Annual Report Gladstone Region: The Region of Choice
2011-12
Welcome to our Annual Report 2011-12
How to read our Annual Report This report is divided into three sections: 1. An overview of Council and its achievements (Our Achievements); 2. The State of Our Region Report (Community Plan Annual Report); and
Welcome This Annual Report details Gladstone Regional Council's performance in meeting the strategic priorities outlined in its Corporate Plan 2009-2013. The information within is relevant to Gladstone Region residents and ratepayers, local business owners, potential investors, industry, community groups, government agencies, funding bodies and current and potential Council employees. The objectives of this Annual Report are to: •
Report on our performance in delivering the Corporate Plan;
•
Provide financial results for the year;
•
Share Council’s vision “To be the Region of Choice”;
3. Detailed financial performance (Community Financial Report and Statements).
•
Promote to local, state, national and international stakeholders our vibrant region as a great place to live, work, play and invest;
•
Recognise the significant achievements of our staff; and
The overview of Council and its achievements (section 1) is explained using the following Corporate Plan themes which have been colour-coded for ease of reference:
•
Meet statutory requirements under the Local Government Act 2009.
Governance Community
In an effort to reduce the impact on the environment Council opted to distribute the Annual Report document on USB flash drives and on the corporate website, however, a hard copy of the full Annual Report will be made available upon request. To provide feedback or for further information please contact Council’s Corporate Performance & Reporting section on 07 4970 0700 or email info@gladstonerc.qld.gov.au Comments are valued and assist Council to further enhance this important reporting document.
Planning Infrastructure Environment
Corporate Planning Framework
Our integrated planning framework ensures that strategies and financial resources are aligned to achieve Council's vision, "To be the Region of Choice". The framework includes long, medium and short-term plans which set direction for everything we do and everything we are aiming to achieve as an organisation. Community
Gladstone Regional Council
Gladstone Region Community Plan Long term plan (20 years)
Corporate Plan Medium term plan (4-5 years)
Operational Plan & Budget Short term plan (1 year)
You can download these plans by following the 'Corporate Publications & Reports' link under the 'About Council' tab on Council's website www.gladstone.qld.gov.au
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Gladstone Regional Council Annual Report 2011-12
Table of Contents
Introduction Welcome to our Annual Report 2011-12................................................................................. 2 Our Year in Review..................................................................................................................... 4 Fast Facts................................................................................................................................... 5 Our Vision and Values................................................................................................................ 6 A message from the Mayor and CEO........................................................................................ 8 Our Region................................................................................................................................ 10 Our Councillors......................................................................................................................... 12 Our Senior Executives.............................................................................................................. 16 Our Organisation...................................................................................................................... 18 Our Awards and Recognition................................................................................................... 20 Our Events................................................................................................................................ 21 Our Achievements Governance.............................................................................................................................. 22 Community............................................................................................................................... 36 Planning.................................................................................................................................... 58 Infrastructure...........................................................................................................................64 Environment............................................................................................................................. 68 State of Our Region Report Overview................................................................................................................................... 76 Environment............................................................................................................................. 78 Society...................................................................................................................................... 80 Economy................................................................................................................................... 82 Our Finances Our Community Financial Report............................................................................................ 88 Our Financial Statements........................................................................................................ 94 Our Statutory Information Local Government Act 2009.................................................................................................140 Local Government (Finance, Plans and Reporting) Regulation 2010................................ 141 Other Information Glossary..................................................................................................................................168 Your Feedback........................................................................................................................169
Introduction
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Our Year in Review
Highlights
The year ahead
•
We delivered a $93 million capital works program, including $42m on roads and $2m on parks projects.
Key funding allocations from the 2012-13 budget include:
•
We progressed plans to corporatise the Gladstone Airport to allow the best financial returns to ratepayers and Council, with the changes taking effect on July 1, 2012.
•
•
Gladstone Region residents had their say at the local government elections in April 2012, returning all standing Councillors seeking re-election to their positions as well as the incumbent Mayor Gail Sellers. Three new Councillors were elected. A total of 22 candidates stood for Council with two standing for the mayoral position. The local government elections also marked the end of the first term of Gladstone Regional Council post-amalgamation.
•
Council was recognised nationally and internationally for best practice across various sections of the organisation.
•
Council welcomed $13.5m, the first payment from the Gladstone Foundation, to assist Council address social needs as a result of industrial impact on community services.
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$117m on water and sewerage projects
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$93m for roads and drainage
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$27m to further enhance our arts and culture services
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$24m for parks and open space areas
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$140m allocated in the operating budget and $188m towards capital expenditure
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$101m of this year's capital works program (54%) will be funded from external contributions and capital grants
Directorate highlights 2012-13: Corporate & Community Services •
$21m towards the Gladstone Entertainment Centre Precinct Expansion
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$2.6m for stage one of the Boyne Tannum Sport Park Development
•
$2m to be spent on the Gladstone Aquatic Centre redevelopment, including water play park featuring water activities, toddlers pool, adult viewing area ($1m carried over from 2011-12 budget)
Rising costs of living, coupled with a changing environment and social stresses, tested the resiliency, values and attitudes of residents and associated governments.
•
$1.05m for the Discovery Coast Community Health Service
We continued to face the challenge of managing demands and expectations for increased services while maintaining staff resources and addressing skills shortages in key areas.
•
$44m (estimated) for flood restoration works to return the region's Council controlled roads to pre-flood 2010-11 condition
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$51m for water and sewerage works including upgrades to the Gladstone Waste Water Treatment Plant and Miriam Vale Water treatment plants and the pipeline to Curtis Island
•
$1m on bridges, jetties and boat ramp inspections and maintenance
Challenges •
•
A 34m, 22t foot bridge was one of the many capital projects delivered in 2011-12.
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Engineering Services
Planning & Environment •
$9.6m to be spent on park maintenance and improvements
•
$1m for construction of a new animal pound in the Gladstone area
•
$540,000 for Gladstone Tondoon Botanic Gardens maintenance work
Gladstone Regional Council Annual Report 2011-12
Fast Facts 2011-12 90,785
196
New Australian citizens welcomed
Calls answered by Customer Service staff
3088 Building/ Plumbing approvals issued
902,296 Pages viewed on the corporate website
101 groups
Assisted by annual community grants
72,500
Visits to the region's swimming pools
2580
Kilometres of roads maintained by Council
23,228
149,500 Counter transactions
483,067
Visitors to the Art Gallery & Museum
Library items borrowed
at 6 admin centres
21,094 Gladstone Entertainment Centre patrons
Introduction
64 Playgrounds
23%
of kerbside waste collected is recycled
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Our Vision and Values
Residents enjoy the view from Auckland Hill, Gladstone.
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Gladstone Regional Council Annual Report 2011-12
Our Vision To be the "Region of Choice" with strong leadership, delivering quality infrastructure and services.
Our Key Values •
Leadership respected for its integrity and strong, transparent and ethical representation of the region
•
Valuing community input into local decision-making
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Strong relationships with key partners
•
Sustainable, environmentally managed growth
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Quality of life for our community
•
A community rich in cultural diversity, civic pride and regional identity
•
Valuing teamwork and partnerships
Vision and Values
Introduction
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A message from the Mayor and CEO This Annual Report marks the end of the first term of Gladstone Regional Council and the first year of the current Council term which commenced in April 2012. The 2011-12 year has continued to see significant achievements within Council and the wider Gladstone Region community. It is with pleasure that we introduce the 2011-12 Annual Report on behalf of Gladstone Regional Council. Council had a busy and challenging year. While there were new and unprecedented issues to manage there were also some outstanding achievements. Council was recognised at a national level for its Gladstone Airport Reconstruction Project, winning the Regional Airport of the Year Award in November, and the Discovery Coast Rural and Remote Health Service was also named category winner Rural and Remote Health at the 2012 National Awards for Local Government. Council's social inclusion model received international recognition when it was presented at the International Conference on Diversity in Organisations, Communities and Nations in Canada. Staff were also recognised for excellent performance in safety management with a Gold Level Award at the Local Government Association of Queensland's Annual Conference. Council entered an exciting phase following the second election of the Gladstone Regional Council. With six elected representatives from the first post-amalgamation term returning to office, Council retained a core of knowledge and experience which will prove vital as the region continues to develop at a rapid rate, while the new Councillors will add a fresh approach and new ideas. We offer our gratitude to former representatives Craig Butler, Clyde Cameron and Lyn Paton for all the hard work they did for the region during their four year term. Council completed $93 million worth of capital works during the year, including the completion of Kirkwood Road, the Dixon Drive bridge linking the suburb of Telina with Forest Springs estate, airport runway and terminal upgrades, a new fleet workshop and administration building, construction of the new Agnes Water Community Centre, the Glenlyon Road pedestrian/cycle link and a rising main at Broadacres Reservoir. Several other major projects commenced or were continued from the previous year with $1.8m spent on purchasing the previous Commonwealth Bank building in Goondoon Street, Gladstone and
land purchased to expand Council office space; $2.8m spent on asphalt overlays and road resealing; $2.4m spent on the Calliope Crossroads upgrade; and $1.3m on the Calliope River road widening and service roads project. Council also progressed its plans to redevelop the Gladstone Entertainment Centre, adopting the plans for a 1000 square metre conference and event flat floor space and a vibrant new public plaza on Goondoon Street. Another significant change within the organisation occurred when Council moved to corporatise the Gladstone Airport, giving the airport its own corporate structure but remaining wholly owned by Council on behalf of ratepayers and residents of the Gladstone Region. The principal benefit of the corporatisation is that the Airport will no longer be restrained by local government legislation and will reap financial rewards as a business. Council continued to enjoy extensive community engagement on all of its major projects, including development and sports and recreation master planning. External industry projects have meant Gladstone is experiencing a resources-driven expansion on a scale never before seen in the region. Council is doing everything within its power to minimise the extent of the housing shortage being experienced throughout the region. We lobbied to the State Government and LNG industry representatives at every opportunity, ensuring the needs of our residents are a high priority consideration in all LNG project decisions. A partnership with LNG companies has resulted in $1.58m providing rental help for Gladstone workers, and helping people meet the rising costs associated with living in our region. The adoption of the 20-year Gladstone Region Community Plan the previous year has enabled a coordinated community approach to ensure that we do not lose sight of becoming the Region of Choice as the region grows and prospers.
Kate Daniel is fascinated by Japanese books sent from our Sister City, Saiki.
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Gladstone Regional Council Annual Report 2011-12
A message from the Mayor and CEO
Mayor Gail Sellers and CEO Stuart Randle.
Council charged three reference groups with the task of actioning our Community Plan and we thank them for their hard work towards implementing actions and lobbying for the community's priorities. This year has seen new foundations laid for financial sustainability, operational reporting and an organisational restructure to get the best out of our available resources. Continually refining our systems and processes will ensure Council can continue to meet the vision and aspirations of our community for years to come.
for their diligence in delivering quality services to the community through the year. We trust this Annual Report offers some meaningful insight into Gladstone Regional Council's operations and plans for the region in the future. The Gladstone Region truly is a great place to live, work, play and invest.
Councillors and staff alike take the role of stewards of this great region seriously. We take this opportunity to thank Councillors, former and current, for their untiring commitment to the community, Senior Executive staff for their ongoing leadership and Council staff Councillor Gail Sellers Mayor
Introduction
Stuart Randle Chief Executive Officer
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Our Region From the majestic heights of Kroombit Tops in the west through to the deep coral lagoons of the Barrier Reef, the Gladstone Region offers its residents an enviable lifestyle within a strong and dynamic economy known for its employment opportunities and skilled workforce. The Gladstone Regional Council local government area is located in Central Queensland, about 550 kilometres north of Brisbane. It is bounded by the Coral Sea in the north-east and east, the Bundaberg and North Burnett Regional Council areas in the south, the Banana Shire in the west and the Rockhampton Regional Council area in the north-west. The region is a rapidly growing residential hotspot, with significant rural, residential and industrial development. With a population of 59,402 and encompassing a total land area of 10,489.1 square kilometres, the region comprises national parks, state forests, pristine coastline, beaches, islands and major industry, including two of the world’s largest alumina refineries, an aluminium smelter, a power station, cement and chemical manufacturers and Queensland’s largest multi-commodity port, based on volume. In addition, the Gladstone State Development Area continues to attract large industry to the region, including the current construction of three Liquefied Natural Gas (LNG) plants on Curtis Island. The Gladstone Region is as diverse as it is attractive, providing its population with an enviable lifestyle within a strong and dynamic economy. A strong retail and service sector within the modern urbanised city of Gladstone, together with major industry, tourism and primary production, provide abundant choice for workers and opportunities for business people. Balanced with large areas of green open space, including several national parks, historical sites, bush walks, trails and marine and recreational opportunities, residents have a wide choice to explore and experience the great outdoors. The region boasts an ideal tropical climate; with average temperatures ranging from a moderate 18-20 degrees Celsius in winter and up to 27-29 degrees Celsius in summer, it makes for the perfect holiday destination. On average it receives 967mm of rainfall annually. Well developed infrastructure and services, including a modern and recently upgraded award-winning regional airport, continue to support the localised identity of the communities across the region.
years 35 median age
15,219 families
2.3% population
59,402
growth rate
people call the region home
Total land area 10,489km2 Located in Central Queensland The Gladstone Region comprises the urban centres of Gladstone, Calliope, Boyne Island/Tannum Sands plus the small towns of Agnes Water, Ambrose, Baffle Creek, Benaraby, Bororen, Builyan, Lowmead, Miriam Vale, Mount Larcom, Many Peaks, Nagoorin, Raglan, Rosedale, Seventeen Seventy, Targinnie, Turkey Beach, Ubobo and Yarwun. Many small localities also exist in between. The region is the gateway to the majestic Southern Great Barrier Reef, with access points for the iconic Heron and Wilson Islands. Day trips also depart from the Seventeen Seventy Marina, allowing residents and visitors to visit some of the best parts of the Great Barrier Reef including the protected, untouched coral cays of Lady Musgrave Island and the pristine reefs of Fitzroy, Hoskyn, Llwellyn and Fairfax. The beach at Agnes Water is enticing for surfers, as it is the most northern surf beach on the east coast of Australia. One of Australia’s premier freshwater fishing locations, Lake Awoonga, is also located within the region. Famous for its elusive barramundi, Lake Awoonga’s world-class barramundi fishing draws many fishing enthusiasts to the region. Like many other local government areas in Queensland, a challenge ahead will be to maintain the standard of our current environment amid the impacts of rapid growth and development. Sources Gladstone Regional Local Government Area Profile, Office of Economic and Statistical Research, 2012, www.oesr.qld.gov.au Gladstone Regional Council, The Region of Choice, http://www.gladstone.qld.gov. au/web/guest/about-gladstone-region Gladstone Area Promotion and Development Ltd, Maps, Brochures and Guides, http://www.gladstoneregion.info/visitor-information/maps-and-brochures/
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Gladstone Regional Council Annual Report 2011-12
Our Region
Education
People
At the time of the 2011 Census, 48.3% of people residing in the Gladstone Region aged 15 years and over had a post-school qualification.
There were 30,096 males, 27,795 females and 15,219 families at the time of the 2011 Census. This equates to 1.9 children per family. The median age is 35.
Diversity
Employment
The 2011 Census revealed 7185 or 12.4% of the region’s population were born overseas, with 26.4% of those people coming from a nonEnglish speaking background.
Of the employed people in the Gladstone Region, 10.3% worked in Basic Non-Ferrous Metal Manufacturing, 5.4% worked in architectural, engineering and technical services, 4.9% in school education and 3.5% in heavy and civil engineering construction, according to the 2011 Census.
The top 10 counties of birth outside of Australia are: New Zealand
1952
United States of America
171
United Kingdom 1824
Netherlands
142
South Africa
Ireland
88
Canada
81
581
Philippines 445 India
207 Fiji
81
Germany 188
Population
Volunteering 19.3% of the region’s residents aged 15 years and over were volunteers in the region, compared to the state average of 18.7% (2011 Census results).
Dwellings 601
1154
Apartment Apartment Apartment
Semi-detached Semi-detached Semi-detached
Gladstone Region’s population as at 30 June 2011 was 59,402, which equates to 1.3% of the state population. With an annual population growth rate of 2.3% in 2010-2011 (compared to the Queensland growth rate of 1.1%), the projected population for the year 2031 is 111,690.
Separate house
Separate house Separate house
17,050 Source 2011 Census www.censusdata.abs.gov.au
Ubobo, a small township in the heart of the Boyne Valley.
Introduction
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Our Councillors Council is responsible for the stewardship and corporate governance of the organisation. On 28 April 2012 the Gladstone Region community elected this current Council for a four year term. The nine Councillors are the elected representatives of all residents and ratepayers across the region. First elected: 1988 Mayor: 25 November 2011 - present
Cr Gail Sellers Mayor
Gladstone Mayor Cr Gail Sellers brings more than 20 years experience in Local Government representation to the role. First elected to the former Gladstone City Council as an Alderman in 1988, Gail served as Deputy Mayor from 1997 to 2008 before continuing in that role with Gladstone Regional Council after amalgamation in 2008. Following incumbent Mayor George Creed’s retirement due to ill health, Gail won the resulting Mayoral election in November 2010 and was returned to office in the April 2012 election. Gail has a Bachelor of Education, a Graduate Diploma in Teacher Librarianship and she and her husband Tony operated a building business for more than 20 years. Gail is on the Board of the Gladstone Foundation, a Life Member, Patron and Member of many organisations and enjoys all aspects of community representation.
First elected: 2000 Portfolio: Regional Strategy
Cr Matt Burnett Deputy Mayor
Born and raised locally, Cr Matt Burnett is the youngest Councillor on the Gladstone Regional Council. Matt was first elected to Local Government in 2000 and was appointed to the position of Deputy Mayor in 2011 by his fellow Councillors. Matt supports the continued growth of the Gladstone Region and he encourages Council investment in new and improved infrastructure from roads and sporting fields to libraries and community centres. Matt is Council’s representative on the Gladstone Area Promotion and Development Ltd (GAPDL) and the Traffic and Environment Advisory Committee.
First elected: 1991 Portfolio: Community Services
Cr Maxine Brushe
Cr Maxine Brushe has served as a Local Government Councillor for 17 years and is well known for her long standing involvement with the community. She currently holds positions on the Bindaree Lodge Management Board; the Boyne Tannum Arts Business & Community Assoc. Inc.; Gladstone Communities for Children Committee; Rio Tinto Alcan Community Fund Board, QGC Sustainable Communities Fund Panel and the Gladstone Area Promotion and Development Ltd (GAPDL). She also is Council’s representative on the Regional Arts Development Fund, Education Queensland and Industry Partnership (EQIP) Board and Chairman of the Gladstone Region Community Development Committee (GRCDC).
First elected: 2006 Portfolio: Environment
Cr Col Chapman
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Cr Col Chapman keenly supports the concept that Gladstone should be a model industrial region of the 21st Century with the right balance of industry, tempered with environmental safeguards. He champions sustainable futures and proudly strives to find practical solutions to the region’s environmental challenges. Col has been a member of Gladstone Rotary Club for over 30 years and is a Paul Harris Fellow. He is Chairman of the Gladstone Regional Environment Advisory Network (GREAN), Vice-President of the Gladstone Mens Shed, patron of the Gladstone Golf Club and member of Gladstone Gropers Masters Swim Club.
Gladstone Regional Council Annual Report 2011-12
Our Councillors First elected: 2006 Portfolio: Engineering Services
Cr Rick Hansen
Cr Rick Hansen holds a particular interest in refining systems and procedures in Council, particularly in the areas of infrastructure planning, communication strategies, aged care advocacy and sport and recreational planning. Rick, his wife Lyndal and family have lived in Gladstone for 33 years. He has a background in middle management and as a small business owner/operator. Rick holds a keen interest in sport and is a Gladstone Basketball life member. He is Council’s representative for numerous committees and boards including the Gladstone Region Community Development Committee; GRC Business Improvement (Internal Audit) committee; Local Disaster Management Group; Gladstone PCYC Advisory Board and President of the Central Queensland Local Government Assoc. Rick also volunteers as President of the Gladstone Chamber of Commerce and Industry and the Port Curtis Day Respite Committee. First elected: 2012 Portfolio: Arts & Culture
Cr Ren Lanzon
Born in Malta and raised through his childhood, teens and his 20s in Melbourne, Ren came to Gladstone nearly 40 years ago. He worked as a journalist here for most of that time covering stories from Gladstone City, Calliope and Miriam Vale Shire Councils until amalgamation in 2008. More recently he covered stories in the Gladstone Regional Council area. Ren has a good understanding of the local social, industrial and political scene from covering news stories for more than 34 years. He is married to a local girl, Wendy (nee Brodie), and has five children and, so far, six grandchildren.
First elected: 2010 Portfolio: Sport & Recreation
Cr Graham McDonald
Cr Graham McDonald is a true local. His family has lived in the district since his great grandparents. He has actively served on many boards and committees in the past, including Gladstone Calliope Aerodrome Board; Capricorn Pest Management Group and Central Queensland Local Government Waste Management. He has also served as a member of Apex and the SES. Graham is justifiably proud of his many achievements over the years in the Calliope community, including his involvement in the successful development of the Calliope Kindergarten, the Calliope Pool and the Calliope SES building. Graham has used his contacts in the community to bring together businesses and funding bodies to achieve some remarkable results. Graham became a Councillor of Gladstone Regional Council in late 2010 and was reelected in April 2012. First elected: 2012 Portfolio: Rural Services
Cr Leo NeillBallantine
Born and raised locally, Cr Leo Neill-Ballantine is a fifth generation beef producer who was elected to the Gladstone Regional Council at the 28 April 2012 Queensland Local Government Election. Leo has a passion for promoting food security and all the environmental, biosecurity and economic development issues surrounding the rural sector. Leo is Council’s Rural Services portfolio spokesperson and represents the area on various committees and boards including The Gladstone Foundation and AgForce.
First elected: 2012 Portfolio: Economic Development Strategy
Cr Karen Porter Introduction
Cr Karen Porter has qualifications in business, management and training and has a depth of experience developing and implementing government policy and strategy in the areas of sport, recreation, business, industry and regional development. Karen has experience and expertise in building organisational performance through the development and implementation of strategic and workforce planning. She is a business improvement practitioner and has 10 years experience working with business and industry while implementing productivity improvement practices (Lean Manufacturing). Karen has developed close working relationships with business and major industry while working in senior management roles within the Gladstone Region. She is a member of numerous business and community organisations and has held positions on multiple boards and steering committees.
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Our Councillors Prior to the Queensland Local Government election on 28 April 2012, the below Councillors represented the community during the inaugural Gladstone Regional Council term.
First elected: 1997 Portfolio: Development
Cr Craig Butler
Craig Butler served in Local Government for 15 years. He was a former Deputy Mayor and has a long history of holding positions on a number of committees and boards, including eight years as Director of the Gladstone Area Promotion & Development Ltd and in excess of eight years as Director of the Gladstone Area Water Board. Craig had a good understanding of understanding of Local Government and extensive experience as a surveyor in the land development, construction and mining sectors.
First elected: 2004 Portfolio: Airport As a fourth generational local Clyde was committed to using the lessons learned of the past to improve the lifestyle balance in the Gladstone Region. Clyde recognised and supported the great diversity of the Gladstone Region and his knowledge of working and making a living on the land allowed him to provide an informed voice for rural communities.
Cr Clyde Cameron
First elected: 2000 Portfolio: Finance
Cr Lyn Paton
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Lyn Paton served in Local Government for 12 years and is proud to have been involved with the successful transformation of the former Councils into the amalgamated Gladstone Regional Council. She attributed much of this success to the cohesive nature of the Councillor group and staff. Lyn was well known for her commitment to the community and her tireless support of charities and she relished in the opportunity to help lead the region through this period of rapid growth and industrial expansion.
Gladstone Regional Council Annual Report 2011-12
Our Councillors
Gladstone Regional Councillors May 2012 Front Row (L-R): Cr Maxine Brushe, Cr Gail Sellers (Mayor), Cr Karen Porter Back Row (L-R): Cr Matt Burnett (Deputy Mayor), Cr Col Chapman, Cr Leo Neill-Ballantine, Cr Rick Hansen, Cr Ren Lanzon, Cr Graham McDonald Introduction
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Our Senior Executives Council’s senior executive team is made up of the Chief Executive Officer and four executive directors. They are responsible for overseeing the performance of the organisation and for the delivery of the outcomes expected by Council (detailed in the Corporate Plan and annual Operational Plan). Chief Executive Officer - Stuart Randle B Eng (Civil), MBA Appointed Chief Executive Officer in May 2011. His extensive experience includes CEO positions at three local governments in Queensland and 10 years as Director of Engineering in three others. In addition to the strategic management of the organisation, the Office of the CEO responsibilities encompass: • Council Meeting Management • Governance functions through the Director of Governance • Human Resources, Workplace Health & Safety and Business Improvement through the Manager People and Performance Member, Local Government Managers’ Australia
Director Corporate & Community Services - Cale Dendle B Bus, Company Directors’ Diploma Career in local government began with Rockhampton City Council where he worked in various positions from 1991 until 2003. Cale was Chief Executive Officer at Bauhinia Shire (Springsure) on the Central Queensland coalfields from 2003 until taking up his position as Director with Gladstone City Council (now Gladstone Regional Council) in early 2007. Directorship responsibilities include: • Arts & Culture Performing Arts/Gladstone Entertainment Centre Arts & Heritage/Gladstone Regional Art Gallery & Museum Libraries • Customer Relations Information & Communication Technology Records Management Customer Service Communications & Marketing • Community Wellbeing Human & Social Services Community Health Sport & Recreation • Contracts & Facilities Fleet & Workshop Contracts Management Procurement & Stores Property Services Project Services • Gladstone Airport Justice of the Peace (Qld) No. 73437 Member, Local Government Managers’ Australia (Board Member, Queensland Division since 2011) Member, Australia Institute of Company Directors
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Gladstone Regional Council Annual Report 2011-12
Our Senior Executives Director Planning & Environment - Leisa Dowling BLS, Graduate Certificate of Public Sector Management Local government career commenced with Gladstone Regional Council in September 2010 as Director Environment & Recreation. An organisational restructure saw Planning & Environment merge with Leisa commencing as Director in September 2011. Prior to joining Council, Leisa had a lengthy career in State Government in senior roles in Sport and Recreation Queensland and the Department of Local Government. Directorship responsibilities include: • Planning Assessment • Development Works • Building & Plumbing • Strategic Planning • Economic Development • Parks & Environment • Conservation & Rural Land Management • Environmental Health Local Law Enforcement Animal Management Member, Local Government Managers Australia Member, Parks & Leisure Australia
Director Engineering Services - Paul Keech B Eng (Civil), MBA Commenced his local government career in 1991 with Shoalhaven City Council in NSW. In 2004 Paul was appointed to the position of Director Engineering Services at Narrabri Shire Council in NSW before joining Gladstone Regional Council in 2011. Directorship responsibilities include: • Road and bridge Works • Drainage Works • Water & Sewerage Operations • Design Services • Local Government Public Car Parks • Traffic Management • Footpath Management • Waste Management Chartered Professional Engineer, Engineers Australia Registered Professional Engineer Queensland (REPQ) Member, Institute of Public Works Engineering Australia Member, Association of Professional Engineers Australia (National and Qld Board)
Chief Financial Officer - Mark Holmes B Bus (Acc), G Dip Bus (Acc), G Dip Local Government Australia, CPA Mark has served local government for 17 years, commencing with a traineeship at Dalrymple Shire Council. Mark worked at the former Calliope Shire Council for eight years, serving in the role of Manager of Finance and Director of Corporate & Community Services. Directorship responsibilities include: • Budget • Financial Management including Rating • Asset Management Coordination • Disaster Management • Corporate Performance & Reporting • Risk Management Executive Member, Local Government Finance Professionals (Qld) Member, CPA Australia
Introduction
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Our Organisation With 741 employees spread across the 10,488 square kilometres of the Gladstone Region, Council’s team of employees is as diverse as the region it serves. Council recruited for 251 positions, had 174 terminations and 179 commencements throughout the year. Employee turnover for 2011-12 was 20.04 per cent (10.73 per cent in 2010-11). The following organisation chart details the structure of Gladstone Regional Council as at 30 June 2012.
Another significant change to the organisational structure occurred when Council moved to corporatise the Gladstone Airport. The Airport was previously managed by the Corporate & Community Services directorate. The transition to a corporate entity to take place on July 1, 2012.
In August-September 2011, the organisation saw significant changes to its management structure, most notably eight directors condensed to four. The purpose of the change was to refine the reporting and decision making processes so Council could respond more rapidly to the needs of the Gladstone Region community. A new Executive Management Team was appointed followed by the next level of management.
Organisation Structure Our Community
Council
Chief Executive Officer • •
Corporate & Community Services • • • •
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Arts & Culture Customer Relations Community Wellbeing Contracts & Facilities
Governance People & Performance
Planning & Environment • • • •
Chief Planner Parks & Environment Regional Strategy Regulatory Services
Engineering Services • • • •
Water Services Waste Services Technical Services Works Services
Chief Financial Officer • • • •
Rates & Revenue Finance & Risk Disaster & Emergency Management Assets
Gladstone Regional Council Annual Report 2011-12
Our Organisation Male Female
Employment Status
Employee Age
800
800
700
700
243
600
500
600
500
400
400
374 300
300
200
200
100
100
0
2 2
Contract
53
50 2
Part Time
23 Casual
0
Full Time
100
53 35 15-24
70 52 25-34
76 118 79 35-44
35 99 7 15
45-54
55-64
65-75
Total
Total Employees
Female Male
398 341
Lead Parks Services Norman Kupke promoting the correct use of public bins in the region's parks.
Introduction
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Our Awards and Recognition Council fosters a culture that recognises, encourages and celebrates excellence in the workplace. Council and staff received a variety of recognition during 2011-12 for combined efforts to improve the services delivered by Council to the Gladstone Region community. Gladstone Regional Council
Individual
2011 Australian Airports Association Awards
2011 Social Leadership Australia scholarship
Australian Regional Airport of the Year Award
Veronica Laverick, Manager Community Wellbeing, received a $16,000 scholarship to participate in a prestigious, year-long leadership development program to further her knowledge and pass on the benefits to the community.
2012 National Awards for Local Government Winner Rural and Remote Health - Discovery Coast Community Health Service (DCCHS) 2012 Australian Local Government Association National General Assembly, Canberra Nominated for “Top Collector/Recycler (per capita) Award” for recycling efforts during the annual MobileMuster campaign - 3rd place overall
2011 Queensland Rural Industry Training Council Awards Phillip Sharp, Tondoon Botanic Gardens Team Leader, won the inaugural Amenity/Lifestyle Horticulture Award for his commitment to his work in horticulture, diligence to his studies and passion for his role at Council. 2011 Local Government Service Awards
2011 Local Government Association of Queensland
Mayor Gail Sellers - 20 years
Recipient of a Gold Level Award for Work Safety
Cr Maxine Brushe - 15 years Cr Graham McDonald - 15 years Cr Craig Butler - 15 years
12th International Conference on Diversity in Organisations, Communities and Nations, Canada ‘Welcome-Settlement-Integration’ social inclusion model presented at the conference
Cr Lyn Paton - 10 years Cr Matt Burnett - 10 years Cr Lyn Paton - Achievement Award Cr Clyde Cameron - Achievement Award
CEO Stuart Randle, Human & Social Services Coordinator Cheryl Barrett & Mayor Gail Sellers receive the Rural & Remote Health National Award in 2012.
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Gladstone Regional Council Annual Report 2011-12
Our Events
Residents enjoy the Australia Day celebrations at Millennium Esplanade, Tannum Sands.
School Holiday fun at libraries
July 2011 Queensland Music Festival’s Song Trails South
Inaugural Healthy Lifestyle Expo - Discovery Coast Community Health Services
Seniors Week 2011 Music in the Gardens Aug 2011 Keep Australia Beautiful Week The Golding Showcase annual exhibition of local high school artists Movies in the Gardens Dinner Under the Stars Sep 2011 Ancient arty-facts holiday activities at libraries Signing of Japanese Sister City Saiki - celebrating 15 years Music in the Gardens
Oct 2011 Morning Melodies for seniors
Friends of Police Creek tree planting - National Tree Day
Nov 2011 Rio Tinto Martin Hanson Memorial Art Awards Dec 2011
Mayor’s Carols by Candlelight Morning Melodies for seniors SUNfest youth holiday activities
Jan 2012 Australia Day Family Fun Day
Australia Day Awards presentation & citizenship ceremony
Feb 2012
Morning Melodies for seniors Agnes Water Blues & Roots Festival
Earth Hour Clean Up Australia Day Mar 2012 National Playgroup Week Morning Melodies for seniors
Apr 2012
National Youth Week Craft holiday activities at libraries
Morning Melodies for seniors Saiki Children’s Day May 2012 Air Your Dirty Laundry Fun Day GREAN Environmental Forum ‘Water: Essential to Life’ Gladstone Region Community Plan Annual Muster
Jun 2012 Ecofest
Introduction
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Our Achievements in Governance
Council staff welcome residents at many office locations throughout the region.
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Gladstone Regional Council Annual Report 2011-12
Governance Outcomes: Outcome 1 Organisational governance that provides highly respected leadership, is transparent and accountable in its decision making, and secure in constitutional recognition. Outcome 2 A strong, effective and sustainable organisation, providing excellence and innovation in custodianship of the community's resources. Outcome 3 A Council that is engaged with its community. We will be successful in achieving our Governance objectives when: • • •
We are regarded as being a financially 'Strong' Council by Queensland Treasury Corporation We achieve a high community satisfaction rating for Council's performance Community members are actively engaged in decisionmaking processes
Governance Outcomes
Governance
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Our Achievements in Governance Organisational governance that provides highly respected leadership, is transparent and accountable in its decision making, and secure in constitutional recognition.
THE CHANGING FACE OF COUNCIL’S LEADERSHIP: A new CEO and Council
Welcome Chief Executive Officer Council officially welcomed its new CEO Stuart Randle on July 4, 2011, after a brief handover period with Graeme Kanofski who retired on July 8 after 36 years in local government. Graeme Kanofski's career achievements: •
1975-77
Mount Morgan Shire Council, Cadet Local Government Clerk
•
1977-79
Emerald Shire Council, Administration Officer
•
1979-81
Kilkivan Shire Council, Deputy Shire Clerk
•
1981-91
Calliope Shire Council, Deputy Shire Clerk
•
1991-2007 Calliope Shire Council, Chief Executive Officer
•
2001
Life Member of Australian Local Government Association
•
2002
Awarded Public Service Medal
•
2007-08
Gladstone Regional Council, Interim Chief Executive Officer
•
2008-11
Gladstone Regional Council, Chief Executive Officer
Stuart moved to the Gladstone Region from Maranoa Regional Council, bringing a wealth of local government experience as a former CEO of three local governments in Queensland.
LEARNING FROM WORLD LEADERS: A discussion with Canadian counterpart
Mayor Gail Sellers and Manager Project Coordination Fred de Waard exchanged insights into dealing with rapid development in a teleconference with Regional Municipality of Wood Buffalo Mayor Melissa Blake in July 2011. Their council has faced many of the same growth-related issues as those being experienced in the Gladstone Region and Mayor Sellers was able to learn of their past successes and failures, proving invaluable to our region.
PROVIDING QUALITY CUSTOMER SERVICE: Continuous improvement
A review of Council's Customer Service Model in 2010-11 led to the implementation of a decentralised model for customer service. One year on, the customer service team has achieved targets over and above what was thought achievable. Customer Service officers dealt with 149,500 counter transactions across Council's six centres (Gladstone office, Calliope office, Miriam Vale office, Agnes Water Rural Transaction Centre, Mount Larcom Rural Transaction Centre and the Boyne Tannum Community Centre); 17,487 more than the previous year. This figure reflects an increase in counter transactions of around 50 per day. Gladstone Region residents made 90,785 telephone calls via the 4970 0700 switch number, 1117 more than 2010-2011.
Local Government Election Gladstone Region residents voted at the Local Government Election on April 28, however, it took 10 days before a result could be called with incumbent Mayor Gail Sellers officially returning to office on May 8. Cr Sellers was returned with 13,978 votes, giving her 50.55 per cent of the vote and a tight victory over challenger and former Councillor Craig Butler who polled 13,674 votes (49.45 per cent). Also returned to office were incumbent Councillors Deputy Mayor Matt Burnett (17,668 votes), Colin Chapman (15,984), Maxine Brushe (15,360), Rick Hansen (15,146) and Graham McDonald (10,509). They were joined by newly elected representatives Cr Leo NeillBallantine (11,253), Cr Ren Lanzon (10,847) and Cr Karen Porter (10,534). Local Government Association of Queensland General Manager Glen Beckett said the Gladstone Region "bucked the trend" with regards to the percentage of councillors successfully re-elected. The new elected representatives were sworn in on May 15, completing their first official duty of the new four-year term. Councillors voted unanimously at the swearing-in ceremony to return Cr Matt Burnett as Deputy Mayor.
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Residents are assisted by officers at six Council administration centres throughout the region.
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Governance A strong, effective and sustainable organisation, providing excellence and innovation in custodianship of the community’s resources.
STEERING TOWARDS FINANCIAL SUSTAINABILITY: Long Term Financial Plan
December 2011 saw Council take a major step in assuring its financial sustainability by adopting a 10 year Long Term Financial Plan. The inaugural plan reflected Council’s Community Plan vision and allocated financial resources according to annual priorities as set by Council. The Plan reports on the key financial sustainability ratios for Council against the benchmarks established by the Queensland Treasury Corporation and the Department of Local Government and will ensure Council’s operations and investment decisions are continually and formally reviewed to determine whether Council is operating in a financially responsible manner. It was prepared in line with existing strategic plans including the Gladstone Region Social Infrastructure Strategic Plan, Council’s Sport and Recreation Masterplan, Our Place Our Plan (Council’s current town planning scheme), asset management plans, latest population growth estimates and most recent estimates of development activity from relevant authorities. To ensure it continues to reflect the needs of the Council and the region it serves the plan will be reviewed periodically.
The Long Term Financial Plan will guide Council over the next 10 years.
ASSESSING OUR STRATEGIC ACHIEVEMENTS: Annual corporate plan assessment
An annual assessment of Council's 2009-2013 Corporate Plan was derived from the final quarter's review of the 2011-12 Operational Plan results. The following graphs represent the mean result achieved for progressing each of the Corporate Plan themes.
2011-12 Corporate Plan Results Target Not Met
16%
84%
84%
Community
Target Met 17%
83%
83%
Environment
Target Not Met
Target Not Met
Target Met
Target Met 23%
31%
69%
Governance
Target Not Met
T
Target Met
T
34% 77%
Infrastructure
66%
Planning
Target Met Target Not Met
Governance
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Our Achievements in Governance A strong, effective and sustainable organisation, providing excellence and innovation in custodianship of the community’s resources, continued...
REPORTING ON THE STATE OF OUR REGION:
MANAGING OUR HUMAN RESOURCES: Our people
The region's environment, economy and society were placed under the microscope when Council adopted the inaugural State of the Gladstone Region Report.
Staff attraction and retention was a key challenge and focus for Council due to the Gladstone Region thriving from rapid industrial growth. Human Resources (HR) staff continued to improve its recruitment strategies to attract suitably qualified candidates to Council.
Inaugural Community Plan annual report
The report, adopted as part of Council's 2010-11 Annual Report, was written by the Gladstone Region Community Plan Reference Groups, who have been charged with implementing the long-term Community Plan.
Due to the increased volume of new residents to the region, HR investigated the opportunity to become a 457 Visa Sponsor in order to capitalise on the influx of overseas professionals, the focus being to fill skills shortage positions existing within Council. The team is committed to exploring all opportunities to attracting quality candidates for Council positions.
It offered a snapshot of each of the Gladstone Region Environmental Advisory Network (GREAN), Gladstone Region Economic Partnership (GREP) and Gladstone Region Community Development Committee (GRCDC) achievements to date and the future direction set.
The HR team incorporates Payroll and Learning and Development and welcomed additional staff to focus on priority matters such as improving Council's recruitment processes, HR policies, procedures and documentation.
Refer to page 76 to read the 2011-12 'State of the Region Report'.
New software was implemented to assist HR, and the organisation, with data recording. The HR team utilised the software to provide alerts and reminders to staff and to better manage employee immunisations, probations, vacancies, labour hire and industrial relations statistics.
IMPROVING OUR CORPORATE REPORTING: New platform for operational planning
2011-12 saw a continuation of Council's goal to improve its operational planning and reporting with the implementation of a new performance planning platform.
Payroll staff continued to meet and deliver 100 per cent legislative requirements and completed each pay run on time with employee wages paid without delay.
Council continued to offer unedited progress reports of the implementation of the Operational Plan on its website, allowing the community to monitor Council's operations and progress throughout the year. 84 per cent of Council's operational targets were met during 201112, with 78 per cent completed within target and nine per cent completed outside of target.
80
60
40
CEO Corporate Planning & Community & Environment Engineering Services CFO
Corporate & Community
20
0 CEO
Overall Performance Against Targets
Not Com 69%
8%
22%
Complet
16% 79%
6%
15%
Complet 9% 75%
Planning & Environment
75%
5%
Engineering Services
67%
17%
CFO
100
Performance Against Targets by Directorate
20%
16% Target Met
80%
13% 7%
Completed Outside of Target Target Not Met
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Gladstone Regional Council Annual Report 2011-12
Not C
Com
Com
Our Achievements in Governance
RECOGNISING OUR LONG SERVICE STAFF: Service Awards
2011-12 saw 36 Council employees recognised for reaching service milestones, ranging from 10 to 40 years. Mary-Anne Johnson
10 years
Nita Matzky-Sting
10 years
Kylie Ware
10 years
Ashley Brazier
10 years
Wayne Lester
10 years
William Lewis
10 years
Michael Mathews
10 years
Joanne Palmer
10 years
John Reynolds
10 years
Stephen Canniford
10 years
Karmen Coverdale
10 years
Christine Krebs
10 years
Ratnam Manivasagan
15 years
Karlee Pascoe
15 years
Neil Bachmann
15 years
Colin Bray
15 years
Natasha Duke
15 years
Michael Reidy
15 years
Harry Dalziel
15 years
Peter Dann
15 years
Damian Dodd
15 years
Alan Hughes
15 years
Brian White
15 years
Graham Buettel
20 years
Susan Doyle
20 years
Vincent Leigh
20 years
Rodney Storey
20 years
Robert Huth
25 years
Kevin Mercer
30 years
Charles Sotiris
30 years
Russell Schuler
30 years
Stephen Buffier
35 years
Ross Paroz
35 years
Dale Thompson
35 years
Albert Webb
35 years
Geoff Graham
40 years
Governance
CEO Stuart Randle congratulates Charles Sotiris on 30 years of service to Council.
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Our Achievements in Governance A strong, effective and sustainable organisation, providing excellence and innovation in custodianship of the community’s resources, continued...
IMPROVING THE WAY WE WORK: Business Improvement
The voting members of the Committee were:
Gladstone Regional Council established a Business Improvement Committee to provide an independent forum where representatives of Council, independent members and management work together to fulfil specific governance responsibilities that contribute to the improved performance of the organisation.
Ms Carolyn Eagle
Chair
Mr Charles Ware
Independent External Member
Ms Robin Berthelsen
Independent External Member (resigned September 2012)
The Business Improvement Committee was established in accordance with Section 157 of the Local Government (Finance, Plans & Reporting) Regulation 2012 and Section 105 of the Local Government Act 2009.
Cr Rick Hansen
Reappointed April 2012
Cr Leo Neill-Ballantine
Appointed April 2012
Cr Col Chapman
Current Alternate Councillor Representative and former Committee Member
It plays a key role in assisting Council to fulfil its governance and oversight responsibilities in relation to a number of areas including, financial reporting, legal and regulatory compliance, internal control systems, risk management and audit functions. The Business Improvement Committee is comprised of: •
Two Councillors considered by Council to have the necessary qualification of interest in serving on the Committee; and
•
Up to three external persons independent of Council, one of whom is a designated financial expert.
The Committee held four meetings during the financial year ended June 30, 2012. The role and responsibilities of the Business Improvement Committee and its obligations are outlined within the Terms of Reference and have been fulfilled for this reporting period.
The Chief Executive Officer, members of the Executive Team and select officers attend the Business Improvement Meetings as observers. Council personnel provide relevant information pertaining to the Business Improvement Committee’s Terms of Reference, however do not hold voting rights. Improving the way we work is a key priority of Council.
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Gladstone Regional Council Annual Report 2011-12
Our Achievements in Governance
One of Gladstone Regional Council's offices in Calliope.
INTERNAL AUDIT REPORT: By Council's Internal Auditor
•
For the purposes of the Local Government Act 2009 and related Regulations and Standards Gladstone Regional Council incorporates the Internal Audit function within its Business Improvement section and, as such, adopted a Business Improvement Charter.
Shall generally undertake projects in accordance with programs/plans approved by the CEO and shall also conduct other unscheduled projects as the CEO considers desirable;
•
Is authorised to review all areas of Council and to have full, free and unrestricted access to all Council’s activities, records (both manual and electronic), property and personnel;
The role of the Internal Audit function is to provide independent, objective assurance and consulting services designed to add value and improve the organisations operation. It helps the organisation accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes.
•
Activities remain free of influence by any organisational elements; and
•
For approved areas of audit, evaluation and review, where the Business Improvement Function does not possess all the necessary experience/skill, additional internal or external resources may be utilised subject to the approval by the CEO.
The Business Improvement Function is authorised to review all areas of Council and to have full, free, and unrestricted access to all Council's activities, records (both manual and electronic), property, and personnel. Council activities include entities over which Council has direct management, sponsorship or financial control.
The corporate structure provided for one Internal Audit position and a Business Improvement Manager position. During the 201112 year the higher level management restructure facilitated the expansion of the Manager Position to incorporate Human Resources, Occupational Health and Safety, Business Improvement and Internal Audit functions.
Council policy provides that all employees shall cooperate fully in making available any material or information reasonably requested by business improvement auditors. Further, all employees are expected to bring to the attention of the Manager People and Performance any suspected situation involving improper activity or non-compliance with applicable policies, plans, procedures, laws or regulations, of which they have knowledge.
The Internal Auditor is a member of the Institute of Internal Auditors Australia and as such is bound by its Code of Ethics. In addition the Business Improvement Charter prescribes that audit will discharge its responsibilities in accordance with the Charter and the Institute of Internal Auditors’ Standards for Professional Practice, Statement of Responsibilities, Statement of Internal Auditing Standards, and Code of Ethics.
To preserve the independence and objectivity of the Internal Audit/Business Improvement function Council's Business Improvement Charter provides that the Internal Audit/Business Improvement function of Gladstone Regional Council: •
Is responsible for operational purposes to the CEO but shall have further access to the Business Improvement Committee;
•
Shall not be involved in the day to day operation of Council;
•
Shall not be responsible for designing, installing or maintaining systems, procedures or controls but will advise on these matters;
•
Has no direct responsibility nor authority over any of the activities which it reviews;
Governance
Internal Audit reports are provided to the Business Improvement Committee for their consideration. The reports include the internal audit findings with relevant risk rankings for each recommendation as well as management responses including accountability for implementation. The Business Improvement Committee will then monitor the implementation of the recommendations. The Internal Audit position within Council was fully resourced in February 2012. Given the timing of the appointment no Internal Audits were completed prior to June 30, 2012.
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Our Achievements in Governance A strong, effective and sustainable organisation, providing excellence and innovation in custodianship of the community’s resources, continued...
MEETING OUR RECORDS REQUIREMENTS:
MANAGING OUR ASSETS FOR THE FUTURE:
The records management team continued to improve its processes to ensure Council's records are acknowledged, responded to, archived and destroyed in accordance with Queensland State Archives and Public Records Act 2002 requirements.
Council's focus on asset management and Geographic Information Systems (GIS) was centred on further enhancing the asset management and GIS systems in order to satisfy the growing needs of the Gladstone Region and internal Council processes.
Additional shelving was installed at Council's records storage facility to ensure the facility could be used to its full potential, housing preamalgamation and current records.
2011-12 saw the introduction of a public mapping portal, accessed through Council's website. The mapping portal featured helpful information for both staff and the wider community, including evaluation maps for stormtide inundation during storm or cyclone events, aerial photography as well as street names, addresses and lot numbers on plans.
Our records management processes
2011 saw the commencement of a project to combine all former and current Councils' legal documents captured into its records management system, ensuring all current legal documents could be tracked and reviewed prior to termination or expiry. A Technical Library was also introduced in 2011, allowing Council staff to access records digitally. Staff could also borrow the physical copy from the Library.
MOVING FORWARD WITH TECHNOLOGY: Meeting information communication needs
To help meet Information Communication Technology (ICT) needs within the organisation, Council committed to establishing an Information Communication Technology Reference Group (ICTRG). The ICTRG will meet regularly during the 2012-13 year with the intent to present its recommendations to the Executive Management Team regarding strategies, priorities, policies, standards and resource allocations related to ICT systems and functions. The aim of the group is to ensure IT resources will be focused on areas and projects that best align with the organisation's needs and in turn will help provide the best possible service to customers.
Enhancing and consolidating the data
Council determined gaps in the existing data to improve business decisions and commenced work towards gathering the required data. Links were created to allow reporting of assets based on Council's business units which meant Council was in a position of greater assurance of data integrity going forward. A more comprehensive set of data was made available to staff with the addition of layers to the mapping system such as road defects and footpaths, last inspected dates and next inspection due dates. Council's asset management efforts were also directed at consolidating condition monitoring activities. New road features were added to the asset register and linked on the GIS, including guard rails, traffic islands, fall protection fencing and Council-owned retaining walls. Council inspectors commenced defect assessments of roads and footpaths using portable tablet pc's as part of the implementation process with all rural and urban roads being assessed in 2011-12.
REVIEWING OUR LOCAL LAWS: Uniformity across the region
FOSTERING A SAFE WORK ENVIRONMENT: Occupational Health & Safety
Council’s commitment to work safety was recognised with a Gold Level Award at the Local Government Association of Queensland Annual Conference in October 2011. The award was a result of a 10 day assessment conducted by an external auditor. The organisation was awarded a score of 86.2 per cent for its safety management, well above other Queensland councils' benchmark of 70 per cent and a marked improvement after having scored just 58 per cent when last audited in 2009. Attaining gold level status not only acknowledged the programs and systems implemented by Council’s Occupational Health & Safety team but also recognised the efforts of Council staff to perform duties in accordance with safety procedures. Safety remained a non-negotiable element of Council's core business in 2011-12. Engagement with all employees, the constant review of processes and procedures and the upgrading of our safety management system continued to be absolute priorities for all.
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Council adopted new and amended Local Laws on December 1, 2011, to eliminate inconsistencies in the application of statutory laws throughout the Gladstone Region. The adoption of three new Local Laws and 25 new Subordinate Local Laws, in addition to amendments for four Model Local Laws, under Section 29b of the Local Government Act 2009, allowed for applying and administering Local Laws a much simpler process. Council embarked on a project to consolidate all local laws that were in place from the former Gladstone City, Calliope and Miriam Vale Shire Councils and hosted eight public meetings on the proposed changes in early 2011. Matters governed by the new and amended Local Laws include the keeping of animals, operation of caravan parks and temporary entertainment events, conducting works on roads, gates and grids, parking permits and bringing motor vehicles on the bathing reserves or foreshores.
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Governance
ENSURING GROWTH FOR OUR AIRPORT:
PROMOTING OUR POLICIES:
Council opted to corporatise the Gladstone Airport at its September 20, 2011, meeting to allow the business to yield positive benefits for residents of the Gladstone Region.
Increased enquiries from Gladstone Region residents resulted in a number of new policies in 2011-12, these being:
New corporate model for Gladstone Airport
After spending over $70m on the Airport Upgrade, Council determined corporatising the airport could return almost $248m to Council in dividends, tax equivalents and competitive neutrality adjustments over a forecast period of 20 years (modelling prepared by the Queensland Treasury Corporation). The change to a corporate entity will provide the operational flexibility necessary for Council to maximise the airport’s net benefit to the Gladstone Region, meaning the business will not be commercially disadvantaged by Council’s legislative-based constraints. A Corporatisation Committee was appointed to develop and implement the corporatisation plan as prescribed by the Local Government (Beneficial Enterprises and Business Activities) Regulation 2010. The corporatisation's first board of directors was recruited in May 2012 with Phillip Cash appointed as the inaugural Chief Executive Officer. The transition to a corporate entity is planned for July 1, 2012. Gladstone Airport’s $73m upgrade project surpassed four contenders to be named the 2011 Australian Regional Airport Project of the Year for airports with 50,000 to 499,000 passengers. Mayor Gail Sellers and Airport portfolio spokesperson Cr Clyde Cameron accepted the accolade at the Australian Airports Association (AAA) prestigious National Airport Industry Awards on November 15, 2011, in Brisbane.
New policies to meet community's needs
•
Construction of Roads in Rural Areas - This policy was a result of property owners wanting to know about clearing of roads to enable access to their property, constructing roads on road reserves where no road currently existed and who should maintain and/or upgrade an existing road not being maintained by Council.
•
Conditionally Registered Motor Bike and Quad Bike - Council adopted its first policy relating to conditionally registered off-road motor bikes and quad bikes in the interest of public safety, given the increase in use. The policy highlights areas where Council excludes the operation of these bikes on roads reserved under the care and control of Council.
Other new policies included Revenue Statement, Public Interest Disclosure Policy, Complaints Management Policy and Process, Asset Disposal Policy, Employee Accommodation Policy, Debt Policy, Investment Policy, Arts and Cultural Policy, Maintenance of Formed or Gravel Roads, Maintenance of Unformed or Gravel Roads, Mayor and Councillor Remuneration and Quality Assurance Statement for Roads.
Former Cr Clyde Cameron & Mayor Gail Sellers receiving the 2011 Australian Regional Airport Project of the Year Award.
Governance
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Our Achievements in Governance A Council that is engaged with its community.
ENGAGING WITH OUR COMMUNITY: Major engagement activities
Council continued to strive towards its Corporate Plan objectives in relation to community engagement in 2011-12. Engagement activities included the staging of regular monthly Councillor Booths at Stockland Gladstone shopping centre; the issuing of 11 monthly editions of Council Connection newsletter to some 23,000 households via Australia Post; regular updates on its corporate website; and engagement activities for projects deemed of major importance to Council and the community. Such projects included: •
Development and delivery of a community engagement plan relating to the temporary closure of the Marina Bridge so maintenance works could be undertaken;
•
Communications on the progress of the Wyndham Park Redevelopment, including the installation of new playground equipment as a result of consultation with the community and, in particular, neighbouring residents;
•
Continued progress updates on the Agnes Water Seventeen Seventy Integrated Water Project works;
•
Continued engagement with residents, stakeholders and the community on the Kirkwood Road Stage 3 Project;
•
Community consultation regarding the widening of the existing Calliope River Road and construction of service roads at Yarwun;
•
Continued engagement activities on the Tigalee Creek flood mitigation project;
•
Keeping the region informed of Council's progress towards the corporatisation of Gladstone Airport;
•
Community consultation to assist Council name parks at South End, Curtis Island; and
•
Initial communications of the first stages of the Gladstone Entertainment Centre Redevelopment.
Other engagement activities and initiatives included: •
Continued information dissemination on Council events and activities;
•
The staging of Council's major events program, including SUNfest youth holiday program; Australia Day Family Fun Day, Community Events Grants and Awards Ceremony; Clean Up Australia Day and Ecofest;
•
The continuation of Council's grant programs to community groups, organisations and sporting bodies;
•
Inducting new employees through a community engagement session;
•
Training employees in web content uploading;
•
Production of a multi-faceted information kit on Budget 201112; and
•
Issuing 255 media releases.
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Discovery Coast youth Jasmine and Cat enjoy being involved in their community.
ENGAGING THE REGION’S YOUTH:
Encouraging youth to get involved in their community Agnes Water Youth were invited to drop in to the old community hall at Agnes Water in February 2012 and share their ideas for future activities with Council’s new youth worker (based at the Discovery Coast Community Health Service). Council wanted to know what youth living in the Agnes Water and Seventeen Seventy area would like and how Council could best guide and support them to achieve their ideas. Initially the drop in nights were held once a fortnight on a Friday and facilitated by Council staff with the view to hand over to volunteers to man. Mount Larcom Council facilitated a Youth Initiatives Meeting in November 2011 to encourage youths aged 12-24 and their parents to develop new youth activities within the Mount Larcom area. The meeting provided an opportunity for the community to discuss the importance and future of youth activities in their area. The Mount Larcom Youth Centre opened in January 2012 following the youth initiative meeting, boasting a pool table, air hockey, table tennis, Sony PlayStation and Xbox and arts and crafts facilities. Volunteers man the centre on a roster basis.
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Governance
EXPANDING OUR COMMUNICATION TOOLS:
Interesting Facts
New technologies to communicate with our residents
•
Council had 137,926 different visitors to its website
Corporate Website
•
902,296 pages were viewed
Following the successful launch of the new-look corporate website in 2010-11, website statistics continued to impress, with 293,311 visits in total equating to 44.7 per cent new visits for the year.
•
Users spent an average time of 2.48 minutes on each page
•
The most popular web pages were current vacancies, road report, jobs in council, meetings minutes and agendas, current planning scheme and pet registration
•
The top nine countries of search:
Snap Send Solve Council introduced a smartphone app designed to send instant feedback to Council in late 2011. Snap Send Solve is a free app that lets residents report issues and provide feedback to Council in under 30 seconds. The app pinpoints the user's location using GPS and sends back all relevant council details, including confirmation of the location and contact information. All reports from Snap Send Solve are sent from the app using the smartphone owners' email address, enabling Council to deal directly with the resident to fix the issue.
Australia 231,467
United States of America
1717
New Zealand
1500
United Kingdom
1083
India 445 Philippines 347 Canada 311 Germany 271 Japan 213
Mayor Gail Sellers (right) with children celebrating NAIDOC Week in July 2011.
Governance
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Our Achievements in Governance A Council that is engaged with its community, continued...
MAINTAINING ACTIVE VOLUNTEER PROGRAMS: Council’s invaluable volunteers
The volunteers who assisted with Council programs continued to be an invaluable asset to Council and the community. Council extends its gratitude to the many volunteers who assisted their community through various Council operations and partnerships. The Friends of the Library continued to assist the Gladstone City Library, volunteering 2857 hours helping with re-shelving and a range of other duties. The 24 Friends also raised valuable funds for the Library through the sale of second hand books. The Friends of the Library were thanked at a Christmas function in December 2011.
The Friends of the Gardens held a stall at Ecofest selling and promoting native jams, sauces, locally produced eco-friendly cleaning products and spreading the word about the tours, facilities and volunteering programs available at the Gardens. Council was also assisted by volunteers at its Community Advisory Service, Discovery Coast Community Health Service and a creek care volunteer group aimed at improving waterway conditions at Police Creek in Gladstone.
ENABLING OUR COMMUNITY VOLUNTEERS: Gladstone Region Volunteering website
The Gladstone Entertainment Centre was greatly assisted by the 3170 volunteer hours provided by the Friends of the Theatre. The 81 Friends undertook ushering duties and assisted with the sale of merchandise at events hosted by the GEC.
Council maintained a keen focus on facilitating not only its own volunteer programs but on assisting other organisations and individuals to fulfil their volunteering needs by facilitating the Gladstone Region Volunteering Website.
2667 volunteer hours were provided by the Gladstone Regional Art Gallery and Museum volunteers. They assisted in countless ways including installation and demount of exhibitions, hospitality at exhibition openings, help with the children's programs and assisted staff to open the Gallery/Museum every Saturday morning.
The online volunteer recruitment website linked residents to organisations in need of volunteers. Residents could search for volunteer positions available or nominate themselves for future roles.
Gladstone Tondoon Botanic Gardens was assisted by six Visitor Services Friends of the Gardens and four Herbarium Friends of the Gardens.
HONOURING OUR CENTENARIANS: Ceremony to acknowledge their contributions
Two Gladstone centenarians were honoured with a tree planting ceremony and morning tea at Tondoon Botanic Gardens in August 2011. Mrs Amelia “Millie/Robbie” Roberts (turned 100 on June 16) and Mr Bernie Hedland (100 on August 26) were presented with flowers and a gift representative of the Gladstone Region by Mayor Sellers. Blackbean rainforest trees were planted on the lake bank at Tondoon Botanic Gardens with plaques erected in an area designated for such occasions. The National Seniors Association Gladstone branch has worked with Council since 2000 honouring the region’s centenarians with a plaque and morning tea. There are currently 16 plaques at the Gardens.
The Friends of the Gardens volunteers were thanked at a Council function during National Volunteer Week.
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Gladstone Regional Council Annual Report 2011-12
Our Achievements in Governance
RECOGNITION OF FORMER MAYOR:
Residents immortalise the late George Creed in bronze Gladstone Region residents Graham and Lyn McVean commissioned and donated a bronze portrait bust of the inaugural Gladstone Regional Council Mayor, the late George Creed OAM, in September 2011. The bust was completed by local artist Paul Adamson and takes pride of place in Council’s Civic Centre upstairs foyer. Mr McVean commissioned the bust to acknowledge the former Calliope Shire and Gladstone Regional Council Mayor’s dedicated service to the region. The bust of Mr Creed is displayed alongside a bust of former Gladstone City Council Mayor Col Brown whose sculpture was also commissioned by the McVean family and created by Mr Adamson in 2006.
RECOGNISING OUR LIFE SAVING DONORS: Milestone Blood Donors
The life saving donations of the region's most dedicated blood donors were acknowledged at a civic ceremony during National Blood Donor Week in July 2011. The Gladstone Region donors were congratulated by Mayor Gail Sellers and Councillors Clyde Cameron and Craig Butler for having reached milestones of 100 or 50 donations through the Australian Red Cross Blood Service.
Leonie Creed, wife of former Mayor the late George Creed, unveiling the bronze sculpture at Council.
With every blood donation saving up to three lives, this group of milestone volunteers have been responsible for saving as many as 1800 lives as a result of their collective 600 donations. Mayor Gail Sellers presented each of the milestone donors with a medallion to acknowledge their valuable contributions on behalf of the Red Cross Blood Service.
Red Cross Blood Donors 'The Gladstone Milestone Donors' with Mayor Gail Sellers.
Governance
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Our Achievements in Community
Residents of all ages enjoyed the variety of stalls and activities during Ecofest 2011.
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Gladstone Regional Council Annual Report 2011-12
Community Outcomes: Outcome 1 A strong overarching regional identity which also recognises and supports local community identity. Outcome 2 A vibrant community with strong support networks. Outcome 3 A range of quality community facilities and services that serve the varied lifestyle choices of the region's residents. Outcome 4 Healthy and safe communities where residents are protected through public health, safety and counter disaster programs. Outcome 5 Provide appropriate green open spaces that support a diverse range of recreational, community and conservation activities. We will be successful in achieving our Community objectives when: • •
A high percentage of the region's residents associate themselves with the new Gladstone Region Residents are satisfied with the lifestyle choices and services the region has on offer
Community Outcomes
Community
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Our Achievements in Community A strong overarching regional identity which also recognises and supports local community identity.
New walk and bikeways maps have been printed for all major areas throughout the region.
WALK & BIKEWAYS BROCHURES: Exploring the region
FOSTERING REGIONAL IDENTITY: Bus shelter uniformity
The Gladstone Region has much to offer with its creek systems, natural harbour, parks and reserves.
Council adopted to formalise the look of the region's bus shelters in June 2012 to create a sense of identity, feeling of order and planning and reduce future maintenance costs.
Council saw the advantages of these attractions and, to improve their accessibility, commenced work on a bicycle and pedestrian pathway system to link many of the parks and reserve areas with local schools and suburbs. To assist residents explore the region Council developed walk and bikeway brochures for the Gladstone North, Gladstone South, Benaraby & Calliope, Boyne Island & Tannum Sands and Agnes Water, Seventeen Seventy & Miriam Vale areas. Council has now begun installing walk and bikeway signage around the region to compliment the brochures and further encourage residents to pursue a healthy lifestyle.
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Bus shelters across the region differed in type, shape, size and colour but would be replaced with a standard design in a colour scheme based on the blue used in Council's logo. Council has 126 bus stops, of which only 43 fully comply with the Commonwealth Disability Standards for Accessible Public Transport 2002, under the Disability Discrimination Act 1992 (DDA). Of the 83 stops that are not compliant, 45 contain bus shelters. Council implemented a five year plan to ensure its bus stops are compliant with the DDA.
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Community A vibrant community with strong support networks.
WELCOMING NEWCOMERS: Connecting with communities Welcome to the Gladstone Region Morning Teas Newcomers to the Gladstone Region were encouraged to attend ‘Welcome to Gladstone Morning Tea’ events held at the Gladstone Tondoon Botanic Gardens café area. Held on a monthly basis with 360 attendees throughout the year, the morning teas proved a popular event on Council's calendar. The free morning teas provided an opportunity for new residents to find out more about the region. The events provided information about the area, offered resources such as bus timetables, a 'Welcome to Gladstone' booklet, various directories, offered Council staff support and an opportunity to network with other new residents. The overall objective of the events were to achieve enhanced community cohesiveness and integration, decreased social isolation and ultimately encourage people to become long-term residents of the region. Community Information Sessions Newcomers to the region could learn more about services and networks offered by attending community information sessions coordinated by Council. Conducted twice a year, with the intent to conduct four over the next year, the community information sessions were developed in response to feedback Council received from newcomers to its monthly Welcome to Gladstone Morning Teas. The sessions were a joint initiative of all levels of government, plus service groups and local community organisations. Speakers were secured to talk on topics ranging from health to employment, laws and legislation, service provision and recreational networking opportunities. The Corner and the Language Café Council partnered with the Friends of the Gladstone Library and a local community group Welcoming Intercultural Neighbours (WIN) to develop The Corner and the Language Café. Both programs aimed to engage and encourage newcomers not confident with their English skills to access Council services such as the libraries, the Art Gallery/Museum and the Gladstone Entertainment Centre.
MANAGING INDUSTRY CONTRIBUTIONS: Giving to the community LNG Industry Housing The Gladstone Region again experienced significant movement in the rental housing market due to industrial growth. Working in partnership with the LNG industry, Council provided rental assistance and offered practical support to residents who were impacted by the rising costs. GLNG, QGC and Australia Pacific LNG jointly provided funds to Council to deliver housing assistance and support programs for those struggling to keep accommodation or experiencing rental stresses. The QGC Housing Program was implemented in August 2011 to assist young people in full-time work, particularly apprentices and trainees under 25, with rental assistance. APLNG came on board in April 2012 to provide rental assistance to critical workers within the region to enable the emergency services to attract and retain staff for a 12 month period. They joined GLNG, who commenced the previous May, as industry contributors to the housing program. The Gladstone Foundation Council welcomed $13.5m, the first payment into the Gladstone Foundation, in June 2012. The Gladstone Foundation was established in December 2010 to manage the significant voluntary financial contributions from LNG proponents and other major industries to support social infrastructure facilities and services within the Gladstone Region. An independent Board of Advice directs the Foundation, a perpetual trust, works in collaboration with the Gladstone Region Community Development Committee (GRCDC) and with a range of stakeholders to manage the contributions in the best interest of the community. To learn more about GRCDC refer to their 'State of Our Region: Society' report on page 80. The inaugural Chair and Board of Advice representatives for the Gladstone Foundation were selected by the Minister for Infrastructure and Planning and approved by the Public Trustee of Queensland, as follows: Chairperson Mr Cosmo James (Jim) Petrich AM FAICD; Board of Advice Mayor Gail Sellers, Ms Kim Mahoney, Ms Judith Reynolds, Ms Gail Davidson and Mr Leo Neill-Ballantine.
The Corner, located within Gladstone City Library. Community
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Our Achievements in Community A vibrant community with strong support networks, continued...
FOSTERING MULTICULTURALISM:
Sister City
Citizenship
2011-12 was a successful year for the Gladstone Saiki Sister City Program. The Gladstone Saiki Sister City Advisory Management Committee continued its involvement in various initiatives that play an important part of the Gladstone Region’s cultural heritage.
New citizens and enhanced Sister City relations
The 2011-12 year saw an increase in the number of people obtaining their Australian Citizenship with 196 new Australian Citizens in the Gladstone Region. This marked an increase of 59 citizens against the previous year. Citizens hailed from 35 different countries, with more than half of new citizens from the Philippines (21 per cent), England (20 per cent) and South Africa (17 per cent). A notable number of new citizens originated from India (6 per cent), Hungary and New Zealand (5 per cent respectively). New citizens received a warm welcome in the Council Chambers with public ceremony participants receiving an Australian-themed afternoon tea and gifted with a welcome pack including a native tree, citizenship coin, seed-embedded paper and Australian flag in a Gladstone Regional Council library bag. The memory of the ceremony was followed up with new citizens being sent a copy of the photos taken on the day.
Mayor Nishijima and his advisors in Saiki, Japan, also continued to support the Sister City Relationship and, despite changes in the position of liaison officer, Council has enjoyed meaningful and friendly communication. Highlights of the program include: •
The Gladstone Saiki Children's Day
The day provided Council staff and Gladstone residents the opportunity to be immersed in Japanese culture through an art exhibition. Around 400 children from various local schools were in attendance. The event will now become an annual Sister City event due to its success. •
15th Anniversary
Council, along with other community members, commemorated the 15th anniversary of the Sister City Program by re-signing the Sister City Declaration of Friendship at a very simple but special ceremony at the Council Boardroom September 6, 2011. This marked a significant milestone in the history and future of our intercity relationship. •
Saiki delegation
An official delegation from Gladstone (led by Gladstone Mayor Gail Sellers) visited Saiki from November 7-11, 2011. Increased communications between mayoral offices resulted from this delegation; a clear indication of how well consolidated the Sister City Program is. Other traditional Sister City activities were also organised and held such as:
Mariaan, Rodney, Dannii and Marco Mathee became Australian citizens at a Council ceremony on the eve of Australia Day 2012.
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Intercity Images Program (sponsored by Queensland Alumina Ltd) involved people from all walks of life in both Gladstone and Saiki. The Gladstone Intercity images program had a record breaking year with the number of entries submitted.
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The schools exchange program went from strength to strength with school visits to Saiki by students from Toolooa State High School and Tannum Sands State High School taking place. The Sister City committee is delighted the schools continued their long tradition of involvement in the program.
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The committee participated in the annual Gladstone Multicultural Festival which again saw increased interest from residents. The food court received good patronage; the committee will investigate the possibility of serving food in order to be more involved in this area of the festival in coming years.
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Community
STRENGTHENING INTERGOVERNMENTAL RELATIONS: State and Federal Government meetings November 2011 Premier Anna Bligh Gladstone Mayor Gail Sellers secured a one-on-one meeting with Queensland Premier Bligh on her return flight from Gladstone to Brisbane, presenting her with an extensive portfolio of local media articles on key issues affecting the region. Important issues covered were the housing and rental crisis, families and small businesses relocating to more affordable areas, childcare shortage, the Gladstone Foundation, funding for the Philip Street Precinct and the state of the harbour. February 2012 Australian Government Reconstruction officials Councillors met with Australian Government Reconstruction Inspectorate officials to discuss the progress of roadwork reconstruction within the region. The Inspectorate delegation included Inspectorate Chair and former New South Wales Premier John Fahey, Inspectorate members Martin Allbrecht and Matt Sheerin and the Chair of the Queensland Reconstruction Authority Major General Richard Wilson.
Federal Infrastructure and Transport Minister Anthony Albanese speaks at the Agnes Water Community Centre opening.
Council received almost $18.3m in advance Natural Disaster Relief and Recovery Arrangements (NDRAA) funding to allow repair work to commence after damage was sustained during the summer floods. September 2011 State Housing Minister visits Former State Housing Minister Karen Struthers met with Council to announce $250,000 in additional funds, plus a $100,000 one-off payment to help Council to provide an independent rental information and advice service. Mayor Gail Sellers welcomed the funds as they would, in conjunction with a number of affordable housing initiatives, help alleviate the region's housing crisis. April 2012 Governor of Queensland's first official visit The Governor of Queensland, Her Excellency Penelope Wensley AC, made her first official visit to the Gladstone Region for the 2012 50th annual Gladstone Harbour Festival in April.
April 2012 Federal Infrastructure and Transport Minister visits
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Federal Infrastructure and Transport Minister Anthony Albanese officially opened the $3.5m Agnes Water Community Centre complex on April 12. The Federal Labor Government provided almost $1.5m towards the cost of constructing the facility as part of its Economic Stimulus Plan. Mr Albanese also carried out an inspection of construction work on the fully-Federally funded third and final stage of the Kirkwood Road project during the same visit. The $25.3m project was funded as part of the Federal Government's Nation Building Program.
Her Excellency also met with Councillors, was briefed on the operations of the Gladstone Harbour by the Gladstone Ports Corporation, saw the Gladstone Regional Art Gallery and Museum and attended a civic reception during her stay.
Community
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Our Achievements in Community A range of quality community facilities and services that serve the varied lifestyle choices of the region’s residents.
ENTERTAINING OUR COMMUNITY:
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Rosedale Sport and Recreation Association Inc ($500) Heritage and Community Fun Day;
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Turkey Beach Progress Association ($500) - Beach Fun Day Picnic and Barbeque; and
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Rosedale P&C Association ($500) - Traditional Aussie Sausage Sizzle.
A regional community events program Australia Day
Thousands of Gladstone Region residents attended Council's major Family Fun Day celebration at Millennium Esplanade, Tannum Sands, despite a bout of bad weather. A break in the rain provided residents with glorious conditions for joining the community to celebrate everything great about Australia. Residents enjoyed entertainment from The Crack Up Sisters, watched a pie eating contest and savoured sausages cooked by the Boyne Island Lions Club.
On the eve of Australia Day Agnes Water resident Cheryl Wickes was honoured at Council's Australia Day Awards ceremony as 2012 Australian of the Year for her tireless community dedication and her devotion to freely give her time and efforts. Other category winners included:
Traditionally, Council alternated between hosting its major event at Tannum Sands and Gladstone, but decided to extend the Australia Day spirit in 2012 by launching an initiative that would enable smaller townships within the region to host an Australia Day event of their own.
Talia Galbraith
Young Citizen of the Year
Beth Jones
Senior Cultural Award
Thomas Hooley
Junior Cultural Award
Hannah Lowry
Young Sports Person of the Year
Successful applicants were:
Lewis Marshall
Senior Sports Person of the Year
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Builyan Many Peaks Community Development Association ($480) - Great Aussie Sausage Sizzle Celebration;
Julie Maeyke
Sports Official of the Year
2011 Mount Larcom Show
Community Event of the Year
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Discovery Coast Tourism and Commerce Inc and 1770 Festival Committee ($1137.65) - Australia Day Breakfast and Family Fun Day;
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Miriam Vale Lions Club Inc ($842) - Australia Day Breakfast;
The awards ceremony also included the swearing in of 11 new Australian Citizens.
Seniors Week Gladstone Region seniors took part in the week long celebrations on offer in August during Seniors Week 2011. Council hosted many events in conjunction with various community groups and organisations to celebrate our region’s seniors and the important contribution they make to community life. Some of the celebrations included: •
Seniors Week Dinner;
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Harbour Cruises;
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Seniors Ten Pin Bowling;
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Seniors in the Gardens (a tour of the Tondoon Botanic Gardens);
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Seniors on the Web;
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Seniors at the Movies;
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Seniors in the Valley (Boyne Valley and surroundings);
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The Men’s Shed BBQ; and
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The Mayor’s Morning Tea.
2012 Citizen of the Year Cheryl Wickes.
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Gladstone Regional Council Annual Report 2011-12
Our Achievements in Community
Urban Chalk Art; an activity at SUNfest 2012.
SUNfest SUNfest, coordinated annually by Gladstone Festivals and Events on behalf of Council, offered a broad range of recreational, cultural and arts activities for nine to 17 year olds over 10 days in January 2012. The 35 events were finalised after receiving the tick of approval from the young people which included arts and cultural activities such as chalk art, lantern making for the Harbour Festival, acting and Glee workshops and sport and recreation activities including clay target shooting, canoeing, laser skirmish, go karts and pistol shooting. In keeping with popular tradition, the free SUNfest showcase extravaganza featuring the newly learned skills of the participants officially closed the Youth Holiday Program. With 950 young people attending the events over the two weeks feedback received was that it was the best SUNfest yet.
Isaac Ridgway and Jack Blandford enjoy SUNfest's Laser Skirmish at Gladstone Tondoon Botanic Gardens.
Community
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Our Achievements in Community A range of quality community facilities and services that serve the varied lifestyle choices of the region’s residents, continued...
MAINTAINING COMMUNITY FACILITIES: Maintenance works to parks and playgrounds
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Council maintains 238 pieces of playground equipment
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64 parks in the region
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3875m3 of softfall
Maintenance and improvement works were undertaken at the skate bowl in Bunting Park, Calliope, as a result of a Council-run event which asked the youth of the township what they would like to see in their park.
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45 swing sets in the region
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73 pieces of fitness equipment
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Tannum Sands has 8 parks with playgrounds
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Calliope has 3 parks with playgrounds
A new swing set, rocker, arc swing with bird's nest and a small play net were installed in the West Gladstone park.
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Gladstone city has 23 public amenities blocks
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South west region has 29 public amenities blocks
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South east region has 18 public amenities blocks
Continuing Council's commitment to quality community facilities, the following parks received key maintenance works or upgrades in 2011-12: Calliope Skate Bowl
Derribong Park
Interesting Facts
Tom Jeffery Park
The Agnes Water park received a fort playground including a slide, swing and climbing frame.
Wyndham Park
Maritime-themed equipment including a pirate ship and lighthouse playground similar to the original equipment were installed as part of the park redevelopment.
BUILDING NEW COMMUNITY FACILITIES: Agnes Water Community Centre Complex
The new Agnes Water Community Centre Complex opened its doors to the public on December 1, 2011, offering Discovery Coast residents Council services via the Rural Transaction Centre which also provides Queensland Government, Centrelink, Medicare and Australian Taxation Office services. The complex also boasts a new Multicultural Resource Centre and larger Agnes Water Library which could provide a wider collection of resources including computer access, free Wi-Fi, longer opening hours and more seating areas. The complex was officially opened by Federal Infrastructure and Transport Minister Anthony Albanese and Gladstone Region Mayor Gail Sellers on April 12, 2012. The Federal Government provided nearly $1.5m towards the cost of constructing the facility as part of its Economic Stimulus Plan.
Nate Harwood eagerly awaits the Wyndham Park playground reopening.
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Gladstone Regional Council Annual Report 2011-12
Our Achievements in Community
CELEBRATING ARTS AND HERITAGE: Gladstone Regional Art Gallery & Museum Exhibitions & Events More than 20 national, state and interstate travelling and local exhibitions were presented at the Gladstone Regional Art Gallery & Museum (GRAGM) in 2011-12 including the long awaited Australian Portraits: 1880-1960 paintings from the National Gallery of Australia collection to 5080 patrons. Another coup for the Gallery/ Museum was Menagerie: Contemporary Indigenous Sculpture, toured by Object and the Australian Museum which presented a unique and ground breaking exhibition of sculptural works. Both of these collections received Federal Government Visions of Australia support. Easter 2012 marked the 50th anniversary of the Gladstone Harbour Festival, an occasion that was celebrated by the Gallery/Museum curated display Gladstone Harbour Festival; Celebrating 50 years of Fun that brought back memories of Festival Queens, raft races and the scurrilous Sobserver newspaper. The permanent collection was enhanced over the past twelve months with the addition of contemporary art including Geoff Head's linocut series 'Over the Hill' and Johanna DeMaine's porcelain work 'Transmigration'. Historical artefacts such as the 1930s pokerwork table made from a Port Curtis Co-op Dairy Association cheese crate were also much valued additions. GRAGM hosted its second annual Saiki Children's Day. This year saw an increase in the number of participants with around 600 children from eight schools in attendance. Schools from regional areas such as Monto and Ubobo were able to participate thanks to the Gladstone Regional Art Gallery & Museum Society's travel subsidy scheme. Other annual events included the Celebrate Australia Primary School Art Competition (receiving a record 424 entries), the Golding Showcase, Port Curtis Callide Youth Art Exhibition, Arts NAIDOC, Saiki (Gladstone Sister City) photo exchange Intercity Images and Our Priceless Past.
Exhibition by local artist Wendy Schoenfisch-Young.
Regional Arts Development Fund The Gladstone Regional Arts Development Fund (RADF) facilitated 18 successful projects, among them the Curtis Coast Literacy Carnivale and hosted a third funding round in June 2012. The RADF is a project developed by Arts Queensland, and administered by Council, to provide funding for the development of diverse cultural activities reflecting the Gladstone Region. Projects are determined by the Gladstone RADF committee's policy and assessment procedures.
GRAGM visitor numbers increased from 19,292 in 2010-11 to 22,230 in 2011-12, a rise of 1.15 per cent. Rio Tinto Alcan Martin Hanson Memorial Art Awards 2011 Inspired artists and generous sponsors made certain the 36th Rio Tinto Alcan Martin Hanson Memorial Art Awards were a huge success with 299 entries received in total, including 185 from the Gladstone Region. The top accolade of the $10,000 Art Awards was won by Mostyn Bramley-Moore for his work Eenie Creek & Sugar Road at the awards night in November.
Mike Dunstan, General Manager Operations Rio Tinto Alcan Yarwun with Mostyn Bramley-Moore (winner) for his work 'Eenie Creek & Sugar Road' and judge Dr Campbell Gray.
Community
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Our Achievements in Community A range of quality community facilities and services that serve the varied lifestyle choices of the region’s residents, continued...
FOSTERING THE PERFORMING ARTS: Gladstone Entertainment Centre Performances 2012 saw the GEC hosting over 80 performances, many of them sell-outs, ranging from Children’s and Family shows such as Dora the Explorer, Ben Ten, Elmo’s World Tour and the highly popular and well supported Combined Schools Musical – Honk. The region’s love of a good laugh was very evident with sold out performances by some of the best Australian and International stand up comedians touring the country including Jimoen, Arj Barker, Ross Noble and Carl Barron. The Melbourne Comedy Festival on a Sunday evening in 2012 saw its first sell-out in many years due to a strong all Australian line-up. The GEC continued to provide high quality cultural experiences for the region with shows as diverse as Circus OZ through to the Ten Tenors, a live simulcast of the Vienna Philharmonic Orchestra and the Bangarra Dance Company’s performance of Mathinna. Through the efforts of GEC staff, the Bangarra Dance Company Mathinna performance witnessed the first ever hosting of a pre show cocktail party for community, industry and business leaders by the Port Curtis Coral Coast Claimant Group, the region’s Traditional Owners. Throughout 2011-12, GEC continued to provide local dance companies and theatre groups with assistance and rehearsal space to present a diverse range of shows including the Bunbury Players Mousetrap, Wendy Barkers Jaywalking on Sunset Boulevard, Rampton’s Street Dreamers Concert and many more. The flexibility and innovation of the GEC and its staff in providing the region with a wide ranging variety of performances was best demonstrated in 2012 with two significant events: •
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In March the GEC turned itself into Gladstone’s version of Madison Square Garden to host Harbour City Havoc, a world heavyweight title boxing event, that bought together international boxers and produced a stunning visual feats broadcast across the world on pay per view.
Feedback from the event showed that, of the 900 plus patrons attending the Festival, they poured over $350,000 into the Agnes Water area’s economy through accommodation, meals, hospitality and general purchases. This represents a significant boost to the region’s economy and endorses the GEC and Gladstone Regional Council input into the Festival. With artists of the calibre of Diesel, Mason Rack Band, Phil Emmanuel and for the first time the Queensland Police – Band of Blue – the Festival continues to grow in popularity, attracting visitors from as far away as Western Australia and the Northern Territory. Conferences & Functions The Centre hosted over 230 conferences, functions and events (on average five per week) in 2011-12 that ranged in size from major industry conferences and awards nights such as the GAPDL Region of Choice Summit, AIM Awards Night, through large dinners and balls; Variety Gala Ball, Birralee Ladies Race Day, to smaller seminars and business workshops. The GEC Marquee was an extremely popular venue for dinners and Christmas parties with many major companies returning to the Centre. All sections of the GEC were utilised to host these events including the Marquee, foyer, auditorium and conference rooms. The versatility of the flat floor section in the auditorium again proved highly beneficial, allowing greater flexibility in event design and presentation. Front of House The small nucleus of paid, dedicated GEC bar and catering staff were instrumental in achieving memorable results for all patrons. Additional revenue was generated through efficiencies in providing pre show and interval drinks to patrons and improved service during events. There is clear evidence that further innovation in offering a wider variety of show and events hospitality packages, which are currently under development for the new Centre will lead to enhanced revenue streams across all Front of House operations.
In June, the Queensland Ballet Company’s Cloudland, the final scheduled performance at the GEC prior to reconstruction, generated one of the largest patronages of ballet in the centre’s history with many local residents attending a ballet for the first time ever. With a pre and post show cocktail party hosted by the 7 Network invited guests were able to mingle with the entire cast of the show, a first for the region.
In all over 21,000 patrons attended performances at the GEC during this period. Major Events Our largest off site event, the Agnes Water Blues & Roots Festival in 2012, generated in excess of $80,000 in revenue through ticket sales alone over the three days breaking current records for its fourth year in existence.
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Gladstone's version of Madison Square Garden, hosting 'Harbour City Havoc', seven bouts of world heavyweight boxing.
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Community
Outside Services The GEC continued to be involved in almost every major regional event with the supply of equipment and technical staff. Events included the Boyne-Tannum Hook Up, Botanic to Bridge and Mount Larcom Show. Many of the technical innovations and display systems which will be included in the new Centre were trialled successfully including the large video screen featured on the Marina Stage at the Gladstone Harbour Festival. Strong growth in the revenue streams from these events will continue to enable us to upgrade and deliver top quality A/V and lighting equipment for use by both commercial and local non-profit groups in the new centre. Sponsorship In general, sponsorship, both cash and in-kind support continues to show strong growth, however it should be noted that competition for local sponsorship dollars is becoming intense. Accommodation sponsors in particular became almost nonexistent in the later part of 2011 and early in 2012 due to the shortage of available rooms in Gladstone and the increasing prices demanded by providers. Forward commitments of cash sponsorship by companies including Rio Tinto, Gladstone Hyundai, APLNG, GLNG, and QGC for example have been secured for events and shows in the redeveloped Centre already. Media sponsorships, which are vital to our marketing effort, have increased significantly enabling us to extend the reach and frequency of our message to the Gladstone community. In particular The Observer, Zinc, Hot FM, Sea FM, Ten and the 7 Network have proved invaluable in increasing patronage. In-kind support by local companies including Stockland continued to provide real support to the GEC, both in reducing our internal costs and providing us with the opportunity to offer charitable events, collateral/prizes that enhanced our financial contribution to events such as the Carl Purvis fundraiser. Library Square The switch to a later start for performers, as requested by local eateries, saw increased patronage and foot traffic in the area. Patrons were entertained mainly by local performers and the ambience generated was appreciated by all local businesses in the area. The Library Square Markets continued on a regular basis and have been well received by both visitors and locals alike.
An artists's impression of the Gladstone Entertainment Centre Precinct Expansion.
Redevelopment The first six months of 2012 saw final designs, planning and approvals put in place for the redevelopment of the Gladstone Entertainment Centre and adjoining car park facility. GEC staff at all levels were closely consulted in planning innovative components of the new Centre to ensure the objectives of the redevelopment – to establish Gladstone Entertainment Centre as one of regional Queensland’s premier entertainment facilities, attracting new performers and events never before seen in the region – would be met. The addition of a new multi-use, flat floor space will increase the venue's capacity to 1500 standing, allowing larger events and major conferences to be held at the entertainment centre. Relocation In the latter part of 2011 all staff members became heavily involved in planning the logistics of the GEC’s temporary relocation to the Gladstone Marina during the reconstruction period. Planned for July 2012 the move involved a pull down of the GEC Marquee and it’s rebuild at the Gladstone Marina Plaza plus relocating or storing all our tech and hospitality equipment. Additional planning was implemented for the relocation of the box office, front of house, bars, marketing and management to a combination of temporary dongas and containers at the Marina compound.
Community
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Our Achievements in Community A range of quality community facilities and services that serve the varied lifestyle choices of the region’s residents, continued...
PROVIDING A QUALITY LIBRARY SERVICE: Gladstone Regional Libraries
Gladstone Regional Libraries continued to offer a broad range of events and activities to cater for everyone. Regular school holiday craft programs were run at all six regional libraries, several author visits including David Cox and Maggie Counihan, Baby Bounce sessions and story-times were just some of the activities offered. Many school, kindergarten and childcare groups utilised the regional libraries. The six libraries were visited 265,310 times throughout 2011-12, an increase of 1.04 per cent (256,265) from 2010-11.
Home Library Service The Home Library Service continued to provide invaluable services to 226 residents in Gladstone City, Boyne Island, Tannum Sands and Calliope townships as well as those residing on sealed roads in Beecher, Beecher Forest, Wurdong Heights, Benaraby, Pacific Ranch and River Ranch. The popular service celebrated its 15th birthday on October 6, 2011. The service, which today brings books, CDs, DVDs and many other library items, has evolved from the Mobile Library service which made fortnightly stops to an aged care facility when it commenced in 1996.
The number of people using the libraries' public computers has also increased to 46,458 from 44,859 last year. Free Wi-Fi was also introduced in libraries across the region with usage at high levels.
This year 39,531 Home Library Service deliveries were made comparative to 36,363 during the previous year.
The new-look Libraries website was launched in May 2012. Council also promoted its library activities and services via Facebook, with 284 likes to date.
Increased opening hours
For the young ones Baby Bounce sessions, which have proven exceptionally popular at Gladstone City Library, were introduced at Boyne Island Library, Calliope Library and Mount Larcom Library with attendances continuing to rise. Attendance at weekly story-times increased to 5025 from 4155 the previous year. Rebecca Datton, Ava Mayne and Madison Ham enjoy reading at the Agnes Water Community Centre.
The Agnes Water and Miriam Vale libraries enjoyed extended opening hours in 2011-12, with the new, larger library opening in Agnes Water as part of the Community Centre complex. The new facility opens six days a week and is proving very popular for Discovery Coast residents. yourtutor Gladstone Region families continued to patronise the yourtutor free online tutoring service in 2011-12. The service enabled students with a public library card number to access one-on-one conversations with Australian experts via the yourtutor Online Homework Centre. E-audio service Library patrons had access to e-audio books from February 2011. E-audio is a popular service in which a professional reader delivers an oral version of the texts. Library members could borrow the audio books by downloading them for free as part of their borrowing limits. The Corner A new learning resource collection for all community residents, specifically for culturally and linguistically diverse (CALD) people as well as locals wanting to learn a second language other than English, 'The Corner’, was launched in March 2012. As its name suggests, The Corner occupies a designated corner of the library identified by new artwork and features a selection of materials, including books, CDs and DVDs, to foster engagement and learning opportunities for adults and children from multicultural backgrounds.
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Gladstone Regional Council Annual Report 2011-12
Our Achievements in Community
RECREATION, EDUCATION AND THE GREAT OUTDOORS: Gladstone Tondoon Botanic Gardens School groups Many local schools toured the gardens, learning about bush tucker and participating in art workshops or hands on activities. Visitor Service volunteers assist with tours, provide information at major events in the Gardens and support the curator in the maintenance of the herbarium collection.
PROVIDING AQUATIC FACILITIES: Gladstone Region Pools The region's aquatic community groups (swimming clubs, Gladstone Aquatic Therapy Association and general community groups) continued to be supported in 2011-12 with all user groups reporting an increase in their numbers. Council also continued its operations of a seasonal outdoor facility located at Mount Larcom and its lease arrangement with Calliope Primary School to operate their school swimming pool facility after school hours and on weekends from September to April each year.
Events
Upgrade works
Ecofest, Gladstone's environmental festival, was held on the first weekend of June and attracted over 7000 visitors to view displays, participate in family-based activities and to learn about the region's environmental attributes. Major industry companies in the region took the opportunity to provide the public with information about their projects and their environmental initiatives.
The first stage of the Gladstone Aquatic Centre's $1.5m upgrade was completed in time for the 2011-12 summer. The pool received new treatment plant and inlets at the base of the pool to reduce turbulence; the works were necessary as the previous treatment plant has reached the end of its useful life.
The region's musicians showcased their talents at the Music in the Gardens event in August 2011. Dinner Under the Stars was followed by the free outdoor movie screening of Mamma Mia the movie in the Gardens Arboretum. Exhibitions The Tondoon Botanic Gardens Visitor Information Centre was a hub of activity with many different mediums of art inspired by botanics, the environment and nature on display.
Focus was then directed to stage two of the proposed works which comprised of the design and construction of a children's water play park to address the growing needs of families with younger children. The proposed construction is scheduled to commence in April 2013. Increased opening hours The Gladstone Aquatic Centre's operating hours were reviewed to assist in the provision of service with the outcome being that week day winter hours reflect those of summer. The decision was in response to the migration from the regions traditional workforce employment hours towards an industry based 6am - 6pm employment hours. Learn to Swim The Gladstone Aquatic Centre continued to provide its progressive 'Learn to Swim' program for babies through to squad level. The importance of the program is paramount for Council, given drowning is the greatest cause of accidental death in children aged under five in Australia.
Suyee Clifford with her work inspired by the Gladstone Tondoon Botanic Gardens.
Community
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Our Achievements in Community Healthy and safe communities where residents are protected through public health, safety and counter disaster programs.
ADVANCING COMMUNITY EMERGENCY PREPAREDNESS: Disaster Management Council continued its disaster preparedness and resilience message to residents of the Gladstone Region with thanks to the efforts of a group of CQUniversity Gladstone students and their mentors. SID's Safety in Disaster Day was held at Kin Kora State School on June 3, with students enjoying a high calibre stage production, an information session with representatives from the emergency services and an interactive whiteboard session with senior students. The CQUniversity Australia Bachelor of Learning Management (BLM) students and their mentors also manned a stall at Ecofest. The project was a result of a partnership agreement with Council as part of its commitment to the Tigalee Creek Project that is designed to reduce flooding within the Kin Kora and Sun Valley areas of Gladstone. Council issued a questionnaire to residents and property owners in the Baffle Creek catchment area in August 2011 to help strengthen disaster and emergency management throughout the area. The questionnaire sought to ascertain the concerns and knowledge of the community on disaster management issues given the area is prone to rapid flooding. It was based on a survey conducted by CQUniversity Australia student Michelle Samson as part of a Natural Disaster Resilience Scholarship through Council.
Maddison Sherriff gets a close up look at a fire appliance with Station Officer Barry Maluga.
Council also embarked on a cooperative project that will deliver access to more timely information of impending flood levels and facilitate improved warnings of road closures, potential property damage and necessary evacuations.
When complete, the ALERT system will feed information through to the Bureau of Meteorology's (BOM) website so residents can access more timely data and prepare in the event of pending flood situations.
The $480,000 project involves the installation of new ALERT water level and rainfall monitoring equipment and upgrading existing devices along the Boyne River and Baffle Creek.
A suite of communication tools were used by Council to promote the counter disaster programs, including tips for residents to prepare their properties for the fire, cyclone and flood seasons and contact details for other handy hints and emergency service providers.
ENCOURAGING RESPONSIBLE ANIMAL OWNERSHIP: Registration, inspections and education The continuation of Council’s 25 per cent discount on early payment of animal registration fees continued to be a popular incentive for the region’s cat and dog owners to comply with the Animal Management (Cats and Dogs) Act 2008. Responsible pet ownership was further encouraged through regular advertising in local media with Council officers also attending numerous school visits in conjunction with the Australian Veterinary Association’s Pet Pep (Pets and People) Program.
KEEPING OUR BEACHES SAFE:
Holiday lifeguard patrols
Stay safe while swimming - this is the message Council sent out to the region’s beach users, extending life saver patrol hours over the 2011 summer. Council budgeted $114,000 to be shared between Surf Life Saving Clubs at Tannum Sands and Agnes Water to assist with the provision of beach patrols. Patrol hours were extended by an extra two hours daily at Agnes Water and extra patrols were provided at Tannum Sands beach over the school holiday period.
Council commenced a systematic inspection program in January 2012 to monitor compliance with pet registration procedures under the Animal Management (Cats and Dogs) Act 2008. The program was conducted over six months and targeted premises of owners who had an animal registered for the 2010-11 year but who have not renewed their registration for the 2011-12 period while also reinforcing responsible pet ownership with house to house visits.
50
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Community
ENCOURAGING HEALTH AND ACTIVITY:
Friendship Fun and Fitness
Healthy Active Gladstone Region
The Friendship Fun and Fitness (FFF) Program was introduced in March 2012 in partnership with the Local Government Association of Queensland. The program promotes opportunities for groups to come together, meet new friends, have fun and increase their fitness in a safe and encouraging environment.
Healthy Communities programs
Healthy Active Gladstone Region (HAGR), an initiative of Council, continued in 2011-12. A strategy to get the inactive active and the unhealthy healthy, a range of projects have been developed to assist residents, organisations and businesses of the Gladstone Region to 'be smart and take part'. The HAGR committee is comprised of community stakeholders, Council, State Government, Queensland Health and industry representatives. The committee supports the region through a variety of initiatives aimed at encouraging a healthier community by promoting and developing physical activities and addressing social connectedness.
Council conducted a survey in March to determine any barriers the region's residents had in terms of physical activity and, from these results, the program was developed. The program provides: •
A project coordinator to act as the central point of contact and to train volunteers to coordinate FFF groups;
•
2012 saw HAGR introduce the year as ‘Gladstone’s Year of Cycling’, partnering with local businesses and groups to deliver a program of events. The program promotes cycling events from the grass roots of learning to ride a bike AUSCYCLE program within the primary school system to the 102km Tour De Chaplain road event.
Support to FFF group volunteer coordinators to develop Physical Activity Plans for their neighbourhoods utilising existing infrastructure (fitness stations, swimming pools, walkways etc), natural assets and group equipment;
•
Specialised fitness training to groups on request; and
•
Contact details to individuals wishing to join FFF groups.
The 'Year of Cycling' was supported through a funding partnership with Australia Pacific LNG, who sponsored $15,000 to provide the annual program of events.
Preventative Health Initiative The Discovery Coast Community Health Service (DCCHS)'s Preventative Health Initiative Program provides support to establish healthy lifestyles for residents, primarily around three target areas: •
Nutritional programs;
•
Physical activities; and
•
Health education and promotion.
Numerous programs were facilitated across the Discovery Coast area, with resident feedback indicating better healthier eating choices, control of portion sizes, feeling more motivated and positive and understanding risk factors and identifying ways of addressing or minimising risks. As a commitment to supporting the wider community to make healthier lifestyle decisions, a Healthy Active Workplace Challenge was offered to Council staff to support weight loss. A six week Healthy Workplace Christmas Challenge was provided in late 2011 with 39 Council staff registered to participate, followed by a 10 week Healthy Active Workplace Challenge in April 2012, of which 23 staff registered to participate.
Matt & Bailey Calway turned out for the Harbour City BMX Club Come & Try Day HAGR event.
Community
51
Our Achievements in Community Healthy and safe communities where residents are protected through public health, safety and counter disaster programs, continued...
ENSURING COMMUNITY WELLBEING: Providing human and social services
A rapidly growing and changing community creates a range of challenges to both residents and its governments. Council's Community Wellbeing department focused on, and placed an emphasis on, strengthening the region's capacity to meet residents needs and to improve the community as a whole.
Multicultural Community Relations Council's Local Area Multicultural Partnership (LAMP) program continued in 2011-12; strengthening cultural diversity initiatives within Council and the wider region. LAMP was recognised as a site of best practice for being 'a social bridge of integration' between newcomers and residents by advocating for the entire community to improve sense of belonging and place.
Community Legal Program The Community Legal Program assisted community members with an array of legal issues, the majority of which centred on civil law matters. 2011-12 saw 818 client appointments made for the solicitor with 580 advices given as a result. Fortnightly advice columns were published in a regional news magazine and 17 community education sessions were conducted. Emergency Relief The Emergency Relief program continued to assist families and individuals who found it difficult to cope with the stresses and strains of the 'two speed' economy being experienced by the region's community. The program gave financial assistance totalling $40,917 to 292 families in need in 2011-12.
Tenant Advice and Advocacy Significant changes to the service agreement with the State Government saw changes to the program, a key change being extra funding to service outer lying areas with monthly visits to Moura, Biloela, Monto, Mount Larcom, Agnes Water, Rosedale, Miriam Vale, Boyne Island/Tannum Sands and Calliope. The Tenancy Support Officers assisted 4544 community members during the year with tenancy matters and had individual appointments with 416 residents to discuss and resolve tenancy issues. The service saw associated problems of increased rents due to the continuation of growth and decreasing housing availability. The April 2012 Dwelling Profile Update confirmed Gladstone's population increased by 3.5 per cent, making Gladstone one of the fastest growing local government areas in the state. Family Support The Family Support Worker service provided face-to-face and telephone counselling and community educational programs on a regular basis. A statistical snapshot of those utilising the services revealed an upward trend in issues surrounding separation/divorce from 22 per cent to 26 per cent however there were decreases in those seeking relationship counselling from 18 per cent to 5 per cent and parenting, from 19 per cent to 11 per cent. 32 per cent of counselling requests were dealing with anger issues. Education programs included Positive Directions: Assertiveness not anger; Rebuilding Relationships (after separation and divorce); Living Positively Optimistic; and 101 Ways to Treat Yourself Well. Community Information Directories Community information directories were again produced and continued to be in high demand due to the significant increase of newcomers to the region.
Council produces annual community services directories.
52
The Community Advisory Service distributed: 5000 Community Service Directories 3500 Welcome to Gladstone Region Booklets 3000 Children's Directories 1000 Senior Information Booklets 500 Youth Community Service Reference Books
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Community
Youth Development 2011 Census data revealed a 9.16 per cent increase of young people within the region, particularly in the townships of Calliope and Boyne Island/Tannum Sands. Significant work was undertaken by Council to ensure the voice of young people has been heard in the planning and facilitation of youth development initiatives. Community Housing Council continued with the Supported Accommodation Assistance Program (SAAP) to provide transitional accommodation for those who were homeless or at risk of homelessness. 12 families were supported through SAAP during the year; the average length of tenancies were six months.
Interesting Facts The Gladstone Community Advisory Service (CAS) continued to provide information and referral services and support a multitude of programs including: •
Community Development
•
Youth Development
•
Multicultural Relations
•
Community Legal Program
•
Family Support
•
Tenant Advice & Advocacy
•
Community Housing
•
LNG Community Housing
LNG Industry Housing
•
Home and Community Care
The Gladstone Region again experienced significant movement in the rental housing market due to industrial growth. Working in partnership with the LNG industry, Council provided rental assistance and offered practical support to residents who were impacted by the rising costs.
•
Volunteering
•
Emergency Relief
•
Sport and Recreation
•
Interagency Networks
•
Community Directories
•
Community Assistance
•
Information and referrals
GLNG, QGC and Australia Pacific LNG jointly provided funds to Council to deliver housing assistance and support programs for those struggling to keep accommodation or experiencing rental stresses. The GGC Housing Program was implemented in August 2011 to assist young people in full-time work, particularly apprentices and trainees under 25, with rental assistance. APLNG came on board in April 2012 to provide rental assistance to critical workers within the region to enable the emergency services to attract and retain staff for a 12 month period. They joined GLNG, who commenced the previous May, as industry contributors to the housing program.
CAS reception staff responded to: •
13,456 telephone and electronic contacts
•
7738 face-to-face contacts
•
51,428 CAS contacts in total
The Discovery Coast Community Health Service (DCCHS) attended to: •
15,696 face-to-face, electronic and phone contacts
•
308 reception contacts per week on average
LNG Industry Housing Statistics
10% 13% 47%
Seniors Youth Development StatisticsSeniors Seniors Seniors Seniors Seniors Seniors Seniors Critical Workers Critical Workers Workers Critical Critical Workers Critical Workers Critical Workers Families with Children Families Familieswith withChildren Children Families Families with with Children Children Families with Children Young People U 2525 Young People U Young People People U 25 Young Young People UU 25 25 Young People U 25
300 970 950
Critical Workers Skate Competitions Critical Workers Skate Competitions Seniors Families with Children SUNfest SUNfest Families with Children Critical Workers National Youth Week Week Young People U 25 National Youth Young People U 25 Families with Children Young People U 25
30%
Community
53
Our Achievements in Community Healthy and safe communities where residents are protected through public health, safety and counter disaster programs, continued...
Discovery Coast Community Health Service
•
Seniors Social Support;
The Discovery Coast Community Health Service (DCCHS) continued to be auspiced by Council and funded by the Department of Health and Ageing; delivering primary and allied health services to the Discovery Coast area (Turkey Beach, Bororen, Miriam Vale, Agnes Water/Seventeen Seventy, Lowmead, Baffle Creek and Rosedale).
•
Tax Help;
•
Therapeutic Counselling;
•
Volunteering; and
•
Youth Development and Support.
DCCHS was often the first point of contact for health and social services and offered a number of programs including: •
Allied Health: Community Nursing
Dietics
Diabetic Educator
Physiotherapy Podiatry
Women's GP
•
Community Development;
•
Family Support;
•
Health Education Hearing Clinics;
•
Immunisation and vaccination programs;
•
Information and referrals;
•
Needle and syringe program;
•
Palliative Care;
The number of DCCHS clients increased by 424, or six per cent, bringing the total number of active clients to 2622. A highlight for the DCCHS was the inaugural Healthy Lifestyle Expo in July 2011. It was the first community event to focus on encouraging healthy behaviours such as healthy food choices, physical activities, health care and education. More than 450 attended the Expo with 32 stall holders. The DCCHS dietetic program also continued success; the program places an emphasis on the health and wellbeing from a 'whole of community' approach. Client services and community nutritional health promotions, through the Preventative Health Initiative, remained the main activities of the DCCHS Dietitian.
Interesting Fact •
The Discovery Coast Community Health Service (DCCHS) was awarded the 2012 National Award for Local Government Rural and Remote Health by the Federal Department of Regional Australia, Local Government, Arts & Sports.
Discovery Coast residents discuss their local produce and passion for all things fresh.
54
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Community Provide appropriate green open spaces that support a diverse range of recreational, community and conservation activities.
PLANNING FOR OUR RECREATIONAL OPEN SPACE FUTURE: Continuing the master planning process
Residents were invited to give feedback on the Chapman Park Masterplan.
As a rapidly growing and constantly changing region, it is vital that Council remains abreast of the open space needs of its community by effectively managing the provision, development and maintenance of these invaluable resources. Council is committed to providing these areas therefore an increase in open space and parks are being progressed through the construction phases to ensure future community assets. Boyne Tannum Sports Park The Boyne Tannum Sports Park (BTSP) concept plan had been in existence for many years to allow for Council to accommodate the site as the home for sporting clubs that would be displaced following the sale of the BITS Country Club. During 2011-12, Council remained in constant contact with BITS clubs advising them of progress with the Country Club development, however, the contract to sell the land lapsed in April 2012, requiring a revised concept plan to be developed. The BTSP Plan includes three full-size soccer fields, grass athletics track and hockey facilities. Amenities for players, spectators and officials, along with lighting, irrigation, storage and car parking would also be provided. The site covers around 30 hectares; sufficient space for future expansion and development of new sport and recreational opportunities. Chapman Park Bunting Park Council invited residents to have their say on the proposed masterplan for Calliope’s Bunting Park in July 2011 after commissioning the masterplan to help guide the future development of the park. Council identified the park as the principal open space, sport and recreation destination in Calliope as it has the capacity to accommodate additional recreational facilities to meet the rapid growth needs of the region. The masterplan was then adopted at Council’s general meeting on September 6, 2011, following considerable consultation with existing user groups and the wider community. JS Neill-Ballantine Park JS Neill-Ballantine Park (JSNB), commonly known as the Calliope Racecourse, was identified by Council as the most suitable location for a regional-level horse sports facility to be constructed in the region.
The 15-year blueprint for the future development of Calliope's Chapman Park was displayed for viewing and public comment in April 2012. Council developed the masterplan to address the shortage of sporting facility capacity in the rapidly growing Calliope township, taking into consideration Bunting Park, which is considered to be at capacity. Chapman Park is currently the home of the Calliope Rodeo Association and Calliope Hack and Pony Club; Council considered it as being greatly underutilised as the rodeo is held once a year and the hack and pony club had relocated the majority of their activities to the Calliope Racecourse. The key elements of the masterplan included the retention of the existing rodeo infrastructure to support the annual Calliope Rodeo and Ute Muster; one new, lit, full-size football field; a new clubhouse and amenities building; on-site car parking; improved drainage; upgraded rodeo canteen building; six multi-use hard courts; new amenities block including toilets, storage and kiosk; one new, lit junior football field; and small-scale play area.
The first step in the development of a regional equestrian complex would be the establishment of new pony club facilities, enabling that club to be relocated from Chapman Park. This is planned to commence in early 2013.
Community
55
Our Achievements in Community Provide appropriate green open spaces that support a diverse range of recreational, community and conservation activities, continued...
Harvey Road Sports Field Precinct Residents were invited to give feedback on proposed masterplans for the Harvey Road Sports Field Precinct in 2011 as Council had identified this location as being underutilised. The masterplan was commissioned in late 2010 as Council had determined the land accommodating Clinton Park sports fields would be needed to service anticipated growth in passenger numbers through the airport. After extensive consultation with residents and stakeholders the final plan was concluded in March 2012. It proposed a precinct of rectangle fields be developed to accommodate a regional soccer facility. This would become the home of the Clinton Football Club and also host the junior football competition, transferred from Palm Drive. The layout would allow for future growth in all sports in the precinct, with provision for sharing of field space between football (soccer), touch football and rugby league.
ENHANCING OUR PARKS: Redevelopment works Memorial Park Redevelopment Stage One works in the redevelopment of Memorial Park commenced with the awarding of a $605,444 tender in February 2012. The works, partly funded by a Federal Government Regional and Local Community Infrastructure Program grant, involved the construction of the main pathways and swale drain. The redevelopment of the park stemmed from 2009 when Council adopted the Memorial Park Masterplan. The Plan recognised that Memorial Park had long served as a hub of Gladstone sport with a variety of codes sharing its facilities, but the upgrade would ensure it will continue to play a greater role in recreational activities going forward, transforming the park into a family-oriented recreational area.
Palm Drive Sports Fields
Wyndham Park Redevelopment
Similar to the Harvey Road project, Palm Drive was identified as another site to accommodate sporting activity from Clinton Park. As the Palm Drive site is only used for one sport, junior football (soccer) in the winter season, it has long been acknowledged as a vastly underutilised site that has the size and potential to play a significant role in meeting the region's future sporting needs. Council also welcomed feedback on this masterplan in 2011, concurrently with the Harvey Road plan.
Stage One works also commenced at Wyndham Park, Boyne Island, as part of the 2011-12 redevelopment, with landscape planning enabling the installation of new playgrounds and access paths.
After considerable negotiations and extensive stakeholder engagement, the final Plan recommends two ovals be built for AFL and cricket. The junior soccer competition would be relocated to the Harvey Road Precinct. The Gladstone Airport Corporation will review the needs to utilise the existing Clinton Park space in the 2012-13 year, resulting in the plans for both Harvey Road and Palm Drive being postponed until a decision is made.
SUPPORTING OUR REGION’S SPORTS: Enhancing sporting facilities
Three Gladstone city sporting facilities underwent significant improvements thanks to $1.134m contributed by Council and $2.148m from the Federal Government. The multi-million hockey field and squash courts and junior rugby league clubhouse and grandstand were officially by Senator John Hogg and Gladstone Region Mayor Gail Sellers in a joint ceremony in May 2012.
Wyndham Park had been without a playground since 2010, as results from an internal safety audit revealed the original playground was no longer safe for use. $122,000 was allocated to construct new play and recreation facilities. Council asked for community feedback before developing concept plans, with stage one works commencing in March 2012. The scope of the work included installation of a new pirate ship playground, construction of a second playground area and installation of a lighthouse playground, an ocean-themed seesaw, construction of new pathways to link play areas, planting of trees for screening, provision of grassed open spaces and retention of all existing trees. Funding for future stages involving the provision of barbecue facilities, sheltered eating areas and construction of an amenities block will be considered in future budgets by Council.
The subjects of the ceremony were the Gladstone and District Hockey Association's synthetic field at Rigby Park, five new squash courts for the Gladstone and District Tennis and Squash Association at its Glenlyon Street complex, and Gladstone and District Junior Rugby League's new clubhouse, grandstand and storage facilities at Briffney Creek. Council contributed $663,000 for the junior rugby league project, which included car park, access road and fencing work, $336,000 for the construction of the hockey field and $135,000 towards the new squash clubhouse. Federal Government funding was provided through its Regional and Local Community Infrastructure Program.
56
Ocean Brown tires out one of the new playgrounds at Wyndham Park, Boyne Island.
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Community
SUPPORTING COMMUNITY INITIATIVES:
Sport and Recreation Club Development Grant
Donations to Community Organisations
The Club Development Grant provided assistance to 14 sport and active recreation clubs in 2011-12, totalling $16,860, to assist with training, club development, planning and equipment purchases.
Community donations
Council's Donations to Community Organisations Program offered funding to groups not otherwise eligible for donations from other Government or non-Government sources. With a total of $195,644 distributed across 11 categories, Gladstone Region groups benefitted from the program. Categories and number of donations made included:
The 2011-12 recipients were: •
Gladstone Netball Association Inc;
•
Tannum Sands Tennis Association;
•
Wallaby Senior Rugby League Football Club Inc;
•
Agnes Water/1770 & District Branch Little Athletics Centre Inc;
•
Baffle Creek Sports & Recreation Association Inc;
•
Wallaby Junior Rugby League Football Club Inc;
•
Wolves Soccer Club Inc;
Educational Facilities (School Bursary Payments)
36
Heritage & Museums
2
Regional Events
4
Sport & Recreation Event Sponsorship
3
Regulatory Fee Reimbursement
7
•
Boyne Tannum Little Athletics;
Use of Council Plant and Equipment
7
•
Gladstone Auto Club Inc;
Public Hall Subsidy
15
•
Calliope Polocrosse Club Inc;
Tidy Towns Entry Fees
-
Waste Tipping Fee Reimbursement
9
•
Tannum Boyne Seagulls Junior Rugby League Football Club;
Education & Guidance
5
•
Boyne Valley Community Discovery Centre;
Performing Arts
4
•
Valley Rugby League Football Club Gladstone Inc; and
•
Agnes Water Rugby League Club.
Sport and Recreation Facility Assistance Grant Program The Facility Assistance Grant Program (FAGP) was designed to assist sporting clubs throughout the region to develop and enhance sporting infrastructure to ensure the successful continuation of sport into the future. This year the FAGP funded six projects totalling $200,000. Recipients were: Gladstone District Dirtriders Club
Toilet and shower facilities
$81,000
Wallaby's Senior Rugby League Football Club
Construct second field
$49,590
Miriam Vale Golf Club
Purchase greens mower
$27,645
Meteors Sports Club
Field improvements
$25,076
Boyne Tannum Cricket Club
Purchase ride on mower
$10,909
Miriam Vale Magpies Junior Rugby League
Electronic scoreboard
$5779 Wallaby's Grants Officer Rebecca Lockwood with a club membership card at their new field, Albion Park in Gladstone.
Community
57
Our Achievements in Planning
Development and construction continues at a rapid pace in the Gladstone Region.
58
Gladstone Regional Council Annual Report 2011-12
Planning Outcomes: Outcome 1 Development that is enabled by sound and efficient planning processes. Outcome 2 Strategic and regionally aligned integrated planning that facilitates well managed growth and a diverse range of development options. Outcome 3 A sustainable primary production economy. Outcome 4 The region's vibrant and successful commercial and business sectors and economic diversity ensure sustainable employment and prosperity. We will be successful in achieving our Planning objectives when: • • • •
Council has an integrated regional development plan A strong and vibrant business sector The region's gross domestic production continues to grow Natural resource management policies are balanced and support the primary production food industry
Planning Outcomes
Planning
59
Our Achievements in Planning Development that is enabled by sound and efficient planning processes.
SUPPORTING INCREASED DEVELOPMENT:
UTILISING PLANNING TOOLS ONLINE:
The Gladstone Region continued to experience a significant increase in development activity, with Council approving 3088 building and plumbing approvals, an increase of 29 per cent compared to 201011. November 2011 saw development approvals spike at 425, more than double that of the same time in the previous year.
Council launched PD Online, a self-service development tracking and property enquiry system, in September 2011. The new service was part of the Australian Government’s Housing Affordability Fund Electronic Development Assessment Program (HAFeDA); saving Council customers time and money by tracking developments without having to visit Council offices.
Planning approvals
Launch of self-service development tracking via web
Council ensured some relief for the region's housing market with its approval of a new $1.4 billion community development, Riverstone Rise, located on a 469 hectare site at Wurdong Heights west of Boyne Island. The large scale masterplanned development, to be completed by 2025, will consist of an integrated community of 2900 dwellings with the proposal also incorporating a school, shopping centre, commercial district and an area for higher density living for up to 255 units. At the end of the June 2012 quarter there were eleven major residential estates under construction throughout the region. Council had approved 5371 rural and residential lots with 1434 currently under construction. While Council remained focused on facilitating growth, it reminded prospective developers it would not approve proposals that would lead to inappropriate outcomes for the community.
Development Statistics
Users can track and monitor development applications online from lodgement to determination date, can identify the status of an application, any processes undertaken during the assessment and access publicly available documents including decision notices and approved plans online. Users can also access: •
Property addresses;
•
Council's decision;
•
Real property descriptions;
•
Zoning and overlays; and
•
Area of land.
Calliope
Gladstone
Miriam Vale
TOTAL
11-12
10-11
11-12
10-11
11-12
10-11
11-12
10-11
142
175
150
173
54
37
346
385
Duplex
2
1
13
6
0
0
15
7
Units/Accommodation
2
0
3
1
0
0
5
1
Institution
0
0
0
1
0
0
0
1
Council Approved Dwelling
Demolition
7
4
16
12
1
0
24
16
Pool/Spa
35
37
42
54
7
6
84
97
Commercial/Industrial
8
15
27
25
9
6
44
46
Other Structures (Class 1a/10a/10b)
237
211
271
256
62
80
570
547
Plumbing
286
288
582
398
105
92
973
778
TOTAL
719
731
1104
926
238
221
2061
1878
Dwelling
83
90
338
155
37
20
458
265
Duplex
1
4
10
1
0
1
11
6
Units/Accommodation
3
1
16
2
0
0
19
3
Institution
0
0
0
0
0
1
0
1
Private Certified
Demolition
2
0
13
0
0
0
15
0
Pool/Spa
31
11
33
15
4
1
68
27
Commercial/Industrial
7
5
50
20
3
2
60
27
Other Structures (Class 1a/10a/10b)
168
65
189
104
39
25
396
194
TOTAL
295
176
649
297
83
50
1027
523
1014
907
1753
1223
321
271
3088
2401
TOTAL APPROVALS 2011-2012 60
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Planning 2011-2012 2011-2012 2011-12 2011-2012 2010-2011 2010-11 2010-2011 2010-2011 2009-10 2009-2010 2009-2010 2009-2010
n Ju
r
ay M
Ap
ar M
n
Fe b
Ja
c De
t No v
Ju
Ju
M
Ap
M
Ja
De
Oc
Se
Ju
Oc
0 l Au g
0 n
100
ay
30
r
200
ar
60
n
2009-2010 300
Fe b
90
c
400 2010-2011
t No v
120
p
500 2011-2012
l Au g
150
p
Building & Plumbing Approvals
Se
Dwelling Approvals
Total Building & Plumbing Approvals
2011-2012 2010-2011 1292
2009-2010 3088
2401
PD Online: Council's new self-service development system available via the corporate website.
Planning
61
Our Achievements in Planning Strategic and regionally aligned integrated planning that facilitates well managed growth and a diverse range of development options.
WORKING TOGETHER TO PLAN REGION'S FUTURE:
•
Local councils in the region gathered together to secure Central Queensland's future with the establishment of an ambitious project to develop the CQ Regional Planning & Infrastructure Framework for the period 2011-13.
The Urban Design Study & Strategy - will provide best practice urban design provisions including recommendations for building heights, built form typologies for specific centres and neighbourhoods and relevant development assessment criteria; and
•
The Housing Needs Assessment - aims to provide Council with an understanding of the current and future housing issues and needs in the region as well as identify locations capable of accommodating the identified range of housing options for the urban centres.
CQ Councils in strategic framework
The project aimed to bring together the information councils have collected from their communities through preparation of community plans, priority infrastructure plans and revised town planning schemes. Federal and State Government input and community engagement would extend the work to develop a framework that will set the direction for the ongoing success of the region.
PLANNING FOR THE FUTURE: Assessing our roads
The project will be coordinated by the CQ Local Government Association (CQLGA) on behalf of their member councils.
Traffic model to relieve city congestion
DEVELOPING AN INTEGRATED REGIONAL PLAN:
As the volume of traffic increased on main road linkages in and around Gladstone, Council placed high priority on developing a traffic model as a strategy for relieving future congestion of the city’s road network.
Work continued throughout 2011-12 on the backbone of a new planning scheme for Gladstone Regional Council.
Data collection confirmed some sections of Gladstone city are showing unprecedented increases in traffic flow, and the amount of traffic in these areas is expected to rise considerably.
A number of studies are underway with the assistance of various planning consultancies who will provide expertise on specific issues to reinforce Council's knowledge once completed.
The model will provide Council with the most current data to assess the impacts and make decisions towards future road network planning.
Council commissioned two additional studies this year to help carry the planning scheme work forward, bringing the total number of studies to seven. Council does not envisage further studies will be required.
Glenlyon Road concept plans
New planning scheme for the Gladstone Region
Once the background advice is in place, Council's strategic planning staff will move into some of the structure work of the scheme, utilising the Queensland Planning Provisions (the guidelines produced by the State that Council will use as the template for the scheme). Council expects final drafts of the background studies to be provided and presented in the 2012-13 year before being made available to the public.
While Glenlyon Road has not yet reached capacity, Council planned ahead to ensure the forecast projected growth of Gladstone city does not leave commuters in a jam. Council commissioned consultants to develop a concept plan in March 2012 for the widening to four lanes of Glenlyon Road from the Breslin Street intersection to the intersection with Kirkwood Road. Funding assistance for the project will be sought once plans are finalised.
The seven planning strategies which will be used in the development of the planning scheme are: •
The Retail & Commercial Strategy - will determine the future shopping and commercial needs for the region;
•
The Gladstone Regional Industrial Land Strategy - will provide a needs analysis for industrial land and zoning;
•
The Gladstone Rural Living Strategy - will provide strategic direction for rural residential style development;
•
The Landscape Assessment & Building Height Strategy - will prepare outcomes and land use strategies for a scenic amenity element under the new Queensland Planning Provisions;
•
The Local Heritage Study - an assessment of the heritage in the Gladstone Region and provide recommendations for the treatment of a heritage area or place in a development sense;
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Cr Matt Burnett discusses plans for the widening of Glenlyon Road with Manager Technical Services Craig Murrell.
Gladstone Regional Council Annual Report 2011-12
Our Achievements in Planning A sustainable primary production economy.
The region's vibrant and successful commercial and business sectors and economic diversity ensure sustainable employment and prosperity.
PROTECTING OUR RURAL LANDS: Pest control
SETTING THE DIRECTION FOR ECONOMIC DEVELOPMENT: The Gladstone Region Economic Partnership
Landowners were offered the opportunity to purchase TASKFORCE herbicide at a subsidised rate in May 2012. Council purchased large quantities of the herbicide, used to control Class 2 declared Weedy Sporobolus species (Rat's Tail Grass), as part of Council's eradication program for the species. Rat's Tail Grass is an aggressive species capable of negatively impacting pasture productivity, out-competing desirable pasture grasses and can cause significant degradation of natural areas. Supplies of the herbicide were allocated to landowners according to the size of their properties. Spray equipment was also made available to hire to help landowners halt the progress of noxious weeds.
In a region where a number of State significant projects have been constructed over the years, and international commerce revolves around our world class port facilities, local employment and economic development is critical. As a result of the industrial boom, the small to medium enterprises (SME's) operating within the region are under enormous pressure. Council, in conjunction with its economic development delivery partner, Gladstone Area Promotion and Development Limited (GAPDL), are acutely aware of the need to support these local businesses. It is vitally important that strategies and associated actions espoused in the Gladstone Region Economic Development Strategy (GREDS) document are delivered where possible. The focus during 2011-12 has been on the advancement of these priorities through the Gladstone Region Economic Partnership (GREP), a peer group formed to champion the GREDS and bring the community visions of that document into being. To learn more about GREP refer to their 'State of Our Region: Economy' report on page 82.
Noxious Weeds Officer Rob Teakle demonstrates a gas splatter gun used for Lantana control. Inset: Giant Rat's Tail Grass
Planning
63
Our Achievements in Infrastructure
Council progressed many projects to ensure the infrastructure needs of the community are met.
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Gladstone Regional Council Annual Report 2011-12
Infrastructure Outcomes: Outcome 1 Sustainable and equitable levels of service and infrastructure across the region which meet the reasonable aspirations of local communities. We will be successful in achieving our Infrastructure objectives when: • •
Council has comprehensive asset management plans in place Council infrastructure is planned, constructed and managed for future generations
Infrastructure
Outcomes
Infrastructure
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Our Achievements in Infrastructure Sustainable and equitable levels of service and infrastructure across the region which meet the reasonable aspirations of local communities.
MAINTAINING OUR ROAD AND TRANSPORT INFRASTRUCTURE: Significant works Briffney Creek Dry Weather Crossing The $150,000 Briffney Creek dry weather crossing project started in early April 2011 as a result of high water levels in the area in 2008.
Maintenance work under way on the Gladstone Marina bridge.
A low level box culvert floodway was created, including 120 metres of concrete path linking Sharyn Drive and existing footpaths behind the Bunnings site. The causeway and footpaths provide a safe dry weather crossing for nearby residents providing a passable route accessible for 98 per cent of the year. Calliope River Road Widening A total of $1.3m was spent on the recommencement of the Calliope River road widening and service roads project in June 2011. This involved installation and upgrading of existing chainage, relocation of services, widening of existing Calliope river road formation, construction of service roads to provide safe entry and exiting from residential properties, pavement overlay of Calliope River Road, bitumen seal of Calliope River Road and service roads, and installation of street lighting. Dixon Drive Bridge A $6m Dixon Drive link to Kirkwood was constructed using $3m provided by Council and $3m provided by the developer. The bridge installation and extension offers a link between Telina’s Dixon Drive and Kirkwood Road. Flood Damaged Roads Under the National Disaster Relief and Recovery Arrangements flood damage restoration works Council benefited from $18.3m of funding in March 2011. Council received State Government Queensland Reconstruction Authority (QRA) approval to proceed with works at Lowmead, Miriam Vale, Captain Creek, Agnes Water, Turkey Beach, Rules Beach, Baffle Creek, Raglan, Ambrose, Bracewell, Mount Larcom, Calliope, Benaraby, Boyne Valley, Rosedale, Berajondo, Foreshores, Bororen, Yarwun and Targinnie.
Kirkwood Road Stage 3 The $25.3m federally funded Kirkwood Road Stage 3 project links the western ring road to the city’s industrial areas and provides a connection to suburbs. The state government funded KirkwoodBenaraby Road intersection works started in June 2012 with the entire Kirkwood project consisting of a 2.3km stretch of Kirkwood Road connecting Gladstone-Benaraby Road with the Glenlyon Road intersection. Federal Infrastructure and Transport Minister Anthony Albanese inspected the construction work in April 2012. The project was funded as part of the Federal Government's Nation Building Program. Marina Bridge
The injection of funds from the QRA helped Council meet the costs of the reconstruction program to restore roads to standards prior to flood damage.
Council spent $110,000 on vital restoration of the Matthew Flinders Marina Bridge in February 2012. The works repaired damaged catch plates on the marina bridge in the interest of maintaining public safety and resolved the incidence of breakdowns.
Glenlyon Road Pedestrian Bridge
Road Sealing at South End
Council installed a prefabricated pedestrian bridge next to the existing two-lane Glenlyon Road rail bridge crossing between the Philip Street and Dixon Drive roundabouts to improve safety for pedestrians and cyclists. The 22 tonne bridge spans more than 34m and is more than three metres wide to accommodate pedestrians and cycling traffic in both directions and was ready for use in September 2011.
Investigation and consultation with property owners at South End, Curtis Island, resulted in Council bitumen sealing all streets except the narrow Wiggins Lane. The $500,000 project aimed to reduce dust at South End, one of the main complaints Council received from the island community. Sealing the streets also reduced the need to access the community to carry out regular gravel road maintenance.
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Gladstone Regional Council Annual Report 2011-12
Our Achievements in Infrastructure
KEEPING UP WITH CHANGING DEMANDS:
The project scope involved flushing, disinfection and sealing of bores from external contamination, roofing of the reservoir and electrical and communication equipment upgrades.
Agnes Water Integrated Water Strategy
Council carried out extensive testing, commissioning and network cleaning in preparation to deliver a fully potable water supply in line with Australian drinking water standards.
Water and sewerage projects
Work on the whole $41.5m Agnes Water Integrated Water Strategy commenced in June 2010 and consists of construction of the desalination plant, sewerage treatment plant upgrade, water and sewerage reticulation and reservoir. The entire project aims to provide residents with access to an improved water and sewer network. A major milestone for the desalination plant works was the installation of the 600m intake and 800m outlet lines into the ocean. The installation was done by drilling holes in the ocean floor utilising horizontal directional drilling (HDD); the pipes were floated into the ocean and then pulled back through the holes where they were connected to the respective pipes on shore. Bororen Water Supply Council delivered potable water to the Bororen community in August 2011 with the completion of the township’s upgraded water scheme. The water treatment plant provides almost 100 households with quality, potable water, following improvements to the town’s two bores and water storage facility. The project took longer than expected due to extended periods of wet weather and associated flooding during the 2010-11 summer months.
Calliope Wastewater Treatment Plant Upgrade Upgrade works were completed in July 2011 on the $4.5m Calliope Wastewater Treatment Plant, delivering benefits to both the township and the environment. The project included the construction of inlet works, two secondary clarifiers, associated pipe work and a new electrical system. The upgrade has tripled the previous treatment plant capacity, operates with increased process and environmental efficiency and has reduced odour. The augmentation has also increased the wastewater treatment capacity in Calliope from 2000 to 6000 people, allowing for greater development in the township. Curtis Island Water and Sewerage Infrastructure Project Work on the Curtis Island Water and Sewerage Infrastructure Project began in October 2011 with $100m allotted for construction of two pipelines. The pipelines, each 14km in length, cross the harbour under the harbour bed to a depth of 70m below water level. Horizontal directional drilling is being used to construct the 2.1km crossing of the Gladstone Harbour from RG Tanna Coal Terminal to Curtis Island. When complete, the pipeline project will supply potable water to the LNG proponents on the island and return their sewerage to Council’s existing sewerage treatment plant on the mainland. Inflow and Infiltration Reduction Program In a bid to identify potential and existing unwanted water inflows into the sewer system Council utilised CCTV equipment to assess the condition of the region's underground sewer pipes. By assessing the condition of its ageing underground infrastructure, a tailored maintenance program could be developed to ensure the system continues to operate effectively. Tigalee Creek Project A new design for the Tigalee Creek Project was devised in June 2011 following community consultation towards a $1.4m construction of a dry bed stormwater detention basin formed within Kathleen Shanahan Park, Gladstone, at the corner of Glenlyon Road and Philip Street.
Raymond Kaestner assists the path of CCTV equipment assessing conditions of sewer lines.
Infrastructure
This followed the area's identification in the 2006 Auckland Creek Flood Study Report with up to 300 properties as being at risk of flooding and associated embankment erosion in a one-in-100 extreme weather circumstance.
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Our Achievements in Environment
Residents, businesses, industry and Council alike band together to benefit the environment.
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Gladstone Regional Council Annual Report 2011-12
Environment Outcomes: Outcome 1 A sustainable environment, protected and enhanced for future generations. We will be successful in achieving our Environment objectives when: • • •
Council is recognised as a major partner in ensuring the region's environmental values are well managed and enhanced over time Environmental performance indicators for water, land and air meet or exceed national standards and reasonable community expectations The proportion of waste recycled increases
Environment Outcomes
Environment
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Our Achievements in Environment A sustainable environment, protected and enhanced for future generations.
RAISING ENVIRONMENTAL AWARENESS: Ecofest Around 7000 people attended Council's annual environmental awareness event, Ecofest, at Tondoon Botanic Gardens on June 3, 2012. Coinciding with World Environmental Day 2012 and themed "Cooperative Enterprises", Ecofest 2012 continued to be recognised as Central Queensland's largest environmental awareness event.
Sheldon and his four-year-old son Jack give a young wombat a tummy tickle at Ecofest.
Staged annually by Council in cooperation with major industrial sponsors and supporters and the Gladstone Region Environmental Advisory Network (GREAN), the event provided a range of activities, educational and other displays and environmental attractions for the whole family. Bilbies, crocodiles, snakes and wombats proved to be popular attractions as well as the more traditional festival activities such as face painting, temporary tattoos, a fun run and an endless array of stalls. The Hubbub Sound Playground made from recyclable materials was also a hit with children. TV personality Ranger Tim (Tim Moore) returned for his tenth year as guest compere, alongside resident bush poet Margie McArdle. Crowds were entertained by the on-stage line-up, which included Council's Ecofest ambassador Reece Cycle; the announcement of the Castaway Art Competition winners; an introduction to the Public Place Recycling Program; a fashion parade of clothing made from recycled work wear by local designer Marsuzs Designs; presentations from GreenScenes environmental short film festival and more. Other guest appearances included Frank 'The Bilby Man' Manthey, founder of Save the Bilby Fund; Tony Harrison, the Gold Coast Snake Man; and Julie Bishop and Regina Jones, authors of the popular 'A Women's Look at Camping' cookbook to name a few.
Ecofest 2012 raised $7500 through its Wombat Factor auction to help save the northern hairy nosed wombat from extinction, including $270 raised from the auction of a papier mâché wombat painted and decorated by Mayor Gail Sellers.
As a bonus, people who completed an audience survey went into a draw to win a 1.6kW solar power system supplied and installed by Solar Power Gladstone. The ecstatic winner of the system was Stacey Cumner from Boyne Island.
A $1000 from each Gold Sponsorship was also donated to Conservation Volunteers Australia to continue a tree planting project started last year in Gladstone to offset the carbon footprint created by Ecofest 2012.
Interesting Facts
•
The Ecofest concept was developed by the Boyne Island Environmental Education Centre after staff attended a seminar by world environmental expert, David Bellamy, in 1998
•
David Bellamy commented on the surprisingly good balance that existed between industry and the environment and was impressed by the level of community involvement
•
The first Ecofest was held at Bray Park, Boyne Island, in 1999
•
Ecofest moved to the Gladstone Tondoon Botanic Gardens in 2001, where it has been held ever since
•
It is now recognised as the largest environmental awareness event in Central Queensland
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Gladstone Regional Council Annual Report 2011-12
Our Achievements in Environment
KEEPING THE REGION BEAUTIFUL: Clean Up Australia Day
In March 2012 residents, organisations and groups from around the region participated in the national Clean Up Australia Day. Armed with gloves and garbage bags, about 350 volunteers collected approximately 5.7 tonnes of rubbish throughout the 50 registered clean up sites; an increase of more than 100 residents and an additional 22 clean up sites from 2011.
Local schools who registered to participate included: Gladstone Central State School Tannum Sands State High School Benaraby State School Lowmead State School Boyne Island State School St Francis Catholic Primary School
The support of Gladstone Region industry groups, particularly NRG Gladstone Operating Services, Veolia Environmental Services, Burgmanns Environmental Management, JJ Richards & Sons, Coastal Skips, Toxfree, Orica and Gladstone Festivals and Events ensured the success of the event.
Ambrose State School
Industries and companies who registered included:
Gladstone State High School
NRG Gladstone Operating Services Ergon Green Team McDonalds Gladstone QRN Coal South Gladstone Ports Corporation Queensland Country Credit Union
Chanel College Yarwun State School Kin Kora State School Trinity College Tannum Sands State School Clinton State School Calliope State School Many Council staff also participated on the day.
Veolia Pacific Aluminium Orica Australia Community groups that registered included: Miriam Vale community Society for Growing Australian Plants - Gladstone Quoin Island Harbour Views Tannum Boyne Coastcare Conservation Volunteers Australia Friends of Police Creek Turkey Beach community Middle Island Conservation Group Gladstone Church of Christ Gladstone & Districts 4WD Club Rotary Club of Gladstone Rotaract St Luke's Baffle Creek Tannum Sands Surf Lifesaving Club Kareeba Scout Group Dolphin Sea Scouts Gladstone Girl Guide Unit
Environment
Karen Lander & Connor Burgess help clean up at Reg Tanna Park in Gladstone.
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Our Achievements in Environment A sustainable environment, protected and enhanced for future generations, continued...
PROTECTING THE GREAT BARRIER REEF:
•
Waste management - Council promoted the Sort’N’Save program, pursued a landfill gas management system and scheduled to conduct its triennial waste audit.
•
Land management - Council regularly facilitated pest management forums for landholders, routine revegetation of streetscapes, gardens and old quarry and landfill sites and continued coastal restoration activities with the assistance of several volunteer groups.
•
Climate change - Council engaged Planet Footprint to monitor electricity and fuel consumption and provided guidelines to householders in order to best adapt to climate change.
•
Community - Council developed partnerships with many local businesses, community groups and industry. The Gladstone Region Environmental Advisory Network (GREAN) hosted an annual forum for these partners to attend and discuss topical environmental issues.
Continuing as a Reef Guardian Council
Council confirmed its commitment to managing the Great Barrier Reef by adopting the 2011-12 Reef Guardian Action Plan and continuing its association to the Reef Guardian Council program in December 2011. Council continued its partnership with the Great Barrier Reef Marine Park Authority (GBRMPA) to implement the action plan in order to achieve better environmental outcomes for the reef through natural resource management and improved council and community practices. The Reef Guardian Council program showcases environmentally sustainable practices undertaken by councils in the Great Barrier Reef catchment and encourages councils to work together to protect and conserve the Great Barrier Reef Marine Park through activities that improve the health and resilience of the Reef. Council focused on five key initiatives in 2011-12: •
Water management - Council progressed a draft Stormwater Management Plan for implementation across the region. Council and Queensland Alumina (QAL) jointly funded a project to reduce water usage at the QAL refinery, with the aim to reduce wastewater discharge by approximately 1100kL per annum. Council continued to maintain significant wetlands within the region, with management plans being drafted for Byellee Wetlands and Wapentake. A GBRMPA diver undertakes a coral bleaching survey at East Cay, Swains Reef, off Gladstone.
Photographer J Monkavitch, image courtesy of the Great Barrier Reef Marine Park Authority
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Gladstone Regional Council Annual Report 2011-12
ENSURING ENVIRONMENTAL HEALTH:
The graphs below offer a statistical snapshot of the activity of Council's regulatory services section throughout 2011-12:
Regulatory services
Mosquito management
300
250
200
150
150
100 A total of 12,508 animals were registered in the Gladstone Region: 2457 cats and 10,051 dogs. Council impounded 1276 cats and dogs across the region in 2011-2012. A new pound facility was 50 constructed at the Seventeen Seventy depot to assist the southern part of the region with animal impoundment. The pound was 0 operational in April 2012.
100
80
78 46
50
33
•
2028 immunisations were administered
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768 Lillie's Beach permits were issued
Sa Fo o
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122 parking infringements were issued
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Interesting Facts •
23
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Animals
343
350
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Each year more than 400 cases of Barmah Forest virus are reported in Queensland and; given that Gladstone is situated in an ideal 250 breeding environment for mosquitoes, a successful control program is vital. Council also conducted routine monitoring and treatment of 200 salt marsh areas and swamps and educated residents in mosquito prevention.
Number of Environmental Health Licensing Inspections
Re -
Council officers, in conjunction with Queensland Health, commenced a regional routine survey to determine the frequency of Aedes aegypti (dengue mosquito) in April 2012. The information collated 350 was used to implement preventative measures to assist managing Ross River virus, Barmah Forest and Dengue Fever in humans and heartworm in dogs. 300
Top Five Environmental Health Requests Top Five Local Law Requests
400
400
300
300
200
200
Animal Registration Enquiry/Complian
0
800
0
600
0
400
0
200
100
100
0
0
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712
532
498
Overgrown/Unsightly Property 350
Animal Noise Nuisance Roaming/Straying Dog or Cat
Collection of Found/Private Impoundm
304
Environment
126
102
m No pl is ai e nt s co
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793
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0
Our Achievements in Environment
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Our Achievements in Environment A sustainable environment, protected and enhanced for future generations, continued...
ENCOURAGING RECYCLING EFFORTS:
REHABILITATING THE ENVIRONMENT:
In total, 104kg of old mobile phones and accessories were recycled through Council's MobileMuster collection boxes in 2011-2012.
It was green thumbs all around when 52 volunteers of all ages participated in National Tree Day at Calliope's Jaycee Park on October 23.
MobileMuster collection
This represented a 300 per cent increase on the total (26kg) collected throughout the region in the previous year and placed Gladstone Regional Council as the third highest collector in Australia at MobileMuster's Local Government Awards. Recycling of mobile phones is strongly encouraged as they are almost 100 per cent recyclable but not biodegradable. Council commended residents on their recycling efforts and encouraged residents to continue recycling old mobile phones through Council's collection bins located at each administration office, library, rural transaction centres and Gardens Visitor Information Centre.
Conserving and managing our land
More then 400 native trees were planted at the event, organised by Council and Conservation Volunteers Australia, to rehabilitate the riparian zone along Leixlip Creek. The Friends of Police Creek, a newly formed community-based environmental volunteer group that aims to enhance the Police Creek system, held a second tree planting event on the banks of the creek in Gladstone's Lions Park on November 20. Council has joined forces with Conservation Volunteers Australia on other projects such as weed control and rehabilitation on high biodiversity areas including Canoe Point and the Byellee Wetlands. During the year procedures were implemented to ensure any work undertaken by Council involving vegetation clearing is surveyed and monitored to limit impacts on native fauna and flora.
Residents were encouraged to recycle old mobile phones through Council's MobileMuster collection bins.
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Gladstone Regional Council Annual Report 2011-12
Our Achievements in Environment
MANAGING THE REGION’S WASTE: Our Waste Services Benaraby Landfill Expansion Council's waste management decision-making centred sustainable and responsible waste management practices.
on
As a result, Council approved $1.9m worth of construction works to start at Benaraby Landfill in May 2012 as part of the region's landfill operations expansion. Works would involve construction of an engineered landfill cell with a life span capacity of about four years based on current waste consumption rates. The Benaraby Landfill received about 57,000 tonnes of solid waste in 2011-12, up from 45,000 tonnes in 2010-11.
Interesting Facts •
Council's contractors serviced 22,188 domestic waste services each week
•
4412t of recycling material was processed
•
25,500L of oil was recycled
•
2228t of timber was delivered and chipped
•
11,677m3 of pallet waste was mulched
•
13,867m3 of mulched greenwaste was made available to residents at Benaraby Landfill
•
The average amount of recycled waste collected per household per week was 4.3kgs
Expanding the landfill operations would assist Council's future plans and further support Council's proposed installation of a landfill gas collection system which will commence with flaring and then possible power generation. The introduction of landfill gas management will lead to cleaner production which will help reduce Council's carbon pricing liability. New bins for Miriam Vale Former Miriam Vale Shire residents were delivered new waste wheelie bins in September 2011. Since amalgamation in 2008, residents had to supply their own rubbish bins for waste collection purposes; the commencement of a new waste and recycling collection contract with service providers JJ Richards was viewed by Council as the opportune time to standardise the collection service with the remainder of the region. About 1850 new bins were distributed throughout Turkey Beach, Miriam Vale, Seventeen Seventy, Agnes Water, Rosedale, Lowmead, Baffle Creek, Bororen and environs. Waste management education In March 2012 the Benaraby Landfill served as a temporary classroom, educating school students about managing waste. The Tannum Sands State School's Year 2 and Year 2/3 classes followed the processes involved in managing household waste and enjoyed an excursion of the facility. Council's excursion supported class lessons and reinforced the recycling message of 'Avoid, Reduce, Reuse and Recycle'.
Environment
57,000 tonnes of solid waste was received at the Benaraby Landfill in 2011-12.
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Our State of the Region Report
Dr Jim Cavaye facilitates the 2012 Community Plan Annual Muster.
sh a red vision 76
sh a red Gladstone Regional Council Annual Report 2011-12
Gladstone Region Community Plan In May 2011, Gladstone Regional Council adopted the Gladstone Region Community Plan identifying a set of priorities for the region over a 20 year period. The Plan was developed to steer our region towards the future envisioned by the Gladstone Region community. Following the plan's adoption, three Community Plan Reference Groups were established and charged with implementing the priority actions detailed in the plan. Council also committed to producing a report on the annual progress of the implementation of the plan; the 'State of the Region Report' The content for the following report was provided by the Community Plan Reference Groups, these being: Gladstone Region Environmental Advisory Network ENVIRONMENT: Improving environmental management in the region Gladstone Region Community Development Committee SOCIETY: Valuing the region's cultural vibrancy and ensuring broader engagement and social inclusion in planning for social infrastructure Gladstone Region Economic Partnership ECONOMY: Ensuring attractiveness of the region to business and workers In May 2012 the three groups gathered to ensure they remained on track to advance the plan. The Annual Muster was guided by experienced community development professional Dr Jim Cavaye who was instrumental in the development of the Community Plan. Council's appreciation is extended to the members of the Gladstone Region Community Plan Reference Groups for their time, effort and commitment to workings towards realising the vision for the Gladstone Region. The Gladstone region will be recognised, nationally and internationally, as the 'Region of Choice' for achieving the best integration of community wellbeing, environmental protection, industry and commerce. We will be renowned for balance: a friendly and vibrant place in which to work and live.
fut u re Introduction State of Our Region - Introduction
sh a red re spon sibility 77
State of Our Region: Environment Although it has been a challenging year for the Gladstone Region Environmental Advisory Network (GREAN) group, given the current rate of industrial development, a successful environmental forum and ever popular Ecofest kept the environment at the forefront of the community awareness. Membership
Year in Review
Chair: Cr Col Chapman (Gladstone Regional Council) Secretary: Heather Richards (Gladstone Regional Council) Members Jan Arens
Don Arnold
Anthea Bennett
George Bennetts
Lindsay Boyd
Peter Brady
Clyde Cameron
Mark Casswell
Julie Ann Devilee
Leisa Dowling
Karl French
Kurt Heidecker
Ros Howse
David Love
Brendan O'Brien
Helen Paulsen
Stuart Watson
Scott Wilson
Background The Gladstone Region Environmental Advisory Network (GREAN) was formed in response to community enquiries to revive Gladstone City Council's Environmental Advisory Committee (or equivalent), and following an Environmental Forum and Visioning Session held in 2010. Since State Government regulations came into effect mandating the development of long term community plans, GREAN formalised its objectives, considered Key Performance Indicators, and met regularly to discuss governance, environmental matters and to make recommendations to Gladstone Regional Council on behalf of the community. Objectives •
To provide a forum for information sharing and general conversation/discussion about environmental management matters in the Gladstone Region.
•
To offer leadership in implementing the environmental elements of Vision 2028 (principally Theme Two: Improving environmental management in the region, pages 105-108).
•
To act as the ongoing community reference group for projects as considered appropriate by the committee.
•
To act as the custodian of the intent, spirit and integrity of the annual Ecofest, by acting as a reference group for the event organisers, Gladstone Festivals and Events.
•
To communicate and better engage the Gladstone Region community about environmental matters and to provide opportunity for enhanced conversations about the sustainable development of the region.
Additional functions may be agreed upon by the committee and endorsed by Gladstone Regional Council.
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It has been another challenging year for Gladstone Region Environmental Advisory Network (GREAN) in the Gladstone Region with industrial development increasing in intensity as projects ramp up. Another successful Environment Forum and the very popular annual Ecofest, kept the environmental information before the public eye and GREAN advised Council on issues such as the submission to the UNESCO delegation and Health of the Harbour. The Terms of Reference for GREAN were formally adopted by Council and members of GREAN participated in the Annual Community Muster. A diverse membership mix ensures there is always healthy discussion of divergent viewpoints about environmental issues that arise as a result of industrial development occurring in the Gladstone Region. Membership of GREAN is only open to individual community members rather than representatives of an entity such as industry. This allows for robust discussion without the constraints of representation and enables GREAN to offer advice and recommendations that reflects the community sentiment to the Council. Invariably, dredging of the harbour was one topic that received the attention of members at nearly every meeting. Apart from presentations from different organisations, there were constant questions, differences of opinion and forthright dialogue between members of GREAN and the presenters. GREAN gained a better understanding of the issues while at the same time expressing the concerns of the community. One of the most significant events in the past year has been the visit of the UNESCO delegation in early March 2012. UNESCO's objective was to assess the overall state of conservation of the Great Barrier Reef and to work with the Australian Government to provide for the long term sustainable conservation of the World Heritage property. Gladstone Regional Council met with the delegation on March 8, 2012 to put the community point of view forward. It was not intended to be a technical presentation but rather a representation of the wishes and desires of the local community. Five stories depicting change were submitted including those from long term Gladstone residents. Included in Council's submission were recommendations that Council support existing world heritage boundaries; support strategic assessment by Government; and request community engagement in the development of a plan from the terms of reference into the future. It was also suggested that the precautionary principle should be applied to further development within the Gladstone Harbour given the potential impacts on the Great Barrier Reef. Council also provided a USB stick with the presentation and other supporting documentation: “The Council of Gladstone supports the retention of the World Heritage Listing over the coastal islands and Gladstone Harbour as it provides a high level of regulation for potentially harmful developments. The legacy of today should enable future residents to enjoy the natural beauty of the region.” Ecofest is recognised as the leading World Environment Day celebration in Central Queensland. One of the functions of GREAN is to act as the custodian of the intent, spirit and integrity of Ecofest, by acting as a reference group for the event organisers, Gladstone
Gladstone Regional Council Annual Report 2011-12
State of Our Region: Environment
Festivals and Events. This year a vision, mission statement and strategy were formulated: •
Vision – Ecofest to be recognised as the benchmark in regional events that celebrate and promote environmental leadership
•
Mission – Ecofest is the Gladstone Region’s celebration of the environment and all the positive measures taken by local government, industry, business and community groups to reduce their impact on the environment
•
Strategy – Coinciding with World Environment Day annually, Ecofest’s activities and displays will engage and increase community knowledge of best environmental practice, local environmental initiatives and the contribution of local government, industry, business and community groups.
Ecofest 2012 was a resounding success with an estimated 7000 visitors learning how industry, business and the community are conscious of their environmental responsibility and are working to improve their practices and obligations. This year was also a transitional year for all stallholders towards a zero environmental footprint for the event. Another of GREAN’s functions is to provide a forum for information sharing and general discussion about matters concerning environmental management in the Gladstone Region. To achieve that in 2012, an Environmental Forum titled “Water: Essential to Life” was held at the CQ University Australia Gladstone Campus. Presentations were given by Great Barrier Reef Marine Park Authority, Gladstone Ports Corporation, Capricorn Conservation Council, Fitzroy Basin Association, CQ University, Gladstone Area Water Board and Department of Environment and Heritage Protection. The guest speaker for the event was Tim Silverwood, an environmentalist with particular interest in marine debris. As well as giving a presentation on the problem of marine debris and how to tackle it, Tim screened a documentary called “Bag It” to the evening audience and spent several days with school children promoting the message of keeping our beaches clean. The message from each of the presenters was that water quality is vital to life, whether it be fresh water or salt. Each is doing their bit to keep our waterways healthy. During the year, we had a number of guest speakers address the GREAN members on a number of issues affecting our region. Andrew McDougall from Aquatic Ecology (DERM), spoke about the Ecological Asset Management Report of the Boyne River; Ginny Gerlach from the Keppel and Fitzroy Delta Alliance gave a presentation on the effects of the ports expansion in Port Alma, Balaclava Island and North Curtis Island, seeking support to oppose development of that area. Finally, Don Arnold from Department of Environment and Heritage Protection delivered a presentation on the dredging of the Western Basin. Each was very informative. The health of the Gladstone Harbour has been a hot topic for several years and it has been discussed at length, whether it be water quality, seagrass reports, dredging, stormwater management, injured or sick marine animals. We have also received updates on fish health, water monitoring and dredging. GREAN has recommended that Council should advocate for greater community involvement in many of the scientific panels and organisations that are involved in
State of Our Region: Environment
Gladstone Region Environmental Advisory Network
the environmental monitoring and reporting of the harbour and its surrounds. At the Community Plan Annual Muster, members of GREAN and the community recommended that GREAN should amalgamate the Annual Environmental Forum and Ecofest to allow the community greater access to information and speakers who normally address the forum. Previously, the forum has been held on weekdays during office hours. This new format will enable a greater range of speakers and workshops to be available to the public and also enable GREAN to fulfil one of its objectives to educate the Gladstone Region community about environmental issues and offer practical ways of helping make our world more sustainable. Another suggestion from the muster was the implementation of a National Container Deposit Scheme for all plastic drink containers, similar to that in South Australia, Northern Territory and the Australian Capital Territory. A letter has already been sent to the Minister and local Members of Parliament supporting such a scheme. It is vital that a body such as GREAN functions effectively, ensuring that the community has sufficient opportunities to have their say on environmental issues. The rhetoric and spin about balancing industrial growth with strict environmental safeguards needs to be matched with monitoring and reporting that can be understood and trusted by the community. GREAN can play a key role and should be involved in groups such as Port Curtis Integrated Monitoring Program, Clean and Healthy Air for Gladstone, and the Healthy Harbour Partnerships. The community needs to be part of the decision-making process and needs to be well informed. GREAN continues to represent the community on environmental issues.
Councillor Col Chapman Chair Gladstone Region Environmental Advisory Network
79
State of Our Region: Society The Gladstone Region Community Development Committee (GRCDC) are the protectors of community wellbeing; ensuring the implementation of the Gladstone Region's Social Infrastructure Strategic Planning (SISP) framework for the betterment of the region's residents. Members Government Representatives: Cr Maxine Brushe (Chair)
Gladstone Regional Council
Cr Rick Hansen
Gladstone Regional Council
Ms Veronica Laverick (Secretariat)
Manager Community Wellbeing, Gladstone Regional Council
Mr Michael Shearer
Regional Executive Director, Department of Communities
Mr Rod Brennan
Operations Manager, Gladstone, Central Queensland Hospital and Health Service
Mr Peter Dougherty
Manager Gladstone Centre, Department of Employment, Economic Development and Innovation (DEEDI)
Ms Yvonne Brahms
Department Families, Housing, Community Services and Indigenous Affairs
Community Members: Carl Carter
and benefits, whilst others who have been previously relatively “comfortable” have now found themselves under financial and family stress. LNG companies have been required to develop Housing Strategies and Social Mitigation Plans, however the time delays in firstly, developing these plans and, secondly, in their implementation, has created unnecessary stress for residents. As the “protectors” of community wellbeing, the GRCDC committee believes the failure of the State Government to condition major industrial approvals to provide substantial financial support for social infrastructure in the Region in a timely manner, has caused residents to endure a range of impacts that have dramatically undermined the liveability of the region. It has forced many long term residents to leave the area to maintain the lifestyle and happiness they aspire to. The development of the Philip Street Community Precinct is viewed by the Committee as the highest priority social infrastructure project for this region at this time. It will provide a much needed retirement village so that our older residents can retain high quality of life into their senior years, a Child and Family Centre, new Neighbourhood Centre and other community facilities. GRCDC will seek support for this project from The Gladstone Foundation and will be pursuing other funding opportunities that become available to make this project a reality.
Josie Meng Colin Burke
Advocacy
Mandy Jones
GRCDC has been the voice of the social sector progressing the following:
Role
•
The Gladstone Region Community Development Committee (GRCDC) is the local intelligence and advisory body in the social/community dimension for Council’s Community Plan. Membership of the group includes representatives from all levels of government together with local community representatives selected from a publicly advertised Expression of Interest process.
Projects recommended for funding through The Gladstone Foundation will continue to be validated for community priority against current community need.
A further role for GRCDC was to be the “ground truthing” level of the Gladstone Foundation structure. However, during 2012 the State Government removed this role despite both Council and GRCDC expressing their dissatisfaction that the Gladstone Region community has been effectively removed from this process with projects being able to be submitted directly to the Foundation without any reference to well researched community priorities.
Frustration at the lack of progress of The Gladstone Foundation (both its establishment and slowness of funding investment), to ameliorate significant social impacts created by massive industrial development and community growth.
1. Philip Street Community Precinct Project – incorporating Retirement Village, Community Advisory Service, Neighbourhood Centre, Child and Family Centre and other community facilities 2. Transitional Housing for children in care 3. Bunting Park redevelopment, Calliope 4. Turkey Beach Community Centre 5. Boyne Tannum Swimming Pool
Current State of the Region The Gladstone Region is in the midst of a massive growth spurt driven by nearly $100b of industrial investment, including the development of the LNG industry, port and rail expansions, and associated infrastructure. Although such investment is welcome in delivering strong economic and business growth, high employment and wages, residents across the region have also been faced with significant pressures relating to housing affordability, lack of child care, family stress and rising costs of living.
•
Funding for family counselling services to support families dealing with increasing pressures with high rents, long work hours and rising costs of living.
•
Medibank Online. Presentation to GRCDC meeting as opportunity to improve access to GP and Specialist consultations via internet. Support given to proponents via network contacts. Medibank Online has since indicated that prospects of establishing within the Gladstone Region are looking very positive.
The “patchwork economy” has provided many with high wages
80
Gladstone Regional Council Annual Report 2011-12
State of Our Region: Society
•
Queensland Health Strategic Planning Unit for CQ met with GRCDC to advise of reviews and planning being undertaken across CQ medical facilities. GRCDC members took opportunity to relay ongoing concerns and issues about access to and health care issues generally in the Gladstone Region.
•
Submission to Coordinator General on the Arrow Energy LNG EIS from a social perspective. Issues raised included need for affordable housing, retirement village, traffic and road infrastructure, emergency management, community safety, support services such as family counselling, and supported GRC’s request for $25m contribution to social infrastructure priorities.
•
Support for review of Social Infrastructure Strategic Plan to reflect latest population projections for the region.
•
Highlighted with key stakeholders on significant issues relating to lack of access to childcare places available in the region. Rio Tinto Alcan Community Fund positively researched, developed and funded the $1.4m "Here for Childcare Strategy" to improve childcare issues in the region.
Gladstone Region Community Development Committee
GRCDC Work Plan 2012-13 Period Qtr 1 (July-Sep)
Task Nbr
Task
1/12
Audit of SISP data
2/12
Needs Analysis/Business Plan for projects submitted to The Gladstone Foundation: • Philip Street Community Precinct • Transitional Housing Project • Bunting Park • Turkey Beach Community Centre • Boyne Tannum Swimming Pool
August 2012
3/12
Design/develop strategies to increase awareness of GRCDC and progress of community (i.e. image of region)
August 2012
4/12
Ensure GRCDC is fully informed of health and hospital initiatives to improve health and access in preparation for action at start of 2013
December 2012
Current Projects •
Audit of SISP data
•
Business Plan for Transitional Housing for Children in Care
•
Design/develop strategies to increase community awareness of GRCDC and progress of the community (i.e. build community pride and image of the region)
•
Ensure GRCDC is fully informed of health and hospital initiatives to improve health and access in preparation for action at the start of 2013
Annual Muster Outcomes At the Annual Muster review of Community Plan groups, members expressed strong support for continuation of GRCDC as the forum provides alignment with the Community Plan and represents a strong voice for the social/community sector. The members believe it is a great opportunity to influence decision making and agenda setting by GRC. After the frustration of time spent on The Gladstone Foundation, GRCDC is keen to get back to the basics of implementing the Social Infrastructure Strategic Plan and its identified priorities.
Completion Date December 2012
Councillor Maxine Brushe Chair Gladstone Region Community Development Committee
State of Our Region: Society
81
State of Our Region: Economy "Over the past 12 months we have seen some dramatic changes to the Gladstone Region business, community and economic landscape," Mrs Leigh Zimmerlie, GREP Chairperson, 2012 annual report annotations. The progression of major industrial, infrastructure, commercial, property and land development and community projects has seen the Gladstone Region undergo unprecedented transformation and engendered positive economic growth. The change of State Government earlier this year also heralded changes to economic development bodies operating within the Region. The Newman Government's decision to cut funding to the Gladstone Economic and Industry Development Board (GEIDB) has also impacted on GREP membership. The GREP now comprises seven Regional Economic and Business Development leadership organisations which continue to meet bi-monthly to report on and progress GREP Actions. The GREP team took part in the Gladstone Region Community Plan Annual Muster held on May 31, which was an opportunity seized by all to critically assess the Partnership and develop actions to improve and advance positive Economic outcomes for the Gladstone Region. The Annual Muster workshop posed three questions: 1. 2. 3.
How are you going? What has worked well? Where is there room for improvement?
The GREP team undertook a decisive assessment of performance which resulted in a series of eight action items to progress the Partnership. Whilst the GREP has made some positive steps forward and progressed many of the Action Items from the Gladstone Region Economic Development Strategy – GREDS, it is recognised that the document is a fluid document and must remain agile and open to modifications as the Gladstone Region itself grows, develops and changes. The GREP team is committed to ensuring the guiding principles encompassed in the GREP Charter are adhered to in order to ensure positive collaborative progress of Gladstone Region Economic Development. My thanks go to the GREP team members for their contribution and enthusiasm over the past year (membership to the right). On behalf of the GREP Team I would like to thank GEIDB representatives for their participation in the GREP: Dr Ken King Mrs Liz Farrell
CEO Gladstone Economic Development Board (GEIDB) GEIDB
and
Industry
I would also like to welcome Cr Karen Porter to the GREP team. Cr Porter is the endorsed Gladstone Regional Council representative in the field of Economic Development.
Members Mr Glen Churchill
CEO, Gladstone Area Promotion and Development Limited (GAPDL)
Mr Russell Schuler
Manager Regional Strategy, Gladstone Regional Council (GRC)
Mr Peter Dougherty
Manager Gladstone Centre, Department of Employment, Economic Development and Innovation (DEEDI)
Cr Leo Neill-Ballantine
President Calliope Branch, AgForce
Cr Rick Hansen
President Gladstone Chamber of Commerce and Industry (GCCI)
Cr Karen Porter
Councillor, Gladstone Regional Council (GRC)
Ms Carli Hobbs
General Manager, Gladstone Engineering Alliance (GEA)
Mr Kurt Heidecker
CEO, Gladstone Industry Leadership Group (GILG)
Mrs Kim Williams
Senior Project Officer, GAPDL
Mrs Karen Sweeney
Project Officer, GAPDL
Mr John Beeson
Principal Regional Development Officer, DEEDI
Background Gladstone Regional Council and Gladstone Area Promotion and Development Limited (GAPDL) formed a strong partnership in 2009 to facilitate economic development and tourism management throughout the region. This partnership was further enhanced following the establishment of the Gladstone Region Economic Partnership (GREP) which was borne in response to the outcomes of the Gladstone Region Community Plan 2011. GREP's charter is to work in partnership to achieve sustainable and responsible economic development across the region to maximise benefits that flow to business and the broader community.
The GREP now looks forward to working towards the progression of a revised action plan that will contribute to the positive progress of Gladstone Region business and economic development through our efforts to continue to forge greater collaborative working partnerships between Regional Economic Development bodies.
Mrs Leigh Zimmerlie Chair Gladstone Region Economic Partnership 82
Gladstone Regional Council Annual Report 2011-12
State of Our Region: Economy
Annual Muster Outcomes •
Established a platform for the partnership to continue working collaboratively in the pursuit of economic prosperity and the development of regional employment opportunities.
•
Set priorities to progress economic development in line with the GREDS vision.
•
Coordinated resources and activities to encourage optimal utilisation of efforts and to avoid duplication of services and activities in the region.
Gladstone Region Economic Partnership
Current Status of Action Items 1. Economic Development Leadership and Cooperation 1.1 Formalise a Gladstone Region partnership to coordinate regional economic development activities GAPDL
This action complete - GREP formalised • Bi-monthly meetings in place • Action Item reports received from GREP members on actions progress As per February 2012 Minutes this item will no longer be reported on.
1.2 Continue to facilitate large scale • industrial development projects and maximise economic potential of Gladstone’s State Development Area and Port Assets • GEIDB •
• •
1.3 Establish formal working relationship with Fitzroy and Central West RDA Committee GILG
• •
Continue to facilitate some $30b of current major engineering construction development in the Gladstone Region and some $30b of proposed future major engineering construction development. Proposed future major engineering projects include the Aldoga Power Station; Gladstone Steel Plant Project; WICET Stage2, Fitzroy, Balaclava Island and 3TL coal terminal projects; Northern Oil Refinery; Gladstone Pacific Nickel; LNG Limited; Arrow Energy LNG Plant; and the Aldoga Railyards. Continue to facilitate regular construction infrastructure working group meetings with the LNG proponents, Bechtel and WICET including the GAWB $100 million pipeline construction project that will carry potable water and sewage between the mainland and Curtis Island with pipeline completion expected mid-2012. The GEIDB is working closely with the Office of the Coordinator-General, DSDIP and infrastructure providers to maximise economic opportunities for the GSDA and the GDR. The GEIDB GRDS project aims to maximise digital economy opportunities for the Gladstone region with a focus on the dissemination of information; providing local leadership; focusing on inter-regional cooperation; engaging with NBN Co for the provision of both Greenfield and brownfield infrastructure; liaising with existing and new carriers; and encouraging industry, business and the Gladstone community to participate in and gain advantage from the digital economy. New RDA Board has been formed. Kurt Heidecker to report activities and issues to GREP in his capacity as RDA Board member. Kurt will undertake RDA Board induction process in near future Two previous RDA Board members stood aside due to upcoming Council Elections – Paul Bell and Robbie Chandler
1.4 Publicise findings of the Gladstone Action complete: GREP Chair, GAPDL, GCCI, DEEDI and GRC Region Economic Development Strategy Representatives delivered a report on progress of Regional Economic Development outcomes GAPDL to the 2012 Gladstone Region Economic Development Conference on 29 March 2012. The report outlined progress to date on actions carried out by GREP partners to date. 1.5 Convene an annual Gladstone Region Economic Development Summit GAPDL
State of Our Region: Economy
Action complete: 111 Delegates attended Gladstone Region Economic Development Conference 29 and 30 March 2012. Highly successful format implemented this year, with speakers concentrating on economic development issues rather than industry developments. Topics addressed included sustainable economic future for the region, affordable housing, impacts of the resources boom on Gladstone real estate market, resources sector outlook, scientific approach to monitoring dredging impacts, carbon tax implications and new private major coal terminal for Gladstone.
83
State of Our Region: Economy 1.6 Develop and implement a Gladstone • Region business leadership program GAPDL • • • 2.
The committee agreed a holistic approach is required to address this action item. Input from AIM could be sought as this is their core business – they could act as a possible conduit. The action item requires further definition. GAPDL, GEA, GCCI to meet to work together at realising a way forward. Kurt Heidecker advised he is on AIM Committee.
Diversification through investment attraction, industry facilitation and business development
2.1 Establish operational framework and secure resources to develop the Gladstone Region’s strategic economic capacity building infrastructure priorities DEEDI
• •
DEEDI: Executive Regional Director continues to meet on a regular basis with the LNG proponents, Bechtel and WICET as part of the Infrastructure Group Meetings GEIDB: March 2012 Update: GEIDB estimated Industry spend on Social Infrastructure in the Gladstone region is in excess of $173 million with industry, government and community contributions and commitments now totalling $1.7b as follows:
Gladstone Region Government and Industry Infrastructure Investment Commitments Infrastructure Item/Opportunity Investment Housing and Accommodation $1,351,460,000 Transport Infrastructure $233,983,333 Community Infrastructure and Services $106,562,502 Total Contribution/Commitment $1,692,005,502 •
The GEIDB has engaged Gravelroad consultants to conduct the GRDS scoping study with a focus on readying industry and businesses in the Gladstone region to maximise opportunity presented by the Digital Economy including NBN access. - Gravelroad have prepared the first draft of the Gladstone Region Digital Scoping Study – March 2012 for review and feedback from GEIDB, GAPDL, GEA, GCCI, GILG, AgForce and GREP members plus NBN Co, Telstra, DSDIP, DPC, DBBCDE and others. - Gravelroad will facilitate a Digital Forum on April 17 2012 to connect with the Gladstone community and finalise the scoping study that will develop and implement a roadmap of actions to support and gain an appropriate level of digital capability in the region in order that business, industry and the Gladstone community can access and effectively engage in the digital marketplace. - Most recently the GEIDB has worked with the Gladstone Observer to deliver an industry feature for publication on 14 April 2012; GEIDB focus will be government and industry social/ community contributions and commitments; industry advertisers are GPCL; GLNG; APLNG; Bechtel; RTA; QAL; and QantasLink. 2.2 Design, formalise and coordinate regional branding, promotional products and a communications strategy GAPDL
•
Gladstone Region Regional Branding and Communication strategy to be launched Tuesday 1 May at GAPDL hosted breakfast with guest speaker Avril Henry – Breakfast theme ‘ Building the Workforce of the Future’
2.3 Maintain and disseminate key economic performance indicators for the Gladstone Region GAPDL
•
This action is progressing within expected timelines – will be available with updated information by end April.
2.4 Grow the Gladstone Region’s export capacity and facilitate export market development for the region’s Small to Medium-sized Enterprises (SMEs) DEEDI & GEA
•
DEEDI: The recruitment process of the Trade and Market Development Officer has been put on hold in line with the temporary halt to all Government appointments
2.5 Establish, resource, implement and monitor a region-wide tourism development plan GAPDL
•
84
Main priorities at present are GRIIC – Gladstone Region Industry Interpretive Centre and Round Hill Lookout Redevelopment. - GRIIC – Draft of Partnership Agreement received from Rob Lovegrove (Rowland) and distributed to working group for comment. - Meeting and presentation held with GRC including CEO, Mayor, and a number of councillors. - GAPDL was informed by GRC CEO that a “letter in principle” would be given advising that a loan could be provided through Queensland Treasury for the project. Formalisation of this could not occur until after the upcoming Council Elections. - Received notification of a meeting date/time with GPC, however it was not appropriate and a request has been sent through for alternate dates/times. - Correspondence was sent to QAL, NRG, Rio Tinto Alcan & Boyne Smelters to meet with respective managers. - Boyne Smelters advised to arrange a meeting with Courtney Brown (Community Relations) who will report to Guy Fortin. - NRG and Rio Tinto have not yet replied. Gladstone Regional Council Annual Report 2011-12
State of Our Region: Economy - Meeting with GRIIC Working Group to be organised for early May to discuss progress and Partnership Agreement. • Round Hill Lookout Redevelopment – Stafford Group will deliver findings to key stakeholders on Wednesday 18 April 2012. • GAPDL Industry Tours are under way for 2012 – GAPDL working with Industry to expand tours – QER, Boyne Smelter, QAL, GPC, NRG all on board with further discussions underway with other key industries to provide tours in the future. 2.6 Establish, resource, implement • and monitor a region-wide agricultural industry development plan AgForce •
2009: Looked into and researched paddock to plate whole of supply chain. Slaughtered in Biggenden and a Butcher Shop in Auckland Street uncertainty at the time in financial backing. 2010: Went 2 port load out of Townsville/Darwin to Jakarta and Panjang Indonesia with 17000 head live export. On return had discussions with G.P.C on shipping and DEEDI on state development land. Indonesia put weight restrictions on we could not compete with. • 2011: Had discussions with another local butcher, chilling of beef in Gladstone was a problem and freight from Rockhampton and number of cattle. Briefly looked at marketing local meat into workers camps in the Gladstone Region. • 2009-present and ongoing: Careers days and countless work experience kids from locally and as far as Loganlea State High School, Brisbane. • 2010-present and ongoing: Several field days promoting AgForce with small producers and reconnecting rural with urban (as advertised in the Gladstone Observer), AgForce and FBA. Coming events: • May 19, 2012, Land Holders field day. AgForce and FBA
2.7 Prepare a whole of Gladstone Region retail diversification and revitalisation strategy GAPDL
This action item does not accurately reflect activities being undertaken or available opportunities under the changed regional environment. Item no longer reportable, now incorporated into Action 3.3
2.8 Prepare local community vision and development plans GRC
• • •
2.9 Progress the recommendations of Gladstone Region Industrial Land Strategy for general/service industry GRC
3.
• •
Following the Our Place Our Plan (Planning Scheme Review) roadshows in 2010/11 and development of the inaugural Community Plan (based on Vision 2028) adopted in May 2011. Budget allocations for the provision of professional assistance to smaller communities who might seek to develop their own local vision & development plans are expected to be made in the 2012-13 budget year. Applications for the pilot are expected to be called in 2012-13. Industrial Land Strategy (feed into Planning Scheme Review) has been drafted, but is currently being recalibrated following release of updated (and increased) population growth forecasts for Gladstone Region by the Office of Economic & Statistical Research. Council is currently discussing with consultants the update of the draft study to include the latest OESR population projections. This will then be presented to Council for endorsement and public release via the website. This will be used as a 'high end' input into the new planning scheme.
Labour Market, Small Business Capabilities and Workforce Skills
3.1 Establish operational framework and secure resources to respond to the region’s significant workforce and labour market challenges GEA & DEEDI
• State Government funding for a number of workforce development programs continued: - The Gladstone Workforce Skilling Strategy - Gladstone Multicultural Association under the Skilling Queenslanders for Work program. - Roseberry Community Services has been funded for 10 Get Set for Work training positions.
3.2 Facilitate local industry skill development and supply chain opportunities GEA & DEEDI
•
3.3 SME support, promotion and acknowledgement of its economic contribution GAPDL
•
The Gladstone Service Centre continues to work with the Department of Education, Training and Employment to facilitate the implementation of recommendations from the Gladstone Workforce Development Strategy.
GAPDL: Assisting SME’s with referrals, consultations, marketing, information and networking sessions for Gladstone and Agnes Water/Seventeen Seventy. Action 2.7 now incorporated into this item
3.4 Foster industry sector business • GILG: Represented Gladstone industries at numerous industry and community meetings clusters and networks - Attended the GRED Conference. GILG, GEA & GAPDL - Held one GILG Board meeting at which QR was an observer. - GILG Board expressed dissatisfaction with Government input into Health Services, Roads and Public Safety and Police Funding and intend to maintain a vocal profile to highlight issues. • GAPDL: Digital Coaching workshops and one on one mentoring for Tourism Operators encouraging operators to form business clusters for destination marketing. State of Our Region: Economy
85
Our Finances
Fishing at Lake Awoonga, Benaraby, one of Australia's premier freshwater fishing locations and main water source for the region.
86
Gladstone Regional Council Annual Report 2011-12
Our Finances • •
Our Community Financial Report Our Financial Statements
Finances
Community Financial Report Finances
87
Our Community Financial Report The Community Financial Report is produced as part of Council's Annual Report to provide members of the community, our business partners and employees a better understanding of Council's financial position and performance during 2011-12. UNDERSTANDING THE REPORT: The Community Financial Report highlights Council's financial performance and overall position at the close of the 2011-12 financial year (30 June 2012). This report uses plain language and pictorial aids such as graphs and tables to give all interested readers and stakeholders an easy to follow summary of the financial statements for the past financial year.
SUMMARY OF KEY FINANCIAL PERFORMANCE INDICATORS: Council aim’s to operate in a manner that ensures that it is financially sustainable in both the short and long term. As part of monitoring this Council utilises a series of sustainability ratios that act as a collective guide to the financial health of the organisation. These indicators are reported monthly to Council as part of its monthly financial statements, ensuring that Council is fully informed and in a position to identify any corrective action necessary. The financial ratios represented in the graphs that follow provide a useful snapshot of Council’s financial status and trends. Individual ratios often do not provide sufficient information to form a comprehensive opinion of Council’s financial position and performance, but when the right mix of ratios are considered together they become an important tool in analysing Council’s results for the year. Ratios are also useful when comparing Gladstone Regional Council to other Councils.
Financial planning ensures long term sustainability.
The indicators that follow show the actual results for the last two financial year results and the next two years forecasted financial information, along with a brief explanation of the result and how this result compares to industry benchmarks. Target Achieved
Target
Actual 2010/2011
Actual 2011/2012
Forecast 2012/2013
Forecast 2013/2014
Asset sustainability ratio
X
>90%
74.77%
81.75%
371.25%
98.13%
Interest coverage ratio
0% - 10%
1.20%
1.32%
3.19%
3.84%
Operating surplus ratio*
-
0% - 15%
2.46%*
11.70%
2.00%
1.95%
Working capital ratio
>1:1
4.11
6.46
3.13
3.20
Net financial liabilities ratio
<60%
39.25%
27.05%
86.08%
78.85%
Ratio Infrastructure capital sustainability ratios
Financial capital sustainability/viability
* Ratio adjusted to account for net prepayment of Natural Disaster Recovery Repair Monies of $14.219m
88
Gladstone Regional Council Annual Report 2011-12
1
100
Our Community Financial Report
0
50
Summary of Key Financial Performance Indicators, continued...
INFRASTRUCTURE CAPITAL SUSTAINABILITY RATIOS: Asset Sustainability Ratio
Interest Coverage Ratio
Target
Target
10
400
9
350
8 300
%
7
250
%
200
6 5 4 3
150
2 100 50
1
Actual 2010/2011
Actual 2011/2012
Forecast 2012/2013
Forecast 2013/2014
The asset sustainability ratio is an approximation of the extent to which the infrastructure assets managed by Council are being replaced as they the end of their useful lives. This ratio indicates whether Council is renewing or replacing existing non-financial assets at the same rate that is overall stock of assets is wearing out. Due to the relatively new asset base of Council, this percentage is below the target range of 90 per cent for both the current year of 81.75 per cent and 74.77 per cent for the prior year. Projected replacement expenditure, particularly in 2012/2013, is well over the rate of use of the assets due primarily to the replacement of flood damaged assets.
0
Actual 2010/2011
Actual 2011/2012
Forecast 2011/2012
Forecast 2012/2013
The interest coverage ratio indicates the extent to which Council's operating revenues are committed to interest expenses, and looks at the percentage of operating revenue utilised to meet interest costs associated with Councilâ&#x20AC;&#x2122;s borrowing. Council is currently well within the target range of up to 10 per cent, with $1.32 of every $100 in Council income utilised to pay interest costs associated with the borrowings utilised for long term assets such as sewerage treatment plants, trunk water infrastructure and airport infrastructure. This increases over the next two years to 3.84 per cent but is still within the target range of less than 10 per cent of operating revenue.
As Councilâ&#x20AC;&#x2122;s infrastructure assets have lives up to 100 years for some assets, it is important to view this ratio over from a long term perspective.
Community Financial Report
89
1
400 100
Our Community Financial Report
0
350 50
Summary of Key Financial Performance Indicators, continued...
300 FINANCIAL CAPITAL SUSTAINABILITY/VIABILITY: Operating Surplus Ratio
7
13
6
200
9 7
Target
5
%
4 3
5
150
3 1
Actual Actual Forecast Forecast -1 2010/2011 2011/2012 2012/2013 2013/2014 -3 100 -5 Council made an operating gain during the 2011-12 financial year, -7 of $18.42m, however this was abnormal as a result of the significant increase in development activity in the region with development -9 income up 156 per cent on the 2010-11 financial year. 50 -11 It is recognised that the long term operating surplus is projected to -13 return to approximately 2 per cent in both the 2012-13 and 2013-14 financial years, with Council remaining in a solid trading position. -15
Net Financial Liabilities Ratio
Target
90
2 1 0
Actual 2010/2011
Actual 2011/2012
Forecast 2011/2012
Forecast 2012/2013
Council is well positioned to continue to fund its current obligations â&#x20AC;&#x201C; 6.46 times over. This position is expected to remain well above target over the next two years.
The net financial liabilities ratio is an indicator of the extent to which the net financial obligations of Council can be serviced from its operating income. A positive value less than 60 per cent indicates that Council has the capacity to fund its liabilities and appears to have the capacity to increase its loan borrowings. A positive value greater that 60 per cent indicates the Council has limited capacity to increase its loan borrowings.
80 70 60 %
Working Capital Ratio
15 11 %
250Target
The 2011-12 position of 27.05 per cent is within target levels and reflects an ability to service further debt, if necessary.
50 40
While it is recognised that the forecast position of 2012-13 is above the target maximum, it is important to note the long term trend of the ratio remains well within the target level.
30 20 10 0
Actual 2010/2011
Actual 2011/2012
Forecast 2012/2013
Forecast 2013/2014
Overall, Gladstone Regional Councilâ&#x20AC;&#x2122;s financial performance remains solid and is trending in a positive direction for almost all of our key financial sustainability indicators. This places Council in a sound position to deal with any significant financial impacts that may arise with respect to the current industrial growth. 90
Gladstone Regional Council Annual Report 2011-12
Our Community Financial Report What were the major sources of income to Council?
Totalworks operating revenue has increased by $21.90m (14.32 per cent) Sales - contract and recoverable
SOURCES OF OPERATING INCOME FOR 2011-12:
Council received $174.8m in revenue, inclusive of $10.5m related to revenue attributable to airport operations, with the greatest contribution provided by rates and utility charges (61 per cent), followed by user fees and charges (15 per cent), and grants, subsidies and contributions (12 per cent).
over the previous year and is primarily attributed to: •
An increase of 19.86 per cent in rates and utility charges due to property growth and increased cost recovery associated with utility charges, in particular, increased water consumption volume and charges with consumption charges up 72 per cent on the prior year;
Other recurrent revenue Sales - contract recoverable works The following pie chart shows the revenueand breakdown: •
Operating grants and subsidies fell $14.954m, which is almost solely attributable to the receipt of Natural Disaster Relief monies in advance ($18.3m in the previous year); and
Revenue Grants,Recurrent subsidies, contributionsSales and donations - contract and recoverable works • Fees and charges up by 98 per cent to $27.06m, due to Other recurrent revenue increased passenger numbers at Gladstone Airport and also increased development activity. recurrent revenue Sales - contract and recoverableOther works Rental Income The Recurrent Revenue graph shows that 61 per cent of the Council’s operating revenue comes from rates and utility charges (that is Grants, subsidies, contributions and donations Grants, subsidies, contributionstotal and donations water, sewerage and cleansing charges). This demonstrates a clear reliance on general rates and service Other recurrent revenue RentalasIncome charges the predominant income stream to Council. Interest received This percentage is considered normal for councils with a large urban Rental Income centre; generally the larger the council's urban base the higher the Interest received reliance on rating revenue as a source of income. Grants, subsidies, contributions and donations and charges Fees charges Sales and - contract and recoverableFeesworks Interest received Net rates and utility charges Rental Income Net rates and utility charges Other recurrent revenue Fees chargesand recoverable works Salesand - contract Interest received Grants, subsidies, contributions and donations Net rates and utility charges Other recurrent revenue Fees and charges Sales - contract and recoverable works Rental Income Grants, subsidies, contributions and donations Net rates and utility charges Other recurrent revenue Interest received Rental Income Grants, subsidies, contributions and donations Fees and charges Interest received Rental Income Net rates and utility charges Fees and charges Interest received 5%
4%
12%
3%
61%
15%
Net rates and utility charges Fees and charges Interest received
Grants, subsidies, contributions and donations Other recurrent revenue
Sales - contract and recoverable works
Community Financial Report
Net rates and utility charges
91
Our Community Financial Report What were the major sources of income to Council? continued...
OPERATING EXPENSES FOR 2011-12: The following pie chart provides a breakdown of our $157.35m total operating expenditure operating, excluding capital purchases:
The costs for materials and services incorporate payments to suppliers for the delivery of hundreds of services and projects to the community including roads, parks, water, sewerage, footpaths, bikeways, libraries, pools, airports, community halls and town planning. It also includes payments to individual contractors and consultants for bitumen materials, gravels, electricity, petrol and other operational costs.
Operating Expensesand recoverable works Sales - contract • Planning Employee Benefits on operating activities accounted for Sales - contract and recoverable works& Environment $53.5m or 34 per cent of how the money was applied. This 2%
figure includes employee’s salaries and wages, superannuation, leave entitlements and councillor remuneration. Engineering Services
Other recurrent revenue • Council’s depreciation expense was $26.02m for the period. Other recurrent revenue While this does not represent cash spent, it recognises the Chief Financial Officer of our assets “consumed” during the period. Given that Sales - contract and recoverablevalue works Council’s asset base is in excess of $1.4 billion, this charge Grants, subsidies, contributions Corporate and donations shows that the community consumed approximately 1.8 and Community Services per cent of Council's asset base over the period. This has Grants, subsidies, contributions and donations significantly increased in 2011-12 due to the expansion of the asset base and also takes into consideration the current Office of the CEO Other recurrent revenue condition of Council’s assets. Rental Income • Finance costs increased to $8.13m (up $0.68m from last year). This is in line with expectations and associated with borrowing Rental Income major infrastructure projects such as Gladstone Grants, subsidies, contributions costs andonReconstruction donations Airport and Agnes Water/Seventeen Seventy Desalination and Sewerage projects. Interest receivedand recoverable works Sales - contract Interest received Expenses Breakdown by Department Rental Income 2010/2011 2011/2012 WHAT IS THE VALUE OF THE COMMUNITY'S ASSETS? Office of theand CEO 2% 2% Fees chargesrevenue Other recurrent Assets - what the community owned as at 30 June 2012 Chief Financial Officer 4% Fees and charges6% Council controlled assets with a total value in excess of $1.5 Corporate & Community Services 26% Interest received16% billion as at 30 June 2012, which represented an increase in the assets during the period of $235.98m. Engineering Services 50% 52% Net ratessubsidies, and utility charges community’s Grants, contributions and donations The significant increases in Council’s asset base are attributable to Planning & Environment 26% 16% Sales contract and recoverable works Net rates and utility charges a revaluation of Council’s non-current assets to reflect current value of $112.8m, along with $121.8m worth of additions to Council’s Fees and charges asset base resulting from capital works completed during the year and developer contributed assets. Rental Income The primary expense components for revenue each program include The major components of assets are property, plant and equipment Other recurrent employee costs; materials and services; and depreciation. (land, buildings, road network, water and sewerage infrastructure, Net rates and utility charges capital works in progress), which accounted for $1,295.6m and Total expenses increased by 12 per cent over the previous year: cash and deposits, which totalled $94.0m. A large proportion Interest received • Materials and services which totalled $69.7m (44 per cent of ($61.1m) of the cash held is earmarked as reserves for future operating expenses), up 22.2 per cent on the previous year. The capital expenditure. Grants, subsidies, contributions and donations largest individual cost increase was in bulk water purchases up 16%
26%
4%
52%
20.5 per cent or $2.78m to $16.37m.
Fees and charges Rental Income Net rates and utility charges Interest received 92
Fees and charges
Gladstone Regional Council Annual Report 2011-12
Our Community Financial Report What is the value of the community's assets? continued...
The $1,295,626m of property, plant and equipment assets controlled by Council can be broken down into the following asset classes: Community Assets
Liabilities - what we owed to others as at 30 June 2012 Council’s liabilities include loans, amounts owed to suppliers and amounts owing to employees for leave entitlement. The total liabilities amount of $185.3m as at 30 June 2012 is an increase of $19m (11.7 per cent) over the previous year.
Major plant & equipment
Council’s largest single liability is its interest bearing loans with Queensland Treasury Corporation ($144.2m as at 30 June 2012, up $20.3m fromcurrent 2011). assets The increase in outstanding loans accounted Other non for all of the increase in liabilities during the year. In borrowing to fund capital works, the cost is shared by a wider base of ratepayers who benefit from the use of the infrastructure in future years. Parkwill furniture & other structures
Major plant & equipment Major plant & equipment Major plant & equipment Other non current assets Major plant & equipment Other non current assets Major plant & equipment Otherfurniture non current assets Park & other structures Major plant & equipment Other non current assets Park furniture & other structures Major plant & equipment Other non current assets Park & other structures Plantfurniture & equipment Major plant & equipment Other non current assets Park & other structures Plantfurniture & equipment Major plant & equipment Otherfurniture non current assets Park & other structures Plant &plant equipment Debtors & other assets Major & equipment Other non current assets Park & other Plantfurniture &plant equipment Debtors & other assetsstructures2010/2011 2011/2012 Major & equipment Other non current assets Park furniture & other structures Community Assets Plant & equipment $'000 $'000 Debtors & other assets Cash &plant cash equivalents Major & equipment Other non current assets Park furniture & other structures Plant & equipment Debtors & other assets Major&plant plant && equipment 3344 2626 Major equipment Cash cashcurrent equivalents Other non assets Park & other structures Plantfurniture & equipment Debtors & other assets Cash cash equivalents Other&non current assets 6698 Buildings Other current assets Park & other structures 6282 Plantfurniture &non equipment Debtors & other assets Cash & cash equivalents Other non current assets Buildings Park furniture furniture &&other structures 14,006 Park other structures 14,038 Plant equipment Debtors & other assets Cash && cash equivalents Buildings Capital in&progress Park other Plantfurniture equipment 21,501 Plant & work equipment Debtors & other assetsstructures 19,539 Cash & cash equivalents Buildings Park furniture & other structures Capital work in progress Plant & equipment Debtors & assets 24,348 43,946 Debtors & other other assets Cash & cash equivalents Buildings Capital work in progress Water Plant & equipment Debtors & other assets Cash & & cash cash equivalents equivalents 81,540 94,008 Cash Buildings Capital in progress Plant & work equipment Water Debtors & other assets Cash & cash Buildings 98,903 94,013 Buildings Capital workequivalents in progress Water Assets held for sale Debtors & other assets Cash & cash equivalents Buildings Capital work ininprogress 83,053 98,515 Capital work progress Water Debtors & other assets Assets for sale Cash &held cash equivalents Buildings Capital work in progress Water Water held 92,751 100,635 Assets for sale Land Cash & cash equivalents Buildings Capital work insale progress Water Assets held 105,399 Assets for sale Cash &held cashfor equivalents Land Buildings Capital work in progress Water Assets held for sale Land 128,493 110,529 Land Sewerage Buildings Capital work in progress Water Assets held for sale Land Sewerage 146,967 162,604 Buildings Sewerage Capital work in progress Water Assets held for sale Land Sewerage Roads, drainage drainage &&transport 609,813 690,613 Roads, transport Capital workfor in sale progress Water Assets held Land Sewerage Capital work in progress Roads, drainage & transport Water Assets Land held for sale Sewerage Roads, drainage & transport Water Assets Land held for sale Sewerage Roads, drainage & transport Water Assets held for sale Land Sewerage Roads, drainage & transport Assets held for sale Land Sewerage Roads, drainage & transport Assets held for sale Land Sewerage Roads, drainage & transport Land Sewerage Roads, drainage & transport Land Sewerage Roads, drainage & transport Sewerage Roads, drainage & transport Sewerage Roads, drainage & transport Community Financial Report Roads, drainage & transport Roads, drainage & transport
During 2011-12 Council borrowed funds totalling $27.4m and made net repayments of $7.1m. The new loans were used to finance:
Plant & equipment
•
$3.0m for community buildings;
• $17.5m for Curtis Island sewerage infrastructure; and Debtors & other assets •
$6.9m for water infrastructure.
Cash & cash equivalents Buildings LOOKING TO THE FUTURE: With the population expected to nearly double over the next 20
Capital work in progress years, the sustainable future of our region depends on long term planning for the management of resources and assets.
In order for Gladstone Regional Council to be considered Water sustainable it must be able to maintain its financial capital and infrastructure over the long term.
Assets for sale Councilheld needs to implement long term asset management plans and have these plans integrated with long term financial forecasts.
Land
In 2012-13 Council will continue to implement 10 long term asset management plans for key infrastructure assets; community Sewerage engagement plans; and corporate planning projects which in turn will require a comprehensive review of Council’s long term financial forecasts.
Roads, drainage & transport
The Gladstone Region can be assured that we have a solid financial basis from which to grow the future of our region.
93
Our Financial Statements GLADSTONE REGIONAL COUNCIL ANNUAL FINANCIAL STATEMENTS For the year ended 30 June 2012
Table of Contents
94
Page
Statement of Comprehensive Income Statement of Financial Position Statement of Changes in Equity Statement of Cash Flows
1 2 3 4
Notes to the Financial Statements 1. Summary of significant accounting policies 2. Analysis of results by function 3. Revenue analysis 4. Grants, subsidies, contributions and donations 5. Capital Income 6. Discontinued Operations 7. Employee and other benefits 8. Materials and services 9. Finance costs 10. Depreciation and amortisation 11. Capital expenses 12. Cash and cash equivalents 13. Trade and other receivables 14. Inventories 15. Land purchased for development and sale 16. Non-current assets and liabilities classified as held for sale 17. Investment property 18. Property, plant and equipment 19. Intangible assets 20. Trade and other payables 21. Borrowings 22. Loans - Interest Bearing 23. Loans - Interest Free 24. Provisions 25. Asset revaluation surplus 26. Capital and other reserves 27. Commitments for expenditure 28. Contingent liabilities 29. Superannuation 30. Operating Lease Income 31. Events after balance date 32. Trust funds 33. Reconciliation of result from ordinary activities to net cash inflow 34. Financial Instruments 35. National Competition Policy
5 15 17 17 18 18 19 19 19 20 20 20 20 21 21 21 22 23 28 28 28 29 29 30 30 31 32 32 33 33 34 34 35 36 39
Management Certificate Independent Audit Report
41 42
Gladstone Regional Council Annual Report 2011-12
Our Financial Statements GLADSTONE REGIONAL COUNCIL STATEMENT OF COMPREHENSIVE INCOME For the year ended 30 June 2012
Note Income Recurrent Revenue Net rate and utility charges Fees and charges Rental Income Interest received Sales - contract and recoverable works Other recurrent income Grants, subsidies, contributions and donations Total recurrent revenue Expenses Recurrent Expenses Employee benefits Materials and services Finance costs Depreciation and amortisation Total recurrent expenses
3(a) 3(b) 3(c) 3(d) 3(e) 3(f) 4(a)
7 8 9 10
Profit from continuing operations Profit/(Loss) for the year from discontinued operations
6
Net Recurrent Surplus Capital Expenses Capital Revenue Grants, subsidies, contributions and donations Grants, subsidies, contributions and donations associated with discontinuing operations
88,920 6,953 624 5,612 5,591 2,773 35,678 146,152
(50,844) (66,383) (3,961) (23,931) (145,119)
(49,899) (57,050) (3,113) (18,302) (128,364)
20,164
17,788
(1,747)
(1,404)
11
(3,212)
(15,616)
4(b)
67,413
43,244
6
10,500
4,150
48 77,961
910 48,304
93,167
49,072
112,799
(14,140)
112,799
(14,140)
205,966
34,932
25
Total comprehensive income for the year
106,580 16,585 815 5,811 7,106 7,662 20,724 165,283
16,384
Net Surplus
Total other comprehensive income for the year
Year 30 June 2011 $,000
18,417
Other capital income Total Capital Revenue
Other comprehensive income Increase in asset revaluation surplus
Year 30 June 2012 $,000
The above statement should be read in conjunction with the accompanying notes and Summary of Significant Accounting Policies. - Page 1 Financial Statements
The above statement should be read in conjunction with the accompanying notes and Summary of Significant Accounting Policies. - Page 1 -
95
Our Financial Statements GLADSTONE REGIONAL COUNCIL STATEMENT OF FINANCIAL POSITION For the year ended 30 June 2012
Note
Year
Year
30 June 2012
30 June 2011
$,000
$,000
ASSETS Current Assets 12 13
94,008
81,540
39,292
20,014
Inventories Total current assets
14
4,654
4,370
137,954
105,925
Assets classified as held for sale
16
Cash and cash equivalents Trade and other receivables
105,399
-
Non-Current Assets 17
4,958
4,910
18
1,295,626
1,196,903
19
1,156
1,372
1,301,740
1,203,185
1,545,093
1,309,109
20
14,879
18,889
Borrowings - interest bearing
22
4,475
5,251
Borrowings - interest free
23
734
127
24
1,265
1,490
21,353
25,757
66,197
-
Investment property Property, plant and equipment Intangible assets Total non-current assets TOTAL ASSETS LIABILITIES Current Liabilities Trade and other payables
Provisions Total current liabilities Liabilities directly associated with assets classified as held for sale
16
Non-Current Liabilities Trade and other payables
20
2,798
2,271 118,663 10,765
Borrowings - interest bearing
22
75,769
Borrowings - interest free
23
10,031
Provisions Total non-current liabilities
24
9,173
8,461
97,770
140,160
TOTAL LIABILITIES
185,320
165,917
NET COMMUNITY ASSETS
1,359,773
1,143,192
1,028,631
938,968
25
270,031
157,232
26
61,112
46,992
1,359,773
1,143,192
Community Equity Capital Asset revaluation surplus Capital and Other reserves TOTAL COMMUNITY EQUITY
The above statement should be read in conjunction with the accompanying notes and Summary of Significant Accounting Policies. - Page 2 -
96
The above statement should be read in conjunction with the accompanying notes and Gladstone Regional Council Annual Report 2011-12 Summary of Significant Accounting Policies.
Our Financial Statements GLADSTONE REGIONAL COUNCIL STATEMENT OF CHANGES IN EQUITY For the year ended 30 June 2012
Capital
Asset Revaluation Surplus 25
26
$,000
$,000
$,000
Notes
Balance as at 1 July 2011
938,968
Net operating surplus Other comprehensive income for the year Found assets first recognized Total comprehensive income for the year
157,232
93,167
Increase / (decrease) in asset revaluation surplus
-
Capital and Other Reserves
$,000
46,992
-
1,143,192
-
93,167
112,799
-
112,799
112,799
-
216,581
10,615 103,782
Total
10,615
Transfers to and from reserves Transfers to / (from) capital Transfers to / (from) capital and other reserves Total transfers to and from reserves
Balance as at 30 June 2012
(26,048)
-
26,048
-
11,929
-
(11,929)
-
(14,119)
-
14,119
-
1,028,631
Capital $,000
Balance as at 1 July 2010
886,199
Net operating surplus Other comprehensive income for the year
50,662
Increase / (decrease) in asset revaluation surplus
Found assets first recognized Total comprehensive income for the year
-
270,031
61,112
Asset Revaluation Reserve
Capital and Other Reserves
25
26
$,000
$,000
171,371
-
1,098,418
(14,139)
-
50,662 (14,139)
(14,139)
-
44,775
8,252 58,914
Total $,000
40,847
-
1,359,773
8,252
Transfers to and from reserves Transfers to / (from) capital Transfers to / (from) capital and other reserves Total transfers to and from reserves
Balance as at 30 June 2011
(14,556)
-
14,556
-
8,411
-
(8,411)
-
(6,145)
-
6,145
-
938,968
157,232
46,992
1,143,192
The above statement should be read in conjunction with the accompanying notes and Summary of Significant Accounting Policies. - Page 3 -
Financial Statements
The above statement should be read in conjunction with the accompanying notes and Summary of Significant Accounting Policies. - Page 3 -
97
Our Financial Statements GLADSTONE REGIONAL COUNCIL STATEMENT OF CASH FLOWS For the year ended 30 June 2012
Note
Year
Year
30 June 2012
30 June 2011
$,000
$,000
Cash Flows from Operating Activities : Receipts from customers
3
Payments to suppliers and employees
135,756
106,272
(133,778)
(114,879)
1,979
(8,607)
Interest received
3
5,811
5,612
Rental income
3
815
732
Non capital grants and contributions Net Cash Inflow (Outflow) from Operating Activities
33
20,731 29,336
35,682 33,420
(91,890)
(95,637)
59,685
31,191
742 (31,464)
432 (64,014)
Borrowing costs Proceeds from borrowings
(7,657) 27,400
(7,118) 18,285
Repayment of borrowings Net Cash Inflow (Outflow) from Financing Activities
(5,148) 14,595
(4,403) 6,764
12,468
(23,831)
81,540
105,371
94,008
81,540
Cash Flow from Investing Activities : Payments for property, plant and equipment Grants, subsidies, contributions and donations Proceeds from sale of property, plant and equipment Net Cash Inflow (Outflow) from Investing Activities Cash Flow from Financing Activities :
Net Increase/(Decrease) in Cash Held Cash at beginning of reporting period Cash at end of Reporting Period
12
The above statement should be read in conjunction with the accompanying notes and Summary of Significant Accounting Policies. - Page 4 -
98
The above statement should be read in conjunction with the accompanying notes and Summary of Significant Accounting Policies. Gladstone Regional Council Annual Report 2011-12
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012 1
Summary of Significant Accounting Policies
1.01
Basis of Preparation These general purpose financial statements for the period 1 July 2011 to 30 June 2012 have been prepared in accordance with all Australian Accounting Standards, Australian Accounting Interpretations and other pronouncements issued by the Australian Accounting Standards Board. They also comply with the requirements of the Local Government Act 2009 and the Local Government (Finance, Plans and Reporting) Regulation 2010. These financial statements have been prepared under the historical cost convention except for the revaluation of certain non-current assets. Land and improvements, buildings, cultural assets, parks and other structures, major plant and all infrastructure assets are measured on the revaluation basis, at fair value, in accordance with AASB116 Property, Plant and Equipment All other non-current assets, principally plant and equipment is measured at cost.
1.02
Statement of Compliance These general purpose financial statements comply with all accounting standards and interpretations issued by the Australian Accounting Standards Board (AASB) that are relevant to Council's operations and effective for the current reporting period. Because the Council is a not-for-profit entity and the Australian Accounting Standards include requirements for not-for-profit entities which are inconsistent with International Financial Reporting Standards (IFRS), to the extent these inconsistencies are applied, these financial statements do not comply with IFRS. The main impacts are the offsetting of revaluation and impairment gains and losses within a class of assets, and the timing of the recognition of non-reciprocal grant revenue.
1.03
Constitution Gladstone Regional Council is constituted under the Queensland Local Government Act 2009 and is domiciled in Australia.
1.04
Date of Authorisation The financial statements were authorised for issue on the date they were submitted to the Auditor-General for final signature. This is the date the management certificate is signed.
1.05
Currency Council uses the Australian Dollar as its functional currency and its presentation currency.
1.06
Adoption of New and Revised Accounting Standards In the current year, Council adopted all of the new and revised Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that are relevant to its operations and effective for the current reporting period. The adoption of the new and revised Standards and Interpretations has not resulted in any material changes to Council's accounting policies. At the date of authorisation of the financial statements, the Standards and Interpretations listed below were in issue but not yet effective. Effective for annual report periods beginning on or after: AASB 9 Financial Instruments (December 2010) AASB 1053 Application of Tiers of Australian Accounting Standards AASB 10 Consolidated Financial Statements AASB 12 Disclosure of Interests in Other Entities AASB 13 Fair Value Measurement AASB 119 Employee Benefits AASB 127 Separate Financial Statements AASB 128 Investments in Associates and Joint Ventures 2009-11 Amendments to Australian Accounting Standards arising from AASB 9 (December 2009) 2009-12 Amendments to Australian Accounting Standards in relation to AASB 8 Operating Segments (December 2009) AASB 2010-2 Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements
- Page 5 -
Financial Statements
1 January 2013 1 July 2013 1 January 2013 1 January 2013 1 January 2013 1 January 2013 1 January 2013 1 January 2013 1 January 2013 1 January 2011 1 July 2013
- Page 5 -
99
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012 1
Summary of Significant Accounting Policies (Cont'd)
1.06
Adoption of New and Revised Accounting Standards (Cont'd) AASB 2010-6 Amendments to Australian Accounting Standards – Disclosures on Transfers of Financial Assets AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010)
1 July 2011
1 January 2013
AASB 2010-8 Amendments to Australian Accounting Standards – Deferred Tax: Recovery of Underlying Assets
1 January 2012
AASB 2010-10 Further Amendments to Australian Accounting Standards – Removal of Fixed Dates for First-time Adopters AASB 2011-2 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project - Reduced Amendments AASB 2011-3 Amendments to Australian Accounting Standards - Orderly Adoption of Changes to the ABS GFS Manual and Related Amendments AASB 2011-4 Amendments to Australian Accounting Standards Orderly Adoption of Changes to the ABS GFS Manual and Related Amendments AASB 2011-6 Amendments to Australian Accounting Standards - Extending Relief from Consolidation, the Equity Method and Proportionate Consolidation Reduced Disclosure Requirements AASB 2011-7 Amendments to Australian Accounting Standards arising from the Consolidation and Joint Arrangements Standards AASB 2011-8 Amendments to Austrlaian Accounting Standards arising from AASB 13 AASB 2011-9 Amendments to Australian Accounting Standards - Presentation of Items of Other Comprehensive Income AASB 2011-10 Amendments to Australian Accounting Standards arising from AASB 119 (September 2011) AASB 2011-11 Amendments to AASB 119 (September 2011) arising from Reduced Discloure Requirements
1 January 2013
AASB 2011-12 Amendments to austrlaian Accounting Standards arising from Interpretation 20 (AASB 1)
1 January 2013
AASB 2011-13 Amendments to Austrlaian Accounting Standard - Improvements to AASB 1049
1 July 2012
Interpretation 20 Stripping Costs in the Production Phase of a Surface Mine
1 July 2013
1 July 2012
1 January 2012 1 July 2013
1 January 2013 1 January 2013 1 January 2012 1 January 2013 1 July 2013
1 January 2013
Management have yet to assess the impact that AASB 9 Financial Instruments (December 2010), AASB 13 Fair Value Measurement, AASB 101 Presentation of Financial Statments and 2009-11 Amendments to Australian Accounting Standards arising from AASB 9 is likely to have on the financial statements of Council as it is anticipated that further amendments will occur. Council does not expect to implement the amendments prior to the adoption date of 1 January 2013. The reported results and position of the council will not change on adoption of the other pronouncements as they do not result in any changes to the council’s existing accounting policies. Adoption will, however, result in changes to information currently disclosed in the financial statements. The council does not intend to adopt any of these pronouncements before their effective dates.
- Page 6 -
100
- Page 6 Gladstone Regional Council Annual Report 2011-12
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012 1
Summary of Significant Accounting Policies (Cont'd)
1.07
Critical Accounting Judgements and Key Sources of Estimation Uncertainty In the application of Council's accounting policies, management is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and ongoing assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised and in future periods as relevant. The estimates and assumptions that have the potential to cause a material adjustment to the carrying amounts of assets and liabilities within the next financial year are referred to in the appropriate Notes to the financial statements.
1.08 (i)
Revenue Rates, Grants and Other Revenue are recognised as revenue on receipt of funds or earlier unconditional entitlements to the funds. Rates and levies
(ii)
Where rate monies are received prior to the commencement of the rating period, the amount is recognised as revenue in the period in which they are received. Grants and Subsidies Grants, subsidies and contributions that are non-reciprocal in nature are recognised as revenue in the year which Council obtains control over them. An equivalent amount is placed in reserve until the funds are expended. Where grants are received that are reciprocal in nature, revenue is recognised as the various performance obligations under the funding agreement are fulfilled. Council does not have any reciprocal grants.
(iii) Non-Cash Contributions Non-cash contributions with a value in excess of the recognition thresholds, are recognised as revenue and as noncurrent assets. Non-cash contributions below the thresholds are recorded as revenue and expenses. Physical assets contributed to Council by developers in the form of road works, stormwater, water and wastewater infrastructure and park equipment are recognised as revenue when the development becomes "on maintenance" (i.e. the Council obtains control of the assets and becomes liable for any ongoing maintenance) and there is sufficient data in the form of drawings and plans to determine the approximate specifications and values of such assets. All non-cash contributions are recognised at the fair value of the contribution received on the date of acquisition (iv) Cash Contributions Council receives cash contributions from property developers to construct assets such as roads and footpaths and to connect new property developments to water and sewerage networks in the local government area. Where agreements between Council and the developers relating to these contributions are determined to fall within the scope of AASB Interpretation 18 Transfers of Assets from Customers these contributions are recognised as revenue when the related service obligations are fulfilled. Developers also pay infrastructure charges for trunk infrastucture, such as pumping stations, treatment works, mains, sewers and water pollution control works. These infrastructure charges are not within the scope of AASB Interpretation 18 because there is no performance obligation associated with them. Consequently, the infrastructure charges are recognised as income when received. (v)
Rental Income
Rental revenue from investment and other property is recognised as income on a periodic straight line basis over the lease term. (vi) Interest and Dividends Interest received from term deposits is accrued over the term of the investment. Dividends are recognised once they are formally declared by the directors of the controlled entity. (vii) Sales Revenue Sales of goods is recognised when the significant risks and rewards of ownership are transferred to the buyer, gnerally when the customer has taken undisputed delivery of the goods. The council generates revenue from a number of services including child care, motor vehicle repairs and contracts for road and earthworks. Revenue from contracts and recoverable works generally comprises a recoupment of material costs together with an hourly charge for use of equipment and employees. Contract revenue and associated costs are recognised by reference to the stage of completion of the contract activity at the reporting date. Revenue is measured at the fair value of consideration received or receivable in relation to that activity. Where consideration is received for the service in advance it is included in other liabilities and is recognised as revenue in the period when the serive is performed. (viii) Fees and Charges Fees and charges are recognised upon unconditional entitlement to the funds. Generally this is upon lodgement of the relevant application or documents, issuing of the infringement notice or when the service is provided. - Page 7 -
Financial Statements
- Page 7 -
101
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012 1
Summary of Significant Accounting Policies (Cont'd)
1.09
Financial Assets and Financial Liabilities Council recognises a financial asset or a financial liability in its Statement of Financial Position when, and only when, Council becomes a party to the contractual provisions of the instrument. Gladstone Regional Council has categorised and measured the financial assets and financial liabilities held at balance date as follows: Financial assets Cash and cash equivalents (Note 1.10) Receivables - measured at amortised cost (Note 1.11) Financial liabilities Payables - measured at amortised cost (Note 1.21) Borrowings - measured at amortised cost (Note 1.23) Financial assets and financial liabilities are presented separately from each other and offsetting has not been applied. The fair value of financial instruments is determined as follows: The fair value of cash and cash equivalents and non-interest bearing monetary financial assets and financial liabilities approximate their carrying amounts and are not disclosed separately. The fair value of borrowings, as disclosed in Note 21 to the accounts, is determined by reference to published price quotations in an active market and/or by reference to pricing models and valuation techniques. It reflects the value of the debt if the Council repaid it in full at balance date. As it is the intention of the Council to hold its borrowings for their full term, no adjustment provision is made in these accounts. The fair value of trade receivables approximates the amortised cost less any impairment. The fair value of payables approximates the amortised cost. Gladstone Regional Council does not recognise financial assets or financial liabilities at fair value in the Statement of Financial Position. All other disclosures relating to the measurement and financial risk management of financial instruments are included in Note 34.
1.10
Cash and Cash Equivalents Cash and cash equivalents includes cash on hand, all cash and cheques receipted but not banked at the year end, deposits held at call with financial institutions, other short-term, highly liquid investments that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value, and bank overdrafts.
1.11
Receivables Trade receivables are recognised at the amounts due at the time of sale or service delivery i.e. the agreed purchase price/contract price. Settlement of these amounts is required within 30 days from invoice date. The collectability of receivables is assessed periodically and, if there is objective evidence that Council will not be able to collect all amounts due, the carrying amount is reduced for impairment. The loss is recognised in other finance costs. The amount of the impairment is the difference between the asset's carrying amount and the present value of the estimated cash flows discounted at the effective interest rate. All known bad debts were written-off a at 30 June. Subsequent recoveries of amounts previously written off are recognised as finance costs in the Statement of Comprehensive Income. If an amount is recovered in a subsequent period it is recognised as revenue. Because Council has the power to sell an owner's property to recover outstanding rate debts, Council does not impair any rate receivables.
1.12
Inventories Stores and raw materials are valued at the lower of cost and net realisable value and include, where applicable, direct material, direct labour and an appropriate portion of variable and fixed overheads. Costs are assigned on the basis of weighted average cost. Inventories held for distribution are: - goods to be supplied at no, or nominal, charge, and - goods to be used for the provision of services at no, or nominal, charges. These goods are valued at cost, adjusted, when applicable, for any loss of service potential. Council does not recognise treated water as inventory as raw and untreated water belongs to the Gladstone Area Water Board. Council purchases treated water from the Board which is stored in a number of reservoirs prior to delivery to customers. - Page 8 -
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- Page 8 Gladstone Regional Council Annual Report 2011-12
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012 1
Summary of Significant Accounting Policies (Cont'd)
1.13
Land Held for Resale Land held for development and sale is classified as inventory. This is valued at the lower of cost or net realisable value. Land approved by Council for resale is classified and recognised as a current asset where steps have been taken to ready the property for market and it is expected that the property will be sold within a 12 month period. Land for resale is classified as a non-current asset where it is expected that the asset will not be sold within a 12 month period. Costs incurred in preparing land for sale are capitalised at cost and are included in the value of land held for resale. Profit arising upon resale of land is recognised in the Statement of Comprehensive Income on the signing of a valid unconditional contract of sale.
1.14
Investments Council has no assets of an investment nature. Term Deposits are included in cash and cash equivalents as disclosed in Note 12.
1.15
Investment Property Investment property is property held for the primary purpose of earning rentals and/or capital appreciation. This includes property held by the Council without any specific purpose (such as land no longer required for its original purpose). At reporting date there was no property being constructed or developed for future use as investment property. Investment property is measured using the fair value model. This means it is initially recognised at cost including transaction costs. Where investment property is acquired at no or nominal cost it is recognised at fair value. All Investment property is subsequently revalued annually at the Statement of Financial Position date. Gains or losses arising from changes in the fair value of investment property are included in the Statement of Comprehensive Income in the period in which they arise. Investment property is not depreciated and is not tested for impairment.
1.16
Property, Plant and Equipment Each class of property, plant and equipment is stated at cost or fair value less, where applicable, any accumulated depreciation and accumulated impairment loss. Buildings with a total value of less than $10,000, parks and other structures with a total of less than $10,000, plant and equipment with a total value of less than $5,000 and land with a total value of less than $1 are treated as an expense in the year of acquisition. All other items of property, plant and equipment are capitalised. The classes of property, plant and equipment recognised by the Council are: - Land and improvements - Buildings - Major Plant - Plant and Equipment - Cultural Assets - Park Furniture and Other Structures - Roads, Drainage and Transport Infrastructure - Water Infrastructure - Sewerage Infrastructure - Work in Progress (i)
(ii)
Acquisition of Assets Acquisition of assets are initially recorded at cost. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition, including freight in, architect's fees, engineering design fees and all other establishment costs. Non-monetary assets, including property, plant and equipment, received in the form of contributions are recognised as assets and revenues at fair value by Council valuation where that value exceeds the recognition thresholds for the respective asset class. Fair value means the amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties in an arm's length transaction. Capital and Operating Expenditure Wage and materials expenditure incurred for the acquisition or construction of assets are treated as capital expenditure. Routine operating maintenance, repair costs and minor renewals to maintain the operational capacity of the non-current asset is expensed as incurred, while expenditure that relates to replacement of a major component of an asset to maintain its service potential is capitalised.
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Financial Statements
103
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012 Summary of Significant Accounting Policies (Cont'd) (iii) Valuation Land and improvements, buildings, major plant and all infrastructure assets are measured on the revaluation basis, at fair value, in accordance with AASB116 Property, Plant and Equipment All other non-current assets, principally plant and equipment is measured at cost. Non-current physical assets measured at fair value are revalued where required so that the carrying amount of each class of asset does not materially differ from its fair value at the reporting date. This is achieved by comprehensively revaluing these assets at least once every five years with interim valuations, using a suitable index, being otherwise performed on an annual basis where there has been a material variation in the index. Any revaluation increment arising on the revaluation of an asset is credited to the asset revaluation surplus of appropriate class, except to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense, to the extent it exceeds the balance, if any, in the revaluation surplus relating to that asset class. On revaluation, accumulated depreciation is restated proportionately with the change in the carrying amount of asset and any change in the estimate of remaining useful life. Separately identified components of assets are measured on the same basis as the assets to which they relate. Details of valuer's and methods of valuations are disclosed in Note 18 (b). (iv) Major Plant The Council has determined that plant which has an individual cost in excess of $350,000 is of high value to the Council. Plant which meets this criteria is major plant if it is prone to a high degree of price fluctuations or in danger of becoming obsolete. The asset class primarily includes specialised earthmoving equipment. (v)
Capital Work in Progress The cost of property, plant and equipment being constructed by the Council includes the cost of purchased services, materials, direct labour and an appropriate proportion of labour overheads.
Investment property under construction is classified as investment property. Refer to Note 1.15 for further information. (vi) Depreciation Land is not depreciated as it has an unlimited useful life. Depreciation on other land improvements, property, plant and equipment is calculated on a straight-line basis so as to write-off the net cost or revalued amount of each depreciable asset, less its estimated residual value, progressively over its estimated useful life to Council. Management believe that the straight-line basis appropriately reflects the pattern of consumption of all Council assets. Assets are depreciated from the date of acquisition or, in respect of internally constructed assets, from the time an asset is completed and commissioned ready for use. Where assets have separately identifiable components that are subject to regular replacement, these components are assigned useful lives distinct from the asset to which they relate. Any expenditure that increases the originally assessed capacity or service potential of an asset is capitalised and the new depreciable amount is depreciated over the remaining useful life of the asset to Council. Major spares purchased specifically for particular assets that are above the asset recognition threshold are capitalised and depreciated on the same basis as the asset to which they relate. The depreciable amount of improvements to or on leasehold land is allocated progressively over the estimated useful lives of the improvements to Council or the unexpired period of the lease, whichever is the shorter. Depreciation methods, estimated useful lives and residual values of property, plant and equipment assets are reviewed at the end of each reporting period and adjusted where necessary to reflect any changes in the pattern of consumption, physical wear and tear, technical or commercial obsolescence, or management intentions. The condition assessments performed as part of the annual valuation process for assets measured at depreciated current replacement cost are used to estimate the useful lives of these assets at each reporting date. Details of the range of estimated useful lives for each class of asset are shown in Note 18 (a). (vii) Land Under Roads The Gladstone Regional Council does not control any land under roads. All land under the road network within the council area has been dedicated and opened for public use under the Land Act 1994 or the Land Title Act 1994 and is not controlled by Council but is controlled by the State pursuant to the relevant legislation. Therefore this land is not recognised in these financial statements.
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- Page 10 Gladstone Regional Council Annual Report 2011-12
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012 1
Summary of Significant Accounting Policies (Cont'd)
1.17
Intangible Assets Intangible assets with a cost or other value exceeding $10,000 are recognised as intangible assets in the financial statements, items with a lesser value being expensed. Expenditure on internally generated intangible assets is recognised from the date of the approval by the Council of a capital expenditure authorisation for the acquisition or development of the asset as before approving the expenditure Council requites it to meet conditions which equal or exceed the criteria for recognition in AASB138.57. Expenditure on internally generated assets, up to the decision to generate the asset in a particular form, is research expenditure and is not capitalised. It has been determined that there is not an active market for any of the Council's intangible assets. Therefore, the assets are recognised and carried at cost less accumulated amortisation and accumulated impairment losses. Amortisation methods, estimated useful lives and residual values are reviewed at the end of each reporting period and adjusted where appropriate. Details of the estimated useful lives assigned to each class of intangible assets are shown in Note 19.
1.18
Biological assets The Council operates a small nursery at the Tondoon Botanic Gardens to produce bedding plants and trees for its own use. In view of the immaterial nature of this operation the accounting procedures related to biological assets have not been applied. The costs incurred in this operation are included in Council's general operations as they are incurred. Council also operates a Salvinia Weed Biological Control to produce a biological weed control measure for use throughout the region. In view of the immaterial nature of this operation the accounting procedures related to biological assets have not been applied. The costs incurred for this operation are included in Council's general operations as they are incurred.
1.19
Impairment of Non Current Assets Each non-current physical and intangible asset and groups of assets is assessed for indicators of impairment annually. If an indicator of possible impairment exists, the Council determines the asset's recoverable amount. Any amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an impairment loss. The recoverable amount of an asset is the higher of its fair value less costs to sell and its value in use. An impairment loss is recognised immediately in the Statement of Comprehensive Income, unless the asset is carried at a revalued amount. When the asset is measured at a revalued amount, the impairment loss is offset against the asset revaluation surplus of the relevant class to the extent available. Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised as income, unless the asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as an asset revaluation surplus increase.
1.20
Leases Leases of plant and equipment under which the Council as lessee assumes substantially all the risks and benefits incidental to the ownership of the asset, but not the legal ownership, are classified as finance leases. Other leases, where substantially all the risks and benefits remain with the lessor, are classified as operating leases. Gladstone Regional Council does not have any finance or operating leases as at balance date. (i)
Finance Leases Finance leases where the Council is lessee are capitalised in that a lease asset and a liability equal to the fair value of the lease property (or the present value of the minimum lease payments, if lower) are recorded at the inception of the lease. Lease liabilities are reduced by repayments of principal. The interest components of the lease payments are charged as finance costs. The asset is accounted for on the same basis as other assets of the same class. Contingent rentals are written off as an expense in the accounting period in which they are incurred.
(ii)
Operating Leases Payments made under operating leases are expensed in equal instalments over the accounting periods covered by the lease term, except where an alternative basis is more representative of the pattern of benefits to be derived from the leased property.
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Financial Statements
- Page 11 -
105
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012 1
Summary of Significant Accounting Policies (Cont'd)
1.21
Payables Trade creditors are recognised upon receipt of the goods or services ordered and are measured at the agreed purchase/contract price net of applicable discounts other than contingent discounts. Amounts owing are unsecured and are generally settled on 30 day terms.
1.22
1.22
Liabilities - Employee Benefits Liabilities are recognised for employee benefits such as wages and salaries, annual leave and long service leave in respect of services provided by the employees up to the reporting date. Liabilities for employee benefits are assessed at each reporting date. Where it is expected that the leave will be paid in the next twelve months the liability is treated as a current liability. Otherwise the liability is treated as non- current. (i)
Salaries and Wages A liability for salaries and wages is recognised and measured as the amount unpaid at the reporting date at current pay rates in respect of employees' services up to that date. This liability represents an accrued expense and is reported in Note 20 as a payable.
(ii)
Annual Leave A liability for annual leave is recognised. The current portion (based on the expected payment date) is calculated on current wage and salary levels and includes related employee on-costs. The non-current portion is calculated on projected future wage and salary levels and related employee on-costs, discounted to present values. This liability represents an accrued expense and is reported in Note 20 as a payable.
Liabilities - Employee Benefits (cont'd) (iii) Sick Leave Council has an obligation to pay 16% on sick leave balances accrued since the adoption of the Gladstone Regional Council Enterprise Bargaining Agreement on the 8th September 2008. Some former Calliope Shire Council employees are entitled to a 25% payout on sick leave accrued from 10th May 2006 to 8th September 2008. Apart from the payout options, Council is not required to payout the sick leave balances as these are not payable upon termination. (iv) Superannuation The superannuation expense for the reporting period is the amount of the contribution Council makes to the superannuation plan which provides benefits to its employees. Details of those arrangements are set out in Note 29. (v) Long Service Leave A liability for long service leave is measured at the present value of the estimated future cash outflows to be made in respect of services provided by employees up to the reporting date. The value of the liability is calculated using current pay rates and projected future increases in those rates and includes employee on-costs. The estimates are adjusted for the probability of the employee remaining in Council's employment or other associated employment which would result in the Council being required to meet the liability. Adjustments are then made to allow for the proportion of the benefit earned to date, and the result is discounted to present value. The interest rates attaching to Commonwealth Government guaranteed securities at the reporting date are used to discount the estimated future cash outflows to their present value. This liability is reported in Note 24 as a provision. (vi) Service Entitlement Certain former Gladstone City Council employees are entitled to a service entitlement payment upon departure from employment within Council. This liability is reported in Note 20 as a payable.
1.23
Borrowings and borrowing costs Borrowings are initially recognised at fair value plus any directly attributable transaction costs. Subsequent to initial recognition these liabilities are measured at amortised cost. In accordance with the Local Government (Finance, Plans and Reporting) Regulation 2010 council adopts an annual debt policy that sets out council's planned borrowings for the next nine years. Council's current policy is to only borrow for capital projects and for a term no longer that the expected life of the asset. Council also aims to comply with the Queensland Treasury Corporation's borrowing guidelines and ensure that sustainability indicators remain within acceptable levels at all times. All borrowing costs are expensed in the period in which they are incurred. No borrowing costs are capitalised on qualifying assets.
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106
- Page 12 Gladstone Regional Council Annual Report 2011-12
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012 1
Summary of Significant Accounting Policies (Cont'd)
1.24
Restoration Provision A provision is made for the cost of restoration in respect of refuse dumps where it is probable the Council will be liable, or required, to incur such a cost on the cessation of use of these facilities. The provision is measured at the expected cost of the work required, discounted to current day values using the interest rates attaching to Commonwealth Government guaranteed securities with a maturity date corresponding to the anticipated date of the restoration. Refuse dump restoration The provision represents the present value of the anticipated future costs associated with the closure of the dump sites, decontamination and monitoring of historical residues and leaching on these sites. The calculation of this provision requires assumptions such as application of environmental legislation, site closure dates, available technologies and engineering cost estimates. These uncertainties may result in future actual expenditure differing from amounts currently provided. Because of the long-term nature of the liability, the most significant uncertainty in estimating the provision is the costs that will be incurred. The provision recognised for dump sites is reviewed at least annually and updated based on the facts and circumstances available at the time. Management estimates that the site will close in 2017 and that the restoration will occur progressively over the subsequent four years. As refuse dumps are on state reserves the provision for restoration is treated as an expense in the year the provision is first recognised. Changes in the provision are treated as an expense or income.
1.25
Retained Surplus The asset revaluation surplus comprises adjustments relating to changes in value of property, plant and equipment that do not result from the use of those assets. Net incremental changes in the carrying value of classes of non-current assets since their initial recognition are accumulated in the asset revaluation surplus. Increases and decreases upon revaluation are offset within a class of assets. Where a class of assets is decreased upon revaluation, that decrease is offset first against the amount remaining in the asset revaluation reserve in respect of that class. Any excess is treated as an expense. When an asset is disposed of, the amount reported in surplus in respect of that asset is retained in the asset revaluation surplus and not transferred to retained surplus.
1.26
Capital and Other Reserves
(i) (ii) (iii) (iv)
(v)
(vi)
(vii)
(viii)
(ix)
The following reserves are cash backed reserves and represent funds that are accumulated within the Council to meet anticipated future needs. In each case the amount relates to a perceived future requirement which is not currently a liability. Emergency Services Reserve This reserve represents unexpended funding specifically for Emergency Services activities to be used in the future for capital purposes. Future Capital Works Reserve This reserve represents funds set aside for future capital acquisitions and infrastructure development. Plant Asset Replacement Reserve This reserve represents the replacement funds for Council's plant and fleet system. Regional Waste Management Reserve This reserve represents any unspent monetary funds on behalf of waste operations. This reserve also represents contributions for the future funding for waste management infrastructure and remediation of existing infrastructure and sites. It also provides a contingency amount to offset any major unforseen waste management works which are required. Parks Constrained Works Reserve This reserve represents any contributions of monetary value received during the reporting period which are constrained for the purpose of funding specific park infrastructure. It also provides a contingency amount to offset any major unforseen parks works which are required. Roads Constrained Works Reserve This reserve represents any contributions of monetary value received during the reporting period which are constrained for the purpose of funding specific road infrastructure. It also provides a contingency amount to offset any major unforseen road works which are required. Water Constrained Works Reserve This reserve represents any contributions of monetary value received during the reporting period which are constrained for the purpose of funding specific water supply infrastructure. It also provides a contingency amount to offset any major unforseen water supply works which are required. Sewerage Constrained Works Reserve This reserve represents any contributions of monetary value received during the reporting period which are constrained for the purpose of funding specific sewerage infrastructure. It also provides a contingency amount to offset any major unforseen sewerage works which are required. Recurrent Grant Funding Reserve This reserve represents unexpended non-capital operational grant and subsidy funding. - Page 13 -
Financial Statements
- Page 13 -
107
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012 1
Summary of Significant Accounting Policies (Cont'd)
1.27
Capital This represents the amount of Council funds that have been set aside from Retained Surplus and other reserves for capital expenditure.
1.28
National Competition Policy The Council has reviewed its activities and has identified nine (9) activities that are business activities. Details of these activities can be found in Note 35.
1.29
Rounding and Comparatives Amounts included in the financial statements have been rounded to the nearest $1,000 unless otherwise stated. Comparative information has been restated where necessary to be consistent with disclosures in the current reporting period.
1.30
Trust Funds Held for Outside Parties Funds held in the Trust Account on behalf of outside parties include those funds from the sale of land for arrears in rates, deposits for the contracted sale of land, security deposits lodged to guarantee performance and unclaimed monies (e.g. wages) paid into the Trust Account by Council. Council performs only a custodian role in respect of these monies and because the monies cannot be used for Council purposes, they are not considered revenue nor brought to account in the financial statements. The monies are disclosed in the notes to the financial statements for information purposes only. For details see Note 32.
1.31
Taxation Income of local authorities and public authorities is exempt from Commonwealth taxation except for Fringe Benefits Tax and Goods and Services Tax ('GST'). The net amount of GST recoverable from the Australian Taxation Office ('ATO') or payable to the ATO is shown as an asset or liability respectively. The Council pays Payroll Tax to the Queensland Government on certain activities.
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- Page 14 -
108
Gladstone Regional Council Annual Report 2011-12
Financial Statements
Analysis of results by function
$
$
Total Council
Development Services
Environment and Recreation
35,680
1
133
25,591
3,089
Community Services
Infrastructure
6,506
Finance
361
2011
Corporate and Business
Other
2011
(1)
$
2012
Grants
117,168
5,232
11,509
21,535
1,614
59,280
17,989
9
$
2011
Grants
Gross program income
Grants
Recurring
155,034
20,731
Office of the CEO
Functions
Year ended 30 June 2011
14,504
63,569
63,476
13,277
208
92
6,438
Engineering Services
Planning & Environment Total Council
8,797
Finance
$
$
5,360
2012
44
Other
2012
Gross program income
Grants
Recurring
Corporate and Community
Office of the CEO
Functions
Year ended 30 June 2012
19
21,196
-
891
16,136
-
4,150
-
Capital
77,913
1,155
65,254
418
11,086
-
Capital
$
2011
Other
$
2012
Other
48
48
27,108
579
686
24,933
-
910
-
-
-
-
-
-
$
201,151
5,812
13,220
88,195
4,703
66,715
22,500
8
253,726
15,751 (157,347)
(24,717)
(81,768)
(6,960)
(40,449)
(3,454)
$
2012
$
(6,941)
(27,605)
(67,460)
(12,680)
(8,610)
(8,375)
(3,205)
(134,876)
2011
Recurring
$
2011
(7,598)
(6,251)
(1,767)
(3,212)
(24)
(1,938)
(544)
(706)
-
(15,616)
Capital
Gross program expenses
$
2012
Capital
Gross program expenses Recurring
- Page 15 -
- Page 15 -
2011
72,739
29,723
252
135,262
income
Total
$
2012
income
Total
(a) Income and expenses defined between recurring and capital are attributed to the following functions:
2
GLADSTONE REGIONAL COUNCIL
Notes to the financial statements STATEMENT OF COMPREHENSIVE INCOME
Total
(24,741)
(83,706)
(7,504)
(41,155)
(3,454)
(160,560)
$
(6,941)
(27,605)
(75,058)
(12,680)
(14,862)
(10,142)
(3,205)
(150,492)
2011
expenses
Total
$
2012
expenses
Net result
18,418
(10,121)
(11,760)
65,313
(21,812)
(3,202)
$
2011
(17,709)
(1,709)
(16,096)
(45,925)
(11,066)
50,669
9,613
(3,195)
operations
from recurring
Net result
$
2012
operations
from recurring
Net
$
2011
(3,202)
50,659
(1,129)
(14,385)
13,137
(7,977)
51,853
12,358
(3,197)
93,168
(8,990)
51,556
65,235
(11,432)
Result
Net
$
2012
Result
$
71,465
97,872
19,894
1,309,110
-
358
1,119,522
2011
-
1,545,092
50,593
1,101,854
100,578
292,067
Assets
$
2012
Assets
Our Financial Statements
109
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to and forming part of the Financial Statements For the year ended 30 June 2012
2
(b) Component Functions of Council The activities relating to Council's Functions reported on in Note 2(a) - Analysis of Results by Function are as follows: Office of the CEO This directorate provides for the executive management of Gladstone Regional Council and includes the Mayor, Executive Services, Governance, People and Performance and Elected members
Finance The operation of Council's Corporate Finance activities, Asset Management & GIS and the coordination of Disaster Management activities. Corporate and Community Services This comprises the corporate support functions of Council and the operations of the Gladstone Airport. The corporate functions include Information Technology, Customer Services, Procurement, Corporate Property Management and Fleet Management. The Community Services comprises of the Coordination of various Community Service activities, programs and initiatives including Libraries, Sports and Recreation, Performing Arts and, Arts and Heritage. These functions also include Community Relations. Engineering Services The provision of Roads, Water and Sewerage Infrastructure and Waste Management Facilities that service the demands of the existing and future region. Management and planning of the Development of the Infrastructure of the Region. Planning and Environment Management of the approval processes for development and building activities within the Region. Maintaining a safe and clean region by enforcement of local laws, pest management, provision of and active participation on peak bodies. The recreation function covers recreational and open space facilities and venues, public amenities, cemeteries and conservation activities of Council.
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110
Gladstone Regional Council Annual Report 2011-12
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012
Note 3
Year
Year
30 June 2012
30 June 2011
$,000
$,000
Revenue analysis (a) Rates and charges General rates
62,191
Water
55,955
8,529
7,554
Water consumption, rental and sundries
17,911
10,441
Sewerage
14,055
12,232
Waste management
12,467
10,357
115,153
96,540
(7,837)
(6,868)
(736) 106,580
(752) 88,920
Total rates and utility charge revenue Less: Discounts Less: Pensioner remissions Net rates and utility charges (b) Fees and charges Animal impounding fees
84
96
14,138
5,516
Fees and charges
816
672
Licences and Registration
647
659
900 16,585
11 6,953
Investment property rentals
379
367
Other property rentals
437 815
256 624
Interest received from investments
5,695
5,475
Interest from overdue rates and utility charges
116 5,811
138 5,612
Sales - Contract and recoverable works
7,106
5,209
Land held for resale
7,106
381 5,591
Building and development fees
Other fees and charges
(c) Rental Income
(d) Interest received
(e) Sales - Contract and Recoverable Works
The amount recognised as revenue for contract revenue during the period is the amount receivable in respect of invoices issued during the period. The contract work carried out is not subject to retentions.
(f)
Other Recurrent Income Aquatic centre income Entertainment centre income Fines and penalties Dividends and Tax Equivalents
417 1,188
82
115
4,194
Commissions Other recurrent income
4
523 1,458
-
124
142
1,282 7,662
910 2,773
Grants, subsidies, contributions and donations (a) Recurrent
$,000
$,000
General purpose grants
8,785
State Government subsidies and grants
7,897
9,049
Commonwealth subsidies and grants
1,843
19,839
614
245
5
155
1,580 20,724
3 35,678
Non-government subsidies and grants Donations Contributions Total recurrent revenue
6,388
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111
Financial Statements - Page 17 -
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012
Note 4
Year
Year
30 June 2012
30 June 2011
Grants, subsidies, contributions and donations (Cont'd) (b) Capital (i)
Monetary revenue received: State Government subsidies and grants Commonwealth subsidies and grants Developer Contributions Conoco Phillips Australia Pty Ltd Waste Water Contributions Other Contributions
(ii)
12,703
6,622
5,814
10,424
7,228
9,994
15,785
-
7,655
-
18,228 67,413
16,204 43,244
Non-monetary revenue received:
Donated assets contributed by developers at fair value Total capital revenue Both cash and non cash contributions will vary from year to year based on development activity within the region. (c)
Conditions over contributions Contributions recognised as income during the reporting period and which were obtained on the condition that they be expended in a manner specified by the contributor but had not been expended at the reporting date: Developer contributions for infrastructure
10,807 10,807
4,431 4,431
Contributions recognised as income during a previous reporting period that were obtained on the condition that they be expended in a manner specified by the contributor but had not been expended at the reporting date: Developer contributions for infrastructure Unexpended
2,274 2,274
4,760 4,760
Contributions recognised as income during a previous reporting period that were obtained on the condition that they be expended in a manner specified by the contributor and had been expended at the reporting date: Developer contributions for infrastructure Expended
5
3,019 3,019
Capital Income
$,000
Revaluation up of investment property Total Capital Income 6
4,760 4,760 $,000
17
48 48
910 910
Discontinued Operations On 20th September 2011 Gladstone Regional Council passed a resolution to corporatise Gladstone Airport, as authorised under the Local Government (Beneficial Enterprises and Business Activities) Regulation 2010. The Gladstone Airport Corporatisation is owned on behalf of ratepayers and residents of the Gladstone Region. Date of incorporation is 1st July 2012. The financial performance of the discontinued operation to the date of transfer, which is included in the Statement of Comprehensive Income, is as follows: $,000 $,000 Recurrent Revenue Airport carpark income 424 221 Airport passenger and landing fees 9,279 6,164 Other Recurrent Income 771 321 Operating Grants and Subsidies 7 4 Total Recurrent Revenue 10,481 6,711 Recurrent Expenses Employee and other benefits Consultants Contractors Repairs and maintenance Other Materials and Services Staff associated expenses Finance Costs Depreciation Expenses Total Recurrent Expenses
2,635 362 116 140 2,591 122 4,172 2,090 12,228
1,716 285 180 98 999 55 4,341 441 8,115
Profit/(Loss) for the year from discontinued operations
(1,747)
(1,404)
Capital Revenue Capital Grants and Subsidies Capital Contributions APLNG contrib in accordance with ILS Funding deed QGC Pty Ltd contrib in accordance with ILS Funding deed GLNG contrib in accordance with ILS Funding deed Total Capital Revenue - Page 18 --
112
-
4,150
3,500 3,500 3,500 10,500
4,150
Page 18 Gladstone Regional Council Annual Report 2011-12
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012
Note 7
Employee and other benefits
Year
Year
30 June 2012
30 June 2011
$,000
$,000
Total staff wages and salaries
41,771
Councillors' remuneration Employee leave entitlements Superannuation
47,625
871
848
7,421
1,271
5,163
5,309
55,226
55,053
Fringe benefits tax
215
235
Payroll tax
398
393
Less: Capitalised employee expenses
55,839
55,681
(4,995) 50,844
(5,784) 49,899
Councillor remuneration represents salary and other allowances paid in respect of carrying out their duties.
Total Council employees and elected members at the reporting date: 2012 9
Office of the CEO
30
8
175
231
Corporate and Community Services Finance Infrastructure Planning and Environment Total full time equivalent employees
8
Materials and services
9
36
36
224
258
191 665
195 737
$,000
$,000
Advertising and marketing
613
522
Artist fees and expenses
278
196
Audit of annual financial statements by the Auditor-General of Queensland
174
159
Chemicals
187
179
9,103
7,188
Consultants Consumables
133
160
Contractors
6,461
6,785
Donations and sponsorships
1,375
1,359
Electricity and gas
2,871
2,512
Equipment and software expenses
5,210
4,214
Fuel
2,137
2,187
General administration
1,480
1,325
Insurance
2,570
2,731
40
55
Investment property expenses (property generating income) Investment property expenses (property not generating income) Legal expenses
4
18
501
427
Motor vehicle expenses
1,231
912
Other material and services
6,425
4,756
Property expenses
612
538
Rentals - Operating leases
257
25
Repairs and maintenance
2,674
1,781
Staff and Councillor associated expenses
1,658
2,336
Subscriptions and memberships
383
253
Sundry expenses
551
248
Telephone expenses
524
855
1,746
1,675
Water Purchases
16,368
13,583
Waste disposal expenses
816 66,383
72 57,050
Tipping fees
9
2011
Elected members
Finance costs
$,000
Finance costs charged by the Queensland Treasury Corporation
$,000 3,485
2,777
Bank charges
183
154
Impairment of debts
249
103
45 3,961
80 3,113
Refuse restoration
24
- Page 19 --
Financial Statements
Page 19 -
113
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012
Note 10
Depreciation and Amortisation
Year
Year
30 June 2012
30 June 2011
$,000
$,000
(a) Depreciation of non-current assets Land improvements
394
363
Buildings
2,760
2,605
Plant and equipment
3,229
2,234
Major Plant & Equipment
425
360
Parks and other structures
550
558
Roads, drainage and transport infrastructure
9,977
6,951
Water Infrastructure
2,829
1,648
3,365 23,530
3,181 17,900
401 23,931
402 18,302
Sewerage Infrastructure 18(a) (b) Amortisation of intangible assets Software Total depreciation and amortisation of non current assets 11
19
Capital Expenses Loss on disposal of non-current assets Proceeds from the sale of property, plant and equipment Less: Book value of property, plant and equipment disposed
$,000
$,000 (742) 3,035 2,294
(432) 9,854 9,421
Book value of land written off
651
776
Book value of buildings written off
-
580
Loss on write-off on non-current assets
Book value of plant and equipment written off
43
Book value of parks and other structures written off
4,704
Book vale of artwork written off
70
-
Book value of water infrastructure written off
69
114
24 856
6,194
62
-
62
-
Book value of intangibles written off Revaluation increment Revaluation decrease of major plant and equipment
18 (a)
3,212
Total capital expenses
12
20
-
Cash and cash equivalents
$,000
Cash at bank and on hand
15,616
$,000 2,353
2,622
Deposits at call
58,651
36,163
Term Deposits
33,004
42,755
94,008
81,540
15,008 2,274
665 26,475
1,787 19,070
681 27,821
Balance per Statement of Cash Flows Externally exposed expenditure restrictions at the reporting date relate to the following cash assets: Unspent government grants Unspent developer contributions Unspent loan monies Total unspent restricted cash for capital projects
Cash at bank is held at a variety of Australian Banks and Credit Unions and the Queensland Treasury Corporation with Credit ratings ranging from AA- to BBB+ unrated.
13
Trade and other receivables
$,000
or
$,000
Current Rateable revenue and utility charges
2,923
3,983
Water charges not yet levied
8,597
4,555
17,127
3,593
Other debtors Less: Impairment GST recoverable Interest receivable Accrued revenue Prepayments
(297)
(48)
866
1,991
482
464
8,140
4,698
1,455 39,292
778 20,014
Interest is charged on outstanding rates 365 days after the date of issue at a rate of 11% per annum. No interest is charged on other debtors. There is no concentration of credit risk for rates and utility charges, fees and other debtors receivable. - Page 20 --
114
Page 20 Gladstone Regional Council Annual Report 2011-12
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012
Note 13
Trade and other receivables (Cont'd) Current
Year
Year
30 June 2012
30 June 2011
$,000
$,000
Movement in accumulated impairment losses (other debtors) is as follows:
(48)
Opening balance at 1 July
-216 168
Impairment Debts written off during the year
(249)
Additional impairments recognised Impairments reversed Closing balance at 30 June
14
(297)
Inventories Inventories for consumption:
$,000
(48) $,000
Miscellaneous saleable items
10
10
Cemetery crypts
69
269
Total inventories for consumption
79
279
Stores
917
973
Raw materials
889
349
1,806
1,322
2,769
2,769
4,654
4,370
Valued at the lower of cost and selling price less cost to sell.
Inventories held for distribution:
Total inventories for distribution Valued at the lower of cost and replacement value.
15
Land purchased for development and sale
Total Inventories 15
Land purchased for development and sale
$,000
$,000
Opening balance
2,769
Additions at cost
-
-
Disposals during period
-
(143)
2,769
194 2,769
2,769 -
194 2,575
2,769
2,769
Transfer from Land Closing balance at period end
14
Classified as : Current Non-current
2,718
This land is freehold land Council has decided to sell to address the market demand for residential allotments. The land is expected to be developed and sold within the next twelve months. The land is valued at the lower of cost and selling price less cost to sell.
16
Non-current assets and liabilities of disposal groups classified as held for sale On 20th September 2011 Gladstone Regional Council passed a resolution to corporatise Gladstone Airport, as authorised under the Local Government (Beneficial Enterprises and Business Activities) Regulation 2010. The Gladstone Airport Corporatisation is owned on behalf of ratepayers and residents of the Gladstone Region. Date of incorporation is 1st July 2012. Assets and liabilities will be transferred to the new airport entity as at 1st July, 2012 $,000
Written Down Value of Assets: Land
$
29,276
Buildings
$
18,772
Parks and Other Structures
$
1,275
Plant and Equipment
$
295
Roads
$
55,746
Water and Sewerage Total Written Down Value of Assets
$ $
36 105,399
2,104
Current Liabilities: Interest Bearing Loan - Queensland Treasury Corporation
$
Creditors and accruals
$
147
Total current liabilities
$
2,251
Interest Bearing Loan - Queensland Treasury Corporation
$
63,946
Total non current liabilities
$
63,946
Total Liabilities
$
66,197
Non Current Liabilities:
- Page 21 --
Financial Statements
Page 21 -
115
Our Financial Statements GLADSTONE REGIONAL COUNCIL Notes to the Financial Statements For the year ended 30 June 2012
Note 17
Investment Property
Year
Year
30 June 2012
30 June 2011
$,000
$,000
Land - at independent valuation
2,550
2,500
Buildings - at independent valuation
2,408 4,958
2,410 4,910
Fair value at beginning of financial year Additions
4,910 -
2,810 75
Transfer from Building Transfer from Land Revaluation up of investment property Carrying amount at 30 June
48 4,958
951 164 910 4,910
Investment Property Reconciliation
5
Income from Investment property is shown in Note 3(c). Expenses in respect of Investment property are shown in Note 8. Investment property comprises of a commercial properties which are rented out. These properties were valued at fair value byAPV Valuers and Asset Management, an independent professionally qualified valuation firm, as at 30 June, 2012. Fair value was determined by using an indexation method. It should be noted that the previous year's asset condition ratings have been retained with the assumption that Council has maintained the assets and all assets are delivering the same level of service as assessed in the comprehensive revaluation. At reporting date there was no property being constructed or developed for future use as investment property. No contingent rentals were recognised during the current or prior reporting periods.
- Page 22 -
116
Gladstone Regional Council Annual Report 2011-12 - Page 22 -
Financial Statements
16
Range of estimated useful life in years * Expensed WIP included in Opening balance, included in disposals line
Consolidated book value at period end
Accumulated depreciation at period end
Internal Transfers
Assets classified as held for sale
-
11
25
25
Revaluation adjustment to the asset revaluation surplus
Revaluation adjustment to income
-
10
Amortisation provided in period
Impairment adjustment to asset revaluation surplus
-
1-29
110,529
1,316
-
-
-
394
-
11
Depreciation on disposals
Depreciation on write-offs
-
Depreciation provided in period
6,10
-
10-100
94,013
11,358
-
(1,032)
-
(1,874)
-
-
3,096
3
11,165
105,371
111,845
922
12,375
-
-
(19,804)
2,318
-
-
-
154
260
110,068
708
-
Found assets first recognised
Opening Balance
Accumulated Depreciation
Closing gross value
Internal Transfers between WIP and other classes
Internal Transfers between classes
-
(29,276)
16
19
Assets classified as held for sale
Assets transferred to intangible assets
(651) 1,748
11
25
Write-offs
Revaluation adjustment to the asset revaluation surplus
-
-
Disposals*
Contributed Assets
9,901
129,415
$
2012
$
Revaluation
2012
Buildings $,000
Revaluation
Land and improvements $,000
-
4 (b)
Note
Additions during period
Found assets first recognised
Opening Gross Value at 1 July 2011
Asset Values
Basis of measurement
Year ended 30 June 2012
18 (a) Property, plant and equipment
For the year ended 30 June 2012
Notes to the Financial Statements
Gladstone Regional Council
21,501
9,317
-
(235)
-
-
-
-
-
(909)
3,258
-
7,203
30,818
1,069
(139)
-
(530)
-
(43)
(2,205)
-
5,922
-
26,744
2-50
$
2012
Cost
Plant and equipment $,000
2,626
2,124
-
-
-
62
317
-
-
-
425
-
1,320
4,750
-
-
-
-
86
-
-
-
-
-
4,664
584
-
-
-
-
-
-
-
-
-
-
-
584
-
139
-
-
48
(70)
-
-
10
457
-
Not Depreciated
$
2012
Revaluation
Cultural Assets $,000
- Page 23 -
- Page 23 -
5-10
$
2012
Revaluation
Major Plant & Equipment $,000
14,006
2,460
(6)
(164)
-
-
(1,113)
-
-
(5)
613
-
3,135
16,466
2,190
(93)
-
(1,439)
(1,337)
-
(28)
-
-
-
17,173
5-100
$
2012
Revaluation
Park Furniture & Other Structures $,000
5-100
690,613
212,719
6
(1,572)
24,019
-
(34,764)
-
-
(2,658)
11,640
-
216,048
903,332
41,907
93
-
(57,318)
83,593
-
(4,424)
13,620
-
-
825,861
$
2012
Revaluation
Road, Drainage & Transport Infrastructure $,000
9
5-110
162,604
93,975
-
(2)
-
-
38,817
-
-
(109)
3,365
-
51,904
256,579
3,437
-
(38)
51,583
-
(141)
2,858
-
-
198,871
$
2012
Revaluation
Sewerage Infrastructure $,000
5-110
100,635
64,777
-
-
-
-
19,485
-
(97)
(5)
2,829
-
42,565
165,412
8,879
(9)
-
-
19,647
(166)
(5)
1,750
-
-
135,316
$
2012
Revaluation
Water Infrastructure $,000
-
(136)
-
-
-
(710)
-
86,873
-
83,053
Not Depreciated
98,515
-
-
-
-
-
-
-
-
-
-
-
-
98,515
(70,565)
$
2012
Cost
Work in Progress $,000
1,295,626
398,046
-
(3,005)
24,019
62
20,868
394
(97)
(3,686)
25,226
3
334,262
1,693,672
-
-
(136)
(108,405)
157,686
(930)
(7,513)
18,228
92,959
10,618
1,531,165
$
2012
Total $,000
Our Financial Statements
117
118
25
25
Revaluation adjustment to the asset revaluation surplus
Impairment adjustment to asset revaluation surplus
* Expensed WIP included in Opening balance, included in disposals line
Range of estimated useful life in years
Consolidated book value at period end
Accumulated depreciation at period end
Assets transferred to Investment Property Internal Transfers
11
10
Depreciation on write-offs
Amortisation provided in period
Depreciation on disposals
Not depreciated
128,493
922
363
10-100
98,903
11,165
(34) 116
4,781
(16)
2,791
Depreciation provided in period
10
1,053
2,474
110,068
129,415
559
8,879
118
(3,724)
(984)
10,581
(596)
161
8,763
86,988
Found assets first recognised
Opening Balance
Accumulated Depreciation
Closing gross value
Internal Transfers between WIP and other classes
Internal Transfers between classes
Assets transferred to intangible assets
19
(164)
Assets transferred to investment property
Assets transferred from investment property
(194)
9,112
(776)
539
120,780
$
2011
$
Revaluation
2011
Buildings $,000
Revaluation
Land and improvements $,000
Assets classified as held for sale
11
25
Write-offs
4 (b)
Note
Revaluation adjustment to the asset revaluation surplus
Disposals*
Contributed Assets
Additions during period
Found assets first recognised
Opening Gross Value at 1 July 2011
Asset Values
Basis of measurement
Year ended 30 June 2011
18 (a) Property, plant and equipment
For the year ended 30 June 2012
Notes to the Financial Statements
Gladstone Regional Council
3,344
1,320
(217)
(325)
360
1,502
4,664
(169)
(497)
644
4,686
- Page 24 -
5-14
$
2011
Revaluation
Major Plant & Equipment
- Page 24 -
19,541
7,203
(6)
(34)
(268)
2,256
215
5,040
26,744
424
(15)
(54)
(649)
3,305
326
23,407
2-41
$
2011
Cost
Plant and equipment $,000
14,038
3,135
(151)
1,156
(1,524)
596
163
2,895
17,173
1,212
2,195
4,470
(6,228)
58
595
14,871
5-100
$
2011
Revaluation
Park Furniture & Other Structures $,000
5-100
609,813
216,048
368
68,780
9,927
(2,321)
7,145
132,149
825,861
84,047
3,483
34,271
(10,035)
10,782
703,313
$
2011
Revaluation
Road, Drainage & Transport Infrastructure $,000
5-110
146,967
51,904
(251)
1,621
(389)
3,181
47,742
198,871
861
(1,651)
6,532
(1,744)
3,510
191,363
$
2011
Revaluation
Sewerage Infrastructure $,000
5-110
92,751
42,565
(76)
4,868
(10)
(125)
1,648
36,260
135,316
1,696
(288)
11,979
(124)
(363)
1,912
120,504
$
2011
Revaluation
Water Infrastructure $,000
(265)
(75)
(384)
90,593
90,421
Not Depreciated
83,053
-
-
83,053
(97,237)
$
2011
Cost
Work in Progress $,000
1,196,903
334,262
(34) -
68,780
22,136
363
(1,584)
(3,428)
17,977
1,431
228,621
1,531,165
-
-
(265)
-
(1,223)
(194)
76,776
(7,778)
(13,672)
16,204
95,300
9,684
1,356,333
$
2011
Total $,000
Our Financial Statements
Gladstone Regional Council Annual Report 2011-12
Our Financial Statements Gladstone Regional Council Notes to the Financial Statements For the year ended 30 June 2012
18 (b) Property, plant and equipment valuations were determined by reference to the following : (i) Land The fair value of land as at 30 June 2012 was independently determined by APV Valuers, using an indexation method. This approach determined that the following indicies were appropriate for the following land categories: Residential Land (up to Residential Land (1001sqm to Vacant Land (5001sqm to Rual Land (1ha above)
7% 6% 8% 0%
It should be noted that the previous year’s asset condition ratings have been retained with the assumption that Council has maintained the assets and all assets are delivering the same level of service as assessed in the comprehensive revaluation. Land under infrastructure and reserve land does not have a value for the purpose of the Gladstone Regional Council's financial statements. (ii) Buildings and Parks and Other Structures
There is no market value for Council’s buildings as these are held to provide essential services to the community. Accordingly, the fair value of all building assets is measured at written down current replacement cost. The fair value of buildings as at 30 June 2012 was independently determined by APV Valuers and Asset Management using an indexation method. This method determined that the approximate increase in building costs over the past year for each building type is as follows: Residential Commercial Industrial Civic Amenities Park Assets
5% 2% 2% 4% 4% 2-5%
The following key assumptions were used to derive these indices: (i) Previous year’s asset condition ratings have been retained with the assumption that Council has maintained the assets and all components are delivering the same level of service as assessed in the comprehensive revaluation. (iii) Plant and Equipment All plant and equipment is measure at cost less accumulated depreciation. Residual values and useful lives were reviewed as at 30 June, 2012. (iv) Major Plant The fair value of major plant as at 30 June 2012 was determined in house based on a condition audit and market based evidence using comparable replacement costs from the most recent price catalogues for specialised earth moving equipment. The key assumptions used in assessing the conditions included site condition; type of usage; major mechanical component condition; and machine hours.
(v) Cultural Assets The fair value of cultural assets is measured at current market value as at 30 June 2012 as independently determined by Ross Searle and Associates Registered Valuers. Fair value was derived by reference to market based evidence including auction records, private sales data and consultations with art dealers most familiar with a particular artist’s work.
- Page 25 Financial Statements
- Page 25 -
119
Our Financial Statements Gladstone Regional Council Notes to the Financial Statements For the year ended 30 June 2012
18 (b) Property, plant and equipment valuations were determined by reference to the following : (vi) Infrastructure (i) Land There is no market value for Council’s infrastructure assets as these are held to provide essential services to the community. Accordingly, the fair value of all infrastructure assets is measured at written down current replacement cost. The fair value of land as at 30 June 2012 was independently determined by APV Valuers, using an indexation method. This approach determined that the following indicies were appropriate for the following land categories: Roads, Drainage and Transport Infrastructure Residential Land (up to 7% The fair value of road and transport network assets as at 30 June 2012 was determined in house based on condition/age audit Residential Land (1001sqm to 6% and market based construction cost. Unit costs were determined from first principle calculations, internal construction costs and Vacant Land (5001sqm to 8% Rawlinson’s Handbook. Rual Land (1ha above) 0% Average $/m2 for each of the key components were: Urban Roads Rural Roads It should be noted that the previous year’s asset condition ratings have$been retained with the assumption that Council has $ maintained delivering the same level of21.75 service as assessed in the comprehensive revaluation. Pavement the assets and all assets are 51.80
Seal under infrastructure and reserve land 7.25 Land does not have a value for 3.08 the purpose of the Gladstone Regional Council's financial Gravel Sheet 8.53 5.93 statements. As management intends to value drainage infrastructure assets in 2013 by external party, these assets were valued by (ii) Buildings and Parks and Other Structures management using the Local Government Index. This is based on LGAQ Circular 2012-077 dated 27 April 2012. This index is based on the average increase of prices relating to consumables, transport, wages and infrastructure costs over the last five years. An indexation rate of 3.6% was used. There is no market value for Council’s buildings as these are held to provide essential services to the community. Accordingly, the fair value of all building assets is measured at written down current replacement cost. The fair value of buildings as at 30 Water and Sewerage Infrastructure June 2012 was independently determined by APV Valuers and Asset Management using an indexation method. This method The fair value water and sewerage network assetscosts as atover 30 June 2012year wasfor determined in house on a condition/age determined thatofthe approximate increase in building the past each building type based is as follows: audit and market based construction costs. Unit costs were determined from first principle calculations, internal construction Residential 5% costs and Rawlinson’s Handbook. Commercial 2% Industrial 2% Major water and sewerage infrastructure assets were revalued at fair value as at 30 June 2012 by Chris Egbars of MWH Civic 4% Amenities Consultants. They include all water pump 4% stations, reservoirs, water treatment plants, sewage pump stations, sewage treatment Park Assets 2-5% plants and associated mechanical and electrical systems. The following key assumptions were used to derive these indices: In their valuation, valuers have derived replacement Value costs from various sources and references, including costing guides issued by Rawlinson's (Australian Handbook), the NSW for Valuation of Waterthe Supply, (i) Previous year’s asset condition Construction ratings have been retained with the Reference assumptionManual that Council has maintained assets and all components are delivering the same level of service costs as assessed in the comprehensive revaluation. Sewerage and Stormwater Assets, actual construction at relevant facilities, Council knowledge from similar completed projects in the region and MWH’s own internal database of costs. (iii) Plant and Equipment Average cost per metre was $115 for water pipes and $122 for sewer pipes. All plant and equipment is measure at cost less accumulated depreciation. Residual values and useful lives were reviewed as at 30 June, 2012. Condition was assessed using the following table. (iv) Major Plant Condition Rating System The fair value of major plant as at 30 June 2012 was determined in house based on a condition audit and market based evidence using comparable replacement costs from the most recent price catalogues for specialised earth moving equipment. Definition the of Condition Scoreused in assessing Remaining Usefulcomponent Life (yrs) The key Condition assumptions conditions included site condition; type of usage; major mechanical condition; and machine hours. Very Good Condition 1 95% Only normal Maintenance required High level of remaining service potential
(v) Cultural Assets
2
Minor defects only
75%
Minor maintenance required
The fair value of cultural assets is measured at current market value as at 30 June 2012 as independently determined by Ross Adequate level of value remaining Searle and Associates Registered Valuers. Fair wasservice derivedpotential by reference to market based evidence including auction records, private sales data and consultations with art dealers most familiar with a particular artist’s work. 3
Maintenance required to return to accepted level of service
50%
Significant maintenance required Adequate level of remaining service potential (but with some issues indicating the need for action in short to medium term)
4
Requires renewal
30%
Significant renewal/upgrade required Barely adequate level of remaining service potential (action must be taken in short term)
5
Asset unserviceable
- Page 25 -
5%
Over 50% of asset requires replacement At point where assets is now unacceptable. Must be closed or renewed.
- Page 26 -
120
- Page 26 -
Gladstone Regional Council Annual Report 2011-12
Water and Sewerage Infrastructure The fair value of water and sewerage network assets as at 30 June 2012 was determined in house based on a condition/age
Our Financial Statements
audit and market based construction costs. Unit costs were determined from first principle calculations, internal construction costs and Rawlinson’s Handbook.
Major water and sewerage infrastructure assets were revalued at fair value as at 30 June 2012 by Chris Egbars of MWH Consultants. They include all water pump stations, reservoirs, water treatment plants, sewage pump stations, sewage treatment plants and associated mechanical and electrical systems. In Regional their valuation, valuers have derived replacement Value costs from various sources and references, including costing guides Gladstone Council issued by Rawlinson's (Australian Construction Handbook), the NSW Reference Manual for Valuation of Water Supply,
Sewerage and Stormwater Assets, actual construction costs at relevant facilities, Council knowledge from similar completed Notes to the Financial Statements For the year endedin30the June 2012 projects region and MWH’s own internal database of costs. Average cost per metre was $115 for water pipes and $122 for sewer pipes. 18 (b) Property, plant and equipment were determined by reference to the following : Condition was assessed usingvaluations the following table. (i) Land
Condition Rating System
The fair value of land as at 30 June 2012 was independently determined by APV Valuers, using an indexation method. This Definition of Condition Condition Score Remaining Useful Life (yrs) approach determined that the following indicies were appropriate for the following land categories: 1 Very Good Condition 95% Only normal7% Maintenance required Residential Land (up to Residential Land (1001sqm to High level of6% remaining service potential Vacant Land (5001sqm to 8% Rual Land (1ha2above) 0%only Minor defects
75%
Minor maintenance required Adequate level of remaining service potential
It should be noted that the previous year’s asset condition ratings have been retained with the assumption that Council has maintained the assets and all assets are delivering the same level of service as assessed in the comprehensive revaluation. Maintenance required to return to accepted level of service 3 50% Land under infrastructure and reserve land does not have a value for the purpose of the Gladstone Regional Council's financial Significant maintenance required statements.
Adequate level of remaining service potential (but with some issues indicating the need for action in short to medium term) (ii) Buildings and Parks and Other Structures
4
Requires renewal
30%
Significant renewal/upgrade required
There is no market value for Council’s buildingslevel as these are held to provide essential services to the community. Accordingly, Barely adequate of remaining service potential the fair value of all building assets is measured at written down (action must be taken in short term)current replacement cost. The fair value of buildings as at 30 June 2012 was independently determined by APV Valuers and Asset Management using an indexation method. This method determined that5 the approximateAsset increase in building costs over the past year for each building type is as follows: unserviceable 5% Residential Commercial Industrial Civic Amenities Park Assets
Over 50% of asset requires replacement 5% assets is now unacceptable. Must be At point where 2% closed or renewed.
2% 4% 4% 2-5%
- Page 26 -
The following key assumptions were used to derive these indices: (i) Previous year’s asset condition ratings have been retained with the assumption that Council has maintained the assets and all components are delivering the same level of service as assessed in the comprehensive revaluation. (iii) Plant and Equipment All plant and equipment is measure at cost less accumulated depreciation. Residual values and useful lives were reviewed as at 30 June, 2012. (iv) Major Plant The fair value of major plant as at 30 June 2012 was determined in house based on a condition audit and market based evidence using comparable replacement costs from the most recent price catalogues for specialised earth moving equipment. The key assumptions used in assessing the conditions included site condition; type of usage; major mechanical component condition; and machine hours.
(v) Cultural Assets The fair value of cultural assets is measured at current market value as at 30 June 2012 as independently determined by Ross Searle and Associates Registered Valuers. Fair value was derived by reference to market based evidence including auction records, private sales data and consultations with art dealers most familiar with a particular artist’s work.
- Page 25 -
- Page 27 Financial Statements
121
Our Financial Statements Gladstone Regional Council Notes to the Financial Statements For the year ended 30 June 2012
Note 19
Year
Year
30 June 2012
30 June 2011
$,000
$,000
Intangible Assets Mt Larcom Post Office Licence Opening gross carrying value
10
Alignment of Accounting Policy
10
-
Closing gross carrying value Accumulated Amortisation
-
10
10
Opening Balance
-
-
Amortisation in the period
-
-
Closing balance
-
-
Net carrying value at the period end
10
10
2,191
1,854
Software Opening gross carrying value Adjustment to Opening Balance
12
Additions
-
209
Assets written-off
11
Closing gross carrying value Accumulated Amortisation Opening Balance Adjustment to Opening Balance
337
(136)
-
2,277
2,191
829
427
12
Amortisation in the period
10
Assets written-off
11
-
401
402
(112)
-
Closing balance
1,131
829
Net carrying value at the period end
1,146
1,362
1,156
1,372
The software has a finite life estimated at 5 years. Straight line amortisation has been used with no residual value.
Total intangible assets 20 Trade and other payables
$,000
$,000
Current Creditors and accruals
11,405
13,520
961 1,720
941 3,617
Service entitlement
486
489
Sick leave
303
322
3 14,879
18,889
Annual leave
2,612
2,094
Service entitlement
185 2,798
177 2,271
Accrued RDO and leave in lieu Annual leave
Paid Parental Leave Non Current
21 Borrowings
$,000
$,000
Current Loans - Queensland Treasury Corporation
22
4,475
5,251
Loans - Interest Free - DIP
23
734
127
Loans - Interest Free - QDH
23
5,208
5,379
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- Page 27 -
122
Gladstone Regional Council Annual Report 2011-12
Our Financial Statements Gladstone Regional Council Notes to the Financial Statements For the year ended 30 June 2012
Note
Year
Year
30 June 2012
30 June 2011
Non-current Loans - Queensland Treasury Corporation
22
75,769
118,663
Loans - Interest Free - DIP
23
10,031 85,800
10,765 129,427
91,009
134,806
Total Borrowings
No assets have been pledged as security by the Council for any liabilities, however all loans are guaranteed by the Queensland Government All borrowings are in $AUD denominated amounts and carried at amortised cost, interest being expensed as it accrues. No interest has been capitalized during the current or comparative reporting period. Expected final repayment dates vary from 21st May 2014 to 18th September, 2031. There have been no defaults or breaches of the loan agreement during the period. Principal and interest repayments are made quarterly/semi annually/annually and in arrears.
22 Borrowings - interest bearing
$,000
$,000
Queensland Treasury Corporation Opening balance at beginning of financial year
55,919
43,667
Loans raised
27,400
14,785
Principal repayments Book value at end of financial year
(3,075) 80,244
(2,533) 55,919
Classified as : Current loans
21
4,475
5,251
Non-current loans Total loans - Queensland Treasury Corporation
21
75,769 80,244
118,663 123,914
The loan market value at the reporting date was $159,390,965.41. This represents the value of the debt if the Council repaid it at that date. As it is the intention of the Council to hold the debt for its term, no provision is required to be made in these accounts. Principal repayments represent the net payments before interest and administration costs.
23 Borrowings - interest free
$,000
$,000
(i) Department of Local Government and Planning Opening balance at beginning of financial year Loans raised Principal repayments Book value at end of financial year
10,892
10,898
-
-
(127) 10,765
(6) 10,892
Classified as : Current
21
734
127
Non-current
21
10,031 10,765
10,765 10,892
These loans are guaranteed by the Queensland State Government.
(ii) Queensland Department of Housing Opening balance at beginning of financial year
-
Loans raised
-
150 -
Principal repayments Book value at end of financial year
-
(150) -
Classified as : Current
21
-
150
Non-current
21
-
150
This represents a loan by the Queensland Department of Housing for the purchase of State land by instalments over 5 years. The final payment of $150,000 was paid on the 18th November, 2010.
- Page 29 -
- Page 28 -
Financial Statements
123
Our Financial Statements Gladstone Regional Council Notes to the Financial Statements For the year ended 30 June 2012
Note 24 Provisions
Year
Year
30 June 2012
30 June 2011
$,000
$,000
Current Long service leave
1,265 1,265
1,490 1,490
Non-Current Landfill remediation
2,858
2,500
Long service leave
6,314 9,173
5,962 8,461
Details of movements in provisions: Long service leave Balance at beginning of financial year
7,452
6,912
Long service leave entitlement arising
2,359
1,846
Long service leave entitlement extinguished Long service entitlement paid Balance at the end of financial year Landfill remediation Balance at beginning of financial year Increase in provision - finance cost Increase in provision due to change in discount rate Balance at the end of financial year
(791)
(384)
(1,442) 7,579
(922) 7,452
2,499
3,298
9
45
80
314 2,858
(879) 2,499
This is the present value of the estimated cost of restoring the refuse disposal site to a useable state at the end of its useful life. The projected cost is $10,818,871.00 and this cost is expected to be incurred in 2040.
25
Asset revaluation surplus
$,000
$,000
Movements in the asset revaluation reserve were as follows: Balance at beginning of period Net adjustment to non-current assets at end of period to reflect a change in fair value:
157,232
171,372
Land
1,748
9,112
Buildings
4,192
5,800
Major plant and equipment
(231)
48
Parks and other structures
(224)
3,314
Cultural Assets
48
Roads, drainage and transport infrastructure
-
118,357
24,344
12,766
4,911
162
7,111
Roads, drainage and transport infrastructure
(24,019)
(68,780)
Total Movement for period
112,799
(14,140)
Balance at end of the year
270,031
157,232
Land
66,214
64,466
Buildings
25,891
21,699
Sewerage Water Impairment:
The closing balance of the asset revaluation reserve is comprised of the following asset categories:
Major plant and equipment
-
Parks and other structures
3,090
Cultural Assets
48
Roads, drainage and transport infrastructure Sewerage Water
231 3,314 -
126,518
32,180
34,551
21,785
13,719 270,031
13,557 157,232
- Page 30 -
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124
Gladstone Regional Council Annual Report 2011-12
Our Financial Statements Gladstone Regional Council Notes to the Financial Statements For the year ended 30 June 2012
Note 26 Capital and other reserves
Year
Year
30 June 2012
30 June 2011
$,000
$,000
(a) Summary of reserves held for funding future capital expenditure: (i)
Emergency Services Reserve
332
338
(ii)
Future Capital Works Reserve
6,398
5,888
(iii)
Plant Asset Replacement Reserve
12,143
9,741
(iv)
Regional Waste Management Reserve
5,196
3,652
(v)
Parks Constrained Works Reserve
2,730
2,033
(vi)
Roads Constrained Works Reserve
4,436
7,455
(vii)
Water Constrained Works Reserve
9,845
8,232
(viii)
Sewerage Constrained Works Reserve
17,343 58,423
8,989 46,327
2,689
665
2,689
665
61,112
46,992
338
165
(b) Summary of reserves held for funding future recurrent expenditure: (i)
Recurrent Grant Funding Reserve
Total Reserves (c) Movements in capital reserves are analysed as follows: (i) Emergency Services Reserve Balance at beginning of financial year Transfer from retained earnings for future expenditure Transfer to capital for funds expended in the period Balance at the end of financial year (ii) Future Capital Works Reserve Balance at beginning of financial year Transfer from retained earnings for future expenditure Transfer to capital for funds expended in the period Balance at the end of financial year (iii) Plant Asset Replacement Reserve Balance at beginning of financial year
(6)
390
332
(217) 338
5,888
6,954
2,348
2,523
(1,838)
(3,589)
6,398
5,888
9,741
8,820
Transfer from retained earnings for future expenditure
2,978
921
Transfer to capital for funds expended in the period
(576)
Balance at the end of financial year
12,143
(iv) Regional Waste Management Reserve Balance at beginning of financial year Transfer from retained earnings for future expenditure Transfer to capital for funds expended in the period Balance at the end of financial year (v) Parks Constrained Works Reserve Balance at beginning of financial year
9,741
3,652
2,297
1,544
1,774
-
(419)
5,196
3,652
2,033
1,567
Transfer from retained earnings for future expenditure
1,152
603
Transfer to capital for funds expended in the period
(455)
(137)
Balance at the end of financial year
2,730
2,033
(vi) Roads Constrained Works Reserve Balance at beginning of financial year Transfer from retained earnings for future expenditure Transfer to capital for funds expended in the period Balance at the end of financial year (vii) Water Constrained Works Reserve Balance at beginning of financial year Transfer from retained earnings for future expenditure Transfer to capital for funds expended in the period Balance at the end of financial year (viii) Sewerage Constrained Works Reserve Balance at beginning of financial year
7,455
6,068
3,162
2,243
(6,181)
(856)
4,436
7,455
8,232
7,070
2,690
2,181
(1,077)
(1,019)
9,845
8,232
8,989
7,543
9,491
3,363
Transfer to capital for funds expended in the period
(1,137)
(1,917)
Balance at the end of financial year
17,343
8,989
Transfer from retained earnings for future expenditure
- Page 30 -- Page 31 -
Financial Statements
125
Our Financial Statements Gladstone Regional Council Notes to the Financial Statements For the year ended 30 June 2012
Note
Year
Year
30 June 2012
30 June 2011
26 Capital and other reserves (Cont'd) (d) Movements in recurrent reserves are analysed as follows: (i) Recurrent Grant Funding Reserve Balance at beginning of financial year
665
363
2,689
559
Transfer to retained earnings for funds expended in the period
(665)
(257)
Balance at the end of financial year
2,689
665
Transfer from retained earnings for future expenditure
27 Commitments for expenditure
$,000
$,000
Capital Contractual Commitments Contractual commitments at balance date but not recognised in the financial report are as follows: Gladstone Airport Upgrade Agnes Water Integrated Water Strategy Kirkwood Road - Stage 3
-
3,377
5,226
13,048
-
5,670
1,693
1,920
Flood Damage Assessment
17,591
2,291
Gladstone Entertainment Centre
21,100
-
Curtis Island LNG Sewage Project
25,050
-
2,148
-
2,903 75,711
26,306
Fleet Purchases
Tigalee Detention Basin Gladstone Waste Water Treatment Plant
Operating Leases
$,000
$,000
Comprises short term tenancy leases
- Not later than one year
159
- Later than one year and not later than five years
-
-
- Later than five years
159
156
Operating Contractual Commitments
$,000
156
$,000
Comprises Waste Management Services Expiring 2021
- Not later than one year
2,400
2,400
- Later than one year and not later than five years
9,600
9,600
9,600 21,600
12,000 24,000
- Later than five years
28 Contingent liabilities Local Government Mutual The Gladstone Regional Council is a member of the local government mutual liability self-insurance pool, LGM Queensland. In the event of the pool being wound up or it is unable to meet its debts as they fall due, the trust deed and rules provide that any accumulated deficit will be met by the individual pool members in the same proportion as their contribution is to the total pool contributions in respect to any year that a deficit arises. The latest audited financial statements for LGM Queensland are as at 30 June 2011 and report an accumulated member funds (equity) of $15,881,102 and it is not anticipated any liability will arise. Local Government Workcare The Gladstone Regional Council is a member of the Queensland local government worker's compensation self-insurance scheme, Local Government Workcare. Under this scheme the Council has provided an indemnity towards a bank guarantee to cover bad debts which may remain should the self insurance licence be cancelled and there was insufficient funds available to cover outstanding liabilities. Only the Queensland Government's workers compensation authority may call on any part of the guarantee should the above circumstances arise. The Council's maximum exposure (indemnity amount) to the bank guarantee is $2,213,146.63. The latest audited financial statements for Local Government Workcare are as at 30 June 2011 and report an accumulated member funds (equity) of $22,008,045. Bank Guarantees The Gladstone Regional council has provided a bank guarantee to the Great Barrier Reef Marine Park Authority valued at $150,000 which was a requirement for their application to construct the Agnes Water Desalination Plant, the guarantee expires in 2015.
- Page 32 - Page 31 -
126
Gladstone Regional Council Annual Report 2011-12
Our Financial Statements Gladstone Regional Council Notes to the Financial Statements For the year ended 30 June 2012
Note
Year
Year
30 June 2012
30 June 2011
28 Contingent liabilities (cont'd) The Gladstone Regional council has provided a bank guarantee to QR Network Pty Ltd valued at $15,000 as a bond over two blocks of land being utilized by Gladstone Regional Council, the guarantee expires in 2028.
29 Superannuation The Council contributes to the Local Government Superannuation Scheme (Qld) (the scheme). The scheme is a Multi-employer Plan as defined in the Australian Accounting Standard AASB119 Employee Benefits . The Queensland Local Government Superannuation Board, the trustee of the scheme, advised that the local government superannuation scheme was a complying superannuation scheme for the purpose of the Commonwealth Superannuation Industry (Supervision) legislation. The scheme has two elements referred to as the Defined Benefits Fund (DBF) and the Accumulation Benefits Fund (ABF). The ABF is a defined contribution scheme as defined in AASB 119. Council has no liability to or interest in the ABF other than the payment of the statutory contributions as required by the Local Government Act 2009. The DBF is a defined benefit plan as defined in AASB119. The Council is not able to account for the DBF as a defined benefit plan in accordance with AASB119 because the scheme is unable to account to the Council for its proportionate share of the defined benefit obligation, plan assets and costs. Any amount by which either fund is over or under funded would only affect future benefits and contributions to the DBF, and is not an asset or liability of the Council. Accordingly there is no recognition in the financial statements of any over or under funding of the scheme. The audited general purpose financial report of the scheme as at 30 June 2011 (the most recent available) which was not subject to any audit qualification, indicates that the assets of the scheme are sufficient to meet the vested benefits. The most recent actuarial assessment of the scheme was undertaken as at 1 July 2009. The actuary indicated that “the DBF is in a very modest financial position with regard to the net asset coverage of vested liabilities. Investment returns will be volatile under the required investment strategy, particularly over short periods. The DBF therefore needs sufficient reserves to be able to withstand a reasonable range of such influences. Because the DBF is now running down and cash flows are negative, the VBI (vested benefit index) should not be allowed whenever possible to retreat below 100%. Once below 100%, benefits drawn reduce the available assets for remaining members and hence the nest asset coverage of vested benefits declines further. In order to withstand a one in ten ‘low return’ outcome, the DBF would need reserves of the order of 8% to 10% having regard to the investment strategy adopted. Given the current position of the DBF, such reserve can essentially only eventuate from either excess investment returns over salary increases or additional employer contributions. " Council has been advised by the trustee of the scheme, following advice from the scheme’s actuary, that additional contributions may be imposed in the future at a level necessary to protect the entitlements of DBF members. Under the Local Government Act 2009 the trustee of the scheme has the power to levy additional contributions on councils which have employees in the DBF when the actuary advises such additional contributions are payable - normally when the assets of the DBF are insufficient to meet members' benefits. The next actuarial investigation will be made as at 1 July 2012. $,000
The amount of superannuation contributions paid by Gladstone Regional Council to the superannuation scheme in this period for the benefit of employees was:
7
$,000 5,438
5,380
30 Operating Lease Income Minimum lease payments payable under non-cancellable leases: $,000 - Not later than one year
$,000 384
466
- Later than one year and not later than five years
1,200
1,464
- Later than five years
1,200 2,784
1,500 3,430
Comprises short term tenancy leases and long term commercial leases.
- Page 33 - Page 32 -
Financial Statements
127
Our Financial Statements Gladstone Regional Council Notes to the Financial Statements For the year ended 30 June 2012
Note
Year
Year
30 June 2012
30 June 2011
31 Events after balance date (a)
On 1st July, 2012 Gladstone Regional Council will corporatise Gladstone Airport. The Gladstone Airport Corporatisation will be wholly owned by Council on behalf of ratepayers and residents of the Gladstone Region. For details of the asset and liabilities to be transferred, please refer to note 16. (b)
Gladstone Area Water Board and Gladstone Regional Council (Principal) entered into a contract dated 12 September 2011 with Lucas Operations Pty Ltd (Lucas) in relation to the Curtis Island Water and Infrastructure - Packages 1 and 3 (Contract). On 7 June 2012 the parties entered into a deed of termination (Deed). At that date Lucas had not completed the Contract works. The final settlement of this contract is to be determined through a expert determination process, no final sum has yet been determined through this process, the settlement may be of a material sum.
(c)
In 2011 the Australian Government introduced a Clean Energy Legislation package. Councilâ&#x20AC;&#x2122;s Benaraby Landfill operation, may be impacted by this legislation in future reporting periods. Council estimates that Benaraby Landfill will not trigger a direct liability under the carbon pricing scheme from 1 July 2012, however it is expected that the relevant emissions threshold of 25,000 tonnes of carbon dioxide equivalent will be exceeded in 2015. No liability arises in respect of waste processed prior to 1 July 2012. Council has undertaken modelling to estimate the liability that will arise, based on current waste disposal patterns and associated emission profiles, and current legislated and market projections with respect to carbon pricing in future periods with reliance placed on the carbon price scenarios included in the Commonwealth Treasury modelling. Based on these assumptions, it is estimated that the Benaraby Landfill operations will give rise to gross liabilities of $20.8m over the remaining useful life of the landfill. These liabilities have a net present value of $12.9m in current terms.
32 Trust funds Monies collected or held on behalf of other entities yet to be paid out to or on behalf of those entities
$,000
Securities/Deposits
$,000 4,023
3,077
866 4,889
770 3,847
The Gladstone Regional Council performs only a custodial role in respect of these monies. As these funds cannot be used by the Council, they are not brought to account in these financial statements.
- Page 34 -
128
- Page 33 -
Gladstone Regional Council Annual Report 2011-12
Our Financial Statements Gladstone Regional Council Notes to the Financial Statements For the year ended 30 June 2012
Note
Year
Year
30 June 2012
30 June 2011
$,000
$,000
33 Reconciliation of result from ordinary activities to net cash inflow from operating activities Net operating surplus
93,167
50,662
Non-cash operating items: Non-cash contributions included in fixed assets
4(b)
(18,228)
(16,204)
Revaluation adjustments
5,11
14
(910)
Change in future rehabilitation costs
9
45
80
Finance Costs
9
249
103
26,021
18,742
8,101
1,811
7,657
7,118
Depreciation and amortisation
10,6
Financing Activities Borrowing Costs
9,16
Investing and development activities: Capital grants and contributions
(59,685)
(31,191)
Net loss on disposal on non current assets
4(b),16 11
2,294
9,421
Net loss on write-off of non-current assets
11
857
6,194
(56,535)
(15,576) (4,279)
Changes in operating assets and liabilities: (Increase)/Decrease in receivables
13
(19,278)
(Increase)/Decrease in inventories
14
(284)
(117)
Increase/(Decrease) in payables
20
(3,717)
(5,864)
Increase/(Decrease) in provisions
24
Net cash inflow from operating activities
225
(337)
(23,053)
(10,598)
29,336
33,420
- Page 35 - Page 34 -
Financial Statements
129
Our Financial Statements Gladstone Regional Council Reconciliation Worksheet For the year ended 30 June 2012
34 Financial Instruments Gladstone Regional Council activities expose it to a variety of financial risks including interest rate risk, credit risk, and liquidity risk. Exposure to financial risks is managed in accordance with Council approved policies on financial risk management. These policies focus on managing the volatility of financial markets and seek to minimise potential adverse effects on the financial performance of the Council. The Council minimises its exposure to financial risk in the following ways: Investments in financial assets are only made where those assets are with a bank or other financial institution in Australia. The Council does not invest in derivatives or other high risk investments. When the Council borrows, it borrows from the Queensland Treasury Corporation unless another financial institution can offer a more beneficial rate, taking into account any risk. Borrowing by the Council is constrained by the provisions of the Statutory Bodies Financial Arrangements Act 1982. Gladstone Regional Council measures risk exposure using a variety of methods as follows: Risk Exposure Credit Risk
Measurement Method Ageing analysis
Liquidity risk
Maturity analysis
Interest rate risk
Sensitivity analysis
(a) Credit Risk Exposure Credit risk exposure refers to the situation where the Council may incur financial loss as a result of another party to a financial instrument failing to discharge their obligations In the case of rate receivables, the Council has the power to sell the property to recover any defaulted amounts. In effect this power protects the Council against credit risk in the case of these debts. In other cases, the Council assesses the credit risk before providing goods or services and applies normal business credit protection procedures to minimise the risk. The Council is exposed to credit risk through its investments with the Queensland Treasury Corporation (QTC) and deposits held with other financial institutions. The QTC Cash Fund is an asset management portfolio that invests with a wide variety of high credit rating counterparties. Deposits are capital guaranteed. Other investments are held with regulated financial institutions and whilst not capital guaranteed, the likelihood of a credit failure is remote. By the nature of the Councils operations, there is a geographical concentration of risk in the Council's area. Because the area is largely industrial, there is also a concentration of risk in the industrial sector. The maximum exposure of credit risk at balance date in relation to each class of recognised financial asset is the gross carrying amount of those assets inclusive of any provisions for impairment. No collateral is held as security relating to the financial assets held by the Council.
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- Page 35 -
Gladstone Regional Council Annual Report 2011-12
Our Financial Statements Gladstone Regional Council Reconciliation Worksheet For the year ended 30 June 2012
34 Financial Instruments (cont'd) (a) Credit Risk Exposure (cont'd) Past due or impaired No financial assets have had their terms renegotiated so as to prevent them from being past due or impaired, and are stated at the carrying amounts as indicated. The following table represents an analysis of the age of the Council's financial assets that are either fully performing, past due or impaired: 30th June 2012
Fully Performing
Past Due
Impaired
30 - 60 days
Total
61-90 days
Receivables
$,000
Less than 30 days $,000
$,000
$,000
Other
9,232
27,246
94
27
Rates
2,923
-
-
-
$,000 (249)
$,000 36,350
-
2,923
30th June 2011
Fully Performing
Impaired
Past Due
$,000
Less than 30 days $,000
$,000
$,000
Other
3
10,106
457
958
Rates
8,538
-
-
-
Receivables
30 - 60 days
Total
61-90 days $,000 (48)
$,000 11,476
-
8,538
(b) Liquidity Risk Liquidity risk refers to the situation where the Council may encounter difficulty in meeting obligations associated with financial liabilities. The Council is exposed to liquidity risk through its trading in the normal course of business and borrowings from the Queensland Treasury Corporation and the Queensland Government for capital works. The Council manages its exposure to liquidity risk by maintaining sufficient undrawn facilities, both short and long term, to cater for unexpected volatility in cash flows. These facilities are disclosed in the Borrowings note 21 & 22. The following table sets out the liquidity risk of financial liabilities held by the Council in a format as it might be provided to management. The amounts disclosed in the maturity analysis represent the contractual undiscounted cash flows at balance date: The outflows in the above table are not expected to occur significantly earlier and are not expected to be for significantly different amounts than indicated in the table.
- Page 37 Financial Statements
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Our Financial Statements Gladstone Regional Council Reconciliation Worksheet For the year ended 30 June 2012
34 Financial Instruments (cont'd) (b) Liquidity Risk (cont'd) 0 to 1 year
1 to 5 years
Over 5 years
Total
$,000
$,000
$,000
$,000
2012 Trade and other payables
11,405
Loans - QTC
10,866
Loans - QTC - Assets Held for Sale
66,050
Loans - other
-
-
11,405
49,542
31,324
91,732
2,934
7,097
10,765
52,476
38,421
179,952
66,050
734 89,055
2011 Trade and other payables
-
13,520
142,020
13,520
Loans - QTC
12,689
49,157
203,866
Loans - other
127 26,336
2,934
7,831
10,892
52,091
149,851
228,278
(c) Interest Rate Risk The Council is exposed to interest rate risk through its borrowings from the Queensland Treasury Corporation, Department of Infrastructure and Planning and the Department of Housing and investments held with financial institutions. The risk in borrowing is effectively managed by borrowing mainly from the Queensland Treasury Corporation and having access to a mix of floating and fixed funding sources such that the desired interest rate risk exposure can be constructed. Interest rate risk in other areas is minimal. The Council does not undertake any hedging of interest rate risk. Interest Rate Sensitivity Analysis The following sensitivity analysis is based on a report similar to that which would be provided to management, depicting the outcome to profit and loss should there be a 1% increase in market interest rates. The calculations assumed that the rate would be held constant over the next financial year, with the change occurring at the beginning of that year. It is assumed that interest rates on overdue rates would not change. If the rates decreased by 1% the impact would be equal in amount in the reverse direction. Net Carrying Amount
Cash Assets Interest-bearing loans Net total
Profit
Equity
2012
2011
2012
2011
2012
2011
$,000
$,000
$,000
$,000
$,000
$,000
94,008
81,540
940
815
940
815
(75,769)
(123,914)
(802)
(1,239)
(802)
(1,239)
18,239
(42,374)
138
(424)
138
(424)
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Gladstone Regional Council Annual Report 2011-12 - Page 37 -
Our Financial Statements Gladstone Regional Council Reconciliation Worksheet For the year ended 30 June 2012 35 National Competition Policy (a) Activities to which the code of competitive conduct is applied A "business activity" of a local government is divided into two categories: (a) Roads business activity: (i) the construction or maintenance of State controlled roads for which the local government submits an offer to carry out work in response to a tender invitation, other than through a sole supplier arrangement. (ii) submission of a competitive tender for construction of road maintenance on the local government's roads which the local government has put out to tender, or called for by another local government (b) Other business activity means the following: (i) trading in goods and services to clients in competition with the private sector, or (ii) the submission of a competitive tender in the local government's own tendering process in competition with others for the provision of goods and services to itself. Excluded activities are (a) library services , and (b) an activity or part thereof prescribed by legislation.
Local government may elect to apply a Code of Competitive Conduct (CCC) to their identified business activities. This requires the application of full cost pricing, indentifying the cost of community service obligations (CSO) and eliminating the advantages and disadvantages of public ownership within that activity. The application of the CCC to the roads business activity is compulsory. The CSO value is determined by Council, and represents any activities cost(s) which would not be incurred if the activities primary objective was to make a profit. The Council provides funding from general revenue to the business activity to cover the cost of providing non-commercial services of costs deemed to be CSO's by the Council. Gladstone Regional Council has identified business activities in the following areas: Roads, Water, Sewerage, Waste Management and Plant Operations. Council applies full cost pricing to its business activities which involves the recognition of both Community Service Obligations and Competitive Neutrality Adjustments. Details of Council's performance for these business activities are summarised at Note 35 (b). Roads Gladstone Airport Water Gladstone Entertainment Centre Sewerage Aquatic Centre Waste Management Building Certification Plant Operations (b) Financial performance of activities subject to competitive reforms:
Revenue Revenue for services provided to the Council Revenue for services provided to external clients Community Service Obligations Expenditure Operating Expenditure Competitive neutrality adjustments applied Return/(Deficit) for the financial year Target - Return for the period Return Basis for business activity
Roads 2012 $,000
Water 2012 $,000
Sewerage 2012 $,000
Waste Management 2012 $,000
Plant Operations 2012 $,000
20,754 6,691
35,182
17,721
11,994
27,446
35,182
17,721
11,994
13,547
26,704 305 27,008
30,357 1,474 31,831
18,561 63 18,624
10,416 572 10,989
10,489 934 11,423
437 534 Turnover
3,351 1,934 Asset
(903) 3,052 Asset
1,005 1,267 Turnover
13,547
2,123 1,541 Asset
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Financial Statements - Page 38 -
Our Financial Statements Gladstone Regional Council Reconciliation Worksheet For the year ended 30 June 2012 35 National Competition Policy (Cont'd) (b) Financial performance of activities subject to competitive reforms: (Cont'd)
Revenue Revenue for services provided to the Council Revenue for services provided to external clients Community Service Obligations Expenditure Operating Expenditure Competitive neutrality adjustments applied Return/(Deficit) for the financial year Target - Return for the period Return Basis for business activity
Gladstone Airport 2012 $,000
Gladstone Entertainment Centre 2012 $,000
10,481
1,539
562
5,721
10,481
1,539
562
5,721
12,228 47 12,275
2,943 15 2,958
1,606 13 1,620
2,200 1,069 3,269
(1,794)
(1,419)
(1,057)
68,536 Asset
Asset
722
Aquatic Centre 2012 $,000
408 Asset
Building Certification 2012 $,000
2,452 368 Turnover
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134
Gladstone Regional Council Annual Report 2011-12 - Page 39 -
Our Financial Statements
- Page 41 Financial Statements
135
Our Financial Statements
- Page 42 -
136
Gladstone Regional Council Annual Report 2011-12
Our Financial Statements
- Page 43 Financial Statements
137
Our Statutory Information
Mount Larcom, the region's most prominent natural landmark, offers 360-degree views of the Gladstone area at its peak.
138
Gladstone Regional Council Annual Report 2011-12
Our Statutory Information Council reports against the following legislation: â&#x20AC;˘ â&#x20AC;˘
Local Government Act 2009 Local Government (Finance, Plans and Reporting) Regulation 2010
Statutory Information
Statutory Information
139
Our Statutory Information State legislation requires each council to include specific information in its annual report. The following table provides Gladstone Regional Council's statutory information in accordance with relevant acts and regulations. Local Government Act 2009 45 Identifying significant business activities A local government’s annual report for each financial year must—
(a) contain a list of all the business activities that the local government conducted during the financial year; and
Council applied the competitive neutrality principle to the following significant business activities in 2011-12: Roads Water Sewerage Waste management Plant operations Gladstone Airport Gladstone Entertainment Centre Aquatic Centre Building certification
(b) identify the business activities that are significant business activities; and (c) state whether or not the competitive neutrality principle was applied to the significant business activities, and if the principle was not applied, the reason why it was not applied; and
No new significant business activities were undertaken in 2011-12.
(d) state whether any of the significant business activities were not conducted in the preceding financial year, i.e. whether there are any new significant business activities. 201 Annual report must detail remuneration (1) The annual report of a local government must state—
(2) A senior contract employee is—
(a) the total remuneration packages that are payable (in the year to which the annual report relates) to senior contract employees; and
Annualised remuneration packages of contract employees reporting directly to the CEO, as per the Executive Reward Strategy Report adopted by Council, are available to view on Council's website (www.gladstone. qld.gov.au)
(b) the number of senior contract employees who are being paid each of the total remuneration packages.
$150,000-$200,000 - 3 employees $200,000-$250,000 - 2 employees $250,000-$300,000 - 1 employee
(a) the chief executive officer; or (b) any other local government employee who is employed— (i) on a contractual basis; and (ii) in a position that reports directly to the chief executive officer.
140
Gladstone Regional Council Annual Report 2011-12
Our Statutory Information
Local Government (Finance, Plans and Reporting) Regulation 2010 (1) The local government must prepare an annual report for each financial year.
Refer to preceding pages.
(2) The annual report must be adopted before— (a) 30 November in the year after the end of the financial year; or (b) a later day decided by the Minister.
Annual Report adopted at Gladstone Regional Council's 20 November 2012 General Meeting.
(a) the general purpose financial statement for the financial year, audited by the auditorgeneral; and
Refer to 'Our Financial Statements' on page 94.
(b) the auditor-general's audit report about the general purpose financial statement.
Refer to 'Our Financial Statements' on page 94.
111 Community financial report
The annual report for a financial year must contain the community financial report for the financial year.
Refer to 'Our Community Financial Report' on page 88.
112 Relevant measures of financial sustainability The annual report for a financial year must state—
(a) the relevant measures of financial sustainability for the financial year for which the report has been prepared and the next 9 financial years; and
Refer to 'Our Community Financial Report' on page 88.
(b) an explanation of the local government’s financial management strategy that is consistent with the long-term financial forecast.
Refer to 'Our Community Financial Report' on page 88.
(a) a copy of the resolutions made during the year under sections 42(5) and 45(1) of the Operations Regulation; and Editor’s note—
(a) Refer to 'Schedule 3' on page 147. (b) Nil
108 Preparation of annual report
110 General purpose financial statement The annual report for a financial year must contain—
113 Resolutions The annual report for a financial year must contain—
sections 42 (Remuneration schedule) and 45 (Requirement to adopt expenses reimbursement policy or amendment) of the Operations Regulation
(b) a list of any resolutions made during the year under section 154(2). (s154(2) The local government must, by resolution, set an amount for each different type of non-current physical asset below which the value of an asset of the same type must be treated as an expense.) 114 Councillors (1) The annual report for a financial year must contain particulars of—
Statutory Information
(a) the total remuneration paid to each councillor during the year; and
Refer to 'Schedule 2' on page 146.
(b) the total superannuation contributions paid during the year for each councillor; and
Refer to 'Schedule 2' on page 146.
141
Our Statutory Information
Local Government (Finance, Plans and Reporting) Regulation 2010 (c) the expenses incurred by, and the facilities provided to, each councillor during the year under the local government’s expenses reimbursement policy; and
Refer to 'Schedule 5' on page 157.
(d) a copy of the local government’s expenses reimbursement policy; and
Refer to 'Schedule 4' on page 148.
(e) the number of local government meetings Refer to 'Schedule 1 (a) & (b)' on page 146. that each councillor attended during the year; and (f) the total number of the following during the year— (i) orders and recommendations made under section 180(2) or (4) of the Act; (ii) orders made under section 181 of the Act; and
Nil
(g) each of the following during the year— N/A (i) the name of each councillor in relation for whom an order or recommendation was made under section 180 of the Act or an order was made under 181 of the Act; (ii) a description of the misconduct or inappropriate conduct engaged in by each of the councillors; (iii) a summary of the order or recommendation made for each councillor; and (h) the number of each of the following during the year— (i) complaints about the conduct or performance of councillors assessed as frivolous or vexatious under section 177(4) of the Act; (ii) complaints referred to the department’s chief executive under section 177(5)(a) of the Act; (iii) complaints referred to the mayor under section 177(5)(b) of the Act; (iv) complaints referred to the department’s chief executive under section 177(6) of the Act; (v) complaints assessed by the chief executive officer as being about official misconduct; (vi) complaints heard by a conduct review panel; (vii) complaints heard by the tribunal; (viii) complaints dealt with by the chief executive officer under section 177(8) of the Act.
142
Nil
Gladstone Regional Council Annual Report 2011-12
Our Statutory Information
Local Government (Finance, Plans and Reporting) Regulation 2010 115 Administrative action complaints (1) The annual report for a financial year must contain—
(2) The annual report must also contain particulars of—
(a) a statement about the local government’s A Complaints Management Policy and commitment to dealing fairly with Process was adopted on July 5, 2011. Refer administrative action complaints; and to 'Schedule 6' on page 159. (b) a statement about how the local government has implemented its complaints management process, including an assessment of the local government’s performance in resolving complaints under the process.
Council is committed to providing a level of customer service that does not attract complaints, however, acknowledges the right of persons to provide feedback, both positive and negative, on its services and/ or to lodge a complaint. Council is therefore equally committed to providing an effective resolution to all complaints. In conjunction with the adoption of the Complaints Management Policy and Process, Council introduced a new way of recording, reporting and monitoring administrative complaints and provided training to key staff on the new procedure.
(a) the number of the following during the year— (i) administrative action complaints made to the local government; (ii) administrative action complaints resolved by the local government under the complaints management process; (iii) administrative action complaints not resolved by the local government under the complaints management process; and
(i) 141 (ii) 138 (iii) 3
(b) the number of administrative action Nil complaints under paragraph (a) (iii) that were made in a previous financial year. (3) In this section—
complaints management process see section 119(3) of the Operations Regulation.
116 Overseas travel The annual report for a financial year must contain the following information about any overseas travel made by a councillor or local government employee in an official capacity during the financial year—
(a) for a councillor—the name of the councillor;
Mayor Gail Sellers
(b) for a local government employee—the name of, and position held by, the local government employee;
a. Cale Dendle, Director Corporate & Community Services b. Craig Ross, Communications & Marketing Advisor c. Pamela Whitlock, Manager Arts & Heritage
(c) the destination of the overseas travel;
a. Saiki, Japan b. Saiki, Japan c. Saiki, Japan
(d) the purpose of the overseas travel;
a. Sister City delegation b. Sister City delegation c. Sister City delegation
(e) the cost of the overseas travel;
Total cost of travel $7076 for Council staff.
(f) any other information about the overseas travel the local government considers relevant.
Mayor Gail Sellers covered own travel expenses, as did community members who accompanied the GRC delegation. The delegation was to commemorate the 15-year Sister City relationship with Saiki, Japan.
Statutory Information
143
Our Statutory Information
Local Government (Finance, Plans and Reporting) Regulation 2010 117 Expenditure on grants to community organisations The annual report for a financial year must contain a summary of—
(a) the local government’s expenditure for the financial year on grants to community organisations; and
Community groups: $190,644.18 Sport and recreation grants: $247,043.47
(b) expenditure from each councillor’s discretionary fund, including— (i) the name of each community organisation to which an amount was allocated from the fund; and (ii) the amount and purpose of the allocation.
Nil
118 Reserves and controlled roads
(1) The annual report for a financial year must contain a note about each of the following that the local government controls at any time during the financial year— (a) land that is a reserve under the Land Act; ((2) A note about a reserve must state the area of the reserve that the local government controls, including land that the local government has leased to someone else.)
Council controls 38,478 hectares of land (not including road reserves). Regional recreation parks - 152ha District sporting & recreation parks - 450ha Local parks & open spaces - 1342 ha Environmental reserves - 36,218ha Cemeteries - 108ha Waste reserves - 124ha Drainage easements - 79ha Access restricted easements - 3ha 1770 Caravan Park - 2.24ha
(b) roads that the local government does not own. ((3) A note about roads must state the total length of roads the local government controls and does not own.)
Council controls 3105 kilometres of trafficable roads and an additional 2330 kilometres of non-formed road reserves (not trafficable).
(a) an assessment of the local government’s performance in implementing its long-term community plan, 5-year corporate plan and annual operational plan; and
Refer to the ‘State of Our Region Report’ on page 76 for Community Plan; page 25 for Corporate Plan and ‘Our Achievements’ sections for Operational Plan (particularly page 26) assessments.
119 Other contents (1) The annual report for a financial year must contain—
(b) particulars of other issues relevant to Refer to page 26 ‘Improving our corporate making an informed assessment of the local reporting’. government’s operations and performance in the financial year; and
144
(c) details of any action taken for, and expenditure on, a service, facility or activity— (i) supplied by another local government under an agreement for conducting a joint government activity; and (ii) for which the local government levied special rates or charges for the financial year; and
Nil
(d) the number of invitations to change tenders under section 177(7) during the year; and
Nil
(e) a list of the registers kept by the local government; and
Refer to 'Schedule 7' on page 163.
(f) a summary of all concessions for rates and charges granted by the local government; and
Council granted concessions totalling $736,325.28 in respect of pensioner remissions.
Gladstone Regional Council Annual Report 2011-12
Our Statutory Information
Local Government (Finance, Plans and Reporting) Regulation 2010 (g) the report on the internal audit for the year; and
Refer to 'Internal Audit Report' on page 29.
(h) a statement about the local government’s activities during the year to implement its plan for equal opportunity in employment; and
Council’s Equal Employment opportunity Management Plan 2009 - 2013 states that Council will “[promote] Equal Employment Opportunity - which is intended to ensure fair and equitable outcomes in all areas of employment which relate to recruitment, selection, access to information, supervision and management. Council advocates for transparent, merit based recruitment and encourage fairness and equity in the promotion, selection for training, etc…” and to avoid employment-related favouritism or discrimination, Council adheres to its policy P - 3.04.11 “Equal Employment Opportunity” which is provided in full in 'Schedule 8' on page 164.
(i) the names of the local government’s shareholder delegates for its corporate entities; and
N/A
(j) a summary of investigation notices Nil given in the year under section 137 of the Business Activities Regulation for competitive neutrality complaints; and (k) the local government’s decisions in the year on— (i) the referee’s recommendations on any complaints under section 145(3) of the Business Activities Regulation; and (ii) the Queensland Competition Authority’s recommendations under section 158(5) of the Business Activities Regulation.
Statutory Information
Nil
145
Our Statutory Information
Schedule 1(a) Councillor Meeting Attendance (1 July 2011 - 24 April 2012)
Number of Meetings Attended (Out of a total 17)
Cr Maxine Brushe
15
Cr Matt Burnett
15
Cr Craig Butler
14
Cr Clyde Cameron
17
Cr Col Chapman
16
Cr Rick Hansen
16
Cr Graham McDonald
15
Cr Lyn Paton
15
Mayor Gail Sellers
17
Schedule 1(b) Councillor Meeting Attendance (24 April - 30 June 2012)
Number of Meetings Attended (Out of a total 3)
Cr Maxine Brushe
3
Cr Matt Burnett
3
Cr Col Chapman
3
Cr Rick Hansen
3
Cr Ren Lanzon
3
Cr Graham McDonald
3
Cr Leo Neill-Ballantine
3
Cr Karen Porter
3
Mayor Gail Sellers
2
Schedule 2 Councillor Remuneration Councillor
Remuneration
Employer Superannuation
Total
Cr Maxine Brushe
79,315.80
9,347.50
88,663.30
Cr Matt Burnett
89,677.13
10,566.76
100,243.89
Cr Craig Butler
68,954.26
8,104.11
77,058.37
Cr Clyde Cameron
68,954.26
8,104.11
77,058.37
Cr Col Chapman
79,315.80
9,347.50
88,663.30
Cr Rick Hansen
79,315.80
9,347.50
88,663.30
Cr Ren Lanzon
10,361.54
1,243.39
11,604.93
Cr Graham McDonald
79,315.80
9,347.50
88,663.30
Cr Leo Neill-Ballantine
10,361.54
932.54
11,294.08
Cr Lyn Paton
68,954.26
8,104.11
77,058.37
Cr Karen Porter
10,361.54
1,243.39
11,604.93
Mayor Gail Sellers
134,387.26
15,848.91
150,236.17
146
Gladstone Regional Council Annual Report 2011-12
Our Statutory Information
Schedule 3 Remuneration Schedule Resolution
(Extract from Gladstone Regional Council General Meeting Minutes - 17/01/2012)
G/5.1 OFFICE OF THE CEO G/5.1.1 MEETING REPORT COUNCILLOR REMUNERATION FOR 2012 Responsible Officer: Chief Executive Officer Executive Summary: Council is required each year to resolve a schedule of remuneration for Councillors for the calendar year. Officer's Recommendation: That: 1. Council adopt the remuneration schedule for Category 5 Councils as listed in the 2011 report from the Local Government Remuneration and Discipline Tribunal; and 2. Council amend Policy P1.02.03 Mayor and Councillor Remuneration to reflect the 2012 remuneration schedule. G/12/ 866 Council Resolution: Moved Cr Burnett Seconded Cr Hansen That the Officer's Recommendation be adopted.
Statutory Information
CARRIED
147
Our Statutory Information Schedule 4 Expenses Reimbursement Policies for Employees and Councillors
Gladstone Regional Council Policy Topic
EMPLOYEES ATTENDING CONFERENCES, MEETINGS OR TRAINING
Policy Number
P-3.04.02
Department
CORPORATE SERVICES
Statutory Authority
Local Government Act 1993
Date of Adoption
21/10/2008
Resolution No.
08/670
Amendments
Original Policy Adoption Date: 21/10/08 Amendment 1: 31 July 2009 – Meal and Incidental Allowances were increased by CPI July 2008 – June 2009 period which is 2% - New rates contained in the policy apply for the 2009/10 financial year.
POLICY DETAIL: All attendances under this policy must be approved by the Chief Executive Officer or under a delegation authorised by the Chief Executive Officer, which must be limited to Director level within the organisation. Council will meet or reimburse local and interstate expenses (e.g. flights, car, accommodation, meals and associated registration fees) deemed necessary to achieve the business of Council where approved under this policy. This policy excludes overseas travel, which must be approved by resolution of the Council. The following guidelines to apply to such travel:-
148
Employees are to travel via the most practical and direct route, using the most economical and efficient mode of transport.
Council will pay for reasonable expenses incurred for overnight accommodation. Where possible the maximum standard for accommodation should be four star rating however where particular accommodation is recommended by conference organisers, Council will take advantage of the package deal that is the most economical and convenient to the event.
Any fines incurred while travelling in Council-owned vehicles or privately owned vehicles when attending to Council business, will be the responsibility of the employee incurring the fine.
Gladstone Regional Council Annual Report 2011-12
Our Statutory Information GLADSTONE REGIONAL COUNCIL P-3.04.02 - Employees attending Conferences, Meetings or Training Policy Page 2 of 2
Economy class air travel is to be used where possible.
Any travel transfer expenses associated with employees travel will be reimbursed eg trains, taxis, buses and ferry fares.
In the unusual circumstance that a employee cannot access their Council provided vehicle or another fleet vehicle they may claim for mileage by submitting a claim based on the rate prescribed by Directive issued by the Minister for Industrial Relations in pursuance of Section 34 (2) of the Public Service Act 1996 for an automobile 2601cc and over (currently 70c/km).
Council will reimburse costs of meals for employees when the employee incurs the cost personally and the meal was not provided within the registration costs of the approved activity/event or during a flight. The following limits apply to the amount the Council will reimburse for meals: Breakfast Lunch Dinner
$20.00 $20.45 $35.25
No alcohol will be reimbursed by Council. In addition, employees may claim up to $20.40 per day to cover any incidental costs incurred when they are away from home overnight. The amounts prescribed in this section shall apply for the 2009/10 financial year but shall increase by CPI all indexes Brisbane (based on the most recent annual figures) annually thereafter.
………………………………………… GRAEME KANOFSKI CHIEF EXECUTIVE OFFICER
………./………./……….
DATAWORKS - Corporate Management and Governance/Policy Register
Statutory Information
2 149
Our Statutory Information
Gladstone Regional Council Policy Topic
ELECTED MEMBERS EXPENSES REIMBURSEMENT
Policy Number
P-1.02.04
Department
GOVERNANCE
Statutory Authority
Sections 250AR Local Government Act 1993
Date of Adoption
19 May 2009
Resolution No.
09/285
Amendments
Original Policy Adopted:- 25 November 2009 1. Amendment: 31 July 2009: Meal & Incidental Allowances were increased by CPI July 2008-June 2009 period which was 2% - New rates to apply for the 09/10 financial year. 2. Amendment: February 2011: Meal and Incidental Allowances were increased by CPI July 2010 - June 2011 period which was 3.1% - New rates to apply for the 2010/11 financial year.
POLICY DETAIL: 1.0 STATEMENT OF PRINCIPLES This policy has been developed in accordance with the Guidelines for Councils Reimbursement of Expenses and Provision of Facilities for Mayors and Councillors issued by the Department of Local Government, Sport and Recreation Version 4 July 2008. The principles as stated in the guidelines upon which this policy is developed are:1. Use of public moneys in the public interest by responsible budgeting and accounting. 2. Fair and reasonable allocation of Council resources (allowances, facilities and other benefits) to enable all councillors to conduct the duties of office. 3. Transparent decision making by public disclosure of policy and resolutions. 4. Accountability for expenditure and use of facilities through full justification and acquittal.
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Gladstone Regional Council Annual Report 2011-12
Our Statutory Information GLADSTONE REGIONAL COUNCIL POLICY NO. P-1.02.04 - ELECTED MEMBERS EXPENSES REIMBURSEMENT POLICY
PAGE 2 of 7
In this policy the term "Councillor" shall include the "Mayor" where not referenced separately.
2.0 PAYMENT OF EXPENSES Expenses will be paid to a councillor through administrative processes approved by a Council’s Chief Executive Officer subject to the limits outlined in this policy. 2.1 CONFERENCES, PROFESSIONAL DEVELOPMENT AND TRAINING Council will meet or reimburse expenses incurred in relation to the attendance of conferences, professional development and training of Councillors that have been approved by resolution of the Council. 2.2 TRAVEL AS REQUIRED TO REPRESENT COUNCIL 2.2.1 Travel Outside the Gladstone Regional Council Area Council will meet or reimburse local, interstate and in special cases, overseas travel expenses (e.g. flights, car, accommodation, meals and associated registration fees) deemed necessary to achieve the business of Council where a councillor is an official representative of Council and the travel is approved by resolution of the Council. 2.2.2 Travel within the Gladstone Regional Council Area Councillors are provided with a Council vehicle for travel within the region. Where a Councillor is required to attend a meeting within the Gladstone Regional Council area and:a.
the meeting does not conclude before 8.30pm, or it commences prior to 7.00am; and
b.
the Councillor's place of resident is more than 60 kilometres from the meeting venue
Council will meet reasonable accommodation costs for the night. 2.2.3 Guidelines The following guidelines to apply to Section 2.2 travel:
Councillors are to travel via the most practical and direct route, using the most economical and efficient mode of transport.
Council will pay for reasonable expenses incurred for overnight accommodation. Where possible the maximum standard for Councillors’ accommodation should be four star rating however where particular accommodation is recommended by conference organisers, Council will take advantage of the package deal that is the most economical and convenient to the event.
Any fines incurred while travelling in Council-owned vehicles or privately owned vehicles when attending to Council business, will be the responsibility of the councillor incurring the fine.
Economy class air travel is to be used where possible.
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Any travel transfer expenses associated with councillors travelling for Council approved business will be reimbursed eg trains, taxis, buses and ferry fares.
In the unusual circumstance that a Councillor cannot access their Council provided vehicle or another fleet vehicle they may claim for mileage by submitting a claim based on the rate prescribed by Directive issued by the Minister for Industrial Relations in pursuance of Section 34 (2) of the Public Service Act 1996 for an automobile 2601cc and over (currently 70c/km).
Where possible, Council will reimburse costs of meals for a Councillor when the Councillor incurs the cost personally and the meal was not provided within the registration costs of the approved activity/event or during a flight. The following limits apply to the amount the Council will reimburse for meals:
Breakfast
$20.60
Lunch
$21.10
Dinner
$36.35
No alcohol will be reimbursed by Council. In addition, Councillors may claim up to $21.05 per day to cover any incidental costs incurred when they are away from home overnight. The amounts prescribed in this section shall apply for the 2010/11 financial year but shall increase by CPI all indexes Brisbane (based on the most recent annual figures) annually thereafter.
3.0 PROVISION OF FACILITIES All facilities provided to Councillors remain the property of Council and must be returned to Council when a Councillor resigns or their term expires. 3.1 PROVISION OF A FULLY SERVICED VEHICLE Council at its meeting held on the 8th April 2008 considered a report from the CEO which compared the option of paying Councillors a vehicle allowance or providing them a fully serviced Council vehicle. That report is attached as Addendum 1 to this policy. The report showed that the cost of providing Councillors with a fully serviced vehicle was significantly more cost effective than paying a vehicle allowance. Accordingly, Council will continue to provide Councillors with a fully serviced vehicle. In determining the type of vehicle to be provided Council took into consideration the large area covered by the Regional Council, the fact that rural roads are predominately gravel, the need to travel them at night to attend meetings that 4WD vehicles were the most appropriate. Councillors who wish to avail themselves of the opportunity for private use of the vehicle can do so on the basis that they reimburse Council for 25% of the total running costs of the vehicle. In the case of Councillors who have been provided with RAV 4 vehicles the reimbursement is $4,000 per annum. For the Mayor who is provided with a Land cruiser vehicle this sum is $7,000 per annum.
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3.2 ADMINISTRATIVE TOOLS Administrative tools will be provided to Councillors as required to assist them in their role. Administrative tools may include: • • • • • • • • • • • •
office space and meeting rooms mobile telephones or hand-held personal digital assistants eg ‘Blackberry’ mobile phone including car kits internet access computers stationery access to photocopiers printers facsimile machines publications name badges use of council landline telephones and internet access safety equipment for use on official business. e.g. safety helmet /boots.
Secretarial support may also be provided for Councillors. Council will provide Councillors with a corporate credit card on the basis that the Councillor will reimburse all expenses not covered by this policy. 3.3 INSURANCE COVER Council will indemnify or insure Councillors in the event of injury sustained while discharging their civic duties. The Council will pay the excess for injury claims made by a Councillor resulting from conducting official Council business.
………………………………………… GRAEME KANOFSKI CHIEF EXECUTIVE OFFICER
………./………../………
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Addendum 1 to P-1.02.04 Elected Members Expenses Reimbursement Policy Vehicle Pricing Comparisons for Councillors Council passed a resolution at the Statutory Meeting that a report on the estimated costs of Councillor travel under the following two options be prepared:ď&#x201A;ˇ
reimbursement of mileage expenses for Councillors using their own vehicle in accordance with the rate prescribed by the directive issued by the Minister for Industrial Relations pursuant to Section 34(2) of the Public Service Act 1996 for an automobile 2601cc and over (currently 70 cents per kilometre).
ď&#x201A;ˇ
the provision of a fully serviced Council vehicle for Councillor use, with the investigations to include costs on a range of vehicle types.
The following is a summary of the costs to Council of providing a vehicle to Councillors. Vehicle Evaluation Summary of Life Cost Vehicle Rav 4 Cruiser Rav 4 V6 Commodore Sedan Falcon Sedan Camry Altise Ford Mondeo Toyota Prado Diesel
Total Running Cost
Est Trade
Life Cost
Cost per Kilometer
$64,051.74 $66,725.51 $57,806.18 $57,372.33 $51,585.83 $57,563.37 $85,949.63
$22,114.40 $22,394.40 $11,037.00 $11,876.70 $12,595.80 $8,997.00 $38,801.39
$41,937.34 $44,331.11 $46,769.18 $45,495.63 $38,990.03 $48,566.37 $47,148.24
$0.42 $0.44 $0.47 $0.45 $0.39 $0.49 $0.47
The above table is a summary of the attached whole of life cost analysis based on 100,000 km travelled over three years. The table shows that the Toyota Camry Altise offers best value for money followed by the Toyota Rav 4. Although the vehicles show similar whole of life costs they are very different in configuration. The Toyota Rav4 is an All Wheel Drive vehicle designed to handle light off road conditions as well as highway use where as the Camry only has highway abilities. Clearly, under this scenario it is significantly more cost effective to provide Councillors with a fully serviced vehicle. You will note that these figures include a sum for fringe benefits tax which may or may not apply to Councillors depending on the taxation option adopted. This is addressed in a separate report. The former Calliope Shire provided the Mayor with a Toyota Landcruiser for business use. This vehicle travelled approximately 46,500km per year due in large part to the location of the Mayors residence. No doubt this travel will significantly increase with the larger Council area. This vehicle is due for replacement. The following table outlines the cost per kilometre of a new Landcruiser Station Wagon based on 150,000km over 3 years Landcruiser Diesel Landcruiser petrol
$122,257.00 $120,255.56
$46,394.20 $37,514.64
$75,862.80 $82,740.92
$0.51 $0.55
It is recommended that Council provide a vehicle to the Mayor and Councillors for business use. Dataworks Document Number:- 1022341 154
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As advised in my report to the Statutory meeting the Transitional Expenses Reimbursement Policy provides that private use of Council owned vehicles is permitted if prior approval has been granted by resolution of Council. Council must in its resolution authorising private use set out the terms for the reimbursement to Council for the private use. The reimbursement could be done in a number of ways. One option is to maintain a logbook and the Councillors reimburses Council for the private km at the cost per kilometre as calculated above. The other is to adopt a standard figure for Councillors wishing to avail themselves of the option of private use. The annual total costs to Council of say the RAV 4 is approx $15,000 per annum. If one assumes that 25% of the costs relate to private use the reimbursement figure would be $3,750 per annum. The figures contained in this report were prepared by the Fleet Manager based at the Calliope office. For membersâ&#x20AC;&#x2122; consideration.
Dataworks Document Number:- 1022341 Statutory Information
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156
35,972.35
10,244.95
New Car Price
Difference from lowest
35,972.35
$7,359.39
$20,720.00
$11,870.88
New Car Price
Opp Cost
Running Costs
FBT
Dataworks Document No: 1013537
$0.42
$0.44
$5,341.09
$2,947.31
Difference from lowest
Running cost per Kilometer
$22,394.40 $44,331.11 3
$22,114.40
$41,937.34 2
Price for Comparison Comparison Price Ranking
$66,725.51
$12,165.86
$22,317.00
$7,542.26
Less Estimated Trade
$64,051.74
Rav 4 V6
Rav 4 Cruiser
Vehicle Type
Sub-Total
$22,317.00
$20,720.00
Costs for Comparison
36,866.25
0.22317
0.2072
Std Running Cost / Km
Rav 4 V6
Rav 4 Cruiser 100000
$7,542.26
$7,359.39
100000
3
3
7.00%
Expected Life (Kms)
Vehicle Type
Total OC for Comparison 11
No.Years
11%
32702.13636
Purchase Price ex gst
7.00%
Rav 4 V6
Rav 4 Cruiser
Vehicle Type
Interest Rate
$22,394.40
$22,114.40
Value
33514.77273
56.00%
56.00%
Residual %
39990
39490
$11,138.85
36,866.25
Rav 4 V6
New car price
10
Rav 4 Cruiser
Vehicle Type
Tender details
3,706.10
29,433.50
Falcon Sedan 0
25,727.40
Camry Altise
$0.47
$7,779.15
$46,769.18 5
$11,037.00
$57,806.18
$9,781.87
$22,099.85
$6,064.30
29,642.03
Commodore Sedan
$22,099.85
0.2209985
100000
Commodore Sedan
$6,064.30
3
7.00%
26947.3
Commodore Sedan
$11,037.00
30.00%
36790
$0.45
$6,505.60
$45,495.63 4
$11,876.70
$57,372.33
$9,713.06
$21,917.19
6021.639219
29,433.50
Falcon Sedan
29990 42.00%
$20,595.00
0.20595
100000
Camry Altise
$5,263.43
3
7.00%
23388.54545
Camry Altise
$12,595.80
$0.39
$0.00
$38,990.03 1
$12,595.80
$51,585.83
$8,490.04
$20,595.00
5263.428435
25,727.40
Camry Altise
Life Cycle Cost Analysis
$21,917.19
0.2191719
100000
Falcon Sedan
Running Costs
$6,021.64
3
7.00%
26757.72727
Falcon Sedan
Opportunity Cost
$11,876.70
33.00%
35990
Estimated Redbook trade value @ 3years 100,000 Kms
3,914.63
29,642.03
Commodore Sedan
WHOLE OF LIFE COST ANALYSIS Based on a Utilization of 33 000 kilometres per year
$0.49
$9,576.34
$48,566.37 7
$8,997.00
$57,563.37
$10,205.68
$20,310.04
6327.040982
30,926.29
Ford Mondeo
$20,310.04
0.2031004
100000
Ford Mondeo
$6,327.04
3
7.00%
28114.80909
Ford Mondeo
$8,997.00
30.00%
29990
5,198.89
30,926.29
Ford Mondeo
GLADSTONE REGIONAL COUNCIL POLICY NO. P-1.02.04 - ELECTED MEMBERS EXPENSES REIMBURSEMENT POLICY PAGE 7 of 7
$0.47
$8,158.21
$47,148.24 6
$38,801.39
$85,949.63
$17,047.47
$23,722.00
10568.63303
51,659.00
Toyota Prado
$23,722.00
0.23722
100000
Toyota Prado
$10,568.63
3
7.00%
46962.72727
Toyota Prado
$38,801.39
66.00%
58789.99
25,931.60
51,659.00
Toyota Prado
$0.51
$27,296.43
$75,862.80 8
$46,394.20
$122,257.00
$23,177.96
$37,651.50
14369.25128
70,236.25
Landcruiser Diesel
$37,651.50
0.25101
150000
Landcruiser Diesel
$14,369.25
3
7.00%
63851.13636
Landcruiser Diesel
$46,394.20
58.00%
79990
70,236.25
Landcruiser Diesel
$0.55
$35,592.68
$82,740.92 9
$37,514.64
$120,255.56
$20,122.99
$46,801.50
12475.30985
60,978.75
Landcruiser Petrol
$46,801.50
0.31201
150000
Landcruiser Petrol
$12,475.31
3
7.00%
55435.22727
Landcruiser Petrol
$37,514.64
53.60%
69990
60,978.75
Landcruiser Petrol
Our Statutory Information
Gladstone Regional Council Annual Report 2011-12
Our Statutory Information Schedule 5 Mayor and Councillor Remuneration Policy
Gladstone Regional Council Policy Topic
Mayor and Councillor Remuneration
Policy Number
P-1.02.03
Directorate
Office of the CEO
Statutory Authority
Section 42(5) Local Government (Operations) Regulation 2010
Date of Adoption
17 January 2012
Resolution Number
G/12/866
Amendments
Original Policy Adopted: 28 March 2008 Amendment 1: 20 May 2008 Amendment 2: 20 January 2009 Amendment 3: 19 January 2010 Resolution No: 10/05 Amendment 4: 21 December 2010: Resolution No: G/10/413 Amendment 5
POLICY DETAIL: That: 1,
Council adopt the remuneration schedule for Category 5 Councilâ&#x20AC;&#x2122;s as listed in the 2011 report from the Local Government Remuneration and Discipline Tribunal; and
2.
Council amend Policy P1.02.03 Mayor and Councillor Remuneration to reflect the 2012 remuneration schedule.
As a consequence of the above resolution in accordance with Section 42(5) of the Local Government )Operations) Regulation 2010 and Government Gazette notice of the 9 December, 2011, the following remuneration schedule for the Mayor, Deputy Mayor and Councillors of Gladstone Regional Council applies from the 1st January 2012. Such remuneration shall be for the purpose of remunerating the Mayor, Deputy Mayor and Councillors for the time spent in meeting the statutory and community expectations of the respective positions:Position Mayor Deputy Mayor Councillors
Statutory Information
Remuneration % of rate payable to a Member of the Qld Legislative Assembly 95.0% ie. $130,292 62.5% ie. $85,718 55.0% ie. $75,432
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In addition the following amalgamation loading applies:Position Mayor Deputy Mayor Councillor
Amalgamation Loading from 1/1/2012 to conclusion of 2012 elections $2,770 $1,940 $1,700
………………………………………… STUART RANDLE CHIEF EXECUTIVE OFFICER …………../…………../………………
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Our Statutory Information Schedule 6 Complaints Management Policy and Process
Gladstone Regional Council Policy Topic
COMPLAINTS MANAGEMENT POLICY AND PROCESS
Policy Number
P-1.00.01
Directorate
OFFICE OF THE CEO
Statutory Authority
Local Government Act 2009 – Section 268 Local Government (Operations) Regulation 2010 Section 119
Date of Adoption
5 July, 2011
Resolution Number
G/5.1.5 Original Policy Adopted: 8/4/2008 – Resolution No. 08/34
Amendments
Amendment 1
POLICY: 1.
General Section 268 of the Queensland Local Government Act 2009, requires Council to establish a Complaints Management Process for resolving administrative action complaints. This process must include elements contained in Section 119 of the Queensland Local Government (Operations) Regulation 2010. The complaints management policy provides the policy framework for the effective management of complaints received by Gladstone Regional Council. The policy is supported by the Complaints Management Process.
2.
Definitions Section 268(2) of the Local Government Act 2009 (the LG Act), defines an “administrative action complaint” as a complaint that – (a)
is about an action of a local government, including the following, for example (i) a decision, or a failure to make a decision, including a failure to provide a written statement of reasons for a decision; (ii) an act, or a failure to do an act; (iii) the formulation of a proposal or intention; (iv) the making of a recommendation; and
(b)
is made by an affected person.
Section 268(3) defines an “affected person” as a person who is apparently directly affected by an administrative action of a local government. A “complaint” is an expression of dissatisfaction by a person who is directly affected by an administrative action of Council or an employee, including a failure to take action. GRC DataWorks Subject Index: File Reference:- CM16.1 Statutory Information
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“Complaints Review Panel” is the group of Council Employees appointed by the Chief Executive Officer, who review complaints that are unable to be resolved by the Receiving Officer or within the Department of Council to which the complaint relates. Unless otherwise appointed by the Chief Executive Officer the panel comprises: the Director governance; the Manager Customer Service; and the Assistant to the Chief Executive Officer. A “customer service request” is a request by a customer, to Council, for the provision of a service or product to be provided - Examples include: a barking dog, a pot hole, an overflowing waste bin. 3.
Policy Objective The objectives of this policy are:
4.
To capture and record all complaints;
To provide a clear administrative process for the management of complaints received from affected persons from receipt to resolution;
To provide an effective, efficient, sustainable, consistent and transparent process for the management of complaints in accordance with legislative requirements and with regard to the framework of natural justice and procedural fairness; and
To facilitate the use of information obtained from the Complaints Management Process to improve customer service and service delivery.
To allow periodic internal and external reporting.
Policy Commitment Gladstone Regional Council is committed to providing a level of customer service that does not attract complaints however, acknowledges the right of persons to provide feedback, both positive and negative, on its services and/or to lodge a complaint. Council is therefore equally committed to providing an effective resolution to all complaints received.
5.
Scope The complaints management policy and process has been developed to provide Gladstone Regional Council with a single framework to manage complaints. The Complaints Policy does not apply to: Complaints about a resolution of Council. Such matters may be referred by a complainant to the elected members. Complaints regarding National Competition Policy. Complaints made under the Public Interest Disclosure Act 20101. Appeals against any previous outcomes of complaints investigations by the Complaints Review Panel. A request for Council to take action against another party may be determined to be a customer service request. Examples of a customer service request include, a complaint about a barking dog and an abandoned vehicle. By definition, this Complaints Management Policy and Complaints Management Process apply to an action of Council or an employee, including a failure to take action.
1
Refer to sections 12 & 13 of the Public Interest Disclosure Act 2010 for the type of information if disclosed as part of a complaint should be managed under Council’s Public Interest Disclosure Policy and Procedures (P-1.00.08)
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Consequently, a complaint for the purpose of this policy and the associated Complaints Management Process will only arise if the complainant is dissatisfied about an action or inaction of Council or Council Employees in relation to the customer service request. 6.
Complaints Management Process Wherever possible, Council will aim to resolve a customer’s complaint at the customer’s first point of contact with Council. Where a complaint is not resolved by the Receiving Officer, the complaint may be forwarded to another officer, with access to additional information or additional knowledge and experience. If the matter is not resolved to the complainants satisfaction, the Receiving Officer will liaise with the Manager of the section or the Director of the Directorate to facilitate a review and where required, further investigation. Where a complaint is still not able to be resolved within the Directorate of Council, the complaint will be listed for action by the Internal Review Group. (The group of Council Employees appointed by the Chief Executive Officer, to review complaints). When a complaint is not able to be satisfactorily resolved by Council, the complainant will be advised to refer their complaint to an agency external to Gladstone Regional Council. A copy of the Complaints Management Process is attached.
7.
Visibility and Access The Complaints Policy and Complaints Management Process will be readily accessible to and able to be understood by all people, including those with special needs. Information about the complaints process is to be available on Council’s website and at its customer service and branch centres. Formal complaints may be lodged using the online complaints form or a formal complaints form which can be accessed at any Council office or branch centre.
8.
Responsiveness Each complaint will be acknowledged and recorded within Councils Complaints Management System and the complainant provided with a Complaint number. Where a complaint cannot be resolved within 10 business days, the Receiving Officer will negotiate with the complainant a timeframe for the resolution of the complaint. All complaints will be treated with appropriate respect for the confidentiality and privacy of the complainant, subject of the complaint and officers involved. Publication of information relating to complaints about Council officers will be limited to that prescribed by legislation. Complainants will be kept informed of the progress of the handling of their complaint, the timing of its handling and the outcome of their complaint (subject to the principles of the Information Privacy Act 2009).
9.
Assessment and Action All complaints will be assessed without undue delay and investigated with regard to the framework of natural justice and procedural fairness where appropriate. The investigation and assessment of a complaint may take some time dependent on its complexity and severity. Anonymous complaints will be recorded and assessed in accordance with the Complaints Management Process. Where a complaint cannot be actioned without further information
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or if the complaint is determined as being frivolous or vexatious, the decision to take no further action and the reasons for the decisions will be recorded with the complaint. Council will co-operate fully with any investigating authority charged with dealing with a complaint, e.g. the Queensland Ombudsman or Crime and Misconduct Commission. 10.
Feedback Subject to the provisions of the Information Privacy Act Complainants will: be advised of the outcome of their complaint as soon as possible after a decision is made; be given reasons for any decision made; advised of the complaints management policy and guidelines; advised of their right to a review of the decision utilising either or both internal or external avenues Complaints that give rise to a possible business improvement will be communicated to the relevant section Manager.
11.
Monitoring and Effectiveness Complaints and complaints management trends will be analysed periodically to assist Council to identify and understand trends and business improvement opportunities. Council’s systems, this policy, the associated guidelines and legislative requirements will be reviewed periodically to maintain best practice. Council will periodically review reports generated from the complaints management system to:
determine the effectiveness of the policy and associated guidelines;
assess the application of the policy and associated guidelines;
analyse trends to identify and recommend improvements to system processes, staff training and policy and procedures.
If there is any conflict between this policy or the associated Complaints Management Process, the requirements of the Local Government Act 2009 or any other relevant legislation, the legislative requirements will take precedence.
………………………………………… GRAEME KANOFSKI CHIEF EXECUTIVE OFFICER
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Our Statutory Information Schedule 7 List of Registers
Register of Local Laws Register of Contact With Lobbyists Register of Delegations of Authority - Council to Chief Executive Officer Register of Delegations of Authority - Chief Executive Officer to Officers Register of Directions from Mayor to Chief Executive Officer Personal Interest of Councillors Personal Interests of Councillor's Related Persons
Other documents available for public inspection: • Annual budget & revenue statements • Fees and charges • Annual report • Council minutes • Council Meeting agenda items • Council policies
Statutory Information
163
Our Statutory Information Schedule 8 Equal Employment Opportunity Policy
Gladstone Regional Council Policy Topic
EQUAL EMPLOYMENT OPPORTUNITY POLICY
Policy Number
P- 3.04.11
Directorate
CORPORATE SERVICES
Statutory Authority
Local Government Act 1993
Date of Adoption
1 September, 2009
Resolution No.
09/484
Amendments
This policy has not been amended
POLICY DETAIL: RELATED POLICIES AND DOCUMENTS Gladstone Regional Council’s EEO Management Plan 2009-2013 Gladstone Regional Council’s Harassment and Discrimination Policy Gladstone Regional Council’s Recruitment and Selection Policy OBJECTIVES The objectives of this policy are to: Create a workplace where all employees are treated equally and fairly; Provide a workplace that is free from discrimination and harassment. This policy supports the corporate goals and values of Gladstone Regional Council specifically the corporate objective of “A strong, effective and sustainable organisation providing excellence and innovation in custodianship of the community’s resources”. Council is committed to providing a positive working environment for all employees and encourages harmonious working relationships between employees. Council will endeavour to ensure that in the application of all Council policies, practices and procedures, no discrimination takes place and that all employees, and the community, enjoy equal access to opportunities within the Council. All employment and promotional decisions will be based on individual merit of applicants and employees. This means having workplace rules, policies, practices and behaviours that are fair and do not disadvantage people because they belong to particular groups. In such an environment, all workers are valued and respected and have opportunities to develop their full potential and pursue a career path of their choice. This policy and the EEO Management Plan (2009-2013) form as part of Council’s compliance with the Local Government Regulation 2005 subdivision 2 GRC Dataworks/Corporate Management& Governance/Policy/Corporate Services File Ref: - CM16.3
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SCOPE OF POLICY All employees, labour hire, contractors and job applicants of the Gladstone Regional Council. WHAT IS EQUAL EMPLOYMENT OPPORTUNITY? Equal Employment Opportunity is defined as a system of employment practices under which no individuals are excluded from consideration, participation, promotion, or benefits because of their gender, marital status, pregnancy, parental status, age, race, impairment, religion, political belief or activity and their relationship to or association with a person(s) covered by any of these attributes. Basing decision on these characteristics is unfair, illegal and does not comply with Council’s corporate values. RESPONSIBILITY FOR EQUAL EMPLOYMENT OPPORTUNITY Whilst all employees have a personal responsibility in the practical application of this policy, specific responsibility falls upon management, supervisors and employees professionally involved in recruitment, employee administration and training to prevent discrimination and promote Equal Employment Opportunity within the workplace. Employees are encouraged to raise equal employment opportunities issues or grievances with the Human Resources Manager, relevant Directors or the Chief Executive Officer. Grievances will be treated seriously and confidentially, any reports of unacceptable behaviour will be investigated thoroughly and treated promptly and impartially. Council will also provide training and guidance to all employees on Council’s EEO objectives and requirements, as well as employee responsibilities with regard to EEO. Equal Employment Opportunity Officers (EEO Officers) All employees in the Council have a responsibility to prevent harassment from occurring in the workplace. All employees should become familiar with what behaviour constitutes harassment and how it affects others and the workplace. EEO Officers are responsible for fostering a work environment which is free from harassment and act as a confidential first contact point for employees wishing to discuss a specific harassment issue. The workforce by democratic process, will select the persons to be EEO Officers. Refer to Attachment (A) for details about EEO Officer roles and responsibilities. Full details of Council EEO Officers who they are and their role will be placed on noticeboards and intranets where possible.
……………………………………………. GRAEME KANOFSKI CHIEF EXECUTIVE OFFICER
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Our Statutory Information GLADSTONE REGIONAL COUNCIL POLICY NO. P--3.04.11 - Equal Employment Opportunity Policy
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ATTACHMENT A – ROLE OF EQUAL EMPLOYMENT OPPORTUNITY OFFICERS DEFINITION An EEO Officer is an employee who is specially trained and appointed and who works on a voluntary basis. Their responsibility is to be available at the local level to provide information, support and advice to employees in relation to issues and cases related to EEO such as harassment, discrimination, bullying and victimisation. It is important to note that it is not the EEO Officer’s role to act as a full time delegate for the position. The hours required are on an as needs basis. OBJECTIVE An important objective in appointing EEO Officers is to provide employees with confidential and impartial advice and support on matters concerning EEO. The appointment of EEO Officers will act as a preventative measure that signifies to employees that the Gladstone Regional Council has a zero tolerance of inappropriate behaviour and views harassment and discrimination seriously and will not tolerate it in the workplace. ROLES AND RESPONSIBILITIES OF EQUAL EMPLOYMENT OPPORTUNITY OFFICERS The fundamental role of an EEO Officer is to listen, provide support and advice for employees. Employees will be able to seek advice from an EEO Officer, without necessarily becoming involved in a more formal complaint. Although EEO Officers can act as a resource base to advise Managers on the general issues involved in a complaint of harassment, discrimination or bullying, their role is an advisory one only. The obligation and authority for resolving complaints remains with the Human Resources Department in conjunction with the relevant Manager / Director. EEO Officers are available to all employees to provide information and advice of a general nature about discrimination, harassment and resolution mechanisms. If requested, an EEO Officer may assist complainants to formulate a written complaint. The EEO Officers role is to assist in defining what the complainant wishes to express, and what the complainant expects in terms of resolution. An EEO Officer however, will NOT intervene or facilitate in the resolution of the complaint. The EEO Officers will also be required to attend specific training sessions as required. IT IS VITAL THAT ALL NOMINEES UNDERSTAND THAT IT IS NOT AN EEO OFFICERS ROLE TO:
Act as an advocate on behalf of a complainant if a complaint is submitted; Conduct an investigation into a complaint; Confront the person whose behaviour has been reported as offensive; Monitor the work environment for instances of behaviours that do not meet prescribed standards of behaviour, this is a management responsibility; Counsel distressed or anxious employees – if professional counselling is required the person should be referred to the Human Resources Department or to Council’s Employee Assistance Providers.
ATTRIBUTES AND SKILLS It is imperative that EEO Officers possess the following skills and attributes: ability to maintain confidentiality; well-developed interpersonal skills; GRC Dataworks/Corporate Management& Governance/Policy/Corporate Services File Ref: - CM16.3
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Our Statutory Information GLADSTONE REGIONAL COUNCIL POLICY NO. P--3.04.11 - Equal Employment Opportunity Policy
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active listening skills; understanding of resolution options; ability to encourage personal responsibility and decision-making; ability to provide accurate and objective advice; clear judgement and discretion; knowledge of Council’s processes; be open minded; ability to deal with people who are very distressed or angry and offer them support; possess a clear and accurate understanding of their role as a EEO Officer and the role of supervisors, managers, and Human Resources Department.
The role of the EEO Officer is a responsible one and employees who are EEO Officers should be aware that employees and management will look to them for guidance and they will be expected to behave as role models.
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Glossary
Glossary of terms Advocacy
The act of supporting or arguing in favour of something, such as a cause, project or initiative.
Assessment
Evaluation activities undertaken to determine level of performance.
Audit
This is a business improvement function established by Council to provide independent, objective assurance and consulting services designed to add value and improve the organisation's operations. It helps the organisation accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes.
Best practice
A method or procedure of accomplishing a business function process or outcome/result that is considered as being correct or most effective to all other known methods.
Budget
An estimate of costs, revenues and resources over a specific period, reflecting a reading of future financial conditions and goals for the organisation.
The Chief Executive Officer
The CEO is Council's highest ranking executive.
Community engagement
The process of connecting council, citizens and communities on a wide range of policy, program and service issues. It can be formal or informal and operates on the premise that the best decisions are made if those involved in the outcomes are considered.
Community Plan
An overarching plan that sets out the vision for the community, including its goals, strategies and actions to achieve that vision. It is a collaboration of existing strategic documents and is a legislative requirement.
Corporate Plan
A document that sets out the goals and strategies over the medium term (four years). The Corporate Plan will define how Council will meet its responsibilities in the Community Plan and is a legislative requirement.
Culture
Defines who we are as an organisation, our ethics, our institutions, our behaviours and our routines.
Financial year
The financial year we are reporting on in this report is the period from 1 July 2011 to 30 June 2012.
Framework
A structure that shows the linkages between various processes in order to achieve an outcome.
Initiatives
Specific projects or programs undertaken to achieve objectives within a measurable timeframe.
Key Performance Indicators
Quantifiable measurements that help an organisation define and measure progress towards organisational goals/outcomes.
Local Government Act 2009
The principal legislation which provides the legal framework for Queensland's local government sector.
Operational Plan
A 12-month document that sets out how to achieve the desired outcomes set out in the Corporate Plan and is a legislative requirement.
Outcomes
Determination and evaluation of the results of an activity, plan, process or program and their comparison with the intended or projected results.
Policy
A set of principles and associated guidelines formulated and enforced at the highest level, to direct and limit an organisation's actions in pursuit of long-term goals.
Service
A group of related activities contributing to a common outcome.
Vision
An aspirational statement that describes what the organisation is working towards.
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Gladstone Regional Council Annual Report 2011-12
Your Feedback Gladstone Regional Council Annual Report 2011-12 Return by mail to: The Chief Executive Officer PO Box 29 Gladstone DC QLD 4680 Or drop it into any Council administration centre Fax: 07 4975 8500 Email: info@gladstonerc.qld.gov.au Or have your say on Council's website www.gladstone.qld.gov.au (follow the 'Corporate Publications & Reports' link under the 'About Council' tab)
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Introduction Feedback
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Administration Centres
Further Copies
Gladstone, 101 Goondoon Street Calliope, 5 Don Cameron Drive Miriam Vale, 36 Roe Street
For additional copies of Gladstone Regional Councilâ&#x20AC;&#x2122;s 2011-12 Annual Report please call Councilâ&#x20AC;&#x2122;s Corporate Performance & Reporting Officer on 07 4970 0700 or visit www.gladstone.qld.gov.au
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General Information Phone 07 4970 0700 Fax 07 4975 8500 Email info@gladstonerc.qld.gov.au Website www.gladstone.qld.gov.au
Feedback Feedback on this document is welcome. Please write to: The Chief Executive Officer Gladstone Regional Council PO Box 29 Gladstone DC QLD 4680 email info@gladstonerc.qld.gov.au or fill out and return the form inside back cover.
Acknowledgements Council would like to thank all those who contributed to the development of the 2011-12 Annual Report.
This Annual Report was printed on carbon neutral paper certified under the National Carbon Offset Standard (NCOS) Carbon Neutral Program, meaning that net emissions associated with the paper equaled zero.