L AGENDA€¦ · 22/8/2017 · 5 BUSINESS ARISING OUT OF MINUTES.....12 6 REVIEW OF OUTSTANDING MEETING ACTIONS.....12 7 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL

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

General Council 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, 22 August 2017At 2.30 pm

For the purpose of considering the items included on the Agenda.

Scott MasonChief Executive Officer

CO

UN

CIL

AG

END

A

Agenda - General Council Meeting - 22 August 2017

Central Highlands Regional Council 2 of 65

AGENDA CONTENTS1 PRESENT ..................................................................................................................................................32 APOLOGIES..............................................................................................................................................33 LEAVE OF ABSENCE...............................................................................................................................34 CONFIRMATION OF MINUTES OF PREVIOUS MEETING .....................................................................34.1 Minutes - General Council Meeting - 8 August 2017 ..............................................................................35 BUSINESS ARISING OUT OF MINUTES ...............................................................................................126 REVIEW OF OUTSTANDING MEETING ACTIONS ...............................................................................127 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS

.................................................................................................................................................................128 PETITION.................................................................................................................................................129 COMMITTEE RECOMMENDATIONS / NOTES......................................................................................129.1 Minutes - The Game Plan Advisory Committee - Meeting 1 - 4 August 2017.......................................1210 INFRASTRUCTURE AND UTILITIES .....................................................................................................1610.1 Recommendation to Award Tender 2016T017E - Blackwater Irrigation Upgrade Stage 2 ..... approx. 5

min.........................................................................................................................................................1611 COMMUNITIES........................................................................................................................................1811.1 Miners Common Committee ..... approx. 10-15 min..............................................................................1812 CORPORATE SERVICES .......................................................................................................................2512.1 Operational Plan 2016-2017 - Quarter 4 Report ..... approx. 15 min ....................................................2512.2 Monthly Financial Report - July 2017 ..... approx. 15 min .....................................................................3113 COMMERCIAL SERVICES .....................................................................................................................4013.1 Lease for Telstra Corporation Limited - Telecommunications Facility at Duaringa ..... approx. 5 min ..4014 CENTRAL HIGHLANDS DEVELOPMENT CORPORATION .................................................................4314.1 Central Highlands Development Corporations - Service Level Agreement Update - August 2017 .....

approx. 25 min.......................................................................................................................................4315 CHIEF EXECUTIVE OFFICER ................................................................................................................4915.1 Central Highlands Regional Council Communications Strategy ..... approx. 5 - 10 mins .....................4915.2 Ensham Resources Community Reference Group – Invitation to attend Residual Void Study -

Germany ..... approx. 5-10 min..............................................................................................................5915.3 Chief Executive Officer - Deparment Update ....approx 5 min ..............................................................6216 GENERAL BUSINESS ............................................................................................................................6417 CLOSED SESSION .................................................................................................................................6517.1 Shepton Quarry - Update ..... approx. 15 min .......................................................................................6518 LATE AGENDA ITEMS ...........................................................................................................................6518.1 Nil Reports.............................................................................................................................................6519 CLOSURE OF MEETING ........................................................................................................................65



1 PRESENT

2 APOLOGIES

3 LEAVE OF ABSENCE

4 CONFIRMATION OF MINUTES OF PREVIOUS MEETING

4.1 Minutes - General Council Meeting - 8 August 2017

General Meeting of Council

MINUTES

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

Tuesday 8 August 2017

Commenced at 2.30pm



CENTRAL HIGHLANDS REGIONAL COUNCIL

GENERAL MEETING OF COUNCIL

TUESDAY 8 AUGUST 2017

MINUTES CONTENTS

PRESENT ....................................................................................................................................................3APOLOGIES ................................................................................................................................................3LEAVE OF ABSENCE .................................................................................................................................3CONFIRMATION OF MINUTES OF PREVIOUS MEETING.........................................................................3General Council Meeting: 25 July 2017 ........................................................................................................3MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS....4PETITIONS (IF ANY) ...................................................................................................................................4Vote of thanks to Cr David Lacey .................................................................................................................4INFRASTRUCTURE AND UTILITIES ..........................................................................................................4Yamala Feeder Roads Options Study...........................................................................................................4COMMUNITIES............................................................................................................................................5Election signage and advertising procedure .................................................................................................5Amendment to Charges Resolution 12 .........................................................................................................6CHIEF EXECUTIVE OFFICER.....................................................................................................................62017 Local Government of Queensland Annual Conference ........................................................................6Closure of ANZ Bank, Springsure.................................................................................................................7GENERAL BUSINESS.................................................................................................................................7LATE AGENDA ITEMS................................................................................................................................8Minutes of Meeting – Finance and Infrastructure Standing Committee Meeting: 8 August 2017,

Communities Standing Committee Meeting: 8 August 2017and Leadership and Governance StandingCommittee Meeting 11 July 2017 .........................................................................................................8

Local Government Managers Australia (LGMA) Annual Conference ............................................................8CLOSURE OF MEETING.............................................................................................................................8



MINUTES – GENERAL COUNCIL MEETING – TUESDAY 8 AUGUST 2017 – PAGE 3

MINUTES – GENERAL MEETINGHELD AT 2.30PM TUESDAY 8 AUGUST 2017 IN THE CENTRAL HIGHLANDS REGIONAL COUNCILCHAMBERS, EMERALD OFFICE

PRESENTCouncillorsCouncillor (Crs) K. Hayes (Mayor), G. Godwin-Smith (Deputy Mayor)Councillors (Crs) C. Brimblecombe, M. Daniels, A. McIndoe, G. Nixon and C. Rolfe

OfficersChief Executive Officer S. Mason, General Manager Communities D. Fletcher, General Manager CorporateServices J. Bradshaw, General Manager Infrastructure and Utilities G. Joubert, General ManagerCommercial Services M. Webster, Coordinator Communications A. Ferris, Minute Secretary M. Wills

APOLOGIESCouncillor P. Bell AM

Resolution:Cr Nixon moved and seconded by Cr Rolfe “That a leave of absence for Councillor Bell for today’s meetingbe recorded.”

2017 / 08 / 08 / 001 Carried (7-0)

LEAVE OF ABSENCEResolution:Cr Nixon moved and seconded by Cr Daniels “That a leave of absence be granted for Cr Hayes from 25August 2017 to 10 September 2017 and appoint Deputy Mayor Cr Godwin-Smith as Acting Mayor for thesedates.”

2017 / 08 / 08 / 002 Carried (7-0)

Opening PrayerFather Terry Loth from St Patrick’s Catholic Church delivered the opening prayer.

CONFIRMATION OF MINUTES OF PREVIOUS MEETINGGeneral Council Meeting: 25 July 2017Resolution:Cr Brimblecombe moved and seconded by Cr McIndoe “That the minutes of the previous General CouncilMeeting held on 25 July 2017 be confirmed.”

2017 / 08 / 08 / 003 Carried (7-0)

Business Arising Out Of MinutesNil

Outstanding Meeting ActionsNil




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

PETITIONS (IF ANY)Nil

Vote of thanks to Cr David Lacey

Mayor Cr Hayes acknowledged that Cr David Lacey tendered his resignation to Council on 25 July 2017,and that it is appropriate to reflect on Cr Lacey’s time at Council.

This council prides itself very much that it works well as a team and when we have lost a team member it istime to reflect and time to be thankful for Cr Lacey’s contribution. Cr Lacey made a difficult decision toleave Central Highlands Regional Council particularly the area that he came from and was born in, beingthe Peak Downs / Capella area, and it was a tough decision for him to make to leave that area and Council.

Cr Lacey held responsible positions on this council in a short time and accepted responsibilities as theChair of the Leadership and Governance Standing Committee, Chair of the Airport Advisory Group, Directorof the Central Highlands Development Corporation and the Central Highlands (Qld) Housing Company PtyLtd, members of Community Reference Groups and the Capella / Tieri Local Disaster Management Group.

He was a young man with a young family he was certainly sought and was very active in his communityand unfortunately family situations change and he has had to have to move away from the area.

Resolution:Cr Nixon moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council moved avote of thanks to David Lacey for his service to Capella, Peak Downs area and Central Highlands Region.”

2017 / 08 / 08 / 004 Carried (7-0)

Cr Nixon also thanked Cr Lacey for his contribution to the Shire over the time that he served.

Cr Godwin-Smith acknowledged Cr Lacey’s resignation and thanked him for his input and company on thisCouncil, he will be missed and wished him all the best for his future endeavours.

INFRASTRUCTURE AND UTILITIES

Yamala Feeder Roads Options Study

Executive summary:Central Highlands Regional Council has received the final reports and recommendations for the YamalaFeeder Roads Options Study by SMEC dated 28 July 2017. The study involved 3 phases namely Phase 1 -Yamala Options Study Report, Phase 2 - Stakeholder Consultation Report and Phase 3 - Preferred OptionDevelopment Report. The final reports make recommendations to support the development of Option 1, asbeing the preferred option, after extensive consultation with local stakeholders, including Council, growers,and industry.




Resolution:Cr Nixon moved and seconded by Cr Godwin-Smith “That Central Highlands Regional Council receive theYamala Feeder Roads Options Study, by SMEC, including the following reports:

a. Phase 1: Yamala Options Study, dated 28 May 2017;b. Phase 2: Stakeholder Consultation. dated 28 July 2017;c. Phase 3: Preferred Option Development, dated 28 July 2017

And further, adopt Option 1 to progress to preliminary design and a benefit cost benefit analysis (BCA) for:

Bonnie Doon Road A new link to Gem Road Glenorina Road Wyntoon road Arcturus Road

as Council’s preferred option for further planning, development and preparation of the business case forfuture funding.”

2017 / 08 / 08 / 005 Carried (7-0)

AttendanceActing Principal Planner Strategic Land Use J. Webster attended the meeting at 3.01pm

COMMUNITIES

Election signage and advertising procedure

Executive summary:The Election Signage and Advertising Procedure (reference number: Proc009) has been brought forwardfor review as a result of the recent announcement of the local government bi-election. A review has beenundertaken and found that the procedure duplicates and is inconsistent with processes provided for inLocal Law No. 4 and subordinate Local Law No. 4 administered through the Local Government Act 2009.As such it is recommended that this procedure is rescinded.

Resolution:Cr Brimblecombe moved and seconded by Cr Rolfe “That Central Highlands Regional Council rescind theElection Signage and Advertising Procedure (reference number: Proc009).

And further, that Central Highlands Regional Council make an amendment to Subordinate Local Law No. 4in accordance with the Local Government Act 2009 to provide clear direction and assessment benchmarksfor the exhibiting of advertising on Council road reserves.”

2017 / 08 / 08 / 006 Carried (7-0)

By-Election UpdateCEO S. Mason took the opportunity to provide Council with an update with regards to the upcoming by-election proposed dates, which are yet to be confirmed by the Electoral Commission of Queensland:

1. Polling day – 30 September 20172. Call for nominations should be from 25 August 2017 – 5 September 20173. And that ballot papers for the postal vote to be sent out around 8 September 2017




That an information night for the candidates is to be arranged with the Department of Local Governmentand the Local Government Association of Queensland (LGAQ).

Amendment to Charges Resolution 12

Executive summary:On 27 June 2017 Council adopted Charges Resolution No. 12. This Charges Resolution has been in effectfor over a month and the Development and Planning team have observed a couple of typographical andadministrative errors which we are seeking to correct through the adoption of Charges Resolution No. 12.1.

Resolution:Cr McIndoe moved and seconded by Cr Daniels “That Central Highlands Regional Council adopt ChargesResolution No. 12.1 pursuant to section 113(1) of the Planning Act 2016 to have force and effect over thesame area as the Central Highlands Regional Council Planning Scheme (2016), commencing on 11 August2017. In addition, Charges Resolution No. 12.1 supersedes Charges Resolution No. 12 which will remain ineffect until 11.59pm 10 August 2017.

And further that Central Highlands Regional Council – Delegate to the Chief Executive Officer to completeall actions remaining to finalise the adoption of Charges Resolution No. 12.1.”

2017 / 08 / 08 / 007 Carried (7-0)

AttendanceActing Principal Planner Strategic Land Use J. Webster left the meeting at 3.11pmCr Daniels left the meeting at 3.11pmCr Daniels returned to the meeting at 3.12pm

CHIEF EXECUTIVE OFFICER

2017 Local Government of Queensland Annual Conference

Executive summary:The Local Government Association of Queensland (LGAQ) is the peak body for local government inQueensland. It is a not-for-profit association established solely to serve the state’s 77 councils of whichCentral Highlands Regional Council is a member. Each year the LGAQ hold a conference that focuses onproviding the most contemporary and forward-thinking information to its members with special content forregions of councils that face particular challenges.

The Conference rightly focuses on policy and opportunities to strategically influence and lobby both theQueensland and Australian Governments on issues such as regulatory devolution, grant programmes andfunding initiatives. It’s an opportunity to hear from our political leaders, learn about the latest innovativepractices and most of all, to connect with other councils, large and small. This report recommends ourcontinued support for this event.

Resolution:Cr Nixon moved and seconded by Cr Daniels “That Central Highlands Regional Council be represented atthe 121st Local Government Association of Queensland Annual Conference to be held at Gladstone from 16to 18 October 2017 by its Mayor, Cr Kerry Hayes (delegate), Deputy Mayor Cr Gail Godwin-Smith(delegate) and Councillors Brimblecombe, McIndoe, Rolfe and Bell along with Chief Executive Officer ScottMason.”

2017 / 08 / 08 / 008 Carried (7-0)




Closure of ANZ Bank, Springsure

Executive summary:This report advises the steps taken by Council and the Springsure community to seek reconsideration fromthe ANZ Bank of the closure of the Springsure branch.

Resolution:Cr Rolfe moved and seconded by Cr Daniels “That Central Highlands Regional Council write to theorganiser of the Springsure petition advising of the response from Australia and New Zealand BankingGroup (ANZ Bank).

That Council affirm its resolution of 27 June 2017 to write to other financial institutions and buildingsocieties asking them to consider establishing a branch in the Township of Springsure.

Further that, Council liaise with Central Highlands Development Corporation to articulate the breadth ofbanking needs for the southern part of Central Highlands Regional Council area in order to supportcouncil’s approach to attract new financial institutions to the prosperous Springsure / Rolleston area.”

2017 / 08 / 08 / 009 Carried (7-0)

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

Cr McIndoe That Central Highlands Regional Council improve its vigilance toward signage in general specifically

damaged and faded signs, redundant signs and old discarded signage furniture which may be presentin road reserves.

Provided to Council an update with regards to the National Sports Convention that he attended recentlyin Melbourne in July. The convention was very informative and well received by the attendees andconfirmed the importance of the Game Plan Advisory Committee.

Cr Rolfe Thanked the Springsure community for the recent opening of the Springsure Multipurpose Centre. Highlighted that the playing fields in Springsure needs review and should be the next item for

consideration by Council.

Cr Brimblecombe Attended the Inaugural Murray Darling Association Meeting which was held in Roma on 2 August 2017.

Suggested that Council invite the Chief Executive Officer Ms Emma Bradbury to speak to Council.




LATE AGENDA ITEMS

Minutes of Meeting – Finance and Infrastructure Standing Committee Meeting: 8 August 2017,Communities Standing Committee Meeting: 8 August 2017and Leadership and GovernanceStanding Committee Meeting 11 July 2017

Resolution:Cr Godwin-Smith moved and seconded by Cr Brimblecombe “That the minutes of the

1. Finance and Infrastructure Standing Committee Meeting held on 8 August 2017;2. Communities Standing Committee Meeting held on 8 August 2017; and3. Leadership and Governance Standing Committee Meeting held on 8 August 2017

be confirmed.”

2017 / 08 / 08 / 010 Carried (7-0)

Local Government Managers Australia (LGMA) Annual Conference

Executive summary:The Local Government Managers Association (LGMA) Annual Conference showcases the work of localgovernments, exploring the issues being tackled around the state in an effort to continuously improveservice delivery in the community and performance within each local government. The annual conferenceprovides opportunity to learn from colleagues, discuss challenges and pursue collaborative opportunities.

This report requests for the approval for Councillors and Scott Mason, Chief Executive Officer, to representCentral Highlands Regional Council at the Local Government Managers Association Annual Conference inSeptember 2017.

Resolution:Cr Rolfe moved and seconded by Cr Daniels “That Central Highlands Regional Council approve CouncillorDeputy Mayor Cr Godwin-Smith and Scott Mason, Chief Executive Officer, to be Councils’ representativesat the Local Government Managers Australia Queensland Inc. Annual Conference at the Gold Coast for theperiod 12 to 14 September 2017.”

2017 / 08 / 08 / 011 Carried (7-0)

CLOSURE OF MEETING

There being no further business, the Mayor closed the meeting at 3.43pm

CONFIRMED

MAYOR

DATE





5 BUSINESS ARISING OUT OF MINUTES

6 REVIEW OF OUTSTANDING MEETING ACTIONS

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

8 PETITION

8.1 To be tabled (if any)

9 COMMITTEE RECOMMENDATIONS / NOTES

9.1 Minutes - The Game Plan Advisory Committee - Meeting 1 - 4 August 2017

MINUTES OF GAME PLAN ADVISORY COMMITTEE - MEETING 1 (1st full meeting)

LOCATION: Council Chambers, Emerald Council Building

MINUTES OF MEETING HELD: Friday 4 August 2017

PRESENT: Councillors A. McIndoe, Hayes, Godwin-Smith, Brimblecombe and D. Fletcher, C. Wheeler, J. Webster, C. Adams, D. Spiccia, L. Brown, Minute Secretary B. Pusey

APOLOGIES: Cr Nixon, M .Giebel

MEETING COMMENCED: 9.30am

MEETING CHAIRED BY: Cr Alan McIndoe

MINUTE TAKER: Belinda Pusey

ITEM NO.

SUBJECT SUMMARY OF DISCUSSION ACTION BY WHO BY WHEN MONITORING/COMMENTS

1 Welcome and Introduction

Cr McIndoe welcomed the meeting highlighting the exciting opportunity that we have for the future of Sport and Recreation. This is the first full meeting now that the committee has been finalised.

N/A Chairperson

2 Team Building Activity

Held to break the ice and introduce each of the members including the 3 community members that have now completed the committee

N/A All

3 Introduction to Framework Direction Sessions

Courtney Wheeler welcomed everyone and outlined the importance of the Game Plan to the future of our Sport in our region



There will be four sessions presented to this committee to form what will be the Draft framework

Courtney Wheeler outlined that once draft framework is endorsed there will be opportunity for feedback through consultation with our Sport and Recreation clubs

Courtney Wheeler ensure that the group ensure that any answers provided in these sessions align with the objectives and will assist in reaching the 10 year vision of The Game Plan

4 Framework Direction Session 1

Presented by Community Planner Courtney Wheeler

Key questions voted on by committee, with a discussion being held throughout the questions asked.

Questions were around tenure process for the draft framework

As outlined in the introduction this is one of 4 sessions that will form the draft framework which will then be revised by the group and endorsed

From the answers provided - begin completing the framework for the policy position

Courtney Wheeler

Next meeting

5 Parks People Play – Sport Park Provisioning

Presented by Acting Principal Planner Strategic Land Use Jaymie Webster

This presentation was one of two presentations around the provisioning of sport parks

This presentation outlined the current provision rates as in Open Space and Rec plan and questions were asked for the group to advise on the new provisioning rates for Parks People Play

Once all presentations are completed this will be endorsed and included in the new plan

Use feedback for progression against provisioning rates

Jaymie Webster

Next meeting



Next Meeting Next meetings to be held 14th and 28th August at 9.30am – 1.5 hours.

Meeting closed – 10.43am

MEETING CLOSED: 10.43am

NEXT MEETING: Monday 14 August 2017

AGENDA ITEMS FOR NEXT MEETING:





10 INFRASTRUCTURE AND UTILITIES

10.1 Recommendation to Award Tender 2016T017E - Blackwater Irrigation Upgrade Stage 2 ..... approx. 5 min.

DECISION ACTION REPORT

Author: Peter Manning, Manager Water Utilities

Authorising Officer: Gerhard Joubert, General Manager Infrastructure and Utilities

EXECUTIVE SUMMARY:

The expansion of the effluent irrigation areas of the Blackwater Sewage Treatment Plant (STP) is currently operating under a Transitional Environmental Program to bring the STP into compliance with Council's Environmental Authority (EA). Tenders have been received for the construction of an additional storage pond and extension of the irrigation system on the land occupied by the Blackwater golf course.

OFFICER RECOMMENDATION

That Central Highlands Regional Council approve the award of tender 2016T017E “Blackwater golf course irrigation upgrade and eight (8) Mega Litre pond construction” to Offlay Civil Engineering Pty for the sum of $1,774,084.58 (excl. GST), subject to agreement of Council access to the site through the Memorandum of Understanding with the Blackwater Mine Workers Club.

REPORT:

The Blackwater Sewage Treatment Plant is currently operating under a Transitional Environmental Program (TEP) to bring the STP into compliance with Council's Environmental Authority (EA). The principal actions under the TEP are to expand the irrigation areas receiving treated effluent to enable sustainable disposal of effluent to land. This expansion is being carried out in two stages. The second stage includes the extension of the irrigation on the block of land containing the Blackwater golf course and the construction of an additional storage dam.

The Tender Specification for these works was issued onto LGTender Box on 30 June 2017 and closed on 4 August 2017. Eight companies attended the tender site meeting. The following three (3) tenders were received.

Tenderer Tender SubmittedTotal Eden Pty Ltd $2,330,308.51Bellequip Pty Ltd $2,332,728.50Offlay Civil Engineering Pty Ltd $1,774,084.58

Tenders were evaluated on a weighting of experience (19%), resources and capability (33%), local content (3%) and commercial (45%). This rated the tenders as follows:

Tenderer Experience(19%)

Resources and Capability (33%)

Local content (3%)

Commercial (45%)

Total Ranking

Total Eden Pty Ltd

16 19 2 13 50 2

Bellequip Pty Ltd

12 21 2 13 47 3



Offlay Civil Engineering Pty Ltd

13 18 0 37 67 1

The preferred tenderer from the weighted assessment Offlay Civil Engineering Pty Ltd who also submitted the lowest price.

The site for the irrigation system extension is currently leased by the Blackwater Mine Workers Club. Council is currently negotiating for use of the land through a memorandum of understanding (MoU). Award of the contract and access to site will need satisfactory resolution of the MoU.

CONSIDERATIONS / IMPLICATIONS:

Risk Rating

Health & Safety Service Delivery Financial Community Environment0%

100%

2 2 2 22

012345

Outside Risk Appetite Threshold Within Risk Appetite Threshold

Summary Project Risk Report

Risk Impact CategoryRisk Impact Category

Risk

App

etite

Ra

ting

Risk: Timing of access to site through the MoU. Meeting held on second draft of MoU during the past week, which currently pose a low risk not progressing.Nil

Corporate/Operational Plan Reference: 2. Building and Maintaining Quality Infrastructure; 2.1.4 - Plan and deliver essential infrastructure that supports a sustainable future.

4. Protecting our People and our Environment; 4.2 - Corporate Plan Strategy: Environmental sustainability

Financial: The budget for Stage 2 within this financial year (2017/18) is $2,491,000. Grant funding has been notified through Building our Regions Round 3 (BOR 3). Further the carry forward Stage 1 project budget from 2016/17 for Stage 1 of the project will be taken to Budget Review 1.

Statutory/Policy/Delegations: Statutory – extension of the areas of land irrigated is necessary for compliance with the

Environmental Authority conditions and TEP for Blackwater Sewerage Treatment Plant. Council's Procurement Policy

Communication/Engagement:Liaison will be required with the Blackwater golf club.Regular progress reporting on progress under the TEP is required to the Department of Environment and Heritage Protection.

Progress reporting to Department of State Development under BOR 3.

ATTACHMENTS:

Nil

– END OF REPORT –



11 COMMUNITIES

11.1 Miners Common Committee ..... approx. 10-15 min


Author: Kirstin Byrne, Manager Planning and Environment

Authorising Officer: Daniel Fletcher, General Manager Communities

EXECUTIVE SUMMARY:

The purpose of this report is to discuss the Miners common and seek direction to progress the options moving forward in dissolving the Miners common committee.

Currently the position of Coordinator Ranger Services for Council holds the delegated position of controller. In addition to this, Council has previously appointed a ‘Miners Common Agistment Committee’ to perform functions for the controller. Following the annual general meeting on 28 February 2017, the Committee was unable to formal adopt positions and, as a result, the committee has effectively been inactive.


That Central Highlands Regional Council approve to dissolution of the Miners Common Committee,

And further;

That Central Highlands Regional Council approve to resume the management and coordination of the Miners Common.

REPORT:

BackgroundThe purpose of this report is to discuss the Miners common and seek direction to progress the options moving forward in dissolving the Miners common committee.

As per section 22 of the Fossicking Regulation 2009, the name of the Miners common is the ‘Rubyvale, Sapphire and Scrub Lead Miners common (the common). The common includes all unoccupied land within the designated fossicking land and fossicking areas stated in Schedule 6 of the Fossicking Regulation 2009.

In accordance with section 23 of the Fossicking Regulation 2009, the Central Highlands Regional Council is the controller of the Miners common. The controller may authorise its Chief Executive Officer, or a person the Chief Executive Officer considers has the necessary training and experience to perform the controller’s functions.

Currently the position of Coordinator Ranger Services for Council holds the delegated position of controller. In addition to this, Council has previously appointed a ‘Miners Common Agistment Committee’ to perform functions for the controller.

All agistment monies are paid into a trust account which the controller is responsible for utilising in managing the agistment on the miners common.

InformationCouncil undertook a process of destocking and an overhaul of the agistment conditions and the role of the committee during 2015/16. After agistment was reopened for the common, an interim committee was



appointed to stand until such time as there was a suitable number of stock owners to hold an annual general meeting

On 28 February 2017, a special annual general meeting was held at Roy Day Park in Sapphire to allow for a new committee to be appointed. At this meeting, interim president/chairperson Sharon Salmon stood down from the committee. Peta Mathews was nominated for secretary and Neil Woodman (who was not present at the meeting) was nominated for president/chairperson. There were no additional nominations and it was agreed that Council’s Ranger Services would attempt to contact Neil Woodman to confirm that he wished to accept the nomination. Upon such confirmation, a new memorandum of understanding would be drafted and signed with all appointments to the committee.

All attempts to contact Neil Woodman to confirm his acceptance of president/chairperson nomination were unsuccessful. As such, no new memorandum of understanding has been signed with the Miners common committee and it is currently in a state of limbo.

Decision The Ranger Services team has reviewed the circumstances surrounding the appointment of the ‘Miners Common Agistment Committee’ and no longer believes it to be beneficial to the management of the agistment to have an external committee appointed to act on behalf of the controller.

The appointment of the committee has previously caused some angst in the community and has previously left committee members being put in awkward situations living in the small community and having to make recommendations such as refusing agistment applications. There have also been issues with mustering the stock and conflict of interest with committee members who own the stock.

After the overhaul of the common in 2015/2016, all agistment applications are received and processed by Council’s Ranger Services team and all payments are made directly to Council. The committee has been acting in a purely advisory role since this time with the committee making recommendations / endorsements of agistment applications. These recommendations stand if they are deemed to be in the best interest of the management of the miners common. However, if they are not in the best interest, the Controller has the right to overrule this recommendation. Following the overhaul of the committee in 2015/16, this has had to occur several times as the committee has sought to reject agistment applications on invalid grounds.


Risk Rating

Risk: While there may be a perceived risk to the community due to the dissolution of the Committee, as it stands, there has not been a committee since February when a new Committee could not be finalised at the Annual General Meeting. There are no other risks associated with the dissolution of the Committee as the Coordinator Ranger Services holds the delegated position of Controller.

Corporate/Operational Plan Reference:4. Protecting our People and our Environment; 4.1 - Corporate Plan Strategy: Well-managed and protected communities4.1.2 - Employ efficient development planning processes and practices.4.2 - Corporate Plan Strategy: Environmental sustainability4.2.1 - Collaborate with stakeholders to manage our built and natural environment.



5. Leadership and Governance;5.1. - Corporate Plan Strategy: Leadership and communication5.1.2 - Practice effective internal and external communication.

Financial: The only cost associated with this decision is the cost of advertising the consultation period in the CQ News. The Ranger Services Team are resourced enough to manage the consultation in house with no further costs to Council for the dissolution of the Committee.

Communication/Engagement:To assist Council in making this decision Ranger Services intends to undertake community consultation to ensure that they are supportive of the proposed changes.

Community consultation would take place in the form of advertising in the CQ Newspaper and on the CHRC Website. Advertising could commence on the 25 of August 2017 with submissions closing on the 22 September 2017. In addition, Council’s Rangers may attend the Councillor Community consultations occurring at Rubyvale, Sapphire and Anakie on Thursday 14 September 2017.

An update on the outcome of community consultation can be presented at a Communities Standing Committee.

ATTACHMENTS:

1. SOP RS-035 Rubyvale, Sapphire and Scrub Lead Miners Common [11.1.1]


Standard Operating Procedure

Ranger Services

RS/SOP-035 Rubyvale, Sapphire, and Scrub Lead Miners Common Agistment 1 Uncontrolled once printed

PROCEDURE NO: RS-035

PROCEDURE TITLE: Rubyvale, Sapphire, and Scrub Lead Miners Common Agistment

VERSION: March 2017

ADOPTED: 3rd March 2017

APPROVED BY: Jaime-Lee Chalmers

1.0 Purpose

The purpose and scope of this policy is to assist Council as Controller of The Common to manage the agistment of stock on The Common; in particular, in the interests of public safety, provide clarity around how agisted stock are to be managed and the type of stock that will be acceptable.

2.0 Introduction

Under the Fossicking Regulations 2009, Central Highlands Regional Council is the appointed Controller of stock agistment on the Rubyvale, Sapphire and Scrub Lead Miners Common.(‘The Miners Common’)

The Controller (Central Highlands Regional Council) will manage all stock agistment on The Miners Common in accordance with this SOP. 3.0 Relevant Legislation

The following legislation is relevant to the management of agisted stock on The Miners Common:

Fossicking Act 1994

Fossicking Regulation 2009

Stock Act 1915

Stock Identification Regulation 2005

Biosecurity Act 2014

Animal Care and Protection Act 2001

Animal Care and Protection Regulation 2012

Central Highlands Regional Council Local Law No. 2 (Animal Management) 2012

Central Highlands Regional Council Subordinate Local Law No. 2 (Animal Management) 2012 All relevant sections of the above listed legislation must be complied with by the Central Highlands Regional Council, and the stock owners.

4.0 Procedure




Ranger Services


Applying – The stock owner must be a current rate payer in the Rubyvale, Sapphire, Scrub Lead Miners Common area and must reside on the property described in the rates notice; (copy of rates notice and proof of address must be supplied for approval to be granted). The stock owner will need to complete the Miners Common Agistment Application form, all parts of the form must be completed in full and all supporting documentation mentioned in the application form must be attached to the form. The stock owner is required to lodge the application form, and supporting documentation with the Central Highlands Regional Council. They are also required to pay the prescribed tag application fee at the time of lodgment. The stock owner must comply with the relevant legislation listed above and in the miners common agistment application form. The stock owner must also comply with the scheduled conditions listed in the miners common agistment application form. Those conditions are as follows:

Schedule: Conditions The following scheduled conditions are in addition to the requirements specified in the Fossicking Act 1994 and the Fossicking Regulation 2009. These conditions have been sanctioned by the controller (Central Highlands Regional Council) of the ‘miners common’ (Rubyvale, Sapphire, Scrub Lead Miners Common).

1. The stock owner must be a current rate payer in the Rubyvale, Sapphire, Scrub Lead Miners Common area and must reside on the property described in the rates notice; (copy of rates notice and proof of address must be supplied for approval to be granted)

2. Prior to releasing stock onto the miners common all stock must be: a) Tagged with the approved miners common agistment tag(provided by the Controller upon

agistment approval and payment); b) NLIS tagged or microchipped; c) Branded with the registered brand of the stock owner; d) Horns tipped, or dehorned; and e) Dipped or back lined;

Proof must be provided that these above listed conditions have been complied with prior to the

release of the stock on the miners common.

3. All stock owners are responsible for completing and updating stock movement records. Eg NVDS,

NLIS transfers, DAFF notification (Horses), etc.; 4. All stock owners are required to comply with any relevant requirements under the relevant

legislation listed on the application form; (Copies of the legislation can be found at www.legislation.qld.gov.au)

5. No Stallions or Bulls are permitted on the miners common; 6. No black cattle are permitted on the miners common; 7. All stock are to be able to be handled by the stock owner and will be assessed by the controller

before being deemed safe to release on the miners common; 8. No approval shall be granted for stock that have had previous valid complaints made against them; 9. An approval may be revoked for stock that has a valid complaint made against it;




Ranger Services


10. No approval shall be granted to a stock owner that has previously failed their obligations as a stock owner agisting on the miners common;

11. No approval shall be granted to a stock owner that is failing to comply with the Central Highlands Regional Council Local Laws;

12. No approval shall be granted to a stock owner that currently has an outstanding debt towards the Central Highlands Regional Council;

13. Failure to comply with the relevant legislation and scheduled conditions may result in the approval being revoked; and

14. Failure to comply with the relevant legislation and scheduled conditions may also result in the stock owner being prohibited from agisting stock on the miners common in the future;

Above mentioned conditions must be complied with before permit will be granted. Any breech of these conditions after an approval has been granted may result in immediate

termination of the approval.

Receipt of Application – Upon receipt of the application an authorised person of the Central Highlands Regional Council will assess the application for approval. Assessment – If in the opinion of the authorised person all of the conditions have been complied the authorised person may approve the application for agistment. Valid reasons for refusal are listed in the scheduled conditions above, in addition to this if the authorised person believes that the approval of the application would not be in the best interest of the management of the miners common the authorised person may deny the application for agistment. Approval / Payment – If the stock owner is successful in their application they will be issued with an approval notice and will be required to pay the prescribed fees at a Central Highlands Regional Council Office. Upon receipt of payment an authorised person will arrange with the stock owner the date and time they wish to process their cattle through The Miners Common cattle yards. The authorised person will attend the yards and ensure that all scheduled and legislated conditions have been complied with. The authorised person will also issue the stock owner with The Miners Common Agistment tags for the stock. In the case of cattle or camels the stock owner will be required to attach the agistment tags to the cattle at that time, horses are exempt from this. Should the stock owner not comply with, or any of the stock not meet one of the scheduled or legislated conditions, the authorised person may suspend the approval until such time that the scheduled and legislated conditions are complied with. The maximum amount of time an approval may be suspended for




Ranger Services


is fourteen (14) days, after this period if compliance has not been achieved the authorised person may revoke the approval. Once all stock are deemed compliant by the authorised person, the authorised person will issue the final approval for the stock. An agistment approval is in force for the period stated in the approval and may be renewed. The Central Highlands Regional Council will issue renewal notices to all stock owners at least one (1) month prior to their agistment approval expiring. Failure to renew the approval within the timeframe specified in the renewal notice will result in the approval lapsing. Release of Stock – The stock owner is required to release the stock onto The Miners common within fourteen (14) days of the date of the approval being given. Failure to start agisting the stock in this timeframe may result in the approval being revoked.

5.0 Warnings and Infringement Notices

An authorised person of the Central Highlands Regional Council may issue a warning notice or a penalty infringement notice to a stock owner for breeching any relevant listed legislation if deemed appropriate by an authorised person.

In addition to this, the authorised person may also issue a warning notice to the stock owner for breeching any of the scheduled conditions.

If there is an issue that results in a penalty infringement notice being be issued, the Central Highlands Regional Council may immediately revoke any agistment approval given to the stock owner.

If a warning notice is issued and the stock owner fails to comply within the timeframe given the Central Highlands Regional Council may immediately revoke any agistment approval given to the stock owner.

6.0 Updates

This SOP will be reviewed yearly and may be updated at any timed deemed necessary by the Central Highlands Regional Council and its authorised persons.





12 CORPORATE SERVICES

12.1 Operational Plan 2016-2017 - Quarter 4 Report ..... approx. 15 min


Author/Authorising Officer: Jason Bradshaw, General Manager Corporate Services

EXECUTIVE SUMMARY:

The Local Government Regulation 2012 requires a written assessment of the organisation’s progress towards implementation of the annual Operational Plan to be presented to a meeting of the council at regular intervals of no more than three months. This report is to advise council of the organisation’s performance in delivering the Operational Plan activities and services during the fourth quarter ending 30 June 2017 and to complete the reporting for the 2016-2017 Operational Plan. With a new Operational Plan format developed for 2017/18, this report closes out the work undertaken through the previous Corporate and Operational Plans.


That Central Highlands Regional Council receive the Operational Plan Performance Report for the fourth quarter ending 30 June 2017 in accordance with Section 174 of the Local Government Regulation 2012.

REPORT:

The purpose of this report is to advise council of progress made during the fourth quarter (1 April 2017 to 30 June 2017) of the 2016-2017 Operational Plan.

The fourth quarter review is a record of the organisation’s performance in delivering the activities and services in the 2016-2017 Operational Plan and shows whether the performance measures have been achieved. This is based around the overall objectives of the 2013-2018 Corporate Plan. The Operational Plan is designed to measure implementation of the Corporate Plan outcomes and to ensure appropriate resources are allocated to priority areas whilst minimising risk to council by ensuring performance is managed and monitored.

With a change in focus taken in developing the 2017/18 Operational Plan, and significant effort directed toward that change, the finalisation of the 2016/17 activities has seen the majority of items finalised with other actions carrying forward as part of a new form of the Operational Plan for the year ahead.

The reporting developed throughout 2016/17 has provided a sound quantitative analysis and completion rate for overall performance on the outcomes realised. The data demonstrates that a number of activities were finalised throughout the last quarter and while a number of activities are carrying forward these will be integrated into the new form and reporting for 2017/18.

During this quarter a total of 75 performance measures were completed bringing the overall completion of activities to 140 for the year. When expressed by quarter the completion rate has continued to improve and with greater percentage completion rates being expressed by each department, an increased overall completion rate for the year has been achieved.



Completion rates have improved with current year completion rates in some areas out-performing the total completion rates of the previous year as shown below.

As this report provides a summary of the year activity in addition to the quarter, the following expenditure graphs highlight the overall priority spend and the final quarter spend compared to 2015/16, noting that the delivery of the capital expenditure for 2016/17 was close to achieving budget overall totalling approximately $203M.



1. Strong Vibrant Communities$20,717,513

2. Building & Maintaining Quality

Infrastructure$90,555,957

3. Supporting our Local Economy

$2,002,906

4. Protecting People and our Environment

$51,729,178

5. Proactive Engaged Leadership

$1,697,347

6. Strong Governance$29,413,336

7. A Workplace of Excellence

$7,030,595

Expenditure per Key Priority

The fourth quarter delivery by priority sees a sustained improvement across the areas and with the capital program mostly expended there is a visible difference over last year’s fourth quarter performance.

Given that a number of activities will carry over these are being integrated into the broader actions of the 2017/18 Operational Plan so that these remain represented in the transition to the new form. This will provide for more qualitative focus on the delivery of outcomes, with quantitative data forming a high level summary of ongoing progress throughout the year.


Risk Rating

Risk: Risk has been managed at the corporate level and through individual projects being progressed through appropriate mitigation measures where risk has been identified. Overall these are within the acceptable ranges. Timing remains an ongoing challenge in the delivery of outcomes and while this



is being addressed through improved delivery, it remains an ongoing risk to be monitored in delivering outcomes.

Corporate/Operational Plan Reference: This final quarter 2016/17 Operational Plan report represents the final report against the 2013/2018 Corporate Plan and the outcomes will be reflected through the Annual Report for this year. Overall the alignment of the performance remains substantially complete, with ongoing or outstanding activities being integrated into the 2017/18 Operational Plan format.

Financial: Projects are linked to the budget in accordance with the key priorities outlined in Council’s Corporate Plan. Budgetary allocations are provided for broadly across the key priorities and then translated to the activity level where appropriate. This allows for a broad interpretation of the priorities being resourced and this has been demonstrated above in the linkages to fourth quarter expenditure.

Statutory/Policy/Delegations:Local Government Regulation 2012, Section 174Corporation Plan 2013-2018CH2022 Community PlanEnterprise Risk Management Policy

Communication/Engagement:The quarter four (4) performance report has been prepared in consultation with the department and program managers. The previous work completed through the performance reporting tool (Power BI) has been used as base to extract and report the data for this quarter. Efforts will be made to simplify the reporting process for 2017/18.

ATTACHMENTS:

1. Central Highlands Regional Council Operational Plan 2016-2017 – Fourth quarter report - CEO foreword [12.1.1]

2. Central Highlands Regional Council Operational Plan 2016-2017 – Fourth quarter report - Performance [12.1.2]


Central Highlands Regional Council Operational Plan 2016-2017 – Fourth quarter report

CEO foreword

The final quarter of the 2016-17 financial year has been finalized with council continuing to demonstrate its

commitment to service delivery, continued focus on asset management and innovation through technology,

as highlighted in the Operational Plan.

Reflecting on the progress of the last three months, this quarterly report is provides an update on the

priorities set out in our five-year corporate plan.

I am pleased to report that council continues to make progress on our journey to become a more efficient

and effective organisation.

The following is a summary of some of council’s achievements during this time.

Finalization of GPS tracking installed into all plant and vehicles for improved safety and

performance

Ongoing food license inspection program seeing 42 inspections undertaken of new, events based

and routine businesses

Improved communications through social media with increased Facebook likes, reactions and

comments

Enhanced compliance at the Emerald Airport with Transport Security Programs and Airport

Operations Manual reviews completed

Production improvements realized through Shepton Quarry with cost reductions of 16.8% over

previous year.

New Corporate Plan 2017/2022 and Operational Plan 2017/18 developed and adopted.

Corporate Software replacement project commenced with project management and governance

established and project plan drafted

Corporate Procurement Cards introduced for efficiency

Enhanced public wi-fi at locations across the region including Emerald and Duaringa

In addition to this we also ticked off a number of key projects, further establishing our assurance to build

and maintain quality infrastructure.

Construction commenced on the new Black Gully Sewerage Treatment Plant – due for finalisation in

2018.

Significant completion of roadworks programs across the region including upgrade to Carnarvon

Gorge road, upgrade of floodways across the region, completion of repairs from Flood event of

January 15, Completion of New Street Evacuation Route,

Completion of the Blackwater Aquatic Centre and Emerald Aquatic Centre Water Slide

Completion of the Springsure Multi-purpose club house

Development of Waste facilities across the region including Springsure Transfer Station and

development and planning for Lochlees Road Landfill

There are many more achievements we could highlight and I thank Councilors and staff for their effort and

contributions in the final quarter of 2016/17.

With a new Corporate and Operational Plan for 2017/18, and a renewed focus against these plans and

priorities, there is much to look forward to as we continue to work to building a better future.



Central Highlands Regional Council Operational Plan 2016-2017 – Fourth quarter report

Operational Plan Quarter 4 Performance Data

Individual Activity Performance Report

https://app.powerbi.com/view?r=eyJrIjoiMDRhZGExYzAtY2UzYy00YTI5LTgzYjUtNDdlODA2MGZjZDIyIiwidCI6IjVhZDI1

Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D

Activity Completion Overview

https://app.powerbi.com/view?r=eyJrIjoiZjllYmQwODItODQ5YS00ZDY4LThiMzktNTUwODRkMjc3OTA2IiwidCI6IjVhZ

DI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D

Operational Plan Progress Overview

https://app.powerbi.com/view?r=eyJrIjoiNzVlYzAwZjAtY2QyOC00MWVlLTgzNTEtNjMwZjg4MTgwZmJkIiwi

dCI6IjVhZDI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D

Operational Plan Financial Report

https://app.powerbi.com/view?r=eyJrIjoiYzVkZTI5OGQtMzgxNS00Y2FmLThmZDAtYWNjYmFhOWZmMW

NmIiwidCI6IjVhZDI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D



https://app.powerbi.com/view?r=eyJrIjoiMDRhZGExYzAtY2UzYy00YTI5LTgzYjUtNDdlODA2MGZjZDIyIiwidCI6IjVhZDI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D

https://app.powerbi.com/view?r=eyJrIjoiMDRhZGExYzAtY2UzYy00YTI5LTgzYjUtNDdlODA2MGZjZDIyIiwidCI6IjVhZDI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D

https://app.powerbi.com/view?r=eyJrIjoiZjllYmQwODItODQ5YS00ZDY4LThiMzktNTUwODRkMjc3OTA2IiwidCI6IjVhZDI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D

https://app.powerbi.com/view?r=eyJrIjoiZjllYmQwODItODQ5YS00ZDY4LThiMzktNTUwODRkMjc3OTA2IiwidCI6IjVhZDI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D

https://app.powerbi.com/view?r=eyJrIjoiNzVlYzAwZjAtY2QyOC00MWVlLTgzNTEtNjMwZjg4MTgwZmJkIiwidCI6IjVhZDI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D

https://app.powerbi.com/view?r=eyJrIjoiNzVlYzAwZjAtY2QyOC00MWVlLTgzNTEtNjMwZjg4MTgwZmJkIiwidCI6IjVhZDI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D

https://app.powerbi.com/view?r=eyJrIjoiYzVkZTI5OGQtMzgxNS00Y2FmLThmZDAtYWNjYmFhOWZmMWNmIiwidCI6IjVhZDI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D

https://app.powerbi.com/view?r=eyJrIjoiYzVkZTI5OGQtMzgxNS00Y2FmLThmZDAtYWNjYmFhOWZmMWNmIiwidCI6IjVhZDI1Zjc1LTM1YjgtNDYwZi05M2I1LTFiOTQ0ZTM5YmZkNiIsImMiOjEwfQ%3D%3D



12.2 Monthly Financial Report - July 2017 ..... approx. 15 min


Author: Shelly Fogg, Manager Finance

Authorising Officer: Jason Bradshaw, General Manager Corporate Services

EXECUTIVE SUMMARY:

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


That Central Highlands Regional Council receive the Monthly Financial Report for the period ended 31 July 2017.

REPORT:

The purpose of this report is to provide a monthly update on Council’s overall financial position in accordance with Section 204 of the Local Government Regulation 2012.

The Financial Report compares actual performance to date with Council’s adopted Original Budget (as at 11 July 2017) for 2017/18 and identifies, for Councillors information, significant variances or areas of concern. It also provides information about additional areas of financial interest to Council, and reinforces sound financial management practices throughout the organisation. This information is provided through three key statements that explain the operating position, financial position and cash flows.

Statement of Comprehensive Income for the period 31 July 2017The Statement of Comprehensive Income shows an operating deficit of $8.255m at the end of July 2017 (refer to Attachment 1). The summary Operating Statement below compares this year to date operating deficit to the year to date budgeted deficit of $8.202 million.

YTD Actual$000’s

YTD CurrentBudget$000’s

Variance$000’s

Variance%

Operating Revenue 1,523 1,792 (269) (15.01%)Operating Expenses (7,017) (7,241) 224 3.09%Earnings before Interest, Tax and Depreciation(EBITD) (5,494) (5,449) (45) 0.83%Interest Expense (298) (291) (7) (2.4%)Depreciation (2,463) (2,462) (1) 0.00%

Operating Result (excluding Capital revenue and expenditure) (8,255) (8,202) 53 0.65%*Current Budget refers to the Adopted Original Budget 2017/18

Summary Operating Statement - For the Period Ended July 2017

Operating RevenueThe year to date Operating Revenue has a variance of $269,000 (below budget). The graphs below show operating revenue by major category of actuals to budget variances by group.



N.B. Internal overhead allocation excluded

A summary of larger variances is noted below.

Sales & Recoverable Works

Avdata Plane Landing Fees for July are not yet included in the YTD actual amounts and limited Quarry sales included in the actual results. These are timing difference and expected to be on track within the next month.

Operating Expenses The year to date operating expenditure before interest and depreciation as at 31 July 2017 is below budget by $224,000.

N.B. Internal overhead allocation excluded

A summary of larger variances is noted below.



Employee Costs With the majority of the capital projects not yet in the delivery stage, limited employee costs have been incurred against capital projects resulting in higher costs within the operating budget. With the reduction of wages expense in the operating budget for 2017/18, employee costs will need to be managed closely throughout the year through managing the replacement of vacant positions.

Goods and Services General Asset Insurance, Public Liability Insurance and Motor Vehicle Insurance paid in August, while the predicted year to budget had recognised these costs in July. Additional plant and replacements expenditure under budget. Overall other costs are at this stage slightly at the end of July.

Statement of Financial Position as at 31 JulyA detailed balance sheet is provided in the attached Statement of Financial Position as at 31 July 2017. The budgeted balance sheet reflects the estimated position at the completion of Original Budget 2017/18.

The balance sheet shows a low level of liabilities consisting predominantly of trade and other payables, and indicates that Council is currently in a sound financial position.

Outstanding Debtors at 31 July are $1.167 with the majority of these debtors either current (68%) or 30 days (28%).

Cash FlowThe statement of cash flow provided in attachment 3 shows Council’s expected cash flows for the financial year and the actual cash flow to the end of July 2017. The cash position remains sound with cash totalling $122.3 million at the end of July 2017. These balances are primarily invested with QTC (77.85%) with the remainder invested in term deposits.

Outstanding and Overdue RatesThe total rates debtor balance at 31 July 2017, stands at approximately $6.74 Million. After deducting rates of $1.9 Million that have been paid in advance by some ratepayers, this balance is reduced to $4.84 Million. As at the date of this report (11 August 2017) arrears, before deducting prepayments, has reduced to $6.5 Million (and $4.6 Million after prepayments).

Sale of Land for Arrears – Round 2: On the 11 April 2017, Council resolved to sell a further 37 properties to recover rate arrears totalling $908,260. Council has issued pre-warning letters to the owners of these properties and to date payments totalling $ 125,485 (excluding additional interest accrued), have been received in relation to five (5) of the properties. An additional $20,876 has been received for two (2) part payments towards the debts. Notices of Intention to Sell, which is the next stage in the process, will be sent after the first rates levy for 2017/18 is issued.

Details of Legal Action – On 1 April 2017 Council resolved to proceed with further legal action against a ratepayer in an attempt to recover arrears of approximately $721,650.32 (including legal costs), that have been referred to Councils’ debt collection agency (R&R) since 31 December 2015. This amount relates to 111 assessments classified as Workers Accommodation, which have been outstanding for a period of up to three (3) years. The referred debt does not include rates, levied since the original referral to R&R, that remain unpaid and the total current arrears amount is $1,265,014.13.

An Application to wind up the Company was submitted to the Federal Courts on 27 April 2017, and the matter went to Court on the 2 June 2017, 7 July 2017 and 4 August. The Court agreed to an adjournment of the matter on all three occasions and the next hearing is set for 11 September 2017 in Emerald 2017. Council will be provided with an update of the progress and outcome of this matter in a detailed separate report at a late



Capital ProjectsCapital expenditure incurred for the year to the 31st of July 2017, is shown by department in the summary below:

Department BudgetActual

Expenses YTD

Committed Expenses

YTD

Total YTD

% Budget Spent

% Budget Spent

+ Committed

Parks & Recreation 3,797,269 617,418 661,201 1,278,619 16% 34%Community & Customer Service 2,484,809 48,860 263,874 312,734 2% 13%Planning & Environment 1,892,818 127,645 13,394 141,039 7% 7%Total Communities 8,174,896 793,923 938,469 1,732,392 10% 21%Information Services 1,771,670 33,000 89,366 122,366 2% 7%Plant & Fleet 4,024,500 10,956 54,814 65,770 0% 2%

Total Corporate Services 5,796,170 43,956 144,180 188,136 1% 3%

Emergency Management & Volunteer Services 710,000 42,376 1,363 43,739 6% 6%Flood Mitigation 567,500 - 4,623 4,623 0% 1%Bridges & Culverts - - - - 0% 0%Water 2,954,764 119,752 180,747 300,499 4% 10%Waste Water 20,738,266 1,149,852 17,406,009 18,555,861 6% 89%Roads 25,890,428 470,809 766,299 1,237,108 2% 5%Storm Water - - - - 0% 0%Workshop and Depots 677,000 - - - 0% 0%Total Infrastructure & Utilities 51,537,958 1,782,789 18,359,041 20,141,830 3% 39%Saleyards 430,000 8,501 9,863 18,364 2% 4%Airport 6,780,000 192 30,505 30,697 0% 0%Quarry 805,000 8,443 64,275 72,718 1% 9%

Total Commercial Services 8,015,000 17,136 104,643 121,779 0% 2%Total 73,524,024 2,637,804 19,546,333 22,184,137 4% 30%

Summary of All Departments - July 2017

The graph below shows the actual year to date capital expenditure as at the 31st of July 2017. With the adoption of the budget in mid-July, limited expenditure was expenditure throughout July with the focus on planning and procurement of capital projects

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

Jul'16 Aug'16 Sep'16 Oct'16 Nov'16 Dec'16 Jan'17 Feb'17 March'17 April'17 May'17 Jun'17

$,00

0's

Capital Works Expenditure - Actuals vs Forecast 2017/18 (in $millions)

Cumulative Actuals

Cumulative Forecast



Works for Queensland Twenty-Seven (27) projects totally $2.55 million has been submitted to the Department of Local Government for the works for Queensland 2017-2019 program. Further information has since been provided to the Department where requested. No advice has yet been received as to the success of those applications.

The works for Queensland 2017 program of $2.68 million is underway. The program is behind the original budget from a cash flow perspective however at this stage all projects are expected to be completed by the original due date of November 2017. At the end of July, two (2) of the twenty-six (26) projects have been completed. The below graph compares the cash flow actual and forecast at the end of July with the original cash flow budget provided to the Department on application in February 2017.

$15,436$50,685

$399,889$448,013

$1,140,458

$2,131,722$2,642,612

$0

$400,000

$800,000

$1,200,000

$1,600,000

$2,000,000

$2,400,000

Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17

2016-17 Works for Queensland - Project Expenditure

Original forecast June 2017 YTDActual and Projected forecastAugust - Nov 2017

$2,680,000

Procurement ActivitiesLocal spend for the month of July was 57% of eligible spend (excluding costs such as government department). A significant amount (75%) of purchase orders raised locally were under $1,000. While spend of credit cards and purchasing cards are not included in these figures, much of the purchasing spend is similarly small amounts under $1,000 and is spent locally.

The Financial Report provides information about Council’s financial performance and position for the month ending 30 July 2017 and shows Council’s financial position generally in accordance with budget.




Risk Rating The Risk Rating summarises in the context of the Council organisational structure those risks managed by the Finance team. These are the risks identified with this activity the detail of which is contained on the database supporting the Risk Register.

Risk: Regular reporting and review of Council’s financial position provides Council with the financial information needed to make sound financial decisions, and to monitor Council’s financial performance. Regular robust reporting of Council’s financial results assists in creating a framework of financial responsibility within the Council and providing sound long term financial management of Council’s operations.

Monthly financial reporting on Council’s financial position strengthens Council’s ability to develop and monitor budgets that are achievable and maintainable and supports the need to ensure financial performance is in alignment with Council’s short term and long term goals by aligning actual performance with forecast performance.

Maintaining a high level of awareness of Council’s financial performance assists in the reduction of possible political risks arising from unforeseen financial circumstances.

Council staff will continue to monitor the current economic conditions from the global to the local level to provide the best possible advice and information for decision making. Changes continue in the external operating environment around regulation which may impact on the timing and quality of information from time to time.

Corporate/Operational Plan Reference:Key Priority 5 – Leadership and Governance Outcome – Financial Sustainability

Financial: The monthly financial report shows council’s financial position in relation to the month of July 2017. As the budget parameters have been tightly developed, monitoring of costs will be maintained as a high priority throughout the year.

Statutory/Policy/Delegations:In accordance with Section 204 of the Local Government Regulation 2012, a financial report is to be presented to Council on at least a monthly basis.

Communication/Engagement:The monthly financial report is prepared in consultation with members of the Management Team.

ATTACHMENTS:

Attachment 1 Statement of Comprehensive Income for the month ended 31 July 2017.Attachment 2 Statement of Financial Position as at 31 July 2017.Attachment 3 Statement of Cash Flows as at 31 July 2017.




Attachment 1

Total Current* Full Year Council Budget Budget Utilised

Actual YTD Full Year (8% of full year)$ $ % age

Operating Income Rates & Levies ( 89) 83,711,012 0%Fees and Charges 211,057 3,673,100 6%Interest received 321,854 3,482,814 9%Sale of Goods and Major Services 749,579 12,338,437 6%Sales of Contract and Recoverable Works and User Fees and Charges 198,418 8,602,500 2%Other recurrent income 27,281 689,800 4%Grants, Subsidies, Contributions and Donations 15,000 4,909,583 0%Proceeds on Developed Land Sold - - 0%

Total Operating Income 1,523,098 117,407,246 1%

Operating ExpensesEmployee Benefits ( 2,504,968) ( 36,651,493) 7%Materials and Services ( 4,512,379) ( 48,953,046) 9%Current Cost of Developed Land Sold - 0%Finance Costs ( 297,874) ( 3,493,781) 9%Depreciation ( 2,463,162) ( 29,557,946) 8%

Total Operating Expenses ( 9,778,384) ( 118,656,266) 8%

Operating Result of Council - surplus/(deficit) ( 8,255,285) ( 1,249,020) 661%

Capital Income and Expenditure:Capital Revenue

Grants, Subsidies, Contributions and Donations 34,325 19,474,000 0%Other Capital income - 870,000 0%Gain on Sale of property, plant and equipment - - 0%

34,325 20,344,000 0%Capital Expenditure

Other Capital Expenses - ( 2,000,000) 0%- ( 2,000,000) 0%

Net Capital Income 34,325 18,344,000 0%

Net Result for the Year - surplus/(deficit) ( 8,220,960) 17,094,980 -48%

*Current Budget refers to the Adopted Original Budget 2017/18

CENTRAL HIGHLANDS REGIONAL COUNCIL Statement of Comprehensive Income

July 2017



Attachment 2

YTD Current Budget*Actuals (Full Year)

$ $Current Assets

Cash assets and cash equivalents 122,344,422 97,817,935Trade and other receivables - includes Community Loans 13,682,367 18,727,304Inventories - Quarry, Stores, Land Development 8,155,225 7,744,460Other financial assets - Prepayments 88,335 -

144,270,349 124,289,699Non Current Assets

Trade and other receivables -Equity investments - Emerald Co-op Shares 18,705 19,000Property, plant and equipment 1,170,085,825 1,477,055,195Intangible Assets - -Capital Works in Progress 50,044,025 -

1,220,148,555 1,477,074,195TOTAL ASSETS 1,364,418,905 1,601,363,894

Current LiabilitiesTrade and other payables 13,235,087 16,152,898Provisions - Long Service Leave 3,602,466 3,000,000Borrowings 3,805,885 4,048,382Other 314,708 360,000

20,958,146 23,561,280Non Current Liabilities

Trade and other payables 4,194 6,000Provisions - LSL and Restoration Provisions 14,916,059 12,597,410Borrowings 57,685,558 58,917,930

72,605,811 71,521,340TOTAL LIABILITIES 93,563,957 95,082,620

NET COMMUNITY ASSETS 1,270,854,948 1,506,281,274

Community EquityAsset Revaluation Surplus 289,315,421 504,245,830Reserves 118,555,892 112,900,521Retained surplus/(deficiency) 862,983,636 889,134,923

TOTAL COMMUNITY EQUITY 1,270,854,949 1,506,281,274

*Current Budget refers to Adopted Original Budget 2017/18

Central Highlands Regional Council Statement of Financial Position

July 2017



Attachment 3

Total Current* Council Actual YTD Budget

July Full Year$ $

Cash flows from operating activities: Receipts

Receipts from Customers 6,942,564 111,187,690Operating grants, subsidies and contributions 15,000 5,007,439Interest received 321,854 3,482,813

PaymentsPayments to suppliers and employees ( 8,917,890) ( 87,935,018)Interest expense ( 279,405) ( 3,227,404)

Net cash inflow (outflow) from operating activities ( 1,917,877) 28,515,520

Cash flows from investing activities:Payments for property, plant and equipment ( 2,739,769) ( 73,524,021)Grants, subsidies, contributions and donations 34,325 19,474,124Equity Investments -Other cash flows from investing activities - ( 1,130,510)

Net cash inflow (outflow) from investing activities ( 2,705,444) ( 55,180,407)

Cash flows from financing activities:Proceeds from borrowings 5,000,000Repayment of borrowings ( 296,770) ( 3,686,695)

Net cash inflow (outflow) from financing activities ( 296,770) 1,313,305

Net increase (decrease) in cash and cash equivalents held ( 4,920,091) ( 25,351,582)Cash and cash equivalents (including Investments) at beginning of the financial year 127,264,513 123,169,517

Cash and cash equivalents (including Investments) at end of the period 122,344,422 97,817,935

*Current Budget refers to the Adopted Original Budget 2017/18

CENTRAL HIGHLANDS REGIONAL COUNCIL Statement of Cash FlowsFor the period ended July 2017



13 COMMERCIAL SERVICES

13.1 Lease for Telstra Corporation Limited - Telecommunications Facility at Duaringa ..... approx. 5 min


Author: Patterson Ngwira, Land Development Officer

Authorising Officer: Michelle Webster, General Manager Commercial Services

EXECUTIVE SUMMARY:

The existing Lease for Telstra Corporation Limited (Telstra) to operate and maintain the existing telecommunications facilities at Margaret Street, Duaringa being described as Lot 11 on RP619065 expires on 31 January 2018 without any further options. Telstra would like to enter into a new Lease commencing 1 February 2018 for a ten (10) year term with the options of 2 x 5 years.


That Central Highlands Regional Council enter into a new Lease with Telstra Corporation Limited to operate and maintain the existing telecommunications facilities at Margaret Street, Duaringa being described as Lot 11 on RP619065 for a ten (10) year term commencing 1 February 2018 with 2 x 5 year options at the expiry of the term of the Lease.

And further, that Central Highlands Regional Council authorise the Chief Executive Officer to negotiate a fair and reasonable rent with Telstra Corporation Limited.

REPORT:

This report gives an application for a Lease by Telstra to operate and maintain the existing telecommunications facilities at Margaret Street, Duaringa being described as Lot 11 on RP619065 which expires on 31 January 2018 without any further options. The new Lease will enable Telstra to continue to offer telecommunication services to the communities in the Central Highlands Regional Council (CHRC) area.

The existing Lease is described as Lease L in Lot 11 on RP619065 with a total area of 36m² and is located at the south-east corner of the subject site. The existing telecommunications facilities comprise the following:

the digital mobile telecommunications facility consisting of the pole, equipment cabinet and antennae which is erected on the pole; and

facility which contains the concrete footings and any other fixtures, fittings, structures and cabling.

The existing Lease is for five (5) years with the commencement date of 1 February 2013 and expiry date of 31 January 2018 without any further renewal options. It is considered essential that Telstra is granted the requested leasing arrangements for continuity of the provision of telecommunications facilities in the area.

Telstra has nominated a rental payment scheme at the rate of $2,786.00 per annum plus GST which equates to $3,064.60 per annum. Telstra is willing to increase the rent payable by 3% on each anniversary of the Lease commencement date. Consultation has occurred with other local government areas such as Mackay, Isaac, Maranoa and Townsville in relation to the rent they charge Telstra for leasing their land. The outcome from the consultation process with these local government entities will give guidance as to the fair and reasonable rent to negotiate with Telstra.

A Lease with conditions will be prepared following Council’s approval.




Risk Rating

Risk:There is minimal risk in Council granting a new lease to Telstra and ensures continuity of telecommunication services within the respective area.

Corporate/Operational Plan Reference:5. Leadership and Governance;5.2.1 - Advocate for improved services and infrastructure.

Financial:Telstra currently pays $2,779.65 per year (GST inclusive) for the existing Lease. The new Lease will provide continued income from Telstra utilising the land for the provision of the telecommunications service to the community.

Statutory/Policy/Delegations:The new Lease will enable both CHRC and Telstra to comply with the requirements of the Local Government Act 2009 and the Land Act 1994 in terms of the owner of land and leasing arrangements.

Communication/Engagement:No external stakeholders exist who would be required to be informed of Council’s decision. However, consultation was undertaken with the Mackay, Isaac, Maranoa and Townsville Councils in relation to the rent payable for leasing local government land for similar activities.

ATTACHMENTS:

1. Attachment to Telstra Lease Report [13.1.1]






14 CENTRAL HIGHLANDS DEVELOPMENT CORPORATION

14.1 Central Highlands Development Corporations - Service Level Agreement Update - August 2017 ..... approx. 25 min

INFORMATION REPORT

Author: Sandra Hobbs General Manager Central Highlands Development Corporation

Authorising Officer: Cr Kerry Hayes, Chair / Mayor

EXECUTIVE SUMMARY:

The report provides an update on the Central Highlands Development Corporations activity for August, as required through the Service Level Agreement (SLA) performance requirements for the delivery of new and approved projects in addition to management and administration of the organisation.

Central Highlands Development Corporation (CHDC) works in collaboration with CHRC, stakeholders, businesses, the community and government to activate and accelerate sustainable and cohesive responses through innovative and, entrepreneurial strategies that facilitate the opportunities to grow the regions potential and future sustainability.

SERVICE LEVEL AGREEMENT - DELIVERABLE OUTCOMES:

Business Development and Support 28 Business Visits, focused and extended visits to support entries for the Business Excellence

Awards. Focal point Coaching Workshops 9th round of coaching in action. Provided assistance to 8 businesses to develop Capability Statements. CH Business Excellence Awards – 40 Entries received and through to the judges to determine

finalists. Site visits are to take place 21st-25th of August Direct assistance provided to businesses for the Adani portal supplier registration ongoing. 8 New Listings on the Business Directory, Clean up and update in progress. Funding and Grant assistance to 3 Businesses UWorkin Employment Platform Funding Application in progress. Strategic Plan and domestic and international patenting assistance to a start-up business potentially

one of the Central Highlands first to take advantage of the new legislation for Innovative investment ready public businesses.

Events Central Highlands Business Excellence Awards 2017 – 28 October, 2017, Steve Baxter from

Transition Level Investments and Shark Tank confirmed as dinner speaker in a “Fire Side Chat” model. Planning underway for decorations and content through the gala dinner.

Gigs & Digs Festival, 5 August 2017 o Gigs & Digs – under 300pax attendanceo We needed 1000 to break even, CHDC will have to finance this loss through its existing

operational budget o A financial loss results in CHDC not being able to deliver Gigs & Digs 2018 unless it is

funded through an alternative source o Community groups and food vendors excited at the prospect of growing this event and being

a part of it again in 2018o Feedback – people would like to see for next year all children under 17 free, and a pensioner

price included



o Some negative feedback received mostly on social media about the continued confusion at the festival being perceived to be a replacement for the Multicultural Festival rather than an entirely new event.

o All who attended have given really positive feedback and would like to see it continue into the future

o CHDC will debrief and present more specific findings and outcomes of this event in the coming weeks

Industry Forum – 85 Registrations - Friday 14 July 2017, McIndoe Function Centre - completed Speakers- Jan Paul Van Moort, ACIL Allen, Ben Hughes, Adani, Ian Gordon and Paul Stapleton, GravelRoad, - Rebecca Meek, ALS Australia Emerald Solar Farm, Teresa Bullock-Smith, RemplanJames Matthews, KPMG

Farm to Fine Dining - 15 August 2017 - 3 course menu with canapes incorporating local produce from Chef Francesco – confirmed for 60 guestsProduct donated for the function by Peanut Company of Australia (Picky Picky Peanuts), Stanbroke Flinders Natural grass-fed beef, 2PH mandarins, lemons and limes, Cunzolo Farms Atlantic potatoes.

AgTeCH17: Build it, Use it, Profit - 8 November 2017 Alison Alexander ‘Seasonal Pursuits’ tour event scheduled for 28 September – 31 September 2017

now postponed until 26 August - 2 Sept 2018 (last three nights in the Central Highlands) due to lack of accommodation at some sites.

Funding applications: 2 funding applications submitted to the Regional Jobs Investment Package (Bowen Basin), skills

and training stream on 28 July:o AgTech Catalyst: Transforming Central Queensland Agribusiness ($74,663)o Export Readiness: Capability for companies to grow internationally ($23,166)

Regional Development A snapshot of the recent Australian Go-Karting Championships held in Emerald in late July is

attached for Council’s review. The 1,000pax event brought almost half a million dollars into the Central Highlands’ economy in direct, indirect and consumption effects.

Fourteen representatives of QTC and QIC visited the Central Highlands region to take the opportunity to become fully informed on the region’s economic diversity and industry growth highlighting the progressive action being taken by regional stakeholders.

CH Economic Masterplan: the final draft is currently with key stakeholders (CQU, CHRC board, CHRC town planners, DSD & DAF) with feedback due. The plan will be presented to the CHDC Board and CHRC Councillors for sign off at the September general meeting.

Digital and Telecommunications Audit and Action Plan: the Audit is at final draft stage, while the Action Plan is being currently considered by CHRC.

An inaugural Business and Consumer Confidence Survey will be rolled out to CH businesses in September, and will be used to assessed how businesses perceive the local economy as it currently stands, and the potential for the future. This is being modelled on similar projects in other regions.

CHDC are working with CQU to provide submissions for the Regional Economies Centre for Excellence Grant, with EOIs due in late August. The grant is for $3m funding over three years.

CHDC have implemented motions to become a key strategic player and resource in the Economic Development Practitioners Group, a collective of reps from LGAs around the Central Queensland region, hosted by DSD. The quarterly meetings allow CHDC to gain an insight into the economic development activities of similar regional Councils, with opportunities for collaboration on, replication of and optimisation of projects.

A business case for a Business and Innovation Centre is currently being developed – with potential funding sources identified.

Tourism Development Operator visits: 22 Tourism Operator visits during August



4HI weekly Talking Tourism and Local events radio program, Destination awareness CQ News: Contributions a fortnightly article promoting the region to our locals under the title,

“Discover your own Backyard” Destination awareness RTO brief and update: Updates held monthly by phone or by face to face with Capricorn Enterprise. Opportunities discussions with the GM of the BICC and Jellinbah Mines BICC Board member Discussions with Glencore re: Tieri Community opportunities and promotion to travellers as well as

the potential for CHDC to auspice a business/community support position as a six month trial Attended the Springsure Woolshed General Business meeting Arrangements in progress for a RM Williams Outback magazine famil for late August Tourism Activities Advertising Expenditure Estimates Report (attached)

Visitor Information Centre Our Tourist Season continues to bring Visitors to our region with the majority staying at least 2-3

nights. The local products continue to be popular items for visitors and locals for gifts etc., including Knobel

Honey, Shona Nicholls cards, Placemats and Coasters. The Walking Tours on Thursday mornings is still being promoted, with the average numbers for

each tour being 4-6, and with the weather being at its best Visitors are enjoying the stroll around our CBD and gaining more information about our town and what our surrounding areas have to offer.

Gemfest 10th – 13th Aug. This year a bus will be running from Emerald to Gemfest for the four days, we are selling the tickets for the bus and it will be leaving and returning from the Visitor Centre each day.

Agriculture Precinct Briefing provided to CHDC Board on initial findings from the CHAA Agribusiness Regional Stocktake

by JP Van Moort, ACIL Allen; Ongoing work with ACIL Allen on the CHDC DAF Central Highlands Agribusiness Regional Stocktake.

ADC and Mayor attended Gladstone Port and GrainCorp facilities site tour and met with Gary Carter Port Planning and Development General Manager, Morgan Corones, Business Development Specialist, Rowen Winsor, People & Community General Manager, Gladstone Port Corporation and Michel Colen, Manager Executive Services, Gladstone Regional Council.

Participated in the Agriculture and Food Research Development and Extension 10-Year Roadmap and Action Plan, Brisbane.

CHAA presentation provided and attendance at the Emerald Saleyard Stakeholder Engagement meeting; CHDC sought clarification from Biosecurity Queensland on impacts to saleyards and cattle on site from the new JBAS Biosecurity Plans. BQ has updated their website and information provided to CHRC to share to attendees.

Participating as panellist with Shane Charles TSBE & Malcolm Letts Deputy DG DAF at the Bentleys/K&L Gates Australian AgInvestment Readiness Forum 8 August; CHDC providing display. CHRC planners developed communication fact sheets to support event and future rural zone planning enquiries.

Meeting held with President Central Highlands Cotton Growers & Irrigators Association regarding solar DA’s within the irrigation area.

ADC facilitated meeting of CHDC staff, CHRC planners and Mayor Kerry Hayes with Queensland Farmers Federation Senior Policy Adviser and Cotton Australia General Manager to share information and seek support regarding solar planning regulation.

Final filming session with Digital Black of the Agribusiness Feature Film to be soft launched at Farm 2 Fine Dining.

Operational and Management Advertising in progress for the CHDC Administration Managers position – Sarah Lloyd will be

moving to Brisbane at the end of the year. Sarah has been an invaluable member of the CHDC team and her extensive skills and knowledge will be missed.

CHDC General Manager will be on 3 weeks leave 24th August to 15 September.



Quick stats Google Stats: in July 1,268 people found the Central Highlands Visitor Information Centre on

Google and centralhighlands.com.au had 2,320 page views.

ATTACHMENTS:

1. Tourism advertising expenditure - August Attachment [14.1.1]


2017-2018 CHDC Tourism Sector Activities Advertising Expenditure estimate

Tourism advertising activities currently carried out by the CHDC

1. Travel magazine/Destination focused media2. Radio3. Newspaper 4. Consumer Show5. Promotional Collateral6. Digital Marketing 7. Famils

Note: The significant number of activities that have been delivered in relation to dollars spent and effort made when promoting the region across multiple mediums.

1 Travel magazine: Destination and product awareness

Media Edition Cost $ Print run $ ConversionCaravanning Australia Autumn 1700* 120,000 28,000Caravanning Australia Winter 1700* 120,000 25,000What’s on in Qld Annual 1400* 45,000 21,000Capricorn Enterprise Holiday Planner Annual 2000* 75,000 50,000OQTA Holiday Planner Annual 2000* 75,000 50,000

TOTAL $8800 435,000 $174,000

2 Radio/TV: Local community awareness

Media Activity Cost $ $ Conversion4HI Emerald Weekly Tourism and Events wrap-up 3000 15,000ABC Rockhampton As the opportunity arises Nil cost 2000Channel 7 As opportunities arise Nil cost 2000

TOTAL $3000 $19,000

3 Newspaper: Local community awareness

Media Activity Cost $ $ ConversionCQ News Fortnightly news article promoting the region to

localsPartnership 10,000

Qld Real Estate paper

Central Highlands promotion in the real estate paper

Hosted free

1500

CQ Miner CH feature in the May edition 550 1500TOTAL $550 $13,000



4 Consumer Show: Destination awareness

Destination Activity Cost $ $ ConversionSydney Sydney Caravan Camping Expo 5,000 50,000Brisbane Brisbane Caravan Camping Expo 5,000 50,000Rockhampton CQ Mega Expo Rockhampton 1500* 20,000Emerald CQ Travel and Leisure Expo Emerald 700* 1500Anakie Gemfest 1900 2000

TOTAL $14,100 $123,500

5 Promotional Collateral: Destination product awareness

Item Number Use/Activity Cost $ $ ConversionCH Holiday Lifestyle Guide 75,000 Destination Holiday

“bible”37,000* 200,000

Sandstone Sapphire Express brochure

4000 Promotions of the bus tours

2000 20,000

VIC over the counter Info sheets

60,000 12,000 3000

101 Things to See and Do 7000 Out of print for 2017*

TOTAL $51,000 $223,000

6 Digital Marketing: Destination awareness

Medium Activity Cost $ $ ConversionDiscover Central Highlands Facebook NA NASandstone Wilderness FacebookGreat Inland Way FacebookCentral Highlands.com.au WebsiteChdc.com.au Website

TOTAL NA NA

7 Famils: Destination awareness

Tourism/Media agency Activity Cost $ $ ConversionTEQ X 4 1600* 50,000Capricorn Enterprise X 4 1600* 50,000

TOTAL $3200 $100,000

TOTAL Expenditure $ 80,650

TOTAL Conversion $652,500

*Operator buy-in supports the delivery of the activity

$ Conversion estimates are based on calculations provided by Tourism Research Australia





15 CHIEF EXECUTIVE OFFICER

15.1 Central Highlands Regional Council Communications Strategy ..... approx. 5 - 10 mins


Author: Andrea Ferris, Coordinator Communications

Authorising Officer: Scott Mason, Chief Executive Officer

EXECUTIVE SUMMARY:

The Central Highlands Regional Council Communications Strategy sets the guiding principles, approach and action plan for how council will communicate with its community in the coming year


That Central Highlands Regional Council adopt the Central Highlands Regional Council Communications Strategy.

REPORT:

The purpose of the Central Highlands Regional Council Communications Strategy 2017-18 is to determine an effective and inclusive set of considerations and actions to enable Central Highlands Regional Council to successfully engage, educate, inform and instruct its community.

Each year the strategy is reviewed and updated to align with contemporary communication methods—in particularly the evolving landscape of online and social media—and to respond to trends and analysis from our previous year’s online, social and traditional media channels.

This strategy is also influenced by the Edelman Trust Barometer, which is a worldwide survey about trust and media, and the Deloitte Media Consumer Survey 2016, which looks into the media consumption habits of Australians.

The strategy identifies five guiding principles for our communications: Aim to influence or change behaviour. Provide compelling content with local context delivered it the right way. Value employees and ‘people like me’ as the strongest ambassadors of the organisation. Affiliate communication activities with the organisational objectives and values. Research, listen and analyse to target information to those that want to know.

It contains a SWOT analysis of council’s communication environment and summarises five approach categories: authenticate, collaborate, investigate, innovate and consolidate to add context and focus to the communication activities.

The strategy outlines an action plan for communications activities for the coming 12 months, which is used to inform the communications budget and key priority actions of the operational plan.

One of the actions under the ‘investigate’ strategic approach is to develop a priority list of events, special days/events, societal issues and community campaigns to publicly discuss, promote and advocate on behalf of the Central Highlands community through council communications channels. This includes external organisations that council wishes to support. The suggested 2017-18 list is included with the Strategy as Appendix 1.




Risk Rating

Risk: Not applicable

Corporate/Operational Plan Reference: 5.0 - Leadership and Governance;5.1 - Corporate Plan Strategy: Leadership and communication5.1.2 - Practice effective internal and external communication.

Financial: The 2017-18 budget for corporate communications activities is $468,055

Statutory/Policy/Delegations:Not applicable

Communication/Engagement:The communications strategy will be communicated to the CHRC staff via The Vine intranet site

ATTACHMENTS:

1. Central Highlands Regional Council Communications Strategy 2017-18 [15.1.1]


Central Highlands Regional Council Communications Strategy 2017-18 II Page 1

COMMUNICATIONS STRATEGY 2017-18

PURPOSE

The purpose of the Central Highlands Regional Council Communications Strategy 2017-18 is to determine an effective and inclusive set of considerations and actions to enable Central Highlands Regional Council to successfully engage, educate, inform, communicate and instruct its community.

GOALS AND VALUES

This strategy aligns with the (draft) Central Highlands Corporate Plan 2017-2022:

Vision – A progressive region creating opportunities for all.

Mission – We are a council committed to continuous improvement, a sustainable future and efficient investment in our communities.

Value – Equal opportunities, fair and open consultation and communication.

Outcome – Practice effective internal and external communication.

GUIDING PRINCIPLES

The five guiding principles of our communications are to:

Aim to influence or change behaviour. Provide compelling content with local context delivered it the right way. Value employees and ‘people like me’ as the strongest ambassadors of the organisation. Affiliate communication activities with the organisational objectives and values. Research, listen and analyse to target information to those that want to know.

ROLE AND RESPONSIBILITY

The Central Highlands Regional Council Communications Strategy 2017-18 will be administered by the Corporate Communications Team.

The team comprises:

Communications Coordinator Provides team leadership, strategic direction and operational guidance.Communications Officer Develops and executes communications strategy actions.

Manages media relations.Creates and pursues opportunities to enhance council’s reputation.

Digital Communications Officer Contributes to the development and implementation of the digital and online communication action plan.

Monitors, manages and improves council's website, intranet, social media channels and digital communication activities.

Reviews and explores new and emerging technology to continuously improve delivery of communication activities.

Monitors, evaluates and reports on the performance of council's digital and online presence and engagement.




COMMUNICATIONS ENVIRONMENT

A situational analysis to demonstrate the environment that influences the successful delivery of the Strategy.

Strengths Weaknesses

Executive leaders and elected members value and prioritise communication.

Top-down management not perceived as trustworthy by employees or community.

Corporate Communications personnel are well-resourced, connected and experienced.

Councillors and executive leaders have little or no appetite for risk. Messaging and spokespeople are tightly scripted and controlled.

The organisation’s corporate communications team is well-regarded within the local government industry and by peers for innovative and progressive initiatives.

A continued community expectation and reliance on traditional channels of communication.

The council provides the Corporate Communications team with adequate technology resources and support.

Current internal culture of the organisation may not support valuable advocacy by employees.

There is good resourcing for training and personal development for the Corporate Communications team.

No career progression path in corporate communications within the organisation will lead to issues of staff retention and succession planning.

Operational transparency vs. political aspiration and reputation.

Opportunities Threats

Remodel communications strategy to move from information ‘to’ the community to information ‘within’ and ‘alongside’ the community—placing people squarely at the centre.

Rapid changing trend in use of social media.

Empower employees and community influencers to take content and move it through their communities.

Being heard in ‘fire-hose’ of information available on digital platforms.

Adopt a ‘media company’ model to ensure content is spread over traditional, hybrid, social and owned channels.

Under-resourcing of local traditional media agencies, (television and newspaper).

Build commercial, community and corporate partnerships to improve message dissemination.

Regional digital connectivity and a reliable source of internet connection.




STRATEGIC APPROACH

The approach required to support the purpose of this Strategy has five distinct categories:

Authenticate - verb 1. To make authoritative or valid. 2. To establish as genuine.

Adopt the premise that a ‘person like you’ or an employee with passion or expertise will be

more influential than ‘official spokespeople’.

Discuss, advocate and promote opinion on societal issues that are important to this

community alongside core council business.

Humanise the message – use humour, personal opinion and experience.

Spend more effort delivering the soft message than the hard.

Use data and context to reinforce the message where appropriate.

Collaborate – verb 1. To work, one with another; cooperate.

Encourage and empower employees with training and access to technology to deliver content

on behalf of the organisation.

Cultivate partnerships with local influencers, suppliers, community groups, media and

business to build trust, advocacy opportunities and extend communication channels.

Network and combine resources with other regional councils to deliver joint campaigns.

Engage a freelance journalist/communications officer to mine council and the community for

stories to complement core business messaging.

Reward sharing behaviours

Investigate – verb (t) 1. To search or inquire into; search or examine into the particulars of; examine in detail.

Examine topics to influence and agree on an annual schedule of promotional ‘days’, advocacy

and societal issues and core business community campaign activities.

Analyse the effectiveness and efficiency of all media channels regularly and adjust activities

as required.

Apply research to determine gaps in community knowledge, understanding and acceptance of

issues to help target messaging.




Innovate - verb (i) 1. To bring in something new; make changes in anything established.

Apply a ‘media company’ model to ensure communication is spread over traditional, social,

hybrid and owned channels and that paid advertising secures the message where

appropriate.

Resource and develop owned media, such as the website and e-newsletter.

Embrace and encourage creativity through exceptional imagery, graphic design, infographics

and videography.

Invest time to learn about, research and monitor new technology and trends in digital

communication.

Consolidate - verb (t) 1. To make solid or firm; solidify; strengthen: to consolidate gains.

Continue to support traditional media such as community newsletters, local radio and local

newspapers with quality content delivered to meet deadlines.

Insist on quality rather than quantity for digital content.

Apply a set of criteria to messaging to ensure it serves the objectives of council’s corporate

plan, conforms to the organisation’s values and satisfies the five communications principles.

Encourage the personal and professional growth and development of the corporate

communications personnel by implementing a career pathway; ensuring on-par industry

remuneration; and supporting training, mentoring and coaching opportunities.

Invite corporate communications ‘to the table’ for high level decision making to provide advice

on public relation issues, strategy and opportunities.




ACTION PLAN 2017-18

These actions have been determined as priority actions for the next 12 months to support the strategic approach and address the situational analysis threats and weaknesses.

Strategic approach Action MeasurementReview and rewrite media and social media policy and procedures to reflect opportunities for ‘staff’ and ‘people like me’ to deliver key messages.

Policy reviewed and adopted by 30 December 2017.

Authenticate

Develop an Internal Communications Guideline and Action Plan to ensure maximum involvement by staff in council’s communications and decision making environment.

Internal Communications Guideline and Action Plan developed by 30 December 2017.

Host networking forum for communications personnel from neighbouring councils.

Event held before 30 November 2017.

Engage a freelance journalist or communications officer to provide support to Corporate Communications team.

Suitably qualified person engaged by 30 July 2017.

Collaborate

Subscribe to a ‘social listening’ application to analyse trends in content, engagement and influencer behaviour and report monthly on statistics.

12 reports provided.

In consultation with the councillors and management, develop a priority list of events, special days/weeks, societal issues and community campaigns to publicly discuss, promote and advocate on behalf of the Central Highlands community. (Appendix 1)

List adopted by 30 September 2017.

Apply social media usage analysis results to guide growth in engagement.

Engagement analysis – comments, reactions, shares—data shows growth on average over time.

Provide a monthly analysis of corporate website statistics to measure usage trends.

12 reports presented.User analysis shows increasing trend over time.

Investigate

Apply a promotion campaign in July 2017 and January 2018 to increase subscriptions to e-newsletter.

Campaigns delivered and e-newsletter subscription base shows growth over time.




Purchase and install two electronic signboards for the Emerald area to promote community announcements.

Signs purchased and installed by 30 March 2018.

Innovate

Conduct a review of the structure of the Corporate Communications unit and make recommendations for career pathway.

Review completed by 1 March 2018.

Purchase advertising in the CQNews for a Mayor’s Column every month.

Mayor’s column published 12 times per annum.

Publish e-newsletter weekly, excluding Christmas week.

E-newsletter published 51 times.

Consolidate

HOW WE EVALUATE

A number of methods will be used to evaluate the effectiveness of communications activities including:

Increase in e-newsletter database subscriptions. Website analytics show visitation and use analysis. Analytical reports generated by e-newsletter program that indicate readership (email opens)

and engagement (clicks on links). Community survey and polling opportunities. Social media listening tool to determine engagement (reactions, comments, shares) statistical

analysis. Facebook analytics to determine engagement trends. Frequency and type of customer complaints/enquiries received in any form. Media monitoring to evaluate number of releases published against number of releases

distributed. Ticket sales or attendance numbers at events promoted through council’s media channels.

HOW WE REPORT

Reporting on communications activities and effectiveness conforms to the council’s corporate reporting schedule:

Monthly report on activities provided to departmental head by Communications Coordinator. Quarterly report on actions for the Operational Plan 2017-18. Overview of highlights, achievements and challenges in the Annual Report 2017-18.

BUDGET

The draft Corporate Communications budget for 2017-18 is $468,055.




RELEVANT REFERENCE

Corporate plan Operational plan Annual Report Social Media Guidelines (draft) Intranet guidelines Media policy Social media policy

DEFINITION

For the purposes of this document ‘communications’ means:

The dissemination of information to residents and visitors of the Central Highlands region that is generated by Central Highlands Regional Council or is deemed relevant to disseminate on behalf of a third party by the Central Highlands Regional Council through general broadcast medium.

Note: This strategy does not include internal communications, community consultation or engagement activity or communication planning during a disaster activation.




Appendix 1

2017-18 list of events, special days/weeks, societal issues and community campaigns to publicly discuss, promote and advocate on behalf of the Central Highlands community.

Societal issue Special days/weeks EventsDomestic violence National Water week Garage Sale TrailFire/Flood/Drought relief World Environment Day Australia DayMental Health Earth Hour ANZAC DayRoad safety International Women’s

DayTidy Towns

Harmony Day Regional race meetingsNAIDOC Week Any event with CHRC sponsorship

(in-kind or monetary)Neighbour Day Regional shows

Organisations Youth Week Ag-growEmergency Services including SES, CQ Rescue Helicopter, RFDS

Australian Heritage Week

Queen’s Baton Relay

Travelling health and wellbeing, e.g. Heart of Australia, Breast Screen

National safe work month

Light up your town

Volunteer Week Relay for LifeNational Tree DayJeans for Genes DaySenior’s WeekWorld mosquito dayKeep Australia Beautiful WeekRUOK DayFood safety weekNational Recycling weekClean-up Australia Day





15.2 Ensham Resources Community Reference Group – Invitation to attend Residual Void Study - Germany ..... approx. 5-10 min


Author: Marnie Wills, Executive Assistant (Mayor and Councillors)

Authorising Officer: Scott Mason, Chief Executive Officer

EXECUTIVE SUMMARY:

Ensham Resources has been a valued contributor to the Emerald community since 1993. For the past 20 years, they have been proudly supporting regional employment and local businesses. The Ensham operation comprises 5 open-cut coal mining pits and an underground mine.

Ensham Resources are seeking approval for Council’s representatives who are on their Ensham Residual Void Study - Stakeholder Engagement Group (SEG) to participate in a study trip to Germany from 3 to 11 September 2017.

This report is seeking the approval for Councillors to attend and for the approval of international travel.


That Central Highlands Regional Council authorise Councillor Megan Daniels and Councillor Alan McIndoe to accept an invitation by Ensham Resources to attend a study trip and inspect international operations in Germany between 3 to 11 September 2017.

REPORT:

Ensham Resources has extended an invitation to Councillors Daniels and McIndoe to attend a study tour to Germany in September as members of the Ensham Residual Void Study - Stakeholder Engagement Group (SEG) between 3 and 11 September 2017.

Council at its meeting of 27 June 2017 resolved:

Council External Committee Representative - Ensham Resources Community Reference Group

Executive summary:Ensham Resources has been a valued contributor to the Emerald community since 1993. For the past 20 years, they have been proudly supporting regional employment and local businesses. The Ensham operation comprises 5 open-cut coal mining pits and an underground mine.

Ensham Resources are seeking a representative from Council to be a part of their Community Reference Group as part of a local community stakeholders of a study that they are currently undertaking for a scientific and environmental assessment to rehabilitate residual voids after mining operations cease.

This report is seeking the nomination of a Councillor as Council’s representative on the Ensham Resources Community Reference Group.

Resolution:Cr Lacey moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council endorse Councillors Daniels and McIndoe as Council’s representatives on the Ensham Resources Community Reference Group.”

2017 / 06 / 27 / 011 Carried (9-0)



As part of the ongoing operations, Ensham recently agreed with the Department of Environment and Heritage Protection (EHP) to undertake a scientific and environmental assessment of the options to rehabilitate residual voids (RV) after mining operations cease. This study will inform Ensham Resources of the rehabilitation works for the residual voids so that this work can be planned and executed. The study is expected to commence in May 2017 and consider a range of options for rehabilitation of residual voids, with final documentation to be submitted to the Department in March 2019. It will provide draft regulatory documents for the Department’s consideration and approval, including proposed Rehabilitation Management and Residual Void Management plans. Ensham Resources are currently establishing the group to provide an independent forum for discussion between representatives of the local community and relevant stakeholder groups on issues directly relating to the study. Ensham Resources has identified an international example of an option that is being considered as part of the study. It is valuable to be able to see this first hand to understand more about the merits of the option. An opportunity to visit Germany has become available to investigate one of the options that is being considered in September 2017 to visit lakes that are in various stages of rehabilitation and an open cut coal mine.


Risk Rating

Risk: Community Reference Group Meetings in Buff, Comet, Rolleston and Blackwater during the week of 4 – 8 September 2017Strategic and Briefing Forum 11 September 2017

Corporate/Operational Plan Reference: 4. Protecting our People and our Environment; 4.1 - Corporate Plan Strategy: Well-managed and protected communities4.1.1 - Ensure the region’s sustainability through integrated, well-planned development.4.2 - Corporate Plan Strategy: Environmental sustainability4.2.1 - Collaborate with stakeholders to manage our built and natural environment.

Financial: Ensham Resources has advised that it will be responsible for the costs for travel, accommodation and meals to and from Emerald to Germany.Council will be responsible for the cost of travel insurance.

Statutory/Policy/Delegations:Expenses Reimbursement and provision of Facilities for Mayor and Councillors Policy

Communication/Engagement:Ensham Resources Community Reference Group.The study tour will provide good learning and networking opportunities.



ATTACHMENTS:

Nil




15.3 Chief Executive Officer - Deparment Update ....approx 5 min

INFORMATION REPORT

Author / Authorising Officer: Scott Mason, Chief Executive Officer

EXECUTIVE SUMMARY:

This report is a monthly brief on the key activities from the Office of the Chief Executive Officer for August 2017.

Key Activities Summary:

1. By-Election Update Request for full postal ballot has be approved by the Minister for Local Government, Mr Mark

Furner MP;

Department of State Development and the Local Government Association of Queensland (LGAQ) will be holding a “so you want to be a councillor information session” at McIndoe Park on Tuesday 29 August 2017 at 1.00pm and 6.30pm;

Electoral Commission of Queensland have confirmed the following dates:

Notice of Election - 25 August 2017 Close of Roll - 1 September 2017 Close of Nominations – noon on 5 September 2017, with the ballot draw at 2.00pm Polling Day - 30 September 2017

ATTACHMENTS:

1. Letter from Minister for Local Government - 10 August 2017 [15.3.1]






16 GENERAL BUSINESS



17 CLOSED SESSION

17.1 Shepton Quarry - Update ..... approx. 15 min

CLOSED SESSION REPORT

This report is CONFIDENTIAL under Section 275 (1) (h) of the Local Government Regulation 2012 which permits the Council meeting to be closed to the public to discuss: (h) other business for which a public discussion would be likely to prejudice the interests of the local

government or someone else, or enable a person to gain a financial advantage.

18 LATE AGENDA ITEMS

18.1 Nil Reports

19 CLOSURE OF MEETING

Documents

L AGENDA€¦ · 22/8/2017 · 5 BUSINESS ARISING OUT OF MINUTES.....12 6 REVIEW OF OUTSTANDING MEETING ACTIONS.....12 7 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL