goals related to
investment stated in the policy.
Ongoing
Officer: Governance Officer
Current: Yes No
Policy adopted 26 June 2018 –
review date 1 July 2019.
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Policies, processes and other matters—Statutory requirements checklist and calendar Page 2 of 7
Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
Debt policy S192 LGR12 The local government must prepare and
adopt a debt policy.
The debt policy must state for each financial year
the:
• new borrowings planned for the current
financial year and next 9 financial years
• period over which the local government plans
to repay existing and new borrowings.
Annual –
Financial
Year
Officer: Governance Officer
Current: Yes No
Policy adopted 26 June 2018
Revenue policy s193 LGR12 The local government must:
• prepare and adopt a revenue policy
• review the policy annually and in
sufficient time to allow an annual
budget that is consistent with the
policy to be adopted for the next
financial year.
The revenue policy must outline the:
• principles for levying rates and charges,
granting concessions for rates and charges,
recovering overdue rates and charges and
cost recovery methods
• purpose of concessions granted
• extent to which physical and social
infrastructure costs for a new development are
to be funded by charges for the development
Reviewed
annually for
each
financial
year
Officer Governance Officer
Completed: Yes No
Policy adopted 26 June 2018
Community grants
policy
s195 LGR12 The local government must prepare and
adopt a policy about local government
grants to community organisations.
The community grants policy must include the
criteria for a community organisation to be eligible
for a grant.
Ongoing
Officer: Governance Officer
Completed: Yes No
Policy adopted 27 July 2016 –
nominated annual review – policy
has not been reviewed.
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Policies, processes and other matters—Statutory requirements checklist and calendar Page 3 of 7
Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
Entertainment and
hospitality policy
s196 LGR12 The local government must prepare and
adopt a policy about the local
government’s spending on entertainment
and hospitality.
Ongoing
Officer: Governance Officer
Completed: Yes No
Policy adopted 12 June 2018 –
review date 12 June 2022.
Advertising s197 LGR12 The local government must prepare and
adopt a policy about the local
government’s spending on advertising.
Ongoing
Officer: Governance Officer
Completed: Yes No
Policy adopted 12 June 2018 –
review date 12 June 2022.
Procurement
policy
s198 LGR12 The local government must:
• prepare and adopt a procurement
policy
• review the policy annually.
The procurement policy must detail the principles,
including the sound contracting principles, that the
local government will apply in the financial year for
purchasing goods and services.
Reviewed
annually for
each
financial
year
Officer: Governance Officer
Completed: Yes No
Policy adopted 12 July 2016 –
review date 12 July 2017 – policy
is overdue for review.
Contract manual s222 LGR12 Where a local government has adopted a
strategic approach to a contract the local
government must make and adopt a
contract manual that sets out the
procedures for how the local government
is to carry out all contracts.
The manual must:
• apply sound contracting principles
• be consistent with, and support, the
achievement of the strategic direction stated in
the local government’s 5-year corporate plan
• if the local government has adopted a
contracting plan—be consistent with the
contracting plan
Ongoing
Officer: Governance Officer
Completed: Yes No
Council has not yet adopted a
strategic approach to contracting.
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Policies, processes and other matters—Statutory requirements checklist and calendar Page 4 of 7
Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
• include a policy about how the local
government is to deal with any non-current
assets that have a value of less than the
amount mentioned in s224(8) LGR12.
Strategic approach to contracting
forward planning with the creation
of an annual procurement plan for
the year. At this stage many
Council projects are reactive, and
it would not be practical for the
procurement team to manage
given planning and budgetary
constraints.
Expenses
reimbursement
policy
s250 LGR12 The local government must:
• adopt an expenses reimbursement
policy
• giver public notice of the policy.
The policy must provide for:
• payment of reasonable expenses incurred, or
to be incurred, by councillors for discharging
their duties and responsibilities
• provision of facilities for that purpose.
Ongoing
Officer: Governance Officer
Completed: Yes No
Policy adopted 11 December
2018 – policy is available on
Council website and on the Vine.
Meeting
procedures
s150G LGA09 The local government must either:
• adopt model procedures issued by
the Department’s chief executive for
the conduct of meetings of a local
government and its committees, or
• prepare and adopt other procedures
for the conduct of its meetings and
meetings of its committees
•
The meeting procedures must:
• not be inconsistent with the model procedures
issued by the Department’s chief executive
• state how the chairperson of a local
government meeting may deal with a
councillor’s unsuitable meeting conduct
• state how the suspected inappropriate conduct
of a councillor referred to the local government
by the Independent Assessor must be dealt
with at a local government meeting.
Ongoing
Officer: Governance Officer
Completed: Yes No
Policy adopted 27 November
2018.
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Policies, processes and other matters—Statutory requirements checklist and calendar Page 5 of 7
Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
Investigation policy s150AE
LGA09
The local government must adopt an
investigation policy about how it deals
with the suspected inappropriate conduct
of councillors referred, by the
Independent Assessor, to the local
government to deal with.
The policy must:
• include a procedure for investigating the
suspected inappropriate conduct of councillors
• state the circumstances in which another entity
may investigate the conduct
• be consistent with the principles of natural
justice
• require councillors and persons who make
complaints about councillors’ conduct to be
given notice about the outcome of
investigations
Ongoing
Officer: Governance Officer
Completed: Yes No
Policy adopted 27 November
2018.
Processes
Local law-making
process
s29 LGA09 The local government may decide its own
process for making a local law.
The local government must ensure that its local
law-making process is consistent with Chapter 3,
Part 1 of the LGA09.
Ongoing
Officer Governance Officer
Completed: Yes No
No evidence found that CHRC
has decided its 'own' process for
making a local law. Council
website provides link to local
government department website
for further information about local
laws:
http://www.dlgrma.qld.gov.au/local
-government/laws/local-
government-local-laws.html
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Policies, processes and other matters—Statutory requirements checklist and calendar Page 6 of 7
Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
Competitive
neutrality
complaints
process
s48 LGA09
s44 LGR12
The local government must adopt a
process for resolving competitive
neutrality complaints.
The local government must ensure the process deals with:
• resolving a matter before it becomes a complaint
• recording all complaints, decisions and recommendations.
Ongoing
Officer Governance Officer
Completed: Yes No
Policy adopted 12 June 2018.
Council also has information
concerning competitive neutrality
complaints on the website
together with the ability to lodge
compliments, comments and
complaints. Therefore, Council
has a ‘process’ for resolving
competitive neutrality complaints.
Administrative
action complaints
process
s268 LGA09
s306 LGR12
The local government must adopt:
• a complaints management process that effectively manages complaints from their receipt to resolution
• written policies and procedures supporting the complaints management process.
The complaints management process must:
• cover all administrative action complaints
made to the local government
• require the local government to quickly and
efficiently respond to complaints in a fair and
objective way
• include the criteria considered when assessing
whether to investigate a complaint
• require the local government to inform an
affected person of the local government’s
decision about the complaint and the reasons
for the decision.
Ongoing
Officer Governance Officer
Completed: Yes No
General complaints management
process and associated
procedures adopted 9 October
2018.
Other matters
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Policies, processes and other matters—Statutory requirements checklist and calendar Page 7 of 7
Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
Performance
appraisal of CEO
s12(4)(e)
LGA09
The mayor must conduct a performance
appraisal of the CEO at least annually
Process to be decided by the local government. Ongoing
Officer Governance Officer
Completed: Yes No
Insurance s107 LGA09
s214 LGR12
The local government must maintain
public liability insurance and professional
indemnity insurance.
The local government must maintain:
• public liability insurance in the amount of $30M
• professional indemnity insurance in the
amount of $10M.
Ongoing
Officer Governance Officer
Completed: Yes No
Council has current certificate of
Currency valid until 30 June 2019
covering: Public Liability, Products
Liability and Professional
Indemnity - $600,000,000.00
Organisational
structure
s196 LGA09 The local government must, by
resolution, adopt an organisational
structure appropriate to the performance
of the local government’s responsibilities.
A panel, constituted by the mayor, CEO and either
the chairperson of a local government committee
or the deputy mayor, must be constituted to
appoint a senior executive employee.
The CEO is responsible for appointing all other
employees.
Ongoing
Officer Governance Officer
Completed: Yes No
Council adopted via resolution –
General 2017/05/23/015 an
organisational structure
appropriate to the performance of
the local government’s
responsibilities.
Agenda - Leadership and Governance Standing Committee Meeting - 11 June 2019
Central Highlands Regional Council 25 of 66
Planning, financial management and accountability-statutory
requirements checklist and calendar
Local Government Act 2009 (LGA09); Local Government Regulation 2012 (LGR12)
Item Legislative reference
Requirement Mandatory elements Calendar action
Status / Comments responsible officer
Planning and accountability documents
Five year corporate plan
s104 LGA09
ss165-166 LGR12
The local government must prepare and adopt a five year corporate plan.
It must adopt the corporate plan in sufficient time to allow a budget and annual operational plan consistent with the corporate plan to be adopted for the 1st financial year that is covered by the plan.
The corporate plan must :
• outline the strategic direction of the local government
• state performance indicators for measuring progress in achieving the local government’s vision
• outline the objectives of each commercial business unit and the nature and extent of the significant business activity conducted by each commercial business unit.
Every five years
Officer: Governance Officer Completed: Yes No 5 Year Corporate Plan content adoption – General 2017/06/13/008 2017-2018 Budget adopted 11 July 2018
Long-term asset management plan
s104 LGA09
ss167-168 LGR12
The local government must prepare and adopt a long-term asset management plan (AMP) for a period of at least 10 years.
The AMP outlines the local government’s policies and strategies for ensuring sustainable management of assets and infrastructure during the period of the plan.
The long-term asset management plan must:
• provide strategies to make sure sustainable management of local government assets and infrastructure
• state the estimated capital expenditure for renewing, upgrading and extending the assets for the period of the plan
• be part of, and consistent with, the long-term financial forecast.
Every 10 years
Officer Governance Officer Completed: Yes No Asset Management Policy and Asset Management Strategy adopted by Council – Finance & Infrastructure SC – 2016/06/14/006.
Agenda - Leadership and Governance Standing Committee Meeting - 11 June 2019
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Planning, financial management and accountability-statutory requirements checklist and calendar - 2 -
Item Legislative reference
Requirement Mandatory elements Calendar action
Status / Comments responsible officer
Annual operational plan
s104 LGA09
ss174-175 LGR12
The local government:
• must prepare and adopt an annual operational plan consistent with its budget
• may, but need not, adopt the annual operation plan at the same time it adopts its budget.
The operational plan must state how the local government will:
• progress implementation of the five year corporate plan during the period of the operational plan
• manage operational risks
It must also include an annual performance plan for each commercial business unit.
Annual Officer Governance Officer Completed: Yes No Council adopted the 2018-2019 Operational Plan – General 2018/06/26/004 – re-adopted with amendments – General 2018/07/24/004 Key priorities with performance measure linked to council officers within each business unit.
Report on operational plan
s174 LGR12 The CEO must present the local government with a written assessment of the local government’s progress toward implementing its annual operational plan.
The CEO must present a report on progress at regular intervals of not more than three months.
Four reports per year. Minimum three month interval.
Officer Governance Officer Completed: Yes No 2017-2018 Operational Plan adopted – General 2017/06/27/017 Q1 – Operational Performance Report presented to Council – General 2017/11/28/003 Q2 – Operational Performance Report presented to Council – General 2018/03/05/009 Q3 – Operational Performance Report presented to Council – General 2018/04/24/005 Q4 – Operational Performance Report presented to Council – General 2018/08/07/010.
Agenda - Leadership and Governance Standing Committee Meeting - 11 June 2019
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Planning, financial management and accountability-statutory requirements checklist and calendar - 3 -
Item Legislative reference
Requirement Mandatory elements Calendar action
Status / Comments responsible officer
Annual report s104 and s201 LGA09
ss182 - 190 LGR12
The local government must:
Prepare an annual report for each financial year, and
Adopt this report within one month after the Auditor-General signs off on the audit of council's general purpose financial statements.
The annual report must be published on the council's website within two weeks of adoption.
Refer to Annual Report checklist.
Within one month of Auditor-General sign off of the council’s general purpose financial statements.
Officer: Governance Officer Completed: Yes No Annual report adopted – General 2018/10/23/011. Independent auditor’s report signed 5/10/2018 and published on Council’s website for viewing.
Review and report on the progress of the operational plan and corporate plan
s104 LGA09
s190 LGR12
The local government must undertake an annual review and deliver a report on implementation of the annual operational plan and corporate plan.
To be included in annual report.
Officer Governance Officer Completed: Yes No 2017-2018 Annual report includes – performance scorecard for key priorities as well as performance report for each key priority. Annual report also includes financial statements
Financial management documents
Annual budget
s104 LGA09
ss169-170 LGR12
The local government must prepare a budget (on an accrual basis) for its operating fund for each financial year.
The budget must be consistent with the local government’s:
• five year corporate plan
• annual operational plan.
The budget must include all elements as set out in s169 LGR12.
Must be adopted after 31 May and before 1 August.
Officer: Governance Officer
Completed: Yes No
2018-2019 Annual budget adopted 26 June 2018.
Agenda - Leadership and Governance Standing Committee Meeting - 11 June 2019
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Planning, financial management and accountability-statutory requirements checklist and calendar - 4 -
Item Legislative reference
Requirement Mandatory elements Calendar action
Status / Comments responsible officer
Long-term financial forecast
s104 LGA09
s171 LGR12
The local government must:
• prepare a financial forecast covering a period of at least 10 years
• review the forecast annually.
The long-term financial forecast must contain, for each year during the period of the forecast, a forecast of income, expenditure and the value of assets, liabilities and equity.
Must be adopted after 31 May and before 1 August.
Officer: Governance Officer
Completed: Yes No
Long-term Financial Forecast from June 2019 to June 2028 adopted as part of 2018-2019 budget.
Also adopted as part of 2018-2019 Budget was the Long-Term Financial Plan 2018-2029.
Revenue statement s104 LGA09
s172 LGR12
The local government must:
• prepare a revenue statement each financial year
• include the revenue statement in the annual budget (s169 LGR 2012).
The revenue statement must include information for the financial year covering:
• lists and descriptions of rating categories
• special rates and charges for any joint government activity
• criteria for deciding the amount of cost-recovery fees
• criteria for deciding the amount of charges for goods and services supplied by any business activity conducted by the local government
• an outline and explanation of the measures adopted for raising revenue including rates and charges to be levied and concessions for rates and charges to be granted
• whether the local government has made a resolution limiting an increase to rates and charges.
Must be adopted in annual budget.
Officer Governance Officer
Completed: Yes No
Revenue Statement 2018-2019 – Adopted in Special Budget Meeting 26 June 2018.
General purpose financial statement
s104 LGA09
The local government must prepare a general purpose financial statement for each financial year.
The general purpose financial statement must be prepared in compliance with the following documents published by the Australian
Within four months after the
Officer: Governance Officer
Agenda - Leadership and Governance Standing Committee Meeting - 11 June 2019
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Planning, financial management and accountability-statutory requirements checklist and calendar - 5 -
Item Legislative reference
Requirement Mandatory elements Calendar action
Status / Comments responsible officer
s176 and s177 LGR12
s212 LGR12
Accounting Standards Board:
• Australian Accounting Standards
• Statements of Accounting Concepts
• Interpretations
• Framework for the Preparation and Presentation of Financial Statements.
end of the financial year. ie by the 31 October it must be signed by the Auditor-General.
Completed: Yes No
2017-2018 Annual Report signed off by delegate of the Auditor-General – 5 October 2018.
Current year financial sustainability statement
s176 and s178 LGR12
The local government must prepare a current year financial sustainability statement.
The current year financial sustainability statement must state the relevant measures of financial sustainability for the financial year to which the statement relates.
Within four months after the end of the financial year. ie by the 31 October it must be signed by the Auditor-General.
Officer: Governance Officer
Completed: Yes No
Current Financial Sustainability Statement for the year ended 30 June 2018 – signed by CEO and Mayor on 28 September 2018.
Signed off by delegate of the Auditor-General – 5 October 2018.
Long-term financial sustainability statement
s176 and s178 LGR12
The local government must prepare a long-term financial sustainability statement.
The long-term financial sustainability statement must state:
• the relevant measures of financial sustainability for the nine years following the year the statement relates to
• an explanation of the local government’s financial management strategy that is consistent with the long-term financial forecast.
Within four months after the end of the financial year. ie by the 31 October it must be signed by the Auditor-General.
Officer Governance Officer
Completed: Yes No
Long-term Financial Sustainability Statement for the year ended 30 June 2018 – signed by CEO and Mayor on 28 September 2018.
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Planning, financial management and accountability-statutory requirements checklist and calendar - 6 -
Item Legislative reference
Requirement Mandatory elements Calendar action
Status / Comments responsible officer
Presentation of Auditor-General’s observation report by mayor
s213 LGR12 If the Auditor-General gives the mayor a copy of the Auditor-General’s observation report, the report must be presented to the full Council.
The Mayor must present a copy of the Auditor-General’s observation report at the next ordinary meeting of the local government after receiving the report.
Meeting following receipt of report.
Officer Governance Officer
Completed: Yes No
Audit report received – General 2018/10/23/010.
Community financial report
s179 LGR2 The local government must prepare a community financial report for each financial year.
The report must:
• contain a summary and analysis of the local government’s financial performance and position
• be consistent with the general purpose financial statement
• include the relevant measures of financial sustainability (as in the budget)
• be written in a way that can be easily understood by the community.
To be included in annual report.
Officer: Governance Officer
Completed: Yes No
Community Financial Report incorporated as part of the 2017-2018 Annual Report and includes the mandatory requirements.
Financial report s204 LGR12 The local government must prepare a financial report.
The CEO must present the financial report to a meeting of the local government at least once a month.
The financial report must state progress that has been made in relation to the local government’s budget for the period of the financial year as near as practicable to the end of the month before the meeting is held.
At least once a month.
Officer: Governance Officer
Completed: Yes No
Financial report is being reported monthly to Council.
Statement of estimated financial position
s205 LGR12 The CEO must present the local government’s annual budget meeting with a statement of estimated financial position.
The statement of estimated financial position is a document stating the financial operations and financial position of the local government for the previous financial year.
At the meeting to adopt annual budget.
Officer: Governance Officer
Completed: Yes No
Notice local s215 LGR12 The local government must give The local government must give the Director- By 15
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Planning, financial management and accountability-statutory requirements checklist and calendar - 7 -
Item Legislative reference
Requirement Mandatory elements Calendar action
Status / Comments responsible officer
government has paid notional GST
notice to the Director-General, Department of Infrastructure, Local Government and Planning, about payment of GST.
General written notice stating it has paid notional GST for the previous financial year.
September Officer: Governance Officer
Completed: Yes No
Signed 3 August 2018.
Public access to relevant financial and planning documents
Public access to relevant financial and planning documents
s199 LGR12 The local government must allow the public to inspect particular local government documents:
• at the local government’s public office
• on the local government’s website.
Copies of these documents must also be available for purchase.
Documents that must be available to the public:
• five year corporate plan
• annual budget
• general purpose financial statement
• community financial report
• annual report
• investment policy
• debt policy
• community grants policy
• procurement policy.
Ongoing, following adoption
Officer Governance Officer
Completed: Yes No
5 year corporate plan current and available on the Council’s website.
Annual budget (2018-2019) available on the website.
Annual report available on the website.
Debt, investment, community grants and procurement policies available on the website.
Audit—internal
Establish internal audit function
s105 LGA09
s207 LGR12
All local governments must establish an efficient and effective internal audit function.
Each financial year, the local government must:
• prepare an internal audit plan
• carry out an internal audit
• prepare a progress report for the internal audit
• assess compliance with the internal audit
For each financial year
Officer: Governance Officer
Completed: Yes No
Internal audit service extended on 15 May 2018 until 31 July 2019.
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Planning, financial management and accountability-statutory requirements checklist and calendar - 8 -
Item Legislative reference
Requirement Mandatory elements Calendar action
Status / Comments responsible officer
plan.
Internal audit plan 2018-2019 adopted 21 June 2018.
Progress reports prepared for Audit Committee Meetings.
Establish audit committee
s105 LGA09
ss208 - 211 LGR12
Each 'large' local government must establish an audit committee.
A large local government is a local government with a remuneration category of three or higher.
The role of the audit committee is to monitor and review the:
• integrity of financial documents
• internal audit function
• effectiveness and objectivity of the local government’s internal auditors.
The committee must give a written report to the local government about the matters reviewed and its recommendations as soon as practicable after each meeting of the committee.
The CEO must present the committee’s report to the next meeting of the local government.
The audit committee must meet at least twice each financial year.
Officer Governance Officer
Completed: Yes No
10 July 2018
Loan borrowings
Borrowings application lodgement with the department
s34 of Statutory Bodies Financial Arrangements Act 1982
All local government borrowings must be approved by the Director-General, Department of Infrastructure, Local Government and Planning under delegation from the Treasurer.
Annual - department will advise date at the start of each financial year.
Officer: Governance Officer
Completed: Yes No
27/10/2017.
Drawing down approved borrowings
All approved borrowings must be drawn down from the Queensland Treasury Corporation in the financial year approved.
Annual by 30 June
Officer Governance Officer
Completed: Yes No
26 June 2018
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Planning, financial management and accountability-statutory requirements checklist and calendar - 9 -
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Local government website publication—statutory requirements checklist and calendar Local Government Act 2009 (LGA09) Local Government Regulation 2012 (LGR12)
Item Legislative
Reference Mandatory elements Calendar Action
Status / Comments
Responsible officer
Financial management documents
5 year corporate plan
s199 LGR12 The local government must allow the public to:
• inspect the corporate plan at the local government’s public office and on the local government’s website
• purchase copies of the corporate plan from the local government.
The current corporate plan must be available at all times
Officer Governance Officer
Completed: Yes No
Current 5-year Corporate Plan (2017-2022) is available to view and download from Council’s website.
Annual budget s199 LGR12
The local government must allow the public to:
• inspect the budget at the local government’s public office and on the local government’s website
• purchase copies of the budget from the local government.
The current budget must be available at all times
Officer: Governance Officer
Completed: Yes No
Agenda - Leadership and Governance Standing Committee Meeting - 11 June 2019
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Local government website publication—statutory requirements checklist and calendar Page 2 of 8
Item Legislative
Reference Mandatory elements Calendar Action
Status / Comments
Responsible officer
Notice of discretionary funds for councillors
s202 LGR12
The local government must ensure a notice about discretionary funds is:
• published on the local government’s website
• displayed in a conspicuous place in the local government’s public office.
Within 20 business days of adopting the budget
Officer: Governance Officer
Completed: Yes No
There does not appear to be any discretionary funds in the budget or reported in the Annual report.
Publish details of contracts worth $200 000 or more
s237 LGR12
The local government must, as soon as practicable after entering a contract worth $200 000 or more (exclusive of GST):
• publish the relevant details of the contract on the local government’s website
• display the relevant details of the contract in a conspicuous place in the local government’s public office.
Ongoing
Officer: Governance Officer
Completed: Yes No
Details of projects are published on Council’s website.
No notices board in public area to display contracts.
Annual report ss182 - 199 LGR12
The local government must, within 2 weeks of adopting the annual report, allow the public to:
• inspect the annual report at the local government’s public office and on the local government’s website
• purchase copies of the annual report from the local government.
The current annual report must be available at all times within 2 weeks of adoption
Officer: Governance Officer
Completed: Yes No
Current annual report (2017-2018) is available to view and download from the Council’s website.
Policy documents
Investment policy s199 LGR12
The local government must allow the public to: The current policy must be available at all times
Officer: Governance Officer
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Local government website publication—statutory requirements checklist and calendar Page 3 of 8
Item Legislative
Reference Mandatory elements Calendar Action
Status / Comments
Responsible officer
• inspect the policy at the local government’s public office and on the local government’s website
• purchase copies of the policy from the local government.
Completed: Yes No
Current 2018-2019 investment policy is available on Council’s website and on the Vine.
No notices board or copies kept in the public area of Council.
Debt policy s199 LGR12
The local government must allow the public to:
• inspect the policy at the local government’s public office and on the local government’s website
• purchase copies of the policy from the local government.
The current policy must be available at all times
Officer Governance Officer
Completed: Yes No
Current 2018-2019 Debt policy is available on the website and on the Vine.
No notices board or copies kept in the public area of Council.
Community grants policy
s199 LGR12
The local government must allow the public to:
• inspect the policy at the local government’s public office and on the local government’s website
• purchase copies of the policy from the local government.
The current policy must be available at all times
Officer: Governance Officer
Completed: Yes No
Policy is available on Council’s website and on the Vine.
No notices board or copies kept in the public area of Council.
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Local government website publication—statutory requirements checklist and calendar Page 4 of 8
Item Legislative
Reference Mandatory elements Calendar Action
Status / Comments
Responsible officer
Procurement policy s199 LGR12
The local government must allow the public to:
• inspect the policy at the local government’s public office and on the local government’s website
• purchase copies of the policy from the local government.
The current policy must be available at all times
Officer: Governance Officer
Completed: Yes No
Procurement policy is available on the Council’s website.
No notices board or copies kept in public area for the public to ‘inspect’.
Expenses reimbursement policy
s251 LGR12 The local government must allow the public to:
• inspect the policy at the local government’s public office and on the local government’s website
• purchase copies of the policy from the local government.
The current policy must be available at all times
Officer: Governance Officer
Completed: Yes No
Expenses reimbursement policy is available on the Council’s website.
No notices board or copies in the public area for the public to ‘inspect’.
Investigation policy s150AE LGA09 The local government must publish the policy on the local government’s website.
The current policy must be available at all times
Officer Governance Officer
Completed: Yes No
Policy adopted 27 November and is available on Council’s website.
Councillors and meetings
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Local government website publication—statutory requirements checklist and calendar Page 5 of 8
Item Legislative
Reference Mandatory elements Calendar Action
Status / Comments
Responsible officer
Notice of meetings s277 LGR12
The local government must publish a notice of the days and times of its ordinary meetings and committee meetings. The notice must be:
• published in a newspaper circulating generally in the local government’s area and on the local government’s website
• displayed in a conspicuous place in its public office.
At least once in each year
Officer: Governance Officer
Completed: Yes No
Council minutes s272 LGR12
The local government must ensure a copy of the minutes of each meeting:
• is available for inspection by the public at the local government’s public office and on the local government’s website
• once confirmed, is available for purchase from the local government.
Must be available for inspection within 10 calendar days after the meeting
Officer: Governance Officer.
Completed: Yes No
Council minutes of each meeting are available on the Council’s website.
Copies are also available from reception.
Register of interests of councillors
s295 LGR12
The local government must ensure a copy of the register of interests of councillors may be inspected by the public:
• at the local government’s public office
• on the local government’s website.
Ongoing –must include any change no later than 5 business days after the change is made
Officer: Governance Officer
Completed: Yes No
Councillor material personal interest at a meeting
s175J(1) LGA09 The local government must ensure, where a councillor declares a material personal interest, that the following information is recorded in the minutes of the meeting, and on the local government’s website:
• the name of the councillor who has the material personal interest, or possible material personal interest, in a matter
• the nature of the material personal interest, or possible material personal interest, as described by the councillor outlining:-
Ongoing
Officer: Governance Officer
Completed: Yes No
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Local government website publication—statutory requirements checklist and calendar Page 6 of 8
Item Legislative
Reference Mandatory elements Calendar Action
Status / Comments
Responsible officer
• the name of the person or other entity who stands to again a benefit, or suffer a loss, depending on the outcome of the council’s consideration of the matter
• how the person or entity stands to gain the benefit or suffer the loss
• if the person or other entity who stands to gain the benefit or suffer the loss is not the councillor—the nature of the councillor’s relationship to the person or entity
• whether the councillor participated in the meeting, or was present during the meeting, under an approval granted by the Minister for Local Government.
Note: Publishing on the website as part of council’s minutes is acceptable.
Councillor conflict of interest at a meeting
s175J(2) LGA09 The local government must ensure, where a councillor declares a conflict of interest, that the following information is recorded in the minutes of the meeting, and on the local government’s website:
• the name of the councillor who has the real or perceived conflict of interest
• the nature of the personal interest, as described by the councillor
• if the councillor’s personal interests arise because of the councillor’s relationship with, or receipt of a gift from, another person:-
• the name of the other person
• the nature of the relationship or value and date of receipt of the gift
• the nature of the other person’s interests in the matter
• details about any decisions made by other councillors about participation of the councillor in the meeting, including the reasons for those decisions
Ongoing
Officer: Governance Officer
Completed: Yes No
Councillor conflict of interest are recorded, and meeting minutes are available from Council’s website.
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Local government website publication—statutory requirements checklist and calendar Page 7 of 8
Item Legislative
Reference Mandatory elements Calendar Action
Status / Comments
Responsible officer
• if the councillor voted on the matter—how the councillor voted on the matter
• how the majority of persons who were entitled to vote at the meeting voted on the matter.
Note: Publishing on the website as part of council’s minutes is acceptable.
•
Councillor conduct register
s150DX,
150DY,
150DZ LGA09
The local government must keep an up-to-date councillor conduct register and must:
• make the register available for inspection at the local government’s public office
• allow members of the public to purchase a copy of an entry in the register at the local government’s public office
• publish the register on the local government’s website
Ongoing Officer Governance Officer
Completed: Yes × No
Administrative complaints
Process for resolving administrative action complaints
s306 LGR12
The local government must ensure that the public may inspect the complaints management process (including related policies and procedures):
• at the local government’s public office
• on the local government’s website
Ongoing
Officer GEC
Completed: Yes × No
Complaints management process and associated procedures adopted 9 October 2918.
Local law register
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Local government website publication—statutory requirements checklist and calendar Page 8 of 8
Item Legislative
Reference Mandatory elements Calendar Action
Status / Comments
Responsible officer
Local law register s31 LGA09
s14 LGR12
The local government must publish a register of its local laws:
• at the local government’s public office
• on the local government’s website
Ongoing
Officer: Governance Officer
Completed: Yes No
Notices relating to specific processes (only as required)
Notice of making a local law
s29B LGA09 The local government must let the public know that a local law has been made by the local government by publishing a notice of making the local law:
• in the gazette
• on the local government’s website.
Within 1 month of making the local law
Officer Governance Officer
Completed: Yes No
Notice of closing roads
s69 LGA09 The local government must publish notice of the closing of the road in the way that the local government considers appropriate (including on its website, for example).
As required
Officer: Governance Officer
Completed: Yes No
Notice of approved inspection program
s134 LGA09 The local government must publish a notice about the approval of an inspection program:
• in a newspaper that is circulating generally in the local government area
• on the local government’s website.
At least 14 but not more than 28 calendar days before the start of the program
Officer: Governance Officer
Completed: Yes No
Invitation to fill a vacancy in the office of a councillor in the final 18 months of the local government term
s166 LGA09 If the person who is to be appointed need not be a political party’s nominee, the chief executive officer must, within 14days after the office becomes vacant, invite nominations by written notice published:
• in a newspaper that is circulating generally in the local government area
• on the local government’s website.
Within 14 calendar days of the vacancy
Officer: Governance Officer
Completed: Yes No
No current vacancies
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Keeping registers and records—statutory requirements checklist and calendar Local Government Act 2009 (LGA09) Local Government Regulation 2012 (LGR12)
Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
Registers
Local law register s31 LGA09
s14 LGR12
The local government must:
• keep a register of its local laws
• make the register available for
inspection at the local government’s
public office and displayed on its
website.
The register must contain, for each local law,
the law’s name, purpose and general effect.
Ongoing
Officer Governance Officer
Current: Yes No
Council keeps a register of local
laws and provides access to local
laws via website -
http://www.centralhighlands.qld.g
ov.au/about-council/laws-
policies/local-laws/
Roads map and
register
s74 LGA09
s57 LGR12
The local government must:
• prepare and keep updated a map of
every road in its local government
area and a register of the roads
• make the map and the register
available to the public.
The road register must identify:
• the category of every road
• the level of every road that has a fixed level
• the length of every road
• if the road is formed, gravelled pavement or
sealed pavement, the length and width of
Ongoing
Officer: Governance Officer
Current: Yes No
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Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
the formed, gravelled pavement or sealed
pavement part.
Register of cost-
recovery fees
s98 LGA09 The local government must:
• keep a register of all cost-recovery
fees
• make the register available to the
public.
The register must state the type of cost-
recovery fee and the provision of the legislation
authorising the action for which the cost-
recovery fee has been levied.
Ongoing
Officer: Governance Officer
Current: Yes No
Council provides access to
register of commercial and cost
recovery fees 2018/19 via the
website. Register contains
legislative references authorising
the action for which the cost-
recovery fee has been levied.
Asset register s104 LGA09
s180 LGR12
The local government must prepare
and keep an asset register.
The asset register must be current and record
the local government’s non-current physical
assets.
Ongoing
Officer Governance Officer
Completed: Yes No
Council uses Assetic – MyData
program to keep and manage an
asset register.
Councillor
conduct register
s150DX
s150DY
s150DZ
LGA09
The local government must:
• keep an up-to-date councillor
conduct register about the following
matters:–
- orders made about the unsuitable
meeting conduct of councillors at
local government meetings
For a complaint that has been dismissed by the
Independent Assessor, the register must
include:
• the date the complaint was made
• a summary of the complaint
• a statement about why the complaint was
dismissed.
Ongoing
Officer Governance Officer
Completed: Yes No
Council keeps Councillor Conduct Complaints register accessible via the website. Register has been broken into
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Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
- decisions about suspected
inappropriate conduct of
councillors referred to the local
government
- decisions about whether or not
councillors have engaged in
misconduct made by the
Councillor Conduct Tribunal
- complaints about the conduct of
councillors dismissed by the
Independent Assessor
- decisions to take no further
action in relation to the conduct
of councillors investigated by the
Independent Assessor
• make the register available for
inspection and purchase at the
local government’s public office,
and publish the register on its
website.
For all other councillor conduct complaints, the
register must include:
• a summary of the decision made about a
councillor’s conduct and the reasons for the
decision
• the name of the councillor about whom the
decision was made
• the date of the decision.
two sections containing both pre-3 December 2018 register and post 3 December register and associated requirement.
Delegations
register
s260 LGA09
s305 LGR12
The CEO must:
• keep a register of all delegations by
the local government, mayor or
chief executive officer
• make the register must be available
to the public.
The register must include:
• the name or title of the person, or the name
of the committee, to whom powers are
delegated
• a description of the powers delegated and
provisions under a Local Government Act
permitting or requiring the exercise of the
power
• if the delegation was by the local
government—a summary of the resolution,
including date and number of the resolution
Ongoing
Officer: Governance Officer
Current: Yes No
Council has a register of
delegations – Register needs
review.
Council website provides
information about register of
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Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
and a summary of any conditions to which
the delegation is subject.
delegations under the Publication
Scheme and directs members of
the public that are wanting to
request further information about
public registers to contact
council.
Registers of
interests
ss289 - 297
LGR12
Schedule 5
LGR12
The CEO must maintain a register of
interests of:
• each councillor
• senior executive employees
• a person related to a councillor or
senior executive employee.
The register of interests of a councillor
must be available to the public at the
local government’s public office and on
its website.
The mayor must keep a register of
interests of:
• the CEO
• a person related to the CEO.
The registers must contain the financial and
non-financial interests as prescribed by
Schedule 4 of LGR12.
A councillor, the CEO or a senior executive
employee must ensure that their register and
the register of any related person is updated
within 30 days after the person knows that the
register is not up to date.
The copy of the register of interests of a
councillor available for public inspection must
include a change to the register no later than 5
business days after the change is made.
Ongoing
Officer: Governance Officer
Current: Yes No
Councillor’s register of interests
are available to the public on the
Council’s website.
Records
Record of
unsuitable
meeting conduct
orders
s150I LGA09 The chairperson of a local government
meeting must ensure details of an
order made against a councillor for
unsuitable meeting conduct at a local
government meeting are recorded in
the meeting minutes of the meeting.
The record in the minutes of the meeting must
include details of the order.
Ongoing
Officer Governance Officer
Completed: Yes No
Record of the
taking of
s169(4)
LGA09
The CEO must keep a record of the
taking of declaration of office.
Ongoing
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Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
declaration of
office
Officer Governance Officer
Completed: Yes No
Record of declaration of office
recorded in ECM for all
Councillors.
Record of
declaration of
material personal
interest
s175J(1)
LGA09
A declaration of a material personal
interest must be included in the
meeting minutes and on the local
government's website.
The record in the minutes and the local government’s website must include:
• the name of the councillor
• the nature of the material personal interest or possible material personal interest as described by the councillor outlining:-
• the name of the person or other entity who stands to gain a benefit, or suffer a loss, depending on the outcome of the council’s consideration of the matter
• how the person or entity stands to gain the benefit or suffer the loss
• if the person or other entity who stands to gain the benefit or suffer the loss is not the councillor—the nature of the councillor’s relationship to the person or entity
• whether the councillor participated in the
meeting or was present during the meeting
under an approval from the Minister.
Ongoing
Officer Governance
Completed: Yes No
Record of
declaration of
conflict of interest
s175J(2)
LGA09
A declaration of a conflict of interest
must be included in the meeting
minutes and on the local government's
website.
The record in the minutes and the local government’s website must include
• the name of the councillor
• the nature of the personal interest as described by the councillor
Ongoing
Officer Governance Officer
Completed: Yes No
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Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
• if the councillor’s personal interests arise because of the councillor’s relationship with, or receipt of a gift from, another person:-
• the name of the other person
• the nature of the relationship or value and date of receipt of the gift
• the nature of the other person’s interests in the matter
• details about any decisions made by other councillors about participation of the councillor in the meeting, including the reasons for those decisions
• whether the councillor participated in the meeting or was present during the meeting under an approval from the Minister
• if the Councillor voted on the matter, how they voted
• how the majority of councillors who were
entitled to vote at the meeting voted.
Meeting minutes records
declarations of conflicts of
interest and includes the required
details. Meeting minutes are
available from Council’s website.
Land record
s154 LGR12 The local government must keep a land
record detailing specific information
about each parcel of rateable land.
The land record must contain:
• the name and postal address of the owner
• a description of the land, including its
location and size
• its value and the day of effect of the relevant
valuation under the Land Valuation Act
• information about rates or charges levied as
specified in s154(2)(d) LGA09.
Ongoing
Officer: Governance Officer
Completed: Yes No
Property data provided directly
from the Department of Natural
Resources, Mines and Energy.
Record of
financial
management
s164 LGR12 The local government must keep a
record of risks to which local
government operations are exposed to
The record must include:
• operational risks related to financial
management
Ongoing
Officer Governance Officer
Completed: Yes No
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Item Legislative
Reference Requirement Mandatory elements
Calendar
Action
Status / Comments
Responsible officer
risks and control
measures
the extent they relate to financial
management.
• control measures adopted to manage the
risks.
The local government must keep with the
record, each of the following its:
• community grants policy
• entertainment and hospitality policy
• advertising spending policy
• procurement policy.
Record of
administrative
action complaints
s306 LGR12 The local government must keep a
record of all administrative action
complaints.
The local government must also ensure:
• internal reports are occasionally provided to
senior management about the operation of
the complaints management process
• mechanisms are in place to identify, analyse
and respond to complaint trends and
monitor effectiveness of the process.
Ongoing
Officer Governance Officer
Completed : Yes No
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Policy Name Date Adopted Review Date Frequency of Review Department
Advertising Spending Policy 6/12/2018 6/12/2022No more than every four
(4) yearsCommunities
Arts and Cultural Policy 2/11/2017 2/07/2019 Annually Communities
Community donations and sponsorships Policy 27/7/2016 12/01/2017 Annually Communities
Community engagement 21/6/2010 21/6/2011 - Communities
Environmental Policy 9/06/2010 - Annually Communities
Media relations policy 9/11/2018 9/11/2022No more than every four
(4) yearsCommunities
Regional economic development incentive policy 12/11/2018 23/10/2022No more than every four
(4) yearsCommunities
Social media policy 9/11/2018 9/11/2022No more than every four
(4) yearsCommunities
Tenure of council owned or controlled land
to sporting and active recreation12/11/2018 12/10/2020 Biennially Communities
Water and waste for sport and
active recreation organisations policy12/11/2018 12/10/2020 Biennially Communities
Youth Protection Policy 24/9/2014 24/9/2015 Biennially Communities
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Policy Name Date Adopted Review Date Frequency of Review Department
Asset Accounting Policy 9/11/2018 9/11/2022No more than every four
(4) yearsCorporate Services
Asset Disposal Policy 5/09/2017 7/01/2018 Biennially Corporate Services
Asset Management Policy 14/6/2016 14/6/2017 Annually Corporate Services
Audit Committee Charter 15/05/2018 14/05/2020 Biennially Corporate Services
Budget Policy 26/06/2018 1/07/2019 Annually Corporate Services
Common Seal Policy 13/8/2014 8/12/2016 Biennially Corporate Services
Competition and water reform Policy 26/06/2018 1/07/2019 Annually Corporate Services
Competitive neutrality complaints 6/12/2018 6/12/2022No more than every four
(4) yearsCorporate Services
Complaints about the Chief Executive Officer 9/11/2018 9/11/2022No more than every four
(4) yearsCorporate Services
Concealed Leaks Policy 25/3/2015 4/01/2017 Annually Corporate Services
Conflict of interest Policy 6/12/2018 6/12/2022No more than every four
(4) yearsCorporate Services
Copyright policy 6/12/2018 6/12/2022No more than every four
(4) yearsCorporate Services
Corporate uniform and dress Policy 30/6/2014 7/01/2015 Biennially Corporate Services
Council document development framework 15/5/2018 4/09/2020No more than every four
(4) yearsCorporate Services
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Policy Name Date Adopted Review Date Frequency of Review Department
Councillor acceptable requests Policy 6/12/2018 6/12/2022No more than every four
(4) yearsCorporate Services
Councillor code of conduct 27/11/2018 26/11/2022No more than every four
(4) yearsCorporate Services
Councillor contact with lobbyists, developers and submitters 6/12/2018 6/12/2022No more than every four
(4) yearsCorporate Services
Debt Policy 26/06/2018 1/07/2019 Annually Corporate Services
Defined urban areas Policy 30/8/2012 30/8/2016No more than every four
(4) yearsCorporate Services
Disciplinary Policy 18/12/2017 18/12/2021No more than every four
(4) yearsCorporate Services
Education Assistance Policy 2/01/2010 - - Corporate Services
Employee Assistance Program 12/01/2008 - - Corporate Services
Employee Code of Conduct Policy 6/12/2018 6/12/2022No more than every four
(4) yearsCorporate Services
Employee Grievance Policy 18/12/2017 18/12/2021No more than every four
(4) yearsCorporate Services
Enterprise Risk Management Policy 10/09/2018 10/09/2022No more than every four
(4) yearsCorporate Services
Entertainment and Hospitality Policy 6/12/2018 6/12/2022No more than every four
(4) yearsCorporate Services
Equal employment opportunity
and Anti-Discrimination Policy27/10/2017 12/12/2021
No more than every four
(4) yearsCorporate Services
Expenses Reimbursement and
Provision of facilities for Mayor & Councillors12/11/2018 7/01/2020
No more than every four
(4) yearsCorporate Services
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Policy Name Date Adopted Review Date Frequency of Review Department
Fraud and corruption control policy 22/11/2016 22/11/2018 Annually Corporate Services
General complaints management policy 9/10/2018 29/3/2019No more than every four
(4) yearsCorporate Services
Information privacy policy 21/6/2010 20/6/2011 Annually Corporate Services
Intellectual property policy 6/12/2018 6/12/2022No more than every four
(4) yearsCorporate Services
Internal audit charter 15/05/2018 14/05/2019 Annually Corporate Services
Investment policy 26/06/2018 1/07/2019 Annually Corporate Services
Legislative compliance policy 6/12/2018 6/12/2022No more than every four
(4) yearsCorporate Services
Local preference policy 7/07/2018 7/07/2020No more than every four
(4) yearsCorporate Services
Motor vehicle policy 1/01/2016 1/01/2020No more than every four
(4) yearsCorporate Services
Performance management policy 18/12/2017 18/12/2019No more than every four
(4) yearsCorporate Services
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Policy Name Date Adopted Review Date Frequency of Review Department
Procurement policy 7/12/2016 7/12/2017 Annually Corporate Services
Public interest disclosure policy 9/11/2018 9/11/2022No more than every four
(4) yearsCorporate Services
Rates and charges collection policy 26/06/2018 1/07/2019 Biennially Corporate Services
Records management policy 13/12/2010 13/12/2011 Annually Corporate Services
Reserves policy 26/06/2018 1/07/2019 Annually Corporate Services
Revenue policy 26/06/2018 1/07/2019 Annually Corporate Services
Revenue Statement 26/06/2018 1/07/2019 Annually Corporate Services
Service Change Request Policy 8/01/2013 7/01/2015 Biennially Corporate Services
Standing orders policy 27/11/2018 26/11/2022No more than every four
(4) yearsCorporate Services
Trainee and apprentice policy 9/01/2013 7/01/2015 Biennially Corporate Services
Travel and accommodation policy 18/12/2017 18/12/2021 Biennially Corporate Services
Workplace bullying and harassment policy 27/10/2017 1/12/2019 Biennially Corporate Services
Employee use of eletronic communication device policy 4/06/2010 19/11/2012 Annually Corporate Services
Related party disclosure policy 7/12/2016 4/01/2017 AnnuallyCorporate Services and
Executive Management
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Policy Name Date Adopted Review Date Frequency of Review Department
Quality policy statement 31/05/2018 31/05/2019 - Customer and Commercial Services
Staff housing rental policy 21/11/2016 12/01/2017 Annually Customer and Commercial Services
Customer service standards - water supply and sewerage 12/10/2014 12/12/2019 - Infrastructure and Utilities
Providing assistance in a fire emergency or policy 13/6/2017 30/6/2018 Annually Infrastructure and Utilities
Water sub-metering for community title schemes 13/6/2017 30/6/2018 Annually Infrastructure and Utilities
Water supply (domestic use only) for Sapphire
and Rubyvale mining claims policy7/10/2013 6/01/2015 Biennially Infrastructure Assets & Public Facilities
Personal protective equipment policy 2/09/2017 2/09/2021No more than every four
(4) yearsOffice of the Chief Executive Officer
Work health and safety policy 7/01/2018 7/01/2020 Annually Office of the Chief Executive Officer
Fitness for Work Policy - 8/01/2018 - Office of the Chief Executive Officer
No smoking policy 20/4/2017 20/12/2021No more than every four
(4) yearsOffice of the Chief Executive Officer
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11 INFORMATION REPORTS
11.1 Corporate Services
11.1.1 Bi-Monthly Workforce Statistics Report
INFORMATION REPORT
Date: 11 June 2019
To: Leadership and Governance Standing Committee Meeting
Author: Tanya Rouse, Manager Human Resources
Authorising Officer: Margaret Gatt, General Manager Corporate Services
File Reference: N/A
EXECUTIVE SUMMARY:
This report provides a basic overview of our current workforce metrics as at 3 June 2019. Only slight movements in statistical data due to new starters and resignations.
The HR team have implemented a range of new strategies to recruit to our vacancies and these are further enhanced with the addition of two new temporary full-time recruitment officers. Our aim is to reduce the turnaround time of our recruitment services to the organisation, therefore recruiting in a more efficient and effective manner.
We have a renewed focus on attraction and retention with 89 new employees this financial year and have progressed the draft attraction and retention strategy, reward and recognition framework and a refresh of marketing ourselves as an employer of choice on our website.
These approaches are key actions underpinning both our draft People Plan and draft Human Resources strategy.
OFFICER RECOMMENDATION:
That Central Highlands Regional Council receive the Bi-Monthly Workforce report as at 3 June 2019.
REPORT:
Age Demographics
In comparing this data to June 2018 data, our generational breakdown has only had slight movement. Baby Boomers 34% in June 2018 to 33% in June 2019, Gen X 26% to 25%, Gen Y 33% to 35% and Gen Z 6% to 7%. We will continue working on our strategies to increase the Gen Z bracket into our workforce in the hope to offset our baby boomers who are heading towards retirement.
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Years of Service
With the number of long serving employees reducing each year, we have acknowledged that the transfer of knowledge across the generations is an increasing risk that requires appropriate mitigation strategies to be put in place. We are in the final stages of developing our People Plan for the organisation, where we will see strategies put in place to better plan for succession, allow for transition to retirement and develop career progression for hard to fill roles where practical.
Gender Breakdown
Since June last year we have seen a decrease in males working in office-based roles, with an increase of 3% in females. Our female base in the external workforce remains unchanged at 6%.
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Employment Type
In comparing statistic for the last financial year, there is currently a slight drop of .25% in our Apprentice statistics, while we currently have two vacancies in this area due to two of our apprentices completing recently. Our full time contingent has risen slightly by 3% with our part time contingent 1.3% decreased.
Employees by Area
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Turnover
A very encouraging statistic for CHRC, with one month until end of financial year, is our turnover rate has decreased by 5% since June 2018. This is a great achievement, considering the mining sector is ramping up and the economy is moving in the region. I believe this may also be a reflection of work which has gone into surveying employees and understanding their perspectives across a number of areas including communication, reward and recognition and attraction and retention. Adding to this, from feedback received, our employee’s participation in the Change staff sessions held across the region is helping employees understand change and how to reflect and understand their fellow workers. Further staff surveying will assist us in understanding this statistic further.
In comparing since September 2018 where our turnover % inside v outside were the same, we now see the inside (office based) turnover 4% higher than external.
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Absence Management
Considering strategies to overcome absence has become a priority on many Manager’s agendas across Council, following monthly reporting on leave balances which is highlighting continued problem areas. Like many people management issues, our ability to manage absence effectively is enhanced by accurate, timely and accessible information which the new ‘One Council’ system will provide, in the meantime existing reporting will continue to be monitored.
The current trend as seen below indicates councils pure sick leave hours taken remains steady in comparison to 2017/2018 financial year sitting at just under 5%.
Our Absence Management Toolkit has been developed for line Managers to assist them to understand how to manage their staff through the process. Discussions around this toolkit and its implementation are scheduled for the Management Team this week.
Training Data
The HR team has welcomed a new staff member to our Learning and Development section during May. With the extra resource, we are hoping to be able to produce more reporting on learning and development across Council and conduct a review of our policies and procedures to reduce duplication of effort and therefore have a more streamlined process. Our new starter has a passion for analytics, so stay tuned for what’s to come our Bi-Monthly reports into the future.
Below is a snapshot of our mandatory training rolled out over the last 4 months. Attendance has been commendable with 265 employees attending mandatory training since February 2019. Much of the training sessions as you can see from the table below were the Tech Savy sessions which were rolled out internally through a combined effort from the Library Services team and the Learning and Development team. These sessions were a great success and we are currently looking into a second rollout due to popular demand.
Training Course Nominated to
AttendActual
AttendanceDec 18 43 38
ACDC Chemical Training 15 13Chainsaw Training 8 7CPR Training 6 4Dogging Practical Exam 1 1First Aid Training 12 12Grader Start Up Plan 1 1
Jan 19 1 1
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Training Course Nominated to
AttendActual
AttendanceExcavator Assessment 1 1
Feb 19 9 8ACDC Chemical Training 1 1First Aid & CPR Refresher 4 4Occupational First Aid 1 0Skid Steer Loader Start-Up Plan 3 3
Mar 19 98 95First Aid & CPR Refresher 3 3Tech Savvy 95 92
Apr 19 95 93Cert III - Skills Tech Visit 5 5CPR Refresher 1 1Excavator Training 4 4First Aid & CPR Refresher 5 5First Aid Training 1 1Grader Training 1 1MR Lesson 3 3Skid Steer Loader Training 1 1Tech Savvy 54 54Traffic Management Implementation Training 9 9Traffic Management Implementation Training (Refresher) 11 9
May 19 77 69ACDC Chemical Training 15 13Backhoe Training 1 1Chainsaw Training 10 10First Aid & CPR Refresher 5 5First Aid Training 2 2Front End Loader Training 1 1MR Lesson 3 3MR Lesson and Test 2 2Operate a chipper/mulcher 10 10Polesaw Training 7 7Roller Training 2 2Traffic Control (Practical Sign Off) 1 1Traffic Control Training 9 6Traffic Control Training (Refresher) 9 6
Grand Total 323 304
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Exit Interview Statistics
Our Exit Interview statistic continue to show us interesting data in relation to why our employees are choosing to leave the organisation. Interesting to see 51% of our exits are made up of components relating to, ‘relocating’, employment at another Council’ and ‘family reasons’.
It is pleasing to see that feedback received in all the areas surveyed are mostly positive. The majority of responses are either ‘Satisfied’ or ‘Highly Satisfied’ as you can see from the graphs below.
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CONSIDERATIONS / IMPLICATIONS:
Corporate/Operational Plan Reference: 6. Our Organisation; 6.1 - Corporate Plan Strategy: Living our values6.2 - Corporate Plan Strategy: Continuous improvement culture6.2.1 - Continuously advance work practices and business systems to ensure a skilled, motivated and community-focused workforce to drive a coordinated and connected organisation.6.3 - Corporate Plan Strategy: One team approach
Budget/Financial/Resourcing: Possible budget implications will be forecast based into the future based on outcomes of the development of strategic documents in response to key metrics and staff surveys.
Legal/Policy/Delegations:N/A
Communication/Engagement:
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Continuous communications in relation to key HR projects, including survey results, development of people planning and strategy documents.
Risk Assessment: When it comes to our employees, they are the key link to CHRC being efficient and effective and providing services and value to our community.
It is critical for all organisations to understand our employees and the environment and work collaboratively to make CHRC a great place to work, therefore reduce staff turnover and increase job satisfaction. HR play a key role in this process. We are working diligently on reviewing our processes, developing strategies and communicating outcomes to mitigate the risk of high turnover.
Through development of our People Plan (HR Strategy), Reward and Recognition Framework, Attraction and Retention Strategy and Recruitment Plan, initially, we are forecasting that by the end of 19/20 financial year, there will be reduction in the statistics provided in this report demonstrating overall improvement.
Timings/Deadlines:Our strategic documents to be finalised by 30 June 2018.
Alternatives considered:HR are working on our alternative thinking and developing new and improved ways of working. We have developed a refreshed website, implemented improvements to our recruitment process, both internally and externally, and are working currently on our marketing campaign in consultation with communications team.
SUMMARY:
The HR team, now almost fully staffed, are working hard to refresh our approach and bring in new ideas of working. We are using our HR metric data and many other sources of data to investigate and research how we compare to other local government areas and how we can all work collaboratively for significantly improved outcomes.
ATTACHMENTS:
Nil
– END OF REPORT –
Agenda - Leadership and Governance Standing Committee Meeting - 11 June 2019
Central Highlands Regional Council 66 of 66
12 GENERAL BUSINESS
13 CLOSURE OF MEETING
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