2019-20 Annual Report
Connect. Innovate. Diversify.
Gladstone Regional Council would like to acknowledge the traditional custodians of this land, the Byellee, the Gooreng Gooreng, the Gurang and the Taribelang Bunda people. We pay respect to their Elders past, present and emerging. We would also like to extend that respect to other Aboriginal and Torres Strait Islander people in our region.
Table of Contents Our Report ..................................................... 5 About Our Report ............................................... 7 How to Read Our Report ................................... 7 Mayor’s Message ................................................. 8 CEO’s Message ..................................................... 9 Our Charter ........................................................ 10 Performance Overview .................................... 11 GRC Awards ........................................................ 13 Financial Overview ............................................ 14 Community and Customer Highlights .......... 15 Region Highlights ............................................... 15 Significant Events .............................................. 16 Highlights ............................................................. 18 Challenges ........................................................... 20 Looking into Next Year ..................................... 24 Our History ......................................................... 26 Our Team ..................................................... 29 Our Council ............................................. 31 Councillor Profiles ............................................. 31 Governance ........................................................ 36 Statutory Information ....................................... 37 Our Organisation ................................... 43 Organisational Structure ................................. 43 Our Governance ................................................ 44 Internal Audit Report ........................................ 45 Our Leadership ...................................... 47 Executive Profiles .............................................. 47 Statutory Information ....................................... 49 Our People .............................................. 50
Our Finances .............................................. Financial Statements Table of Contents ... Statement of Comprehensive Income ...... Statement of Financial Position .................. Statement of Changes in Equity ................. Statement of Cash Flows .............................. Notes to the Financial Statements .............
125 127 128 129 130 132 133
Additional Statutory information ........... Beneficial Enterprises ................................... Significant Business Activities ...................... Public Benefit .................................................. Commercial Business unit ........................... Joint Government Activity ............................. Invitation to Change Tenders ...................... List of Registers ............................................... Concessions for Rates and Charges .......... Competitive Neutrality Complaints ............ Right to Information ......................................
199 201 201 201 201 201 202 202 203 203 204
Appendices ................................................ Glossary of Terms .......................................... List of Acronyms and Abbreviations .......... List of Figures and Tables ............................. Legislative Index ............................................. Get in Touch .................................................... Feedback Form ............................................... Index ..................................................................
207 209 211 212 214 218 219 220
Our Performance ........................................ 53 Strategic Planning Framework ....................... 55 Corporate and Operational Plans ................. 56 Performance Reporting ................................... 57 Strategic Goal Performance ................. 58 Community Financial Report ....................... 110 Budget Funding Snapshot ........................... 112 Financial Performance Snapshot ............... 113
Through partnerships Council strengthened community connections.
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OUR REPORT
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This section of the report outlines information about our region, gives you a sense of our budget, operating model, strategic plan, as well as provides highlights of our performance and financial position for the year 2019/20. It also shares some of our top highlights and challenges for the year along with what we are looking forward to next year.
About Our Report
OUR REPORT
The Annual Report is a legislative requirement under the Local Government Act 2009. It is a key reporting tool informing the community and stakeholders about Council’s performance, achievements and challenges during the 2019/20 financial year. These areas are measured against objectives set out in the Operational Plan and Budget. This report will explain how Council has used partnerships with industry, other levels of government and the community, to explore its vision to ‘Connect. Innovate. Diversify.’ and to achieve a balance of lifestyle and opportunity. The theme for the year’s report is Partnerships. Council has engaged with residents, business and political representatives to develop an empowered region together, where opportunities can be generated to boost economic growth and meet future challenges.
How to Read Our Report This report is divided into six sections: 1. Our Report sets the tone of the document providing a sense of how the year unfolded through achievements and challenges. 2. Our Team profiles our Councillors and our people. 3. Our Performance examines the year’s planning, reporting and strategic goals. 4. Our Finances lays out Council’s detailed financial statements. 5. Additional Statutory Information includes additional facts and data to give context to Council processes. 6. Appendices assists in understanding and interpreting terms, acronyms, abbreviations and data. 7. Interactive Links are embedded within this report to improve your experience. The Table of Contents is interactive and will direct readers to the content. Additional links to more information, and supporting material, can be identified by these icons.
We are committed to balancing our region’s lifestyle and opportunity.
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Mayor’s Message
OUR REPORT
During 2019/20, Council continued to implement its new vision to ‘Connect. Innovate. Diversify.’ for the benefit of the Gladstone Region’s ratepayers and customers. We wanted to build strong partnerships with existing and new groups in the community, industry and other levels of government to deliver the best economic and lifestyle outcomes for residents.
another proactive partnership; this time with the Miriam Vale community which had to manage a dwindling local water supply. We connected, informed and innovated with residents who dramatically reduced their water consumption through a Water Wise program. A case study in this report outlines how that partnership will have lasting community benefits.
This was achieved through increased community engagement which came to the fore in progressing the Boyne Tannum Aquatic Recreation Centre project.
After bushfires challenged some of our smaller centres in 2018/19, a viral pandemic came along in 2019/20 to impact our health, our daily routines and our economy. COVID-19 has disrupted everyone at some level, but as political, community and medical leaders stressed, we all must work together to defeat this ongoing threat, until a safe vaccine is available.
We continued to enhance our customer service and other Council practices to achieve efficiencies for our ratepayers, as well as seek new funding sources for economic development and job creation.
I am confident the Gladstone Region will benefit from existing and new partnerships to be established in the year ahead, to manage these difficult times and become even more resilient.
In working on strategic priorities outlined in the Operational Plan, we placed the community at the centre of every planned piece of work, program or event. The Philip Street Communities and Families Precinct is a good example of Council partnering with community groups and other levels of government to provide critical, regional social services. Work began on the project in early January with milestones being met regularly. Continuing dry weather leading to a major drought across Queensland saw us build
Progress continues to be made on the Philip Street Communities and Families Precinct.
Gladstone Regional Council 2019/20 Annual Report
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CEO’s Message
2019/20 was challenging for our people and the region, from the prolonged drought through to the COVID-19 health emergency. I was proud to see planning begin for the delivery of our next Reconciliation Action Plan (RAP) – Innovate. This is the second of four plans to enhance connections and partnerships with our region’s Aboriginal and Torres Strait Islander community. Water restrictions were introduced to several local government areas throughout Queensland, including the township of Miriam Vale. The community had to reduce daily water usage, so Council actively engaged with residents at public meetings and information campaigns about measures to take. This successful Water Wise initiative flowed over into a wider regional education campaign and conversations with our region about what water meant to everyone. When COVID-19 emerged as a threat to our health, work routines, family and community connectedness, the organisation worked quickly to change workplace practices and ultimately, how and where our people would
Gladstone Regional Council 2019/20 Annual Report
work so we could continue essential service delivery. Committed teamwork ensured a smooth transition to working from home for most of our people, while others continued essential roles as usual.
OUR REPORT
Our organisation continued to transform throughout the year but we did not lose sight of the community’s ongoing recovery from bushfires. Partnerships, both internal and external, featured strongly in how we approached the year.
We continued our community focus during this time by providing additional assistance to not for profit organisations to help them recover and an online forum for residents to stay connected. A more inclusive and community focused engagement style is now embedded across the organisation in dealing with issues such as post-bushfire communities, the Miriam Vale water shortage and projects like the Philip Street Communities and Families Precinct. There was further internal focus on achieving a strong safety culture and providing employees with a say on our organisation through an Employee Engagement Survey. Our people are at the core of everything we do and are best placed to suggest how we can improve. As 2020 began, I asked our people to be pragmatic and realistic about what they could deliver and the use of available resources. By applying these principles, I believed it would make it easier for our community to interact with Council more effectively. During the year ahead, we will need energy and determination as an organisation, as individuals and as a regional community, to recover and renew after an unrelenting year. It is a challenge we need to meet for future generations.
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OUR REPORT
OUR CHARTER Gladstone Regional Council’s charter defines who we are, what we do and guides how we work.
VISION CONNECT. INNOVATE. DIVERSIFY.
MISSION We are Gladstone Regional Council, working together to balance our Region’s lifestyle and opportunity.
VALUES Safe We are uncompromising in our commitment to safety, which is reflected in our attitude, our decisions and our actions. Ethical We operate with transparency, openness and accountability at the fore. Responsive We respond by being present, proactive and solutions-focused, and we deliver on our commitments. Visionary We plan as future-thinkers and opportunity seekers and we have the courage to shape a better future for our community. Inclusive We create and value diversity and we actively demonstrate our commitment to equality and inclusivity. Community We care about each other and our environment and we recognise that community is the core of our business. Efficient We deliver; we challenge the status quo and we continually find better ways to reduce cost and improve services.
Gladstone Regional Council 2019/20 Annual Report
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Performance Overview Delivering the Corporate Plan Vision
Connect
50 projects, 8 KPIs
Innovate
35 projects, 4 KPIs
Diversify
17 projects, 4 KPIs
PERFORMANCE SCORECARD DEFINITIONS
OUR REPORT
The 2019/20 Operational Plan presented a total of 102 projects and 16 Key Performance Indicators (KPIs) which delivered on the three vision intentions from Council’s 2018-2023 Corporate Plan.
PROJECTS
Complete: All activities and
milestones within the project have been achieved. The expected outcome has been accomplished. The project is finished.
Not Complete: Activities and
outcomes were not delivered in full. This includes projects where an item is deemed no longer relevant and/or decisions have been made to cease the project.
KPIs
On track: targets are being met or Delivering the Operational Plan projects The Operational Plan for the 2019/20 year is presented in an overall summary as well as broken down by each vision intention from our Corporate Plan. Detailed performance is outlined within each of the nine strategic goals and shown in the Performance Reporting section, page 53.
exceeded
Monitor: targets are met on
occasion but not consistently
Below target: targets are rarely met
Council is focused on delivering on our vision.
Gladstone Regional Council 2019/20 Annual Report
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OUR REPORT
Performance Overview
Our delivery on the 2019/20 Operational Plan OVERALL PROGRESS - Projects
OVERALL PROGRESS - KPI 25%
36% 56% 64%
19%
Complete Not Complete
On track Monitor Below target
OVERALL PROGRESS - Connect
OVERALL PROGRESS - Diversify
24% 44% 56% 76%
Complete Not Complete
OVERALL PROGRESS - Innovate
31%
Complete Not Complete
5-YEAR SUMMARY OF COMPLETED OPERATIONAL PLAN PROJECTS 87%
82%
87% 64%
69%
Complete Not Complete
Gladstone Regional Council 2019/20 Annual Report
46%
2015/16 2016/17 2017/18 2018/19 2019/20
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Gladstone Regional Council Awards
OUR REPORT
LUMINOUS 2019 Council’s Luminous event was awarded the Queensland Event of the Year 2020 at the QLD Parks and Leisure Australia Awards.
The Judges’ Choice Award, 2019 Best in Business Awards, Tondoon Botanic Gardens’ team of volunteers.
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OUR REPORT
Financial Overview Delivering on the budget Where did Council’s income come from?
General rates and service charges 75%
Fees and
charges 11%
Total asset value has risen by $243.7M to $2.5B since 30 June 2019.
Operating deficit $2.7M (last year operating surplus $10.2M) and an operating surplus ratio of -1.37% (last year 5.07 per cent). Information relating to measuring financial sustainability is presented over a five year period to illustrate trends in Council’s performance Council is in a sound financial position at 30 June 2020:
Operating grants and contributions 6%
Sales revenue 3%
Other recurrent revenue 3%
Interest 2%
Gladstone Regional Council 2019/20 Annual Report
Council has a 3.12:1 (last year 4.47:1) working capital ratio. This is the ratio of current assets available to meet current liability obligations.
Council’s low debt levels have resulted in an improved debt to equity (debt as a percentage of community equity)
percentage of 4.71% (last year 5.72%).
Net financial liabilities ratio (total liabilities less current assets as a percentage of operating revenue) of 4.87% (last year 1.04%) due to the early repayment of loans. The ratio indicates that Council has a significant capacity to borrow—if and as required.
Capital works financial completion 60% (target 90%).
Our interest-bearing debt has decreased by $56.5M over the past five years.
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Community and Customer Highlights
161 enquiries relating to new licensable businesses.
During 2019/20 $26,120,998 of funding was approved to fund 46 projects.
Our Region Size 10,489km2
OUR REPORT
2442 year 7-10 students received vaccinations. Due to COVID-19 and school closures vaccination numbers are down compared to previous years. Catch up clinics are being coordinated.
Region Highlights
Roads 560km (bitumen seal) Coastline and estuaries 150km Wetlands 254km2 Nature, conservation, forestry and parkland 16% of region Rateable properties 32,460 Gross Regional Product $5.60B (2019) (1.59% of Gross State Product) Our community Population 63,412 (2019 est)
In September and December, 16,000 pieces of rubbish were collected from Drain Buddies in different Gladstone locations. Cigarette butts were the most dominant form of litter found. A record 1200 visitors attended the third annual Tondoon Bonsai Exhibition held at the Gladstone Tondoon Botanic Gardens during the year. 176 Customer Service Requests referenced COVID and 147 referenced Bushfire recovery.
Population growth 0.72% Median Age 35 Population under 15 years 22.7% (2016) Couples with children 30.5% (2016) Population born overseas 14.4% (2016) A year in the Gladstone Region New residents 433 (2019 est) Residential dwelling approvals 88 Residential dwelling sales 894 Median sale price $285,000 Registered businesses 3701 (2019)
57.6 Community Sentiment Score.
Over 100,000 interactions across customer relations. 21 seconds average time to answer a call.
Council’s Local Laws Officers have been able to save 127 hours of their time per year using mobile devices to complete paperwork, instead of having to return to the office.
Gladstone Regional Council 2019/20 Annual Report
108 community groups from across the Gladstone Region responded to Council’s Gladstone Region Rise Up funding initiative to help with recovery from the COVID-19 health emergency.
Our Gladstone Region launched to connect our community with events, community interest discussion and good news.
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Significant events
OUR REPORT
2019 1 July New GRC website launched 7-14 July NAIDOC Week celebrations 8 July Council brings online a new 10ML Hetherington water reservoir at South Gladstone 13-14 July Our award winning lighting event, Luminous, was held over two nights and drew a crowd of 12,000 17 July Council budget introduced to our community to connect, innovate and diversify our region 20 July Councillors and Council employees attend the first community engagement pop-up, Conversations with Council, at Stockland Gladstone Shopping Centre 27 July Pre-season exhibition match between the Brisbane Roar A-league team and a Gladstone select side at Gladstone Coal Exporters Sports Complex (Marley Brown Oval) 1 August Launch of online engagement platform, Conversations 2 August Queensland Symphony Orchestra ‘Under the Stars’ at GPC’s Marina Parklands 7 August Council starts to work with Miriam Vale to identify water saving initiatives as part of a Drought Management Plan 17 August To celebrate Seniors Week 2019 Council held close to 90 events across the region 1 September A record breaking 1200 visitors attended the Gladstone Multicultural Festival and third Annual Bonsai Exhibition, making it the largest attendance at an Australian Bonsai exhibit 1 September A water reduction target was introduced to help Miriam Vale manage its dwindling water supply Gladstone Regional Council 2019/20 Annual Report
6 September A Changing Places® Restroom was installed at Gladstone’s Lions Park to meet the needs of community members who cannot use standard toilets 21 September Under the Trees Music Festival – Boyne Island All abilities Beach Access Day held at Tannum Sands as part of Disability Action Week featured the Mobi-Chair Floating Beach Wheelchair 28 September National Rugby Championships 13-20 October The inaugural Sport and Active Living Festival was held to celebrate and enhance sport and recreation within the region 19 October 44th Rio Tinto Martin Hanson Memorial Art Awards 19 and 20 October Council supported the Garage Sale Trail initiative 20 October Council hosted the inaugural Biondello Bolt mountain run 2 November Gladstone PopCon 2019 8 November Tondoon Botanic Gardens wins Judges Choice Award at 2019 Best in Business Awards 14 November Council joins National Welcoming Cities Network to foster social cohesion 29 November Mayor launches Gladstone Region Drought Appeal 1 December Christmas Street Party in Gladstone Library Square 21-22 December Pop-up community hub helps impacted bushfire residents at Mount Maria 31 December Council hosts the first New Year’s Eve event in 20 years
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Significant events 2020
10 January Council launches Gladstone Region Recreational Vehicle (RV) Strategy to grow market potential
28 March Local Government Election 31 March Council implements Business Continuity Plan to ensure essential services during COVID-19 health emergency
12-18 January Festival of Summer for 11-17 year olds debuts
7 April Gladstone Region Rise Up funding initiative announced
17 January Marley Brown Oval hosts Queensland Reds against Melbourne Rebels in Super Rugby pre-season match to aid local farmers during drought
14 April Mayor and Councillors sworn in after 28 March election
26 January Australia Day Family Fun Day, Citizenship Ceremony and Australia Day Awards 27 January Celebrate Australia Primary School Art Competition winners announced 5-22 February Community Investment Program roadshow visits regional centres 17 February First meeting of new Gladstone Region Youth Council 20 February Our Gladstone Region social media channel launched 7 March Gladstone City Library launches community garden 7-15 March Parks Week 9 March Council welcomes 20 new apprentices and trainees in annual intake
OUR REPORT
9 January Site clearing begins for Stage 1 of the Philip Street Communities and Families Precinct
27 March Miriam Vale township returns to using its Baffle Creek water source
22 April Philip Street Communities and Families Precinct reaches first construction milestone 24 April Council encourages ‘Light Up The Dawn’ services for ANZAC Day 28 April Council started livestreaming its General Council Meetings 30 April Council seeks community input for Our Coast Our Future project involving the long-term management of the region’s coastline 7 May Council launches a Virtual Neighbourhood Centre to keep communities (six regional libraries, Gladstone Entertainment Convention Centre, Gladstone Regional Art Gallery and Museum and Neighbourhood Centre) connected during the COVID-19 lockdown 27 May–3 June Council celebrates 20th anniversary of National Reconciliation Week 4-10 June Virtual Ecofest, themed ‘Biodiversity’
9-14 March Combined Schools Musical - The Wizard of Oz
12 June Site chosen for Boyne Tannum Aquatic Recreation Centre
23 March COVID-19 restrictions come into force throughout the Gladstone Region
21 June Work starts on Goondoon Street road and footpath upgrades
24 March Special Council meeting approves $1M COVID-19 support package Gladstone Regional Council 2019/20 Annual Report
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Highlights
OUR REPORT
Reconciliation Action Plan Progresses The Gladstone Region is an area of great social, cultural and spiritual importance. Council’s Reconciliation Action Plan (RAP) is about developing strong, lasting relationships with the Byellee, Gooreng Gooreng, Gurang and Taribelang Bunda peoples and achieving successful reconciliation. We are pleased to have a history of community participation and engagement to draw on in the RAP. Annual celebrations such as National Reconciliation Week and NAIDOC Week, flying the Aboriginal and Torres Strait Islander flag at the Council chambers in Gladstone’s CBD and including formal Welcomes to Country with Acknowledgement of the Traditional Owners/Custodians of the Land represent
some of our annual reconciliation efforts. The RAP for this year fostered a new level of engagement and support and continued to build opportunities for meaningful interaction and respect, as well as the creation of sustainable opportunities, for Aboriginal and Torres Strait Islander people. In implementing our Reflect RAP during 2019/20, Council was committed to strengthening existing relationships so effective and mutually beneficial initiatives could be realised in the future. Events and achievements during the year included: •
Council hosting its first reconciliation Elders Morning Tea during National Reconciliation Week.
We are committed to fostering meaningful relationships.
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Becoming a member of Supply Nation – the Australian leader in supplier diversity. It brings together the largest national database of Aboriginal and Torres Strait Islander businesses with the procurement teams of Australia’s leading organisations to help them engage, create relationships and do more business.
•
Performing, as a minimum, an Acknowledgement to Country at Council events and sponsored events where appropriate. Employees are encouraged to perform an Acknowledgement to Country at non-official Council events or where appropriate.
•
A video for Council’s Corporate Inductions was developed, featuring Port Curtis Coral Coast First Nations People giving
Gladstone Regional Council 2019/20 Annual Report
an insight into cultural heritage, cultural awareness and native title in the region. •
Approval for the installation of ‘Welcome to Port Curtis Coral Coast Country’ road entry signs within the Gladstone Region. Funding came from the State Government’s Works for Queensland funding allocation.
•
Council is looking forward to next year when we implement the Innovate RAP which will outline actions that work towards achieving Council’s unique vision for reconciliation.
OUR REPORT
•
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Challenges
OUR REPORT
Coping with COVID-19 On 3 March 2020, as the Novel Coronavirus (COVID-19) cases increased around Australia amid a world-wide pandemic, Gladstone Regional Council’s CEO, Leisa Dowling, issued what would be the first of many Employee Bulletins. Council practiced due diligence by activating an Incident Management Plan to support employees and the community in minimising risk. The plan focused on preparation, action and recovery. The preparation phase included: •
Business continuity planning and identifying critical services
•
Identifying key resources and successors
•
roviding accurate information for P employees and their families.
Council used reliable information sources such as the Australian Government Department of Health website and the latest advice from Queensland Health to advise its employees and the community about the virus - how it spreads, symptoms, risk factors and what to do if you contracted the highly contagious disease. Behind the scenes, the Incident Management Team made decisions and communicated to staff about: •
COVID-19 related staff leave
•
When to call a special Leave Hotline
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Reducing face to face interactions, meetings and practising ‘social distancing’
•
Setting up a dedicated internal information portal
•
Establishing a Q&A mailbox and team for employees to email specific questions to
•
Following strict hygiene practices
•
Developing an internal and external communication strategy to keep everyone informed
•
Closing non-essential facilities.
Gladstone Regional Council 2019/20 Annual Report
The next challenge was to look at how staff could work remotely so we could continue to maintain critical functions for the community such as roads, water, waste, sewerage and cemeteries. The Strategic Information, Communications and Technology (ICT) team began investigating the organisation’s remote access capability and what our future needs would be to enable 300 people to set up a home office. Circumstances were changing every day as the pandemic progressed which meant complex decisions had to be made. On 23 March, the Federal Government announced different types of businesses, where there was regular human contact, would have to close. The following day, a special Council meeting approved a $1million Novel Coronavirus (COVID-19) support package to assist residents, businesses, sporting and community groups in the Gladstone Region to navigate these circumstances. It contained: •
Rent concessions for Council-leased commercial facilities
•
Six-month food licence extensions
•
Six-month trade waste licence extensions
•
Effective freezing of interest on outstanding rates and charges
•
Financial support for sporting and community groups.
Council’s CEO, Leisa Dowling, said the package would help stabilise and support the Gladstone Region during a time of economic uncertainty. By late March a Remote Working Standard had been developed. A detailed framework was now in place to enable many staff to safely move to their home-based offices while others remained in central locations. Considerable work was done to support employees, so the focus turned to a new community program to provide financial
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On 7 April, the Gladstone Region Rise Up initiative was launched. It was designed to assist grass roots organisations recover after COVID-19, offering up to $5000 per successful application. In early May, as the nationwide lockdown continued, Council wanted to re-establish a sense of community connectedness that had been lost with the closure of facilities like libraries, the Gladstone Regional Art Gallery and Museum , Gladstone Entertainment Convention Centre and Neighbourhood Centre. A Virtual Neighbourhood Centre was launched to provide somewhere for people to come together online to find out information, connect with like-minded residents and support each other. It was also a way of bringing Council programs and other community services to people in their own homes.
By mid-June, as the number of COVID-19 cases had significantly declined, plans were put in place for Council employees to return to buildings and offices.
OUR REPORT
help for not-for-profit community, sport and recreation groups.
These plans involved: •
Minimal movement between sites
•
Tracking movement using fob devices
•
Maintaining social distancing
•
Adhering to reduced capacity of common areas
•
Hand washing and sanitiser use
•
Cleaning meeting rooms after use.
In three and a half months, both Council staff and the Gladstone Region community, along with the rest of Australia, had faced the initial challenges posed by the COVID-19 pandemic. Everyone’s resilience was tested in dealing with them. A path to recovery had begun.
Council continued to provide essential services to the community.
Gladstone Regional Council 2019/20 Annual Report
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Challenges
OUR REPORT
Miriam Vale - the town that almost ran dry 2019 was the hottest, driest year on record for Australia with a nationally averaged rainfall of 277.6mm. The Gladstone Region was drought declared on 1 May and by year’s end only 477.2mm hit the ground - the lowest rainfall since 2001. Council implemented its Drought Management Plan on 12 July to effectively manage the region’s water supply. In early August, Baffle Creek’s raw water supply had reduced to a level where Council started looking for a more secure water source for the Miriam Vale community. It also began to work with residents in town
and beyond to identify water saving initiatives. Public meetings were called where Council officers ran information sessions to let people know what was happening and to hear their thoughts and ideas. Several solutions were examined to safely supplement Miriam Vale’s existing water supply. An alternative source was found but it had to be tested for quality, safety and reliability. During the testing period, additional water was trucked into the Miriam Vale Water Treatment Plant for the community’s daily use.
Miriam Vale residents partnered with Council to overcome their water supply issue.
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A target of 125 litres per person per day for all residential properties was set, and where other factors had to be considered, variations were allowed on a case by case basis. The residents excelled in saving water with the town quickly recording low levels of usage, while weekly water meter readings kept everyone informed how they were doing. Knowing just one simple change in their daily routine would help reduce total water usage, residents worked to successfully meet their targets.
Gladstone Regional Council 2019/20 Annual Report
This was a genuine partnership of Council and community working together and being conscious of water use to achieve a sustainable supply for the future.
OUR REPORT
To effectively manage the local supply, water reduction targets were introduced on 1 September.
On 27 March 2020, Council advised Baffle Creek was again supplying water to the Miriam Vale Water Treatment Plant, so the trucking of water could finish. Council continues to support the community through an education program and, together, they are identifying water saving initiatives. A partnership based on education, resilience and hard work had succeeded.
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Looking into Next Year
OUR REPORT
Creating a practical Operational Plan When the current Corporate Plan was adopted in 2018 there was also a solid fiveyear Operational Plan drafted to support it. After two years of operating under the fiveyear plan Council determined:
services and the value they deliver to our community. We will spend less time on planning and reporting and more time on delivering activity that makes a difference to our community.
•
It was optimistic and aspirational
•
Worthwhile activity existed but did not capture the mix of resources and typical day-to-day activity in a practical way
•
It set up a culture of over promising and under delivering
•
There was limited recognition given to the 80-90 per cent of time that is spent delivering core services to our community.
What does not change in 2020/21 is our commitment to the vision, ‘Connect. Innovate. Diversify.’ as well as our mission and values. Council is also committed to delivering the nine strategic goals and the 2023 outcomes identified in our Corporate Plan. For the 2020/21 Operational Plan, it is important we continue the essential work needed to set a path for the future.
In 2018/19, 46 per cent of the Operational Plan was completed. When setting the 2019/20 Operational Plan, the behavior of over promising and under delivering was again experienced with only 64 per cent of the Operational Plan being completed. What will we do about this? In 2020/21, Council has changed our approach to the Operational Plan. The plan is focused on our community and is manageable within the context of the year. The focus will create visibility to our core
In 2020/21 Council is excited to continue work towards the long-term goals outlined in our Corporate plan. We will work on 15 new business activities that are considerate of the large amount of effort it takes to deliver our core services. We are focused on delivering projects that are valuable to our community, practical and achievable within the context of the year. We will also continue to deliver on several strategies and key work plan items. Operational Plan Items and Strategies: •
Deliver a program of endorsed community initiatives from the Human and Social Recovery Group to better plan and manage disaster and recovery.
We are focused on delivering activity and outcomes for our community.
Gladstone Regional Council 2019/20 Annual Report
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Implement an ISO55001 aligned asset management system that supports the business to better manage its assets. The system will ensure safe, reliable and affordable services, that meet community expectations, and are delivered to the community.
•
Align our processes, systems and people to collaboratively deliver Council’s work programs for the community’s benefit.
•
Introduce a leadership capability framework that informs how we recruit and develop our leaders.
Implement the maintenance management process to enable delivery of efficient and effective maintenance programs across the business.
•
Deliver the Employee Engagement Survey action plan and communicate the progress of implementation with our people.
Deliver a program of endorsed initiatives from the Economic Recovery Group to better position the region for economic recovery.
•
Develop a new Economic Development Strategy to improve and guide the region’s growth and prosperity.
•
Implement the Investment Decision Framework to ensure we are making informed and sustainable investment decisions.
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Upgrade Council’s current Technology One modules to intuitive Ci Anywhere user interface. Ci Anywhere is our document management system.
Deliver Stage One of the Philip Street Communities and Families Precinct.
•
Through active community and stakeholder engagement and recognition of current and future liveability values, complete the Coastal Hazard Adaptation Strategy (CHAS).
•
Embed a safety management system to create a safe, secure and well-managed workplace that identifies and minimises hazards and helps reduce incidents and injuries.
•
•
•
•
Implementation of an integrated software solution for managing incident, risk, internal audit and contractors to ensure our people, community and environment is safe. Develop a renewed catalogue of all Council services so the community understands the value and cost of delivery.
Gladstone Regional Council 2019/20 Annual Report
OUR REPORT
•
•
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Our History
OUR REPORT
Students and seniors create region’s social history Every community is made up of the people who live there, their lives and their stories. For 21 years, the Gladstone Regional Art Gallery and Museum (GRAGM), partnering with the Gladstone Observer newspaper and a local business, has brought two generations together to record moments of social history for a much-loved project - Our Priceless Past. Gallery staff facilitate the project, asking the community to nominate seniors - individuals and couples - to talk with Year 8 and 9 high school students about their lives, so their stories can be recorded. When the two generations first meet there are tentative introductions and some nerves to settle, but gradually, they get to know each other, before the real work of interviewing and writing begins.
The students are just starting out in their secondary education. They are trying to unearth that never before told story, experience or entertaining personality that will capture a life lived in a different time period. The seniors may be hesitant to share the past with a young person so removed from it, but they relax into the task remembering people, places and memorable moments. This project seamlessly brings the past into the present through lively stories and a carefully curated exhibition of memorabilia presented at the Gallery and Museum. Every year, the community happily returns to discover how earlier generations met, loved and lived.
Our Priceless Past captures the untold stories of our region.
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OUR REPORT
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OUR TEAM
Gladstone Regional Council 2019/20 Annual Report
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This section of the report introduces you to our Mayor and CEO. It outlines our Councillors, Executive Leadership team and our people including our great volunteers and trainees. It also shares details about our key governance policies and practices. Gladstone Regional Council 2019/20 Annual Report
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OUR COUNCIL The Gladstone Region is served by nine elected representatives who represent the entire region, without division. They are responsible for the stewardship and democratic governance of the organisation. Councillors were elected for a four-year term following the election on 28 March 2020. We welcome incoming Councillors, Cr Cameron and Cr Branthwaite, and thank outgoing Councillors, Cr Masters and Cr Sobhanian, for their service to the region.
Cr Matt Burnett, Mayor First elected: 2000, Mayor 2016 - present Gladstone Region Mayor Matt Burnett is a born and bred resident and his family’s connection with the region extends to five generations. He is a former small business operator and qualified journalist, having started his own newspaper, The Port Curtis Post, at the age of 19. Councillor Burnett has served in Local Government since 2000, including five years as Deputy Mayor before he was elected Mayor. During this time, he served as Chairman of Technical Services with Gladstone City Council and as portfolio representative in Technical Services, Infrastructure Services and Town Planning with Gladstone Regional Council after amalgamation in 2008. Cr Burnett has always had the best interests of the community at heart and, as Mayor, he draws upon the experience gathered over years in Council to ensure those interests remain a key consideration, even as the region continues to grow and develop.
OUR TEAM
Councillor Profiles He brings an inclusive style of leadership to Council, making sure the thoughts and views of his fellow Councillors, Council officers, business and industry leaders, community groups and organisations and members of the community are all heard and taken into consideration. Cr Burnett has learnt much from the three Mayors he has worked with since being elected to Council. He is putting what he has learned to good use during his tenure as Mayor, in order to provide the strong leadership needed to enable the Gladstone Region to shine at its best. Boards, Committees, Groups Gladstone Foundation Board of Advice Saiki Sister City Advisory Committee Local Government Association Qld Policy Executive Central Queensland Regional Organisation of Councils Local Disaster Management Group
Our vast and beautiful region is served by nine elected members.
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Councillor Profiles
Cr Kahn Goodluck, Deputy Mayor
OUR TEAM
First elected: 2016 Councillor Kahn Goodluck lives in Boyne Island with his fiancé and three young children. He is a boilermaker by trade and has worked in local industry as well as performing as a musician at events and venues around the region. Having lived in both a city and growing up in Kilkivan, a small country town, he believes the Gladstone Region is the perfect combination of both. It offers the services of a city with the benefits of a country lifestyle - like a safe community and the opportunity to enjoy the great outdoors - and is the perfect place to provide a great lifestyle and opportunities for his children. Cr Goodluck has been a union delegate and health and safety representative in construction, and through this work, has honed the valuable art of negotiation and compromise to reach positive outcomes. He believes his working-class background brings a different and valuable perspective to Council. Cr Goodluck is motivated to engage with people throughout the region and ensure everyone gets a fair go. He is passionate about government policy and the impact it has on people’s lives. He is outgoing, determined with a positive attitude and strong work ethic that will serve him well on Council. Boards, Committees, Groups Audit Risk and Improvement Committee Gladstone Regional Road Group and Technical Committee Central Queensland Regional Organisation of Councils Capricorn Pest Management Group Inland Queensland Roads Action Project (IQRAP) Working Group Local Disaster Management Group
Gladstone Regional Council 2019/20 Annual Report
Cr Chris Cameron First elected: 2020 Councillor Chris Cameron moved to Gladstone from Mackay in 1999 to take charge of a joint venture housing development. Cr Cameron has three adult and seven grandchildren. His partner, Lenore, is a Gladstone resident of over 40 years. Cr Cameron’s background is building and property development. He was involved in substantial construction work for mining companies, Blair Athol Coal and Oaky Creek Coal in the Central Highlands. Cr Cameron has been a Queensland Master Builder member for over 40 years and a member of the Australian Institute of Building, Queensland Chapter (MAIB) for over 40 Years. Since semi-retirement, he has continued to work in the building industry carrying out project management roles, building consultancy work and dispute resolution. He continues to support the building industry as a volunteer judge for the annual Qld Master Builders Housing and Construction Awards. Cr Cameron is a proud Rotarian of 25 years, having served as President, Secretary and on various board positions. He was awarded a Paul Harris Fellowship (PHF) for services to Rotary and the Gladstone community. Further to his Rotary service, he has been involved in Rotary RAWCS projects overseas, travelling to the Solomon Islands to participate in a humanitarian effort. In his earlier days, he was a past Lions President and a member of Apex. Cr Cameron has always been highly active and supportive of his local community. He looks forward to his role as Councillor in the Gladstone Regional Council and being part of the decision-making team to help shape the region’s post COVID-19 future. Boards, Committees, Groups Education Queensland Industry Partnership Port Welfare Committee Capricorn Pest Management Group
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Councillor Profiles
Cr Chris Trevor First elected: 2016 Councillor Chris Trevor (CT) has lived in the Gladstone Region for more than 50 years.
Cr Trevor is a solicitor of the Supreme Court of Queensland and the High Court of Australia, as well as a Justice of the Peace and Senior Counsellor of the Queensland Law Society.
First elected: 2020 Councillor Darryl Branthwaite is originally from Invercargill in the deep south of the South Island in New Zealand. He arrived in Tannum Sands in 1982 where he worked as a process technician at Boyne Smelters until 1988. Then, along with family, he purchased the lease of what is now known as Caltex Boyne River at Benaraby.
He is a former Gladstone City Councillor, former Deputy Mayor and was the first ever Federal Member for Flynn in the Australian House of Representatives.
For 22 years, Cr Branthwaite and wife Jenny operated this very successful business, becoming influential within the community through the Boyne Tannum and Benaraby Chamber of Commerce, along with many other community groups. He was also a founding member of the Boyne Tannum HookUp (1995) which has gone on to become Australia’s largest family fishing event.
Cr Trevor has dedicated his life to family, the law, public service and both charitable and sporting pursuits throughout Central Queensland.
After leaving the business he went into real estate, selling residential and commercial properties for a further five years within the Gladstone Region.
Boards, Committees, Groups Transport Environment Advisory Group Gladstone Regional Council SES Management Group Gladstone Regional Council Rural Fire Brigades Advisory Group Gladstone & District Sports Foundation Trust
OUR TEAM
He was educated at Central State School and later Rockhampton Grammar School before completing his secondary education at Gladstone State High School.
Cr Darryl Branthwaite
Cr Branthwaite was also a director on the GAPDL Board for over 20 years before accepting the role of CEO in September 2015. GAPDL was successful in turning the region’s tourism around with double-digit growth and over 34 cruise liners visiting under his leadership. In June 2019, Cr Branthwaite and Jenny started the tour business Gladstone Region Tours. Boards, Committees, Groups
Cr Peter Masters
19 March 2016 - 28 March 2020
Audit Risk and Improvement Committee Gladstone Regional Road Group and Technical Committee Gladstone Local Marine Advisory Committee Gladstone LNG Regional Community Consultative Committee Gladstone Healthy Harbour Partnership Inland Queensland Roads Action Project (IQRAP) Working Group
Cr PJ Sobhanian
3 March 2015 - 28 March 2020
Gladstone Regional Council 2019/20 Annual Report
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Councillor Profiles
Cr Desley O’Grady
OUR TEAM
First elected: 2016 Councillor Desley O’Grady has lived in the Gladstone Region for more than 30 years and her family history here dates back five generations. Cr O’Grady was also part of the Calliope Rodeo Association team that raised $80,000 for the Boyne Valley community through the 2013 Bulls and Bands Flood Appeal, and a committee member for the Gladstone Region 20 year Vision panel. Since being on Council, she has attended numerous community functions, meetings and has been very passionate about Council’s vison. Cr O’Grady loves the Gladstone Region’s versatility, from the hinterland of the Boyne Valley to the Southern Great Barrier Reef, and is dedicated to playing a part in its continued growth and prosperity as an elected member. She has been contributing to the strategic direction of Council and working as a team member with energy and enthusiasm, as well as being a strong and passionate voice for the community. Boards, Committees, Groups Audit Risk and Improvement Committee Saiki Sister City Advisory Committee Reconciliation Action Plan Advisory Group
Cr Glenn Churchill FIML, MAICD, MBWA
First elected: 2016 Gladstone Regional Council; Banana Shire 1997-2008 Councillor Glenn Churchill has been an active resident of the greater Gladstone Region and Central Queensland for nearly 30 years. He has gained extensive experience and wisdom in his 15 years in Local Government as both a Mayor and Councillor. Together with his wife Sue and family, Cr Churchill has served the business, sporting, tourism and community interests of the region through many different avenues in public life. He is the current long-time Chairman of the Gladstone Police Citizens Youth Club (PCYC) Management Committee, Diamond Life member of the Queensland Police-Citizens Youth Welfare Association (QPCYWA) and, more recently, spent seven years advocating for the region as CEO of GAPDL and an additional seven years as an honorary Board member. Cr Churchill is also a life member and volunteer of various local community-based organisations. He previously served 11 years as Mayor/Councillor at Banana Shire Council and protected the community for 27 years as a Queensland Police Officer. Cr Churchill strongly believes in working together in harmony to help foster a culture of civic pride in the Region and its communities, valuing the contribution of our various industries, community groups and rural producers, and recognising the very vital work Council does for the benefit of the region and communities. Boards, Committees, Groups Saiki Sister City Advisory Committee Gladstone PCYC Management Committee Gladstone Safe Night Precinct Public Consultative Committee Regional Arts Development Fund Committee (RADF)
Gladstone Regional Council 2019/20 Annual Report
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Councillor Profiles
Cr Natalia Muszkat
Cr Rick Hansen
First elected: 2018
First elected: 2006
Cr Muszkat moved to Gladstone in 2007 to raise her young family and fell in love with the region. She immediately formed connections in the Gladstone Region community and founded the award-winning organisation Welcoming Intercultural Neighbours Inc., a for-purpose organisation born from the needs of the cultural and linguistically diverse local communities. More recently, Cr Muszkat co-founded a not-for-profit charitable organisation, Strong Communities Ltd. Cr Muszkat has a Bachelor in Workplace Health and Safety (with Distinction) and a Diploma in Business Governance. Cr Muszkat has a great passion for community and social and human service. She believes everyone deserves the same opportunities in life and empowering others is what motivates her. Her diverse cultural and professional experience has taught her to always conduct herself with empathy, compassion and respect for all people’s ideas and experiences. Boards, Committees, Groups Audit Risk and Improvement Committee Coastal Council Adaptation Taskforce (C-CAT) Executive Committee Reef Guardian Council Steering Committee Gladstone Local Marine Advisory Committee Coastal Hazards Adaption Strategy Reference Group Reconciliation Action Plan Advisory Group
Gladstone Regional Council 2019/20 Annual Report
Councillor Rick Hansen moved to Gladstone with his wife Lyndal and family over 40 years ago, relocating from Maryborough for work. He has two daughters, two sons-in-law, two granddaughters and one great grandson. All but one granddaughter still lives in Gladstone.
OUR TEAM
Councillor Natalia Muszkat is an experienced manager, facilitator, community development professional and a young mother of two boys. She migrated to Australia in 1999 from Argentina and comes from a family with a rich heritage that includes Argentinian natives and east European migrants.
Cr Hansen is extremely proud of the region with its blend of industry, opportunity and environmental commitment. He believes the Gladstone Region has it all, from the beautiful beaches of Agnes Water/Seventeen Seventy and Tannum Sands to the scenic views of the valleys, mountains and the islands, coupled with the existence and potential of our great harbour. He also admires the region’s enormous community pride and spirit. Cr Hansen has had extensive involvement in the community. He has worked in major industry for 19 years, owned and managed a small business for over 20 years and has extensive knowledge of the small business sector. He has represented the community in Council since being first elected in 2006. Cr Hansen has had various portfolio roles ranging from Infrastructure to Finance and Governance and was a past member of the Business Improvement Committee. He understands the business of Council from Strategy and Planning to Community and Finance. Boards, Committees, Groups Gladstone Area Promotion & Development Ltd (GAPDL) Gladstone Airport Corporation Local Authorities Waste Management Advisory Committee Transport Environment Advisory Group
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Governance Gladstone Regional Council, comprising of the Mayor and eight councillors, is the elected body responsible for the good rule and local government of the Gladstone Region. The primary role for Councillors is to represent the current and future interests of the residents of the Gladstone Region. Council is constituted in accordance with the Local Government Act 2009 (the Act) and the Local Government Regulation 2012 (the Regulation) (collectively the Local Government Legislation) and operates in accordance with the five local government principles established in s4(2) of the Act:
OUR TEAM
1. transparent and effective processes, and decision-making in the public interest 2. sustainable development and management of assets and infrastructure, and delivery of effective services 3. democratic representation, social inclusion and meaningful community engagement 4. good governance of and by, local government 5. ethical and legal behavior of councillors and local government employees. The Local Government Legislation together with Council’s Code of Conduct Policy establishes principles and standards of behavior expected of our Mayor and councillors when carrying out their roles, responsibilities and obligations. Council conducts its business during General Meetings which are held on the first and third Tuesday of each month. On occasion, Special Meetings are necessary to determine matters such as the adoption of the Annual Budget (17 July 2019) or Council’s COVID-19 Support Package (24 March 2020). General Meetings are advertised and opened to the general public however COVID-19 has seen General Meetings closed to the public due to health and safety reasons associated with COVID-19 in accordance with s277E of the Regulation. While meetings have been closed to the public, General Meetings have been livestreamed via Council’s website and Facebook which has seen increased engagement within the community. General Meetings proceed in accordance with Council’s Council Meetings Procedures Policy with meeting agendas and minutes available on Council’s website. In addition to General Meetings, Council has established two formal Advisory Committees which are responsible for reporting to Council on specific matters: •
Sister City Advisory Committee
•
Gladstone Region Youth Council Advisory Committee.
Gladstone Regional Council 2019/20 Annual Report
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Statutory Information LOCAL GOVERNMENT REGULATION 2012 Councillor Remuneration – s 186(1)(a) The Local Government Remuneration and Discipline Tribunal established under the Local Government Act 2009 is responsible for determining the maximum remuneration payable to the Mayor, Deputy Mayor and Councillors. The total remuneration paid to Councillors for 2019/20 is detailed below: Councillor Branthwaite, Darryl
Description
Salary
Councillor
Part Year (new Councillor)
Superannuation
Total
$1,947
$18,175
$155,663
$18,596
$174,259
Burnett, Matt
Mayor
Cameron, Chris
Councillor
$16,228
$1,947
$18,175
Churchill, Glenn
Councillor
$89,719
$10,766
$100,485
Goodluck, Kahn
Deputy Mayor
$91,932
$8,733
$100,665
Hansen, Rick
Councillor
$89,719
$10,766
$100,485
Masters, Peter
Councillor
$89,719
$10,766
$100,485
Muszkat, Natalia
Councillor
$89,719
$10,766
$100,485
O’Grady, Desley
Councillor
$89,719
$10,766
$100,485
Sobhanian, Poya
Councillor
$73,835
$8,860
$82,695
Trevor, Chris
Councillor
$99,742
$11,969
$111,711
Full Year Part Year (New Councillor) Full Year
Part Year (former Councillor) Full Year
Part Year (not re-elected) Full Year Full Year
Part Year (not re-elected) Part Year (former Deputy Mayor)
OUR TEAM
$16,228
Overseas Travel – s 188 Council’s Corporate Plan identifies a strong desire to actively promote and support the region and enable its growth and prosperity. In 2019, the opportunity arose for Council to attend the BIO World Congress on Industrial Biotechnology. The Bio World Congress brought together business executives, government officials and academic researchers from around the world to share expert insight on policy issues and new technologies to help create a more sustainable planet. Council is required to disclose the following information about the overseas travel of staff or Councillors during 2019/20: Councillor
Destination
Purpose
Mayor Matt Burnett
Saiki, Japan
Saiki Delegation
$6,138
Mayor Matt Burnett
Iowa, USA
Bio World Congress on Industrial Biotechnology
$6,258
Gladstone Regional Council 2019/20 Annual Report
Cost
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Councillor Expenses and Provision of Facilities – s 186(1)(b) A Councillor Expenses Reimbursement and Provision of Facilities Policy was adopted by Council on 6 November 2018. The policy provides for the reimbursement of reasonable expenses incurred by Councillors when discharging their duties and responsibilities as Councillors and the provision of facilities necessary to undertake their roles. Total expenses incurred by, and facilities provided to, Councillors in 2019/20 was $178,495.16.
OUR TEAM
Councillor
Travel & Accommodation
Hospitality
$12,415.09 -
$2,632.18 $42.64 -
Matt Burnett Chris Trevor Kahn Goodluck Natalia Muszkat Glenn Churchill Rick Hansen Desley O'Grady Poya Sobhanian Peter Masters Darryl Branthwaite Chris Cameron
$1,309.22 -
Seminars & Conferences
ICT
Vehicle
Total
$61.48 $1,474.76 $17,499.96 $34,083.47 $51.16 $641.94 $17,499.96 $18,235.70 $51.15 $640.63 $17,499.96 $19,500.96
-
$2,244.90
$671.86 $13,500.00 $16,416.76
$1,154.30
$128.62
$90.38
$711.94 $13,500.00 $15,585.24
$764.28 -
-
$2,672.32
-
$42.64 -
-
-
-
$96.80 $638.76 $13,500.00 $14,999.84 $65.45 $1,076.15 $17,499.96 $18,641.56
$2,025.93 -
$526.51 $14,583.30 $17,782.13 $637.10 $14,583.30 $17,288.96 $63.62 $2,916.66 $2,980.28 $63.62
$2,916.66
$2,980.28
* includes overseas travel reported separately in annual report.
Elected Member Expenses Reimbursement and Provision of Facilities - s 185 There were no resolutions relating to Council’s Councillor Expenses Reimbursement and Provision of Facility Policy during 2019/20. Expenditure on Grant to Community Organisations – s 189 Section 189 requires Council to provide a summary of the expenditure on grants to community organisations and expenditure from Councillor discretionary funds. Mayor’s Discretionary Fund Organisation Name
Purpose
Month
Agnes Active Riders Inc
Club Sunshade
July
$200
Gladstone Rugby League
Brisbane Roar Game – Marley Brown Oval
July
$10,000
Glenn Butcher
Tour De Chaplain
August
$99
Jill Hopson
Tour De Chaplain
August
$99
Benaraby Driver Education
Central Queensland Human Powered Vehicle challenge
August
$300
Gladstone West School
National Sport Aerobics Championships
August
$182
Gladstone West School
School Family Fun Night
August
$182
GECC
Mayor’s Ball
August
$6,364
Gladstone Regional Council 2019/20 Annual Report
Amount
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September
$200
Mount Larcom Progress Association
Monthly Economic Community Dinner Night
September
$200
Goora Gan Steiner School
Resources Required to Support Curriculum Activities
September
$200
Benaraby School
New Signage of School Fete
September
$787
Agnes Water Captain Cook 1770 Lions Club
Agnes Water Captain Cook 1770 Lions Club Annual Grand Slam
September
$300
Gladstone Municipal Band
Gladstone Municipal Band – Community Events
September
$6,000
Gladstone Thistle Pipe Band
Gladstone Thistle Pipe Band
September
$2,500
Gladstone Amateur Basketball Assoc
2020 Season Launch
September
$5,000
Toolooa State High School
State Finals - Language Literature September team
$1,000
Rosella School
iPads – Student Communication Equipment
September
$2,171
Builyan State School
Sporting Equipment
September
$259
Nagoorin State School
Sporting Equipment
September
$259
1770 Art Show
1770 Art Show 2020
September
$500
Gladstone Red Cross
Trauma Teddies
September
$200
Central School
Sporting Equipment
September
$289
Maritime Museum
40th Anniversary Freemantle Class Boats Reunion
October
$2,000
Baffle Creek Fishing Club
Baffle Creek Family Fishing Festival
October
$2,500
Toolooa High School
Stem Squad equipment
October
$500
Evenglow Inc
Christmas function for the elderly November
$1,200
CPL – Choice, Passion, Life
Purchase of resources to support November programs at the Gladstone centre
$396
Gladstone Area Promotion and Development Limited
Fishing Australia Film
November
$5,000
Trinity College Gladstone
Incoming student Council initiatives
December
$250
Boyne Valley Historical Society Inc
Boyne Valley Soldier Settlement and Birth of Ubobo
December
$1,000
Miriam Vale Golf Club
Upgrade existing water infrastructure - desilting dams
May
$7,950
The Lion's Club of Rockhampton
Sponsorship for Gladstone special needs children to attend Circus Quirkus Event
May
$480
Rotary Club of Gladstone Sunrise
Purchase of commercial quality freezer for Gladstone Food Centre
May
$4,411
Gidarjil Cultural Heritage Corporation Ltd
"Colonisation Through Black Eyes" June publication sponsorship
$5,000
Past Brother's Junior Rugby League Club
Solar panel installation
Gladstone Regional Council 2019/20 Annual Report
June
OUR TEAM
Gladstone Amateur Boxing Club Daly’s Gym 9th Annual Bike Ride Raising Money for Lindsay Smith
$25,067
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OUR TEAM
Donations Category Surf Life Saving Sporting Body Subsidies Rural Fire Brigade Works for Queensland Community Services Obligations Capricorn Helicopter Rescue LifeFlight Regional Arts Development Fund Martin Hanson Awards In Kind Gladstone Region Rise Up Funding Town Proud Foundation Sponsorship Operation Wanted 1770 Festival 250th Anniversary Gladstone Harbour Festival Other Donations and Sponsorships
Amount $369,326 $333,258 $224,600 $536,446 $29,145 $25,000 $20,000 $122,595 $40,000 $4,500 $476,000 $10,000 $15,000 $110,027 $82,727 $62,458
Community Investment Connected Communities Fund Category Community Hall Subsidy Gladstone and District Sports Foundation Trust Sport and Recreation Operations Performing Arts Historical and Heritage Museums Charity Waste Tipping Waiver
Amount $27,000 $12,000 $5,817 $2,500 $5,000 $3,576
Regional Enhancement Fund Category Sport and Active Recreation - Strategic Projects Sport and Active Recreation - Community Projects Jumpstart City Heart Environmental Care Plant and Equipment Development Application Fee Reimbursement
Amount $113,680 $2,999 $454 $12,198
Community Celebration Fund Category Ignite Event - Funds up to $10,000 (0-2,500 people) Impact Event - Funds up to $25,000 (2,500 - 5,000 people) Destination Event - Funds up to $50,000 (over 5,000 people) Signature Event Community Event
Amount $18,899 $25,757 $44,078 $35,000 $5,039
Community Education Fund Category Regional Education Program - Bursary Regional Education Program - Education Development School Engagement Subsidy
Gladstone Regional Council 2019/20 Annual Report
Amount $11,700 $42,870 $2,751
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Council Meetings – s 186(1)(c) Councillor Meetings The Local Government Act 2009 establishes a number of councillor responsibilities, one of which is a responsibility to participate in Council meetings. Section 186(c) requires Council to disclose the number of government meetings that each Councillor attended during the financial year. There were 25 General and Special Meetings held during 2019/20. Individual Councillor attendance at General and Special Meetings of Council are detailed below: Total 22 6 6 25 24 25 21 20 24 22 24
OUR TEAM
Councillors Burnett, Matthew (Mayor) Branthwaite, Darryl (part year - new Councillor) Cameron, Chris (part year - new Councillor) Churchill, Glenn Goodluck, Kahn Hansen, Rick Masters, Peter (part year - former Councillor) Muzkat, Natalia O’Grady, Desley Sobhanian, Poya (part year - former Councillor) Trevor, Chris Orders and Recommendations – 186(1)(d)
Councillor conduct is governed by the provisions of the Local Government Act 2009 and Local Government Regulation 2012 and Council’s Councillor Code of Conduct Policy adopted by Council on 2 December 2018 (viz resolution G/18/3592). The Councillor Code of Conduct Policy endorses the State Government’s framework for the standard of conduct and behaviour (including the Code of Conduct for Councillors In Queensland) expected of all Mayors and Councillors whilst acting in their capacity as an elected member. The Act establishes a range of consequences for failing to comply with the Code of Conduct. In 2019/20 there were no decisions, orders or recommendations made under ss150I(2), 150AH(1) or 150AR(1) of the Act against a Councillor. Councillor Complaints and Misconduct – s 186(1)(f) The Office of the Independent Assessor (OIA) is responsible for the assessment and investigation of complaints of inappropriate conduct or misconduct of councillors. In 2019/20 seven complaints against Councillors were assessed by the OIA. Four of the seven complaints were dismissed as not raising a reasonable suspicion of inappropriate conduct or misconduct with no further action being taken with respect to the remaining complaints. Councillor Complaints are detailed in Council’s Councillor Conduct Register available to the public on Council’s website. Administrative Action Complaints – s187 An Administrative Action Complaint (AAC) is defined in the Local Government Act 2009 as a complaint that is about an administrative action of a local government and is made by an Affected Person (a person who is apparently directly affected by an administrative action of a local government or as defined in s43 of the Act with respect to competitive neutrality). AACs are managed in accordance with Council’s Complaint Management Policy adopted by Council on 4 December 2018 (viz resolution G/18/3595). Council views the complaints handling process as a valuable tool to identify avenues for continuous improvement and is committed to dealing with administrative action complaints in a fair and transparent manner.
Gladstone Regional Council 2019/20 Annual Report
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In accordance with Council’s Complaints Management Policy and procedures, when received an AAC is recorded in Council’s Complaint Management System and assigned a Case Manager. The Case Manager will work with the relevant subject matter expert to determine an appropriate outcome and response. Where a customer is unsatisfied with an AAC outcome the AAC will be referred to a Complaint Review Panel and ultimately can be escalated to the Qld Ombudsman.
OUR TEAM
Of the AACs received: Administrative Action Complaints
Number
Number of AACs received during 2019/20
325
Number of AACs resolved during 2019/20
294
Number of unresolved AACs received during 2019/20
31
Number of unresolved AACs during 2019/20 that were made in the previous financial year (2018/19)
0
The Youth Council acts as a formal advisory group to Council.
Gladstone Regional Council 2019/20 Annual Report
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OUR ORGANISATION Our Organisational Structure
COMMUNITY Our community lies at the heart of everything we do. Improving our community sets the purpose for our organisation.
OUR TEAM
COUNCIL Our Council is led by our Mayor. See page 14 to read about our Councillors.
OFFICE OF THE CEO Audit, Risk and Integrity Committee
LEISA DOWLING Chief Executive Officer
See p. 45
CARLY QUINN General Manager Strategy and Transformation • Strategy and Corporate planning • Strategic Information, Communications and Technology • Transformation Program • Economic Development • Strategic Grants • Strategic Projects • Insights and Innovations
ANNA SCOTT General Manager Strategic Asset Performance • Asset Governance • Asset Performance and Monitoring • Asset Planning • Environment and Conservation • Asset Design • Engineering Asset Solutions • Property Acquisition and Disposal
MARK HOLMES General Manager Finance, Governance and Risk • • • •
Cost Accounting Ethics Integrity and Audit Financial Management Governance, Risk and Compliance • Legal • Records • Revenue Management
JOHN TUMBERS General Manager Operations • Contracts and Procurement • Disaster Management and Response • Operations Support Services • Works Delivery Teams – Roads, Water and Waste Water, Waste and Parks • Works Planning and Scheduling
THEUNIS MIENIE General Manager People, Culture and Safety • Culture and Capability • Employee and Industrial Relations • Health Safety and Wellbeing • Payroll Services • Recruitment
KYLIE LEE General Manager Community Development and Events • Brand and Communications • Community Events • Community Facilities and Maintenance • Engagement and Partnerships • Gladstone Entertainment Convention Centre • Gladstone Regional Art Gallery and Museum • Regional Libraries • Tondoon Botanic Gardens
MARK FRANCIS General Manager Customer Experience • Biosecurity and Environmental Health • Customer Experience • Development Services • Local Law/Animal Management
Connect. Innovate. Diversify. Gladstone Regional Council 2019/20 Annual Report
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Our Governance Corporate Governance Council has made a commitment to create a culture that minimizes risk and maintains compliance by strengthening governance, risk management and compliance awareness processes, reporting and accountability. Our Corporate Plan includes the following goals: Goal
2019/2020
Comprehensive risk management strategies for all identified risks
•
OUR TEAM
•
Work continued on the development of Council’s new Risk Management Framework focusing on risk at Corporate, Operational and Project level REIACS Project – development of a risk management software tool for Council
Documented risk appetites for each corporate risk element
•
Executive Team Workshops to review corporate risks
Transparent, accountable and responsive governance
• •
Organisational wide code of conduct workshops Review of policies and corporate standards to align with contemporary practices and legislative reform Delegations Audit
• A Council that makes better informed decisions based on improved report writing which provides a thorough options analysis
• •
A new report template was developed to include an “Options, Risk and Opportunity Analysis” Report writing training was delivered to report writers within the organisation
Increased community involvement • in local government •
Commencement of livestreaming of General Meetings Enhancement of community engagement activities including the introduction of the Conversations Platform
Leaders who continue to act with integrity
Delivery of Shaping Leaders Program Organisational wide code of conduct workshops
• •
Risk Management Council acknowledges that risk management is an inherent part of its daily activities and processes that allow Council to achieve an appropriate balance between realising opportunities for development while minimising losses. Council is committed to an effective program of risk management in order to develop strategies for managing current risks and providing the ability to respond to future identified risks. Risk Management within Council is supported through Council’s Risk Management Policy and Risk Management Corporate Standard. Throughout 2019/20 Council undertook a major review of the Policy and Corporate Standard and work commenced to draft a comprehensive risk management framework focusing on risk at a Corporate, Operational and Project level with the framework aligning with the international standard AS/NZ ISO31000:2018 Risk Management.
Gladstone Regional Council 2019/20 Annual Report
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Internal Audit Report Council’s Audit Risk and Improvement Committee (ARIC) formerly known as the Business Improvement Committee is Council’s Audit Committee established in accordance with the Local Government Act 2009 (the Act). ARIC provides an independent forum where representatives of Council, independent members and management work together to fulfil specific governance responsibilities that contribute to compliance responsibilities and improved performance of the organisation. ARIC supports Council by: Reviewing the financial statements and public accountability performance reporting; Reviewing effectiveness of governance, risk management and control; Promoting economy, efficiency, effectiveness and ethical culture; Reviewing reliability of management information; Monitoring and evaluating internal audit performance; Reviewing effectiveness of fraud control measures; and Monitoring compliance with laws, regulations, standards and good practice.
OUR TEAM
• • • • • • •
ARIC reports to Council and has the authority to make recommendations with respect to matters within its scope of responsibility. As of 30 June 2020, the membership of ARIC is as follows: • • • • • • • •
Kerry Phillips, ARIC Chairperson (External Member and Financial Expert) Stephen Coates (External Member) Sandra Collins (External Member) Cr Kahn Goodluck (Councillor Representative) Cr Desley O’Grady (Councillor Representative) Mayor Matt Burnett (Non-voting Ex Officio Member) Cr Darryl Branthwaite (Alternate Councillor Representative) Cr Natalia Muszkat (Alternate Councillor Representative)
The Committee meets quarterly. In addition to the members of ARIC, meetings are attended by the Chief Executive Officer, General Manager Finance Governance and Risk and a representative from Council’s Ethics Integrity and Audit Team. General Managers and officers regularly attend committee meetings to present reports to ARIC. Councillors who are not members of ARIC may attend meetings as observers. External auditors and representatives of the Queensland Audit Office have a standing invitation to attend all meetings. ARIC also meets twice a year with the full Council at Councillor Information Sessions to provide a verbal update of key matters of importance to the Council, progress of the ARIC, and to answer without notice, any questions individual Councillors may pose. The sessions serve to strengthen the transparent and accountable relationship between the ARIC and Council. Council’s internal audit function is undertaken by the Ethics Integrity and Audit Team led by the Ethics Integrity and Audit Specialist who generally reports to the General Manager Finance Governance and Risk but also has direct reporting responsibilities to the Chief Executive Officer and ARIC. Each year, Council in consultation with ARIC develop an Internal Audit Plan. While outlining proposed audits and reviews for the year, the Internal Audit Plan remains flexible so that it can be adapted to the changing needs and risks as they arise within Council. Throughout 2019/20, Council’s Ethics Integrity and Audit Team with the oversight of ARIC has reviewed, provided assurances and made recommendations in many areas of the Council including:
Gladstone Regional Council 2019/20 Annual Report
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OUR TEAM
Internal Audit Report Review
Objective
Delegations Review
Review the level of management and internal control measures when authorising delegations within Council and assess the level of knowledge as the delegate to willingly/unwillingly take part in corrupt conduct.
Water and Waste Water – Risk maturity assessment in relation to critical asset failure
Assess Council’s risk maturity in relation to critical water and waste water infrastructure failure.
Assess alignment between Council’s WHS Management System with Compliance with AS/NZS 4801:2001 – Occupational Work Health and Safety Act 2012 and AS/NZS 4801:2001. Health and Safety Management Systems Cybersecurity Review
Determine and articulate reporting obligations in relation to cyber security breaches and to assess existing controls and monitoring processes.
Payment Card Industry Security Standard
Evaluate Council’s data security standards and internal controls in relation to Payment Card Industry Data Security Standards.
Records Management
Review the existing controls, policies and processes applied to Records Management within Council.
Investigation - Phishing
An investigation into a successful phishing attempt on Council.
Environmental Compliance Training
To address an increase during 2018/19 to the reporting of noncompliance with Council’s Environmental Authority permits.
National Heavy Vehicle Accreditation Maintenance Management Review
Assess Council’s Compliance with NHVA requirements.
Overall, the reviews indicated that Council displayed reasonably sound controls. Some audits identified high areas of risk requiring urgent actions to rectify shortcomings. Other reviews demonstrated a strong understanding of the risks involved and effective controls in place to mitigate the associated risks. Recommendations from internal audits are captured within Council’s Audit Tracking Tool administered by the Ethics Integrity and Audit Team and the implementation of recommendations from audits is the responsibility of management. The completion of actions is monitored by the Ethics Integrity and Audit Team and ARIC.
Council is committed to operating with ethics and integrity.
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OUR LEADERSHIP Executive Profiles Leisa Dowling Chief Executive Officer
Business responsibilities include: The CEO is ultimately responsible for the strategic management of the organisation Qualifications and memberships: BLS Graduate Certificate in Public Sector Management, Member - Local Government Managers Australia
Anna Scott General Manager Strategic Asset Performance Anna joined Council in 2015 as Manager Water Services before moving into this role in February 2018. Prior to joining local government, Anna had spent over 20 years in the asset infrastructure space carrying out a variety of roles in the consulting, utilities and construction sectors. Qualifications and memberships: M. Eng Sc (Water Care) B Eng (Environment) Cert IV Safety Leadership Member - Australian Water Association Member - IPWEA
Gladstone Regional Council 2019/20 Annual Report
Carly has a multidisciplinary background across government, commercial and notfor-profit sectors, with a focus in strategy, transformation, marketing, events and community development. Her strength is in collaborating with multi-functional teams to find pragmatic solutions to complex business problems. Her passion is in building the capability of our people to better deliver services for our community. Carly was appointed General Manager Strategy and Transformation in September 2018.
OUR TEAM
Leisa’s local government career commenced with Gladstone Regional Council in September 2010 as Director Environment & Recreation. Prior to joining Council, Leisa had a lengthy career in State Government, including senior roles in the Department of Local Government. Leisa held the position of General Manager Strategy and Transformation before being appointed Chief Executive Officer (CEO) in November 2018.
Carly Quinn General Manager Strategy and Transformation
Qualifications and memberships: Associate of AusTTA Member - Local Government Managers Australia
John Tumbers General Manager Operations John joined Council in March 2019. John has a career background in operations and maintenance in power generation, resource and ports sectors in New South Wales, South Australia, Western Australia and Queensland. Prior to joining Council John was the Chief Operating Officer for the Gladstone Area Water Board which provides bulk water to Gladstone’s industry and Council. Qualifications and memberships: GradDipMainMgt (Graduate Diploma in Maintenance Management)
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Executive Profiles
OUR TEAM
Mark Francis General Manager Customer Experience Mark has over 20 years’ experience across a range of industries. Prior to joining Council in 2018, he held strategic leadership roles in financial services in Victoria and Local Government and telecoms sectors in the United Kingdom. Mark moved into this role in March 2019. Qualifications and memberships: MA (Hons) PgDip (Business Admin)
Kylie Lee General Manager Community Development and Events Kylie has over 20 years’ experience in community relations, communications, events and investment. Prior to joining Council in February 2018, Kylie held leadership roles in a range of industries including ports, construction, mining, entertainment and Local Government, including eight years at the former Calliope Shire Council. Qualifications and memberships: Graduate Diploma (Public Relations) Member - Local Government Managers Australia
Theunis Mienie General Manager People, Culture and Safety Theunis was appointed in November 2019. He has executive Human Resources experience across multi-sectors: mining, logistics, engineering, utilities and Local Government. Prior to this, he held the role as Chief People Officer for Wyndham City Council. His passion and strength are in working collaboratively with the Executive Team to develop and implement people and safety strategies, building constructive organisational culture and capability to safely deliver services to our community. Qualifications and memberships: MSc HR BLRM (Labour Relations Management) BHRM CertIV WHS
Mark Holmes General Manager Finance, Governance & Risk Mark has served local government for more than 20 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 and Community Services. Mark was appointed General Manager Finance, Governance and Risk in January 2018. Qualifications and memberships: BBus (Acc) GDIP (Acc) GDIP Local Government Australia CPA
Stacey Hogarth Acting General Manager People, Culture and Safety 27 June 2019 – 15 November 2019
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Statutory Information State legislation requires Council to include specific information in its Annual Report. This section provides Council’s response to those requirements in accordance with the relevant Act and legislation. LOCAL GOVERNMENT ACT 2009 Senior Management Remuneration – s 201 Senior management (Council’s CEO and General Managers) are engaged under fixed-term, performance-based contracts. The following remuneration was payable for Council’s senior management in 2019/20: Number of Senior Executives
$300,000-399,999
1
$200,000-299,999
7
OUR TEAM
Remuneration Band
LOCAL GOVERNMENT REGULATION 2012 Overseas Travel – s 188 Council’s Corporate Plan identifies a strong desire to actively promote and support the region and enable its growth and prosperity. In 2019, the opportunity arose for Council to attend the BIO World Congress on Industrial Biotechnology. The Bio World Congress brought together business executives, investors, government officials, and academic researchers from around the world to share expert insight on policy issues and new technologies to help create a more sustainable planet. Council has a long standing Declaration of Friendship with Saiki City Council in Japan. It has been customary for the Mayor and a Council officer to visit Saiki and in return the Mayor of Saiki to visit Gladstone. In 2019, Council sent a delegation to Saiki and took the opportunity to attend meetings as part of a trade and investment delegation to promote the Gladstone Region. Council is required to disclose the following information about the overseas travel of staff or Councillors during 2019/20: Employee & Position
Destination
Purpose
Cost
Leisa Dowling, Chief Executive Officer
Saiki, Japan
Saiki Delegation
$2,937
Carly Quinn, General Manager, Strategy and Transformation
Iowa, USA
Bio World Congress on Industrial Biotechnology
$9,406
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OUR PEOPLE Snapshot March 2020 GRC welcomed 20 new Trainees and Apprentices selected from around 1115 applications.
Average Age: 44.14 Years Total Years of Service: 5195 Average Years of Service: 7.15 Highest Years of Service: 45
WORKFORCE BY GENDER
Full time Equivalent (FTE)
Casual employees
Full Time employees
Part Time employees
Male Employees
Female Employees
OUR TEAM
727 TOTAL EMPLOYEES
714
53
524
50
52.14
47.86
Council continues to improve its Safety Management System. Council recorded a reduction in the Lost Time Injury Frequency Rate (LTIFR) from 16.33 to 4.11(74 per cent) and a reduction in the Total Injury Frequency Rate (TRIFR) from 27.97 to 12.06 (55 per cent) We saw significant improvement in safety with less frequent and less serious incidents. Our time lost due to injuries are 50 per cent less than comparative Councils (11 vs 21 days). LTIFR & TRIFR Comparison LTIFR TRIFR
Average Days Lost per Injury
GRC Group E (>$50 million payroll) All Councils (scheme)
16.33 27.97
4.11 12.06
23
2018/2019
2019/2020
2018/2019
Gladstone Regional Council 2019/20 Annual Report
27
32
11
21
22
2019/2020
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We are Proud of Our People Our organisation’s SERVICE Award program is now well established, recognising our people who demonstrate our values of being Safe, Ethical, Responsive, Visionary, Inclusive, focus on the Community and are Efficient.
Being nominated by their peers gives employees a sense of pride and achievement, while it also allows them to reflect on the enjoyment they get from working with their teams. Employees have commented that knowing they are having an impact on their colleagues
Council’s leadership team believes our people are ‘at the core of everything we do’, whether this be through achieving an improved safety culture, having a say in the Employee Engagement Survey about how things could be improved or training team members to provide an exceptional level of customer service for the community.
OUR TEAM
The awards provide an insight into how our people are delivering innovative work using initiative, teamwork and thoughtful ideas.
in the workplace contributes to that feeling of pride and humility.
They are enacting our vision as a Council to Connect. Innovate. and Diversify within the workplace, while improving service delivery to the Gladstone Region.
Our people are recognised for embracing our values.
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Gladstone Regional Council 2019/20 Annual Report
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OUR PERFORMANCE
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This section of the Annual Report displays how we have performed over the year. It demonstrates how our Corporate and Operational Plans work together and explains how we manage reporting. It outlines our performance on each of the projects we hoped to deliver over the year and shares Key Performance Indicators (KPIs). It also includes a summary of how we did financially for the year. This is shown in the Community Financial Report. Gladstone Regional Council 2019/20 Annual Report
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Strategic Planning Framework Our strategic planning framework presents a systematic and continuous process for identifying strategic direction. The framework ensures that strategies and financial resources are aligned to achieve Council’s corporate vision to ‘Connect. Innovate. Diversify.’ The framework includes long, medium and short-term plans which set direction for what we do and what we aim to achieve as an organisation for our community. This framework is an important part of our delivery of transparent and effective corporate governance.
Medium Term
Corporate Plan
Informing Strategies
OUR PERFORMANCE
Long Term Plans Long Term Financial Plan Strategic Asset Management Plan
Long Term
Vision
Short Term
Operational Plan and Budget
Team Plans
Measurement and Reporting Quarterly Reporting Annual Report Continuous Improvement
This illustration of the strategic planning framework demonstrates how the Corporate Plan aligns to the vision, long term plans, Operational Plan and team plans. It also demonstrates the interaction of strategies within the model. The vision is the element that guides all the work we do. Our current Corporate Plan is a five-year plan (medium term) and the Operational Plan is a one-year plan (short term). We strive to complete projects within the annual Operational Plan that provide step-by-step, forward progression, to the larger Corporate Plan and vision.
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Corporate and Operational Plans The Corporate Plan is a vital part of the strategic planning framework and serves as the primary strategic planning document; guiding us to the needs of our community and futureproofing our organisation to deliver. The Corporate Plan enables us to meet community need in an efficient and responsive manner by embracing innovation and taking a value-for money approach to service delivery. The strategic direction defined in our Corporate Plan 2018-2023 is set against the landscape of our vision:
CONNECT. INNOVATE. DIVERSIFY. These three vision intentions are woven into our strategic goals and community commitments to create a strong fabric of community connectedness; an organisation whose culture is proudly defined by innovation; and a region that celebrates the diversification of opportunities and lifestyle.
OUR PERFORMANCE
Within each vision intention we have a series of strategic goals. Each strategic goal states a very clear commitment to our community. As you can see in the illustration, we have four strategic goals to support the ‘Connect’ vision intention, three strategic goals to support the ‘Innovate’ intention and two strategic goals to support the ‘Diversify’ intention.
CONNECT 1. Engaged, involved and proud communities 2. Healthy environment, healthy community 3. Our people, our values 4. Ethical and responsible government
INNOVATE 5. Outstanding customer service 6. Smart asset management 7. Operational excellence
DIVERSIFY 8. Grow the region 9. Smart investment
The 2019/20 Operational Plan follows the strategic direction defined in the Corporate Plan 20182023 and represents the shorter one-year timeframe. Our Operational Plan details a 12-month list of projects, anticipated outcomes, and measures which ensure progressive implementation of the five-year Corporate Plan for the financial year. The projects within the annual Operational Plan are funded from the annual budget and accordingly, the Operational Plan and Budget are completed in tandem. The projects and KPIs are designed to directly respond to the strategic goals of the Corporate Plan. The measures are divided into a series of progress indicators and KPIs that help us to determine how well we are doing with each strategic goal and vision intention.
We are committed to engaging with our residents.
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Performance Reporting We formally report on our Operational Plan progress on a quarterly basis, demonstrating our commitment to good governance and satisfying our obligations under the Local Government Act 2009.
PERFORMANCE SCORECARD DEFINITIONS PROJECTS
This report provides a comprehensive and transparent account of our Operational Plan delivery for the fiscal year 2019/20. The reporting section includes a summary of our nine strategic goals, and a performance scorecard on 102 projects that fed into the goals including the KPIs.
Complete: All activities and
Quartely Reports
KPIs
Quarter 2 Report December 2019 Quarter 3 Report March 2020 Final Report June 2020
Gladstone Regional Council 2019/20 Annual Report
Not Complete: Activities and
outcomes were not delivered in full. This includes projects where an item is deemed no longer relevant and/or decisions have been made to cease the project.
On track: targets are being met or exceeded
Monitor: targets are met on
occasion but not consistently
Below target: targets are rarely met
OUR PERFORMANCE
Quarter 1 Report September 2019
milestones within the project have been achieved. The expected outcome has been accomplished. The project is finished.
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Strategic Goal Performance Vision: Connect Strategic Goal 1. Engaged, involved and proud communities. Our community is engaged, involved and proud. They say, ‘Gladstone Regional Council is easy to deal with and understands my needs’. We will be seen by the community to be efficient, financially and socially responsible and provide value for money. We will know people are confident in our engagement processes and actively participate in providing their feedback and contributing to community decisions. OVERALL PROGRESS - Projects
OVERALL PROGRESS - KPI
OUR PERFORMANCE
There are no KPIs related to strategic goal 1.
7
9
Complete Not Complete
We have a commitment to creating a strong fabric of community connectedness.
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Highlights Conversations with Council
Gladstone Regional Council 2019/20 Annual Report
Community members were appreciative of the CwC joining the community and allowing them the time to ask questions, provide feedback and make suggestions. Feedback was received requesting that a variety of times be offered for working families on the weekend or during evenings. Council adjusted the calendar in 2020 to attend weekend community markets and several evening events. Planned conversations in May and June were cancelled due to COVID-19.
OUR PERFORMANCE
Council started a fresh new communication platform this year to foster a culture of community-led decision making. Nine Conversations with Council (CwC) were held over the year; three in Gladstone, one in Mount Larcom, one in the Boyne Valley, one in Calliope, one in Rosedale, one in Wartburg and one in Agnes Waters. The conversations brought together community members to connect, discuss and engage with Gladstone Region Councillors and staff from Gladstone Regional Council. Community members have a wealth of information when it comes to their community, and CwC is a great avenue
to access that. Over the year 173 community members stopped and spoke with the councillors providing 31 customer service requests and 42 suggestions.
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Highlights Council’s Conversation came just in time!
OUR PERFORMANCE
Council’s online engagement platform, Conversations, was launched in late November 2019. As a virtual engagement space, it came just in time to ensure Council stayed in touch with community during COVID-19. The Conversations site allow the community to interact with Council and have their say online by answering surveys, registering for Council events, taking part in photo competitions, asking questions and sharing Gladstone Region information with other community members. In its first seven months (Nov/19 – Jun/20), the platform had 17,807 views, 7714 visitors, 1930 contributions, 112 project followers and 665 members. In that period, we engaged with the community on 22 topics. Information about those projects, as well as new projects and activities, are available on the platform https://conversations.gladstone.qld.gov.au. Below is a list of the top visited projects in 2019/20. Top Visited Engagement projects Project Name
Visitation % Visits
Visitors
Agnes Water to Baffle Creek Link Road Community Engagement
18.7%
2097
1,570
Our Coast Our Future
17.8%
1990
1,214
Virtual Neighbourhood Centre
13.3%
1487
990
Philip Street Communities and Families Precinct
12.6%
1414
1,209
1053
967
Animal 9.4% Management Subordinate Local Law Amendments 2020
Council takes steps to boost region’s recognition as a welcoming city Council has taken steps to become widely known as a welcoming region where people from all backgrounds have equal opportunity to take part in all aspects of the community. Council joined the Welcoming Cities Network, alongside 31 local councils and governments across Australia, and is now working towards accreditation. Gladstone Regional Council 2019/20 Annual Report
The Gladstone Region has a high level of cultural diversity with 2016 census data recording that 14.4 per cent of the region’s population were born overseas. Cultural diversity adds a rich vibrancy to communities with the ability to influence art, food and liveability through to providing greater economic opportunities and access to domestic and international markets. Registering as a Welcoming City will enable Council to align with best practice multiculturalism and ensure the organisation is at the forefront of igniting multicultural inclusiveness and growth. Council will be able to tap into shared learning and resources, benchmark its cultural diversity and inclusion policies, programs and initiatives, identify future improvements required and assess progress over time. Council already has initiatives in place that will contribute to achieving accreditation such as our Saiki Sister City Initiative and Acknowledgment to Country and Welcome to Country practices at Council and Council sponsored events. Let’s wash our hands Our Environmental Health team engaged with our community to deliver a handwashing education program to reduce the spread of germs and prevent illnesses in our region. This program was designed to assist with food business education and in health settings for the vulnerable community. With the onset of COVID-19 in January this program became even more vital. The program included the purchase and utilisation of a toolkit that uses ultraviolet light to show the germs left on hands after washing with soap, washing without soap and after using hand sanitiser. It was a great way for people to see with their own eyes how effective handwashing can be. An innovative video was shared and linked to our online education platform with specific links to COVID-19. Handwashing demonstrations were delivered externally with more than 50 local businesses and internally to Council employees. Over the year we have educated more than 200 people on effective handwashing.
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Highlights Celebrating our region’s Elders National Reconciliation Week celebrations were opened this year with a Reconciliation Bush Tucker Elders Morning Tea. The event was designed to strengthen respectful relationships between the region and Aboriginal and Torres Strait Islander peoples. Council is committed to delivering actions and future Reconciliation Action Plan programming to foster an inclusive culture and increase positive, productive relationships with local Aboriginal and Torres Strait Islander communities. The inaugural Reconciliation Action Plan was launched on 29 May 2018 and the momentum has been maintained since.
Shovels hit the ground in January 2020 to move more than 14,000 cubic metres of dirt, and install water, sewerage, electrical, stormwater and telecommunications infrastructure at the Philip Street Communities and Families Precinct. Construction of Stage 1 of the Philip Street Communities and Families Precinct, Council’s highest priority strategic project, will see the delivery of an integrated human and social services hub to deliver current and future service needs for the region. The initial stage of the project was overseen by local company Blomfield Excavations. Workers on site used innovative ways to capture water from rainfall events by installing temporary dams to store water runoff. This water was used in the construction process via moisture content control for earthworks compaction and to also supress dust. Stage 1 of the Philip Street Communities and Families Precinct was funded by the Australian Government’s Regional Jobs and Investment Packages, Gladstone Regional Council and the Gladstone Foundation, in partnership with The Salvation Army. The delivery of this precinct is truly a combined effort and together with our funding partners we look forward to delivering a facility that met the needs and aspirations of the Gladstone Region.
OUR PERFORMANCE
National Reconciliation Week is celebrated each year between 27 May and 3 June commemorating the anniversaries of the successful 1967 referendum and the High Court Mabo decision.
Philip Street project reaches first major construction milestone
Construction commenced on the Philip Street Communities and Families Precinct Council’s highest priority strategic project.
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Challenges and Solutions COVID-19 impacted the way we think about engaging our communities this past year. Since traditional delivery methods for community engagement could no longer be used, project teams met to re-think and create exciting new delivery methods that aligned with COVID-19 guidelines and kept our community and employees safe. Council introduced a new social media channel, Our Gladstone Region, which has been a welcome source of information about entertainment and events, community discussion and good news. The channel went live in February 2020 attracting significant growth in followers across both Facebook and Instagram since its launch.
OUR PERFORMANCE
The Instagram page has had a 450 per cent increase in fans while Facebook followers have increased by 100 per cent. The audience is largely female going online between 3-9pm with 66 posts being shared on both channels in the first eight weeks. Videos were by far the most popular type of post, so Council continued to deliver information via this method. Followers have wanted to find out about holidaying at home and how our community resilience helps us endure the tough times. On 28 April 2020, Council livestreamed its General Council Meeting via its Facebook page, YouTube channel and website. Due to social distancing requirements, the venue changed from the traditional boardroom in the Gladstone Council Chambers to the Gladstone Entertainment Convention Centre. All attendees remained 1.5m apart and the public gallery was closed. Every Council meeting following has continued to be livestreamed with 17,686 views at end of financial year. Four per cent of these views were on YouTube with the remaining 96 per cent viewing via Facebook and community sentiment was positive overall. While livestreaming was introduced as a necessity to keep the community informed, it has continued as it shows good governance and transparency with decision making. After the release of Council’s new website in 2019 we have continued to improve our digital space introducing improvements and new capabilities around how we present content and interact with our customers. A cross organisational group have been brought together to form the Digital Experience group and work collaboratively towards challenges and improving our platforms in a synchronised and aligned way. Notably the release of Conversations, council’s online engagement platform has introduced new and exciting user experiences that enhance our ability to gain feedback and insight from our community. This platform was also used to provide people in the region with a virtual neighbourhood connecting our community while dealing with the impacts of COVID-19. The future of the digital space will continue to improve with more technological advances being readied to simplify how we deliver information to the community and provide services online.
Our team of technicians have delivered a high level livestream.
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Looking into next year • Practical completion of Stage 1A construction of the Philip Street Communities and Families Precinct in 2020 with an operational facility and precinct from mid-2021. • Celebrating the Cassy Lives Skatepark upgrade with the community in 2020. • Deliver a program of endorsed community initiatives through the Community Recovery Plan to better plan and manage disaster and recovery. • $1.238M for the rejuvenation and upgrade of the Gladstone Aquatic Centre. Works include: • Structural investigation prior to undertaking pool tilling repair works;
• Modifications and additions to the pool chemical dosing and filtration systems to resolve non-compliance issues; • Rejuvenation of pool surfaces and aquatic play park features; and
OUR PERFORMANCE
• Repair and renewal of facility buildings;
• Site boundary fence compliance upgrades. • $279,000 to repair part of the floor structure at the Boyne Tannum Community Centre and associated refit works. • $200,000 to renew and repair the Castle Tower Building verandahs at the Boyne Tannum Community Centre.
Updates to the Cassy Lives Skatepark will be complete in 2020. Gladstone Regional Council 2019/20 Annual Report
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Vision: Connect Strategic Goal 2. Healthy environment, healthy community. To take a leadership role in protecting the environment, using resources efficiently and improving the health and safety of the community.
OVERALL PROGRESS - Projects
OVERALL PROGRESS - KPI
2 1
1
OUR PERFORMANCE
6 1
Complete Not Complete
On track Monitor Below target
The health of the Tondoon Botanic Gardens is a priority.
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Highlights Reef Clean
Keeping Tondoon healthy
A group of dedicated volunteers removed almost one tonne of rubbish from the beaches of Curtis Island National Park in late October. Curtis Island Reef Clean 2019 was held as part of the ReefClean Program in partnership with Tangaroa Blue Foundation.
Gladstone Tondoon Botanic Gardens completed a risk and associated tree health management report. The report provided a snapshot of the current health of our trees and what opportunities and challenges our trees face in the future. It will help guide the future tree works program to ensure our Gardens biggest asset, its trees, will be managed to ensure their health and the safety of our visitors and people in the longterm future.
Some of the clean-up volunteers camped in the National Park over the weekend, with day trippers from the mainland and the South End community joining in as well. Together they cleaned up 5km of beaches removing items such as plastics, metal, rope, and netting. 9715 individual items were sorted and counted with data added to the Australia Marine Debris Initiative Database to record materials that are impacting beaches.
The Curtis Island Reef Clean was achieved through the collaboration and support of Queensland Parks and Wildlife, Tangaroa Blue Foundation, Gladstone Regional Council, Gladstone Local Marine Advisory Committee, Conservation Volunteers Australia, Fitzroy Basin Authority, Gidarjil Development Corporation, Shell QGC and CQUniversity.
Gladstone Regional Council 2019/20 Annual Report
OUR PERFORMANCE
Marine debris is a serious threat to wildlife, with birds and other marine animals at risk when mistaking the discarded items for food or becoming entangled.
An irrigation efficiency report, addressing the Tondoon event space area, was also completed. A range of critical areas regarding this event space area including soil health, soil compaction, soil nutrition, water infiltration and irrigation efficiency have been addressed in the report to provide guidance for the future management of this ever increasingly used community event area. The report also provides recommendations for future innovative water management at the Gardens to ensure this precious resource is used as effectively as possible.
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Highlights Let’s get physical
OUR PERFORMANCE
Boyne Island and Tannum Sands residents saw improved access to shopping facilities and pathways with Council completing footpath works around Coronation Drive and Hampton Drive. The Tannum Sands Road Shared Path works were identified in the Gladstone Regional Council Pedestrian and Cycle Strategy. The completed pathway forms part of the Boyne/Tannum network and provides enhanced community connectivity. It allows for the Pacific Ranch area to access the Boyne/Tannum pathway network, as well as local shopping facilities. Bike riding is a great way to keep fit and get to places that are a short distance away. By creating an enhanced network, we see more people on bikes, less cars on the road healthier residents and a more vibrant community.
Implementing our Environment and Conservation Strategy Council is keen to reduce the impact of its operations on the natural environment as well as balance ongoing operational costs and threats to human safety. Within this year we completed the data collection program to support the future development of environment and conservation strategies. Key highlights included Council returning and contributing to the Port Curtis Integrated Monitoring Program. Access to the monitoring data provided by this collaborative program will support Council to better understand the potential impacts of our activities and water quality within the Port Curtis catchment.
The $320,000 path was jointly funded with Council through the Queensland Government’s Cycle Network Local Government Grants Program.
Wetlands play an important role in our ecosystem.
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Highlights Restoring Canoe Point wetlands
Secure Effluent Disposal
Our community volunteers were at Canoe Point on World Wetlands Day, February 2020. Sixteen volunteers planted 147 sedges, saltbushes and acacias along the Canoe Point Botanic Walk in our continued efforts to maintain the natural wetlands environment.
Council resolved to acquire land within Calliope to meet requirements for irrigated effluent disposal from the Calliope Wastewater Treatment Plant.
OUR PERFORMANCE
Wetlands are important because they protect shorelines from wave action, reduce flood impacts, absorb pollutants and improve water quality. Local bird expert and author, Ted Wnorowski, discussed the value of the diverse coastal vegetation communities at Canoe Point, including the nationally endangered littoral rainforest which provides food and habitat for birds. This area is one of the most diverse sites in the Gladstone Region with over 160 bird species recorded. They include nocturnal birds such as the tawny frogmouth, white-throated nightjar and two breeding pairs of barking owls, rainforest species such as the emerald dove and rose-crowned fruit dove and migratory shorebirds such as redcapped plovers, oystercatchers, whimbrels and curlews.
Recycling effluent is an effective way of reducing the impact of our waste on the natural environment. The decision ensures the future viability of wastewater management within Calliope and reduces demand on our water supply.
The Canoe Point event was facilitated by Conservation Volunteers Australia and Council with support from Fitzroy Basin Association Inc. through funding from the Australian Government’s National Landcare Program.
Gladstone Regional Council 2019/20 Annual Report
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Challenges and Solutions Biodiveristy - Ecofest, Central Queensland’s largest environmental awareness event, was forced to go virtual this year due to COVID-19 restrictions. The event was hosted by Council in an online setting and took the opportunity to educate the community on biodiversity. It was a weeklong event with fresh online content rolled out each day via Council’s Facebook page and the recently launched Virtual Neighbourhood Centre. Although the community was not able to attend the event at the Tondoon Botanic Gardens there was plenty to watch, listen and do online. Activities included a nature walk scavenger hunt, digital colouring competition, art video series and a seagrass vs. zombies game. Council was pleased to share the online event with local partners Conservation Volunteer Australia, CQUniversity, Gladstone Ports Corporation, Gladstone Wildlife Careers, Queensland Alumina Limited, Road Runners and Tangaroa Blue.
OUR PERFORMANCE
Help, I’m thirsty! - The Gladstone Region experienced its worst drought in 17 years in 2019. A drought management committee was formed and collaborated with the most effected township being Miriam Vale. Council took this opportunity to work on a broad front for the betterment of Miriam Vale township. We applied the learnings from Miriam Vale to the forward planning strategy of the Lake Awoonga Scheme level restrictions review. Thankfully, the region received rain on Christmas Day and into the new year easing the burden for this scheme. During the drought modification upgrade (the Baffle Creek bore installation), a pre-existing design issue was found within the treatment plant’s filter cleaning and potable water supply systems connected to the township. These two systems were directly coupled together, meaning that if an issue arose with the upstream filter cleaning system it would invariably flow through to the potable water supply system and onto the township, causing regulatory non-compliances. Once this issue was identified, a design review was conducted, which included external parties, of the two systems (filter and potable). It was determined that the only process for eliminating this issue was through an engineering control (in reference to the hierarchy of control). A new design was completed which separated the two systems so the potable water supply would not be affected by a failure or malfunction of the upstream filtering cleaning system. A Hazard and Operations Study (HAZOP) was conducted on the new design, again including external parties. Once the HAZOP was completed, the final design was approved for construction. Upon installation of the new pipework and valves separating the two systems, testing was conducted on the treatment plant’s Critical Control Points to demonstrate the plant’s ability to safely shutdown once these regulated points had been reached. The primary reason for this testing was to ensure the safety of the water supply. After this testing, there was a five-day proof of performance water treatment testing period to produce water within specification over a longer period. Upon completion of this testing, the treatment plant was recoupled to the town’s potable water supply and the automated treatment process enabled.
A lack of rain had a significant impact on our region.
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Looking into next year • Building the Coastal Hazard Adaptation Strategy (CHAS), as part of the Our Coast. Our Future project. The Strategy will assist the region to understand future coastal hazard risks and identify potential adaptation actions to respond over time. CHAS is a funded project provided by LGAQ via the QCoast2100 Program. • Commencing a review of the current Biodiversity Plan to achieve a planned update in the following financial year. The Biosecurity Plan is Council’s guideline for managing invasive plants and animals within its borders and includes collaboration with neighbouring councils.
• $427,200 towards continued replacement of playground equipment within the region Playground Replacement Program. • $400,000 for the installation of a second weighbridge at Benaraby Landfill.
OUR PERFORMANCE
• $325,000 to renew and upgrade Cassy Lives Skate Park to address safety issues as well as associated work (e.g. landscaping, seating and pathways to link park existing pathways).
We will continue to protect our coastlines for the future.
Gladstone Regional Council 2019/20 Annual Report
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Vision: Connect Strategic Goal 3. Our people, our values. Our success is built on a foundation of safe, engaged, high performing talent and teams. Safe and engaged people ensures we will have a safety culture that underlies how we operate our business. We have visible and accessible leaders that provide clear direction and purpose, with community engagement at the forefront. We are accountable, inclusive and collaborative. We are establishing programs for learning and development; succession planning; mentoring; talent identification and utilisation; recognition, and our performance management will be meaningful.
OVERALL PROGRESS - Projects
OVERALL PROGRESS - KPI
OUR PERFORMANCE
2 1
1
7
Complete Not Complete
On track Monitor Below target
Communication has strengthened relationships within Council.
Gladstone Regional Council 2019/20 Annual Report
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Highlights Employee Engagement At Council, it is widely recognised that employee engagement is a key component for organisation success. Employee engagement has gained significant momentum over the past several years within local and state governments. The research demonstrates that increased engagement leads to better outcomes including greater productivity, higher retention rates, reduced absenteeism, improved levels of service and heightened staff wellbeing. An alignment and engagement survey was conducted in September 2019 with a pleasing nine per cent engagement increment increase from 2017 results. A survey is planned for December 2020 with further projected improvement towards our objective to be in the 75th percentile in comparison to similar organisations.
Gladstone Regional Council 2019/20 Annual Report
OUR PERFORMANCE
Key areas of focus identified in 2019 survey results: • Clearly communicate Council’s business strategy, objectives and plans • A stronger focus on articulating the outcomes of safety incidents and learnings • A need for role clarity and accountabilities • Better communication within workgroups and the whole of organisation.
In response, the following has been addressed: • Development of a communication plan to embed Council’s Corporate Plan and Business Strategy • Improved technology to facilitate visibility around safety management and incident reporting • Implementation of ‘Good to Great’ to facilitate meaningful performance and development conversations between employees and people leaders • Our Brand and Communications Team played a critical role in supporting communication during COVID-19 and change communication against a milieu of ongoing, rapid organisation change and transformation.
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Highlights Let’s talk
OUR PERFORMANCE
Historically, we have not had a clear approach to managing internal communications. However, the importance of dedicated internal communications was recognised as an important part of improving our ability to communicate effectively with our workforce. An Operational Plan action was included in Council’s 2019/20 Operational Plan to develop an internal communications strategy. Through this action Council committed to engage employees in adopting its strategic and operational direction, and objectives for consistent and continuous promotion of building a high performance culture. Phase one of the strategy focused on establishing a solid foundation for ensuring effective communications with its diverse and regionally dispersed workforce. Council’s approach to implementing key deliverables within the strategy has embedded the internal communications function as a key contributor to strengthening relationships, connecting our people and building trust, particularly during the COVID-19 pandemic.
We are implementing effective employee communication strategies.
Gladstone Regional Council 2019/20 Annual Report
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Building the workforce for the future In March 11 business trainees, two apprentice mechanical fitters, an apprentice diesel fitter, waste management trainee, warehousing trainee, process operator trainee, conservation and land management trainee, apprentice plumber and apprentice electrician were inducted and commenced their employment and education with Council. The 20 new apprentices and trainees were the successful candidates selected from 1115 applications.
The apprentice and traineeship program builds and strengthens the regions workforce for the future. We take pride in helping facilitate the upskilling of our community across a diverse range of roles at a variety of locations. We look forward to watching our newest recruits grow and develop throughout their time with Council.
OUR PERFORMANCE
Gladstone Regional Council 2019/20 Annual Report
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Challenges and Solutions COVID-19 - presented several limitations on our typical work practices and interactions. Our Environmental Health team were quick to jump to the call by educating employees with two updated online modules for hand hygiene and infection control. More than 81 per cent of employees have completed both modules.
OUR PERFORMANCE
Implementation of our People Strategy - Work has commenced on engaging with the business to inform the People Strategy development. Best practice data analytic methodology has been deployed, through surveys, directed at key stakeholders within Council. Insightful data has informed key priorities and relevance of services and initiatives from an internal customer perspective. Key outcomes and initiatives identified were: •
Improving safety awareness and developing a safety culture
•
Creating a leadership development capability framework with development solutions
•
Uplifting capability at a Team Leader/operational level to create an engaged, empowered and safe workforce
•
Strengthen performance and development planning with emphasis on career development.
The above priorities are progressing according to projected timeframes with targeted delivery by 31 December 2020. The full people strategy will support the Corporate Plan through to 30 June 2023.
Our people will continue to be a priority.
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Looking into next year • Effective business partnering across PCS service areas (Safety, HR and Training) to support the growth of our frontline Leaders. • Leadership Capabilities Framework implemented and development programs underway. • Prepare for the negotiations of the next Certified Agreement. • Embed a safety management system to create a safe, secure and well-managed workplace that identifies and minimises hazards and helps reduce incidents and injuries. • Deliver the Employee Engagement Survey action plan and communicate the progress of implementation with our people. OUR PERFORMANCE
We want our people to be proud of where they work.
Gladstone Regional Council 2019/20 Annual Report
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Vision: Connect Strategic Goal 4. Ethical and responsible government. To create a culture that minimizes risk and maintains compliance by strengthening governance, risk management, and compliance awareness, processes, reporting and accountability.
OVERALL PROGRESS - Projects
8
OVERALL PROGRESS - KPI
2
1
OUR PERFORMANCE
9
Complete Not Complete
On track Monitor Below target
We have a strong focus on minimising risk and maintaining compliance.
Gladstone Regional Council 2019/20 Annual Report
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Highlights Reducing exposure
The Governance Team worked hard ensuring the organisation adapted quickly to legislative change, including playing a key role in capturing and tracking the organisation’s response to the COVID-19 global pandemic. The team was involved in ensuring our newly elected Councillors were orientated and informed of their governance responsibilities as the Mayor and Councillors commenced their new term, including supporting the review of representation on internal and external Committees. The team has successfully continued its role in coordinating Council and Executive Team meetings, providing legal advice to the organisation, overseeing risk, managing escalated complaints and reviewing the considerable body of local laws, policies and corporate standards that guide how we conduct business.
Integrated interactions between Audit and Enterprise Risk teams commenced which enhanced Council’s ability to manage risk exposure.
Gladstone Regional Council 2019/20 Annual Report
OUR PERFORMANCE
Staying the course in Governance
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OUR PERFORMANCE
Highlights Investing in Recycling
Building audit strength
The Governance Team have also taken the lead on an Australian Competition and Consumer Commission (ACCC) Application for non-merger authorisation seeking authorisation of the conduct of Gladstone Regional Council, Rockhampton Regional Council, Central Highlands Regional Council and Livingstone Shire Council in the collaborative procurement of recyclables processing services. After having received interim authorisation from the ACCC, the team are looking forward to receiving final ACCC authorisation of the collaborative conduct later this year. Authorisation will enable the collective Councils to leverage economies of scale, reduce transaction costs and encourage greater innovation and investment in the recyclables processing technologies available within the region.
A risk-based, three-year Internal Audit Plan was built and launched this year. The plan is overseen by the Audit, Risk and Improvement Committee and serves to strengthen our ability to deliver assurance and responsiveness in delivering audit findings. The delivery of the plan uses team knowledge with the option to apply expert external resources for specialised reviews as needed.
We strive to reduce, reuse and recycle to keep our region beautiful.
Gladstone Regional Council 2019/20 Annual Report
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Making compliance easier We are required to meet legislative performance and reporting requirements related to how we manage risk, incidents and audit. Council is implementing an integrated software solution providing effective and efficient tools to capture data for these compliance activities to ensure our people, community and environment are safe. An integrated solution will make it easier for employees, as various software solutions being used to perform these activities are consolidated.
Greater visibility of data and trends will provide enhanced capabilities for reporting with visibility of how we are performing and identifying where improvements can be made.
Gladstone Regional Council 2019/20 Annual Report
This streamlines Council’s approach to compliance support making contract management processes easier for the organisation’s Contract Suppliers and contractors, as well as providing a platform for online contractor inductions. This supports Council to meet its Workplace Health & Safety obligations and provides greater visibility of contractor and subcontractor compliance and competencies. The mobile device compatibility of the software makes it easier for Council employees conducting field audits and reporting incidents in real time. As the remaining software modules are established, these will be rolled out and implemented gradually into the business.
OUR PERFORMANCE
The software provider will supply a single platform to perform incident reporting for safety, environment and cybersecurity, internal auditing and action management, and identifying and managing risks.
The business introduced the first software module, Contractor Management, in June 2020.
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Challenges and Solutions Completing Audit Plan despite COVID-19 - The COVID-19 pandemic has disrupted most people from most walks of life in some way. Completing the Annual Internal Audit Plan, despite constraints around social distancing, presented an unexpected challenge this year. How we addressed the issue – The Audit Team adapted to using technology as much as possible, and when restrictions were lifted, worked well with Council employees to efficiently close out outstanding tasks. Delivering Code of Conduct training in new ways - At the start of 2019/20 Council intended to provide Code of Conduct training to 100 per cent of new starters. The COVID-19 pandemic prevented delivering conventional training, mainly due to social distancing and other disruptions.
OUR PERFORMANCE
How we addressed the issue - The Audit Team developed a new online training methodology and recently commenced conventional training for new starters. We anticipate that 100 per cent of new starters will be trained and caught up by the first quarter of 2020/21. Introducing new safety and compliance software An integrated technology system is crucial, with a single dashboard and gateway to other systems. It was, however, quite a challenge to design and implement a new system in a large and diverse organisation such as Council, with different business units at different levels of proficiency and exposure. How we addressed the issue – We worked closely with our internal experts in Strategic Information Communications and Technology and change management to ensure the roll-out was smooth and successful.
We have a strong focus on creating a safe, inclusive and efficient work environment.
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Looking into next year • Implementation of an integrated software solution for managing incident, risk, internal audit and contractors to ensure our people, community and environment is safe. • Work more collaboratively with the business to complete an extensive Annual Internal Audit Plan for the 2020/21 year and beyond. • Use external expertise to cover the crucial areas of Privacy, Safety, Security and Probity. • Make up the backlog of Code of Conduct training caused by the COVID-19 pandemic for new starters, by launching an online version of this training.
• Improving the organisation’s capability in reporting and managing incidents and risks. • Continuing the journey towards governance excellence.
OUR PERFORMANCE
• Ensure the Internal Audit team is best suited to adapt to ever-changing Council requirements, to best support the Council.
Safety is our number one priority.
Gladstone Regional Council 2019/20 Annual Report
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Vision: Innovate Strategic Goal 5. Outstanding customer service. We have a reputation for being easy to deal with and delivering value for money customer service.
OVERALL PROGRESS - Projects
OUR PERFORMANCE
8
Complete Not Complete
OVERALL PROGRESS - KPI
1
1
On track Monitor Below target
We aim to make authentic connections with our community.
Gladstone Regional Council 2019/20 Annual Report
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Highlights Service Experience Strategy
Gladstone Regional Council 2019/20 Annual Report
Implementation of an Interaction Analytics tool has allowed us to listen to our Customers and lean into improving their experiences when they engage with us. By sampling 100 per cent of our conversations we now have access to validated data providing sentiment and demand analysis at scale, ensuring compliance, quality and insight into the voice of our customers. This lets us know what the hot topics are, what drives demand, which in turn lets us set ourselves up to meet that demand across our channels and through proactive communication on social media.
OUR PERFORMANCE
Council is committed to having a reputation for being easy to deal with and delivering value for money. To achieve this goal, we must think of customer experience as part of our whole business approach. Following the successful completion of the Customer Service Strategy in 2018/19, the Service Experience Plan was built this year to articulate the principles, set the objectives, goals and measures of maturity and success for us to commit to and act on. The Service Experience Strategy also addresses the experience our employees have in their interactions within the organisation when they interact with and embark in internal customer service journeys. The employee experience, their engagement and alignment to our vision is key to the successful fulfilment of our service promise to our community.
Analysing how we interact with the Community
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Highlights Embedding industry leading best practice
Gaining community insight
Phase two of the Quality program was delivered across the Customer Experience business unit this year. Quality frameworks and supporting materials for various customer service channels including, phone, email, SMS, webchat, social media and counter have been created to support our contact centres.
Integrations and improvements in how we connect to our data responsively, visually and interactively have allowed our officers to start gaining valuable insights into our community’s needs. The introduction of voice analytics will provide even more visibility to trends and demands for our organisation and as we mature in this space, we expect to be able to provide a much richer experience for our officers and our community. We will be empowering our officers with the ability to self-serve their dashboards and interrogate and explore information in visually intuitive ways that will unlock new potential in how we do our work.
OUR PERFORMANCE
By embedding Council’s values into quality frameworks for customer service delivery, we are making it easier for our customers to interact with us. We can give our teams clear expectations, targeted support and celebrate successes.
We continually seek innovative opportunities to support operational excellence.
Gladstone Regional Council 2019/20 Annual Report
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Customer insight Our new analytics system allows us to gather amazing data about our interactions with the community and orientate our services to suit. The Customer insights dashboard started in Nov 2019. This is our data from November to June. The community sentiment score is based off of the questions “ How likely are you to recommend GRC . . . .?” Anything over a zero is considered positively. How would you rate the understanding of your query?
96% You made it easy for me to do what I wanted’ 80% ‘My enquiry was resolved today’ 78% ‘This is the first time I’ve contacted you about this issue’
Excellent
OUR PERFORMANCE
Gladstone Regional Council 2019/20 Annual Report
93% ‘I got the help I needed’
85.65%
10.86%
Poor
1.75%
0.33%
Excellent
How would you rate the response or solution to your query?
1.43%
11.28%
1.05%
0.074%
0.84%
Poor
85.88%
78.3% contacts resolved in Customer Solutions
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Challenges and Solutions Moving to the web - COVID-19 changed our customer facing business overnight, with face to face services forced to close and our Customer Solutions team working remotely. Our robust training pathways and flexible, engaged employees allowed us to move our focus to telephone and webchat ensuring we were where our customers needed us to be. Development Services a one stop shop - Development Services now undertake advice, assessment, approval and inspection for Driveways and Buildings over and adjacent to Council Infrastructure applications throughout the region.
OUR PERFORMANCE
For developments that may require a combination of approvals such as planning, engineering, building and plumbing, customers now only interact with a single department. Development Services processes are ensuring each approval takes into consideration the subsequent approvals required to deliver the customers preferred built form in a compliant and safe manner.
We maintained critical services for our community, including water, waste, road maintenance, sewerage and cemeteries, during the COVID-19 health emergency.
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Looking into next year • Increasing leverage of analytics and better understanding our customers’ needs and priorities. • Enhancing digital solutions to streamline and reduce paperwork associated with planning approvals. • Develop a renewed catalogue of all Council services so the community understands the value and cost of delivery.
OUR PERFORMANCE Our focus on innovation and diversification helps grow our region. Gladstone Regional Council 2019/20 Annual Report
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Vision: Innovate Strategic Goal 6. Smart asset management. Our asset management practices support smart infrastructure decisions and ensure reliable, affordable, safe and sustainable infrastructure is available for the community and supports the lifestyle and economic goals and sustainability of the region for current and future generations.
OVERALL PROGRESS - Projects
OUR PERFORMANCE
7
8
Complete Not Complete
OVERALL PROGRESS - KPI
1
On track Monitor Below target
Tondoon Botanic Gardens has a new visitation record with 274,179 visitors in the 2019/20 year.
Gladstone Regional Council 2019/20 Annual Report
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Highlights Measuring water accurately
Reducing costs and improving reliability
Council completed a water meter replacement program in the region in late August through to early November 2019 with more than 4200 meters replaced.
Strategic Asset Performance has developed 75 planned maintenance programs in water and sewer as well as 44 in parks. The implementation of these maintenance schedules will drive the culture change to move from reactive maintenance to planned maintenance. This culture change is designed to increase the reliability of assets across our community, reduce failure rates of critical assets and, over time, reduce operating costs.
Works to replace ageing infrastructure were completed in Barney Point, Benaraby, Boyne Island, Boyne Valley, Byellee, Callemondah, Calliope, Clinton, East End, Gladstone, Glen Eden, Iveragh, Kin Kora, Kirkwood, Mount Larcom, New Auckland, South Gladstone, Sun Valley, Tannum Sands, Telina, Toolooa and West Gladstone.
Gladstone Regional Council 2019/20 Annual Report
OUR PERFORMANCE
Since measurement accuracy of water meters typically declines with age, there is a need for Council to replace them at appropriate intervals to be able to capture accurate water usage data. The replacement program targeted properties with water meters which were more than 10 years old.
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Highlights Creating financial stability
Condition assessments for the entire sealed and unsealed road networks have been completed using Road Asset Condition Assessment System (RACAS) technology. RACAS captures high definition images, GPS and roughness data to aid in the creation of a condition rating of the road. This technology has assisted Council to create a five year works program for sealed and unsealed roads, which is able to be viewed and edited online.
It was identified by Council that there was a need for a property policy to provide a structured framework that manages its land transactions in accordance with legislative requirements to support the community, service delivery as well as the financial sustainability and interests of Council. This policy will guide decision making, provide consistency around this decision making, with very clear and transparent processes.
OUR PERFORMANCE
Rating road conditions
Our region has many natural and economic assets which provide a competitive advantage.
Gladstone Regional Council 2019/20 Annual Report
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Registering important land data Council owns and manages more than 1000 parcels of land. Registers have been created to capture the necessary data to provide a single source of truth to effectively manage this land and be able to strategically plan how this land will be used into the future to benefit Council and our community. To ensure decision making is based on the most current data, Council is committed to regularly updating these registers as data becomes available.
OUR PERFORMANCE
Gladstone Regional Council 2019/20 Annual Report
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Challenges and Solutions Our historic asset management system was managed in a decentralised manner without any clear or documented plan to address such issues as asset lifecycle costs, planning, budgeting and reporting. In 2018, Council’s leadership of asset management changed in a positive manner and continues to do so. A goal this year was to implement crucial actions to rebuild Council’s asset management system in line with ISO55001. Leaders and key staff across all business units collaborated extensively to develop six core Asset Management Plans. Technology was utilised during COVID-19 restrictions to ensure the project stayed on track and targets for the year were met.
OUR PERFORMANCE
A plan to review and update the Asset Management Plans and Long Term Asset Management Plan will be delivered over the next 12 months.
Our parks provide endless opportunities for residents to connect through play.
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Looking into next year • Our Asset Governance team are building a business manual to support the implementation of an asset management system for Council. The manual will ensure safe, reliable and affordable services, that meet community expectations, are delivered to the community. • Council is developing an Asset Information Strategy that will assess and identify the current state of our asset information and data within the business and articulate an end stat on how to acquire, store, utilise, assess, improve, archive and dispose of asset information to sustain levels of data quality required to support business activities.
• $380,500 to construct stormwater mitigation measures at the Gladstone Wastewater Treatment Plant.
OUR PERFORMANCE
• $1.8M to renew the sewerage pump station A06 in Gladstone, including converting wet/dry well to a full wet well, replacement of pumps that have reached end of life and renewal of associated assets (e.g. electrical).
We are continually seeking opportunities that support smart infrastructure decisions. Gladstone Regional Council 2019/20 Annual Report
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Vision: Innovate Strategic Goal 7. Operational excellence. Strengthen our competitive advantage and achieve industry-leading performance in our operations by continuously improving our ability to consistently and reliably deliver work at lower cost and lower risk.
OVERALL PROGRESS - Projects
OVERALL PROGRESS - KPI
3
OUR PERFORMANCE
1 9
Complete Not Complete
On track Monitor Below target
We are committed to maintaining our community assets responsibly.
Gladstone Regional Council 2019/20 Annual Report
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Highlights The future is safe
Disaster management
This year we introduced two remote control mowers into our fleet. These mowers have enabled us to eliminate some risks associated with undertaking mowing activities in sloping terrain around the region. Staff enjoy using this new technology to undertake our mowing maintenance.
Queensland’s Disaster Management System is based on internationally recognised concepts and principles. The system incorporates an ‘all agencies’ approach that involves all levels of government, numerous organisations and agencies as well as the community. In doing our part as a local government the Local Disaster Management Plan was updated and amended over the year.
Transforming our Maintenance
Gladstone Regional Council 2019/20 Annual Report
OUR PERFORMANCE
Works Planning and Scheduling frameworks were developed, and implementation commenced for project and maintenance management. TechnologyOne has been selected from the computerised maintenance management system and implementation will commence in the first quarter of 2020/21 as part of the ‘Transforming Our Maintenance’ project across the business. Visibility and transparency have improved for the capital portfolio utilising the major and minor project management frameworks and improved project controls fundamentals.
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Challenges and Solutions Preparing for Emergency - The safety of the community is of great importance to Council. The goal this year was to develop and implement an improved plan with an enhanced focus on community preparedness. The plan was developed and approved in September.
OUR PERFORMANCE
When COVID-19 arrived, face-to-face community engagement halted abruptly. Knowing the value of engagement, teams banded together and altered the plan to utilise the benefits of social media and our website. The website was used to spread messages about the importance of preparedness and how to prepare. It also hosts our community online platform for reliable, current information during emergencies and disasters. Agreements were drafted and implemented to draw on both radio and TV advertising for the remainder of the preparedness season.
We are working together to build a resilient community.
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Looking into next year • Align our processes, systems and people to successfully deliver Council’s work programs for the community’s benefit. • Implement an improved maintenance management process to enable delivery of efficient and effective maintenance programs across the business.
OUR PERFORMANCE RegionWatch is our community’s online platform for reliable, up-to-date and vital information during emergencies and disasters. Gladstone Regional Council 2019/20 Annual Report
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Vision: Diversify Strategic Goal 8. Grow the region. Actively promote and support the Gladstone Region and enable its growth and prosperity.
OVERALL PROGRESS - Projects
OVERALL PROGRESS - KPI
1 2
OUR PERFORMANCE
4
Complete Not Complete
On track Monitor Below target
Hosting large scale events promotes economic development.
Gladstone Regional Council 2019/20 Annual Report
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Highlights Economic Development Strategy The Gladstone Region, along with the national and global economy, is transitioning to a less carbon intensive and more renewable based economy. Our region is particularly well placed to be a strategic location for the development of renewable energy, bio futures and hydrogen projects and Council is committed to maintaining our region as an economic powerhouse.
OUR PERFORMANCE
Gladstone Regional Council 2019/20 Annual Report
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Highlights Renewable diesel system now a reality in Gladstone Region
Networking locally, nationally and internationally
Yarwun welcomed a commercial size diesel generator at the Northern Oil Advanced Biofuels Pilot Plant this past year.
Council continues to build alliances and lead collaboration across a wide spectrum of economic development groups to support the decisions and interests that influence the Gladstone Region. The groups include the Gladstone Region Economic Development Practitioners Network, COVID-19 Economic Recovery Subgroup, Gladstone Regional Economic Development Advisory Group, Local Content Leaders Network as well various regional groups across transport, Agribusiness and regional enabling infrastructure delivery. Council is an active member of the Central Queensland Regional Organisation of Councils with the Mayors and CEOs of the region collaborating on projects of significance and advocacy opportunities to improve Central Queensland.
OUR PERFORMANCE
The Gladstone Region has proved time and time again we are committed to developing and innovating within the energy sectors. As the move into a commercial renewable diesel system becomes a reality, it again highlights the region’s strategic advantages to provide the space for further advancements within the industry. The Northern Oil Advanced Biofuels Pilot Plant uses biomass and waste material such as sugarcane bagasse and prickly acacia as feedstock to produce biocrude oil, which is then refined into saleable kerosene and diesel products. The pilot plant aligns with the objectives of the Queensland Government’s Biofutures Roadmap and Action Plan, stimulating an industrial biotechnology revolution in the state. The unveiling today took place in partnership with Southern Oils. The engine was donated by Scania.
The Gladstone Region has hosted national and international delegations throughout the year and continues to receive strong interest in development opportunities through digital media platforms during our COVID-19 restrictions.
We are building a dynamic, proud and diverse region.
Gladstone Regional Council 2019/20 Annual Report
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Priorities support regional investment Council, following consultation and collaboration with regional Stakeholders and the Community, developed the Strategic Priorities document to raise awareness of strategic infrastructure and policy initiatives for the region. The document was used by Council to support discussions with the Queensland Government regarding investment in our region. The strategic priorities identified opportunities to build on regional specialisations and major industrial facilities.
•
Inland Rail Extension to the Port of Gladstone
•
Gladstone Coal Exporters Sports Complex – Marly Brown Oval
•
Federal Assistance Grants
•
Distribution Priority Area (DPA) for General Practitioners
•
Drought Communities Program.
We remain committed to growing partnerships with other levels of government and external organisations for the benefit of our community.
Identified strategic priorities included; •
Gladstone Regional Council 2019/20 Annual Report
OUR PERFORMANCE
Gladstone Heavy Vehicle Transport Corridor including Gladstone Port Access Road Stage 2
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Challenges and Solutions
OUR PERFORMANCE
One of the Destination Tourism Plan priorities for the Gladstone Region is the drive market and Recreational Vehicles (RV) have been identified as a potential growth opportunity for the region. Currently, locations such as Agnes Water and Seventeen Seventy have carrying capacity issues during high seasons, with caravan parks experiencing 100 per cent occupancy and illegal free camping occurring. There are no free camping/RV friendly sites within Gladstone. The RV Strategy, developed in 2019, highlights the potential to develop RV friendly sites in the region to grow Gladstone Region’s reputation as an RV Friendly destination. By capturing and enticing the RV market to our region, we have exciting opportunities to:
We aim to provide reliable, affordable, safe and sustainable assets.
•
Harness the potential of the market growth for the economic benefit of the region
•
Adequately manage the market growth for potential environmental impacts
•
Promotes the opportunities and sites available with its key partners, including GAPDL and Discovery Coast Tourism and Commerce
•
Address overflow and illegal free camping for areas currently experiencing capacity issues.
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Looking into next year We have engaged suitably qualified consultants to work with us, and regional stakeholders, to develop a new Economic Development Strategy to inform and guide the region to economic prosperity.
The new Gladstone Region Economic Development Strategy will frame the vision for future regional economic development and set clear and measurable objectives and initiatives to deliver investment, employment, innovation, sustainability and diversity for the Gladstone Region community, Queensland and Australia. The Strategy development will be delivered in early 2021 and activated over the next four years.
OUR PERFORMANCE
The previous strategy was developed in 2015 and there have been significant changes in the local region and the broader state, national and global economic context. As such, it is timely to review and update the strategy in order to continue the region’s economic evolution. The new strategy will be based on detailed economic research and analysis as well as engagement with a diverse range of stakeholders to envision a future economy that is more diverse and sustainable. The Gladstone Region economy has been characterised, impacted and sustained by the development and operation of world scale industries and the supporting supply chains. This, together with the world class working natural asset of the Port of Gladstone, has seen the region evolve as a vital economic and industrial region for Australia.
• Development of the Boyne Burnett Inland Rail Trail (BBIRT) on the disused rail corridor land between Reids Creek (Gayndah) and Taragoola (Calliope) for the purpose of establishing the asset into a highly recognised rail trail destination fit for cycling, walking and horse-riding, as part of the Queensland Inland Rail Trail network. • The activation of the new Gladstone Region Economic Development Strategy 2021-2025. • Activating and completing the recovery actions identified in the Gladstone Region – Reviving Our Community for a Brighter Future – an action plan for the Gladstone Region to recover from COVID-19. • Deliver a program of endorsed initiatives from the Economic Recovery Group to better position the region for economic recovery. • $150,000 for safety improvements to the Gladstone Entertainment Convention Centre.
Gladstone Regional Council 2019/20 Annual Report
Gladstone Entertainment Convention Centre is the perfect space for collaboration, celebration, learning and innovation. Page 103
Vision: Diversify Strategic Goal 9. Smart Investment. Continually improve Council’s resilience and sustainability over the long-term to ensure we are strong enough to address future challenges without placing additional burden on ratepayers. We will actively leverage technology to reduce operational costs.
OVERALL PROGRESS - Projects
OVERALL PROGRESS - KPI
3
OUR PERFORMANCE
2 9
Complete Not Complete
On track Monitor Below target
Our people use innovative technology to assist in their decision making.
Gladstone Regional Council 2019/20 Annual Report
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Highlights Enhancing grant success
Looking good online
Council’s Strategic Grants Plan was developed to support a structured approach to stakeholder stewardship and effective management of grant-seeking processes from project inception to completion. The Strategic Grants Plan supports us to build on existing grant successes and has helped to embed a funder-centric approach to grant seeking. Council will continue the two-year implementation of the Strategic Grants Plan and proactively seek external funding to diversify Council’s revenue sources from rates and charges to external funding income.
Council launched a ‘new look’ website in June 2019. The refreshed, revitalised and ready for action, site was built after consultation with the community. The website was redeveloped to improve the useability, searchability, visual appeal and accuracy of information. Council’s goal is that the new and improved website would create an improved customer service experience. It is extremely important to us that our community finds the information they are searching for as quickly and easily as possible.
Enabling real time planning and accuracy
Gladstone Regional Council 2019/20 Annual Report
OUR PERFORMANCE
Approximately 30,000 documents were loaded into our new Redeye engineering drawing management system. Redeye provides a mobile based solution for managing engineering drawings for Council’s assets. It allows our teams to have unrestricted real-time visibility from anywhere in the region. Seeing the whole of design will improve productivity and reduce risk.
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Highlights Reduce, reuse and recycle
OUR PERFORMANCE
The Waste Management and Resource Recovery Strategy was endorsed by Council in December 2019. The strategy was undertaken as an activity of the 2018/19 Operational Plan and 2019/20 Operational Plan. The original focus of the strategy was to pursue commercial opportunities to convert costcentres into profit-centres and gain return on capital. The strategy was intended to provide a framework for implementation and prioritisation of Energy from Waste infrastructure. As the strategy developed the focus changed with the priorities becoming reduce, reuse and recycle waste which aligns with the waste and resource management hierarchy released by the Queensland Government as part of their Waste Management and Resource Recovery Strategy.
priorities that will assist Council to both address and contribute to achieving the Queensland Governments priorities and targets. The seven priorities within the strategy are coupled with clear actions for implementation, over the short, medium and long term. The seven priorities and how they are aligned with the different aspects of the waste hierarchy are highlighted below: Based on the findings of the Strategy, our immediate focus for waste management and resource recovery is on: •
Continuing to promote and educate on a circular economy with priorities to reduce, reuse and recycle waste
•
Strengthening regional collaboration to identify and harness future waste management opportunities.
The final Waste Management and Resource Recovery Strategy Report highlights seven
Reuse
Recycle or compost
Recover fuel or energy
Dispose
Waste and Resource Management Hierarchy Avoidance and waste reduction
Waste strategy priorities
Priority 1 – Waste education
Priority 2 – Reuse of recovered material in local projects
Priority 3 – Landfill diversion through recycling
Priority 4 – Optimise existing infrastructure
Priority 5 – Organics processing
Priority 6 – Regional collaboration
Priority 7 – Data collection and management
Gladstone Regional Council 2019/20 Annual Report
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Our recycling mascot helps educate residents on the environmental impacts of littering in our region.
OUR PERFORMANCE
Gladstone Regional Council 2019/20 Annual Report
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Challenges and Solutions Council has seen a significant increase in cyber security threats over the past six months as our employees were required to work from home due to COVID-19 restrictions. We also succumbed to phishing attacks during the COVID-19 restricted period.
OUR PERFORMANCE
As a result, we have developed and implemented a cyber security education and communication plan. The plan included mandatory training in cyber security, regular updates to employees on cyber security threats, created a number of new cyber security fact sheets for leaders to use at team toolbox talks or meetings and purchase of a phishing/ransomware vulnerability assessment and education tool. This tool allows us to check employee alertness by regularly sending threat e-mails to employees and the results will be used as a learning opportunity.
Our people receive training on cyber security and learn how to mitigate risks for the organisation.
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Looking into next year • Council will continue the two-year implementation of the Strategic Grants Plan and proactively seek external funding to diversify Councils revenue sources from rates and charges to external funding income. • Implement the Investment Decision Framework to ensure we are making informed and sustainable investment decisions. • Upgrade Council’s current Technology One modules to intuitive Ci Anywhere user interface. • Continue enhancing cyber security testing.
OUR PERFORMANCE
We aim to be safe, ethical, responsive, visionary, inclusive, community centric and efficient. Gladstone Regional Council 2019/20 Annual Report
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Community Financial Report
What is a Community Financial Report and why does it matter to me? The Community Financial Report provides an easy to understand, summary of Council’s financial position and performance in 2019/20. It is designed to be easily understood by readers who do not have a financial background. After reading this section each member of our community, our business partners, our employees and all relevant stakeholders should be able to see how Council handles money. We recognise that a crucial element of financial performance incorporates a blend of retrospective reporting and forecasting, so you will see us use both in several statements.
OUR PERFORMANCE
What are financial statements and why are they included? Financial statements are formal records of the financial performance and financial standing of an organisation. They provide internal financial information that is not otherwise accessible, in a format that is readable. Financial statements consist of five key elements presented here.
5 Elements of Our Community Financial Report 1. Statement of Comprehensive Income Revenue – expenses = operating result
2. Statement of Financial Position What GRC owns vs. what we owe assets – liabilities = equity/net worth
3. Statement of Changes in Community Equity
What is the increase or decrease in net worth for the year?
4. Statement of Cash Flow
Cash in, cash out. The movement of money in and out of Gladstone Regional Council.
5. Measures of Financial Sustainability
Our mix of six ratios showing our ability to provide operations and service into the future.
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Why do we do this? As a Council, we are committed to responsibly place money where the community needs and wants it to be while considering costs for this year, planning for years to come and putting aside money for emergencies. This report shows our community how the money has come into Council and how it leaves. The Local Government Act 2009 also requires local governments to prepare and present a Community Financial Report within their Annual Report. Our Budget Council’s budget is informed by its Long Term Financial Plan. This ensures the long term picture of service levels, rate increases, capital programs and borrowing levels are considered when developing the budget. The budget is set out prior to the start of the financial year and illustrates how we intend to spend money. Council’s budget is considered in two parts: The Operating Budget - $182.7 million
The Capital Budget - $74.9 million
OUR PERFORMANCE
The operating budget represents the monies required to operate and maintain existing services and infrastructure, such as roads, water, sewerage and parks. This expenditure includes dayto-day running of the many community and recreation facilities, including Council’s libraries, administration centres, art gallery and museum, community engagement centre, pools and entertainment convention centre.
The capital budget represents money for new infrastructure or adding new components to existing infrastructure. Examples of capital projects include building new parks, roads, bridges and transport facilities; new community centres; or adding new components to existing parks, buildings or water and sewerage networks. Borrowings were not used to fund any of Council’s 2019/20 capital works program.
We are committed to working together to balance the region’s lifestyle and opportunity to the 62,979 residents who call the region home.
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Budget Funding Snapshot
CONNECT Library services
Pest and environmental management
Arts and culture
Talent and development
Community development and support
Disaster management
$3.3M $7.0M $4.0M
$4.0M
$3.3M 1.2M
OUR PERFORMANCE
Parks and open spaces
$14.7M
INNOVATE Local laws
Water services
Waste services
Sewerage services
$1.3M $23.3M
$35.0M
$34.4M
Roads
$61.7M DIVERSIFY Strategic projects
$11.2M Gladstone Regional Council 2019/20 Annual Report
Economic development
$1.3M Page 112
Financial Performance Snapshot Rates Revenue
Grants and Subsidies
Council’s operating performance resulted in an operating deficit of $2.7M and a negitive operating surplus ratio of -1.37% against a target range 0% to 10%.
A total of $150.4M in rates and utility charges was received during 2019/20 financial year.
Grants and subsidies of $17.9M received from State and Federal Government.
Asset Sustainability
Assets
Capital Expenditure
Council’s asset sustainability ratio rose 1% from last year to 41% at year end 2019/20. The target is 90% or higher.
Council manages $2.5B of assets.
Expenditure on capital works decreased during 2019/20 to $44.6M. Last year expenditure on capital works was $51.9M.
Total Debt
Net Worth
Net Financial Liabilities
Total debt reduced by $9.9M over the financial year. Debt at year end amounts to $1,729 per capita down from $1,898 last year.
Council’s net worth increased by $238.0M compared to 2018/19.
Council’s net financial liabilities/(assets) ratio was 4.87% at year end against a target ratio 60% or less.
OUR PERFORMANCE
Operating Surplus/(deficit)
The above financial performance snapshots are based on financial results as reported in Council’s consolidated 2019/20 financial statements. They may be different from the budget as they reflect what was truly delivered.
$76.6M funded new and existing roads, drainage and transport infrastructure across our region
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1. Council’s Revenue and Expenses - Statement of Comprehensive Income The Statement of Comprehensive Income shows revenue, expenses and whether a profit or loss has been made in the delivery of services. The difference between the operating revenue and operating expenses is the operating result. A snapshot of council’s operating revenue, operating expenses and operating result are shown below. Revenue – where does the money come from?
OUR PERFORMANCE
Council received $199.0M in operating revenue in the 2019/20 year, including $7.5M received by the Gladstone Airport Corporation. The majority was provided by rates and utility charges (75 per cent), followed by fees and charges (11 per cent) and operating grants and subsidies (6 per cent). The graph shows the breakdown of operating revenue. This demonstrates a clear reliance on general rates and service charges as the predominant income stream to Council. 75 per cent is considered normal for councils with a large urban centre. Generally, the larger the urban base of a local government, the higher the reliance on rating revenue as a source of income. Total operating revenue decreased by $2.4M (1 per cent) compared to 2018/19 with the decrease primarily attributable to a $3.8M decrease in grants and subsidies income. Tax equivalents from the Gladstone Area Water Board also decreased by $4.1M.
2% 3% 6% 3% 11%
Revenue
75%
General rates and service charges Fees and charges Sales revenue Other recurrent revenue Operating grants and contributions Interest
In response to the COVID-19 pandemic, a number of commercial tenants were provided rent relief from the period 1 March - 30 June 2020 resulting in a decline in rental revenue. Other COVID-19 impacts were reflected within operating revenue with a decrease in event income and sales.
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General rate and service charges Most of Council’s revenue comes from general rates and service charges. General rates are levied on all rateable land which has been valued by the Queensland Valuer-General. Service charges are levied on properties that have access to specific services like water, sewerage and garbage collection. For every $100 of your rates and charges, Council delivers a range of services... $35.66 Roads construction and maintenance
$6.86 Parks, playgrounds, open space and environment $2.88 Community wellbeing, sport and recreation and aquatic facilities
$13.27 Sewerage operations, infrastructure construction and maintenance
$2.76 Wheelie bin collections and management of waste facilities
$3.76 Arts and culture
$20.11 Other Services including asset management, customer service, administration and information technology
OUR PERFORMANCE
$14.70 Water supply, infrastructure construction and maintenance
Fees and charges The costs for providing services to our individual community members such as development applications, animal registration costs, facility entrance charges. Operating grants and contributions Funding from both State and Federal Government. Grants are typically received with the expectation they will be used for specific projects and reported on accordingly. Council aims to maximise its revenue from other sources by actively pursuing grants and subsidies from the State and Federal Government. Sales revenue Sales revenue includes general sales and contract and recoverable income. Recoverable income is work that Council undertakes on behalf of others and recovers the costs. For example, the Department of Transport and Main Roads pays Council to perform maintenance work on the roads they own in the region. Other recurrent revenue This category of revenue includes fines and penalties, commissions, dividends, income tax equivalents, rental income and other minor sources of income. Interest received Money earned on investments and money received from overdue rates and charges.
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Expenses – where does the money go? Expenses are monitored regularly and consistently throughout the year against budgets that are planned prior to the beginning of each financial year.
OUR PERFORMANCE
The graph provides a breakdown of Council’s $201.7M total operating expenditure. The primary expense components are employee benefits, materials and services, deprecation and finance costs. Total operating expenses increased by $10.5M (6 per cent) over the previous year with increases across employee benefits (14 per cent) and material and services (4 per cent).
3% 22%
Expenses
42%
33%
Materials and services totalled $85.1M, accounting for Materials and services 42 per cent of operating expenses. The largest individual Employee costs items were $21.0M for contractors performing works on Depreciation and amortisation behalf of Council and bulk water purchases at $18.1M. Finance costs Together these two line items accounted for 46 per cent of the materials and services expenditure for the year. Other costs included in materials and services are payments to suppliers for the delivery of Councils vast range of services and projects to the community including roads, parks, water, sewerage, footpaths, bikeways, libraries, pools, airport, community halls and town planning. It also includes payments for bitumen materials, gravel, utilities, fuel and other operational costs. Employee benefits totalled $66.0M, accounting for 33 per cent of operating expenditure. This includes employee salaries and wages, superannuation, leave entitlements and Councillor remuneration. COVID-19 impacted the cost of employee benefits with increased leave entitlements banked due to travel restrictions and less capitalised labour due to delays in the capital works program. Council’s depreciation expense was $43.5M, accounting for 22 per cent of operating expenditure. While depreciation does not represent cash spent, it recognises the value of Council’s assets ‘consumed’ during the period. This depreciation charge shows that the community consumed approximately 2 per cent of the asset base over the period. Finance costs totalled $7.0M for the year, accounting for 3 per cent of total operating expenditure. As Council continues to pay down its debts, it is anticipated that finance costs will continue to decrease. The operating result for the Gladstone Regional Council 2019/20 is a deficit of $2.7M.
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2. What the Council owns vs. what we owe - Statement of Financial Position This financial statement measures the difference between what the Council owns (its assets) minus what Council owes (its liabilities). This difference is known as the net worth or community equity. The Statement of Financial Position is a snapshot of Council’s financial state at 30 June 2020. What Council owns – Assets 1% 4% 1%
3% 9% 16%
Assets
Cash and cash equivalents Trade and other receivables Property, plant and equipment Other assets
Property, plant & equipment 58%
Land and Improvements Buildings Plant and Equipment Park Furniture and Other Structures Road Drainage and Transport Infrastructure Sewerage Infrastructure Water Infrastructure Work in Progress
OUR PERFORMANCE
94%
5% 6% 2% 1%
Total Council controlled assets had a total value of $2.5B as at 30 June 2020, which represented an increase in the community’s assets during 2019/20 of $243.7M. The Assets graph illustrates the breakdown of assets. The major components of assets are property, plant and equipment (land, buildings, road network, water and sewerage infrastructure, capital works in progress), which accounts for $2.3B of total assets. The split can be viewed in the Property, plant and equipment graph. In 2019/20 $44.6M worth of capital works were completed, compared to $51.9M in 2018/19. Cash and deposits totalled $113.8M. Other assets include inventories, prepayments, accrued revenue, investment properties, right of use assets, intangibles, investment in controlled entity and contract assets. Council’s investment in the Gladstone Airport Corporation was reduced from $71.9M to $16.7M following the application of an impairment adjustment to airport assets based on a valuation completed at 30 June 2020.
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What Council Owes - Liabilities Council’s liabilities include loans, amounts owed to suppliers, lease liabilities, contract liabilities, provisions for employee leave entitlements and restoration of the Benaraby Landfill. The total liabilities at 30 June 2020 was $156.2M compared to the 2018/19 balance of $150.6M. The increase is attributable to the recognition of prepaid rates as a liability under new accounting standards implemented in 2019/20.
OUR PERFORMANCE
Council’s single largest liability is its interest bearing loans with Queensland Treasury Corporation at $105.5M as at 30 June 2020 (down $9.3M from 2018/19). Council did not borrow any funds in 2019/20 as was the case for the previous four years. Other loan liabilities comprise of Council’s interest free loan from the Department of Local Government, Racing and Multicultural Affairs at $4.1M at 30 June 2020 (down $0.6M from 30 June 2019).
6% 9%
18%
Liabilities
67%
Trade and other payables Borrowings - Interest Bearing Borrowings - Interest Free Provisions
Spanning over 10,489 square kilometres our region encompasses a vast landscape, from coastline to country, rural townships to industry.
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3. Our Net Worth - Statement of Changes in Community Equity This section summarises the increase or decrease in net worth for the year. Compared to 2018/19, Council’s overall net worth increased $238.0M with an increase of $268.4M to the asset revaluation surplus, an increase of $9.9M to reserves and a decrease of $40.2M to retained surplus. As at 30 June 2020, the net worth of Gladstone Regional Council is $2.3B.
4. Cash in, cash out - Statement of Cash Flows The Statement of Cash Flow shows the movement of money in and out of Council. It demonstrates changes to cash balances and describes how they resulted. It demonstrates changes to cash balances and describes how they resulted. It excludes non cash movements like accruals and depreciation of assets, so it differs from the Statement of Comprehensive Income.
Gladstone Regional Council 2019/20 Annual Report
OUR PERFORMANCE
There has been a decrease of $2.9M in total cash and cash equivalents in during the 2019/20 year. Compared to 2018/19, total grants, subsidies and contributions reduced from $30.0M to $19.2M and income tax equivalents received reduced from $6.4M to $2.2M. Payments for property plant and equipment decreased from $52.3M in 2018/19 to $44.7M.
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5. Measuring Financial Sustainability Financial sustainability provides evidence of Council’s ability to continue with its operations and provide good service to the community, now and in the long term. This is done by presenting several measures or ratios that demonstrate different areas of sustainability. Local Government Regulation 2012 requires Council to report on the operating surplus ratio, asset sustainability ratio and the net financial liabilities ratio. Our Council also prepares the working capital ratio, net interest coverage ratio and debt service coverage to provide more detail into our health as an organisation. Individual ratios do not often provide enough information to form a full opinion of Council’s financial position and performance. However, when the right mix of ratios are considered, 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.
OUR PERFORMANCE
Council ratios are reported to the Executive Leadership Team and Councillors monthly to provide Council’s decision makers with an ongoing and current snapshot of Council’s sustainability. This allows Council to identify any corrective action necessary and implement it in a timely way. We use a mix of ratios, in combination with bottom line results and long-term financial planning to inform our financial decision making and to ensure sustainable use of fixed financial resources now, and into the future. Each of these ratios are explained below with a table, graph, definition and commentary related specifically to our Council measure. The tables show the long term sustainability with actual consolidated results for 2019/20, the previous year as well as a forecast for three years in the future. Each ratio has a target that is determined in line with best practice for local government. The graphs show the actual consolidated results for 2019/20, the previous three years as well as a forecast for 2020/21 (in red). They also outline the targets as noted above. Operating Surplus Ratio The operating surplus ratio measures the percentage by which our operating revenue varies from our operating expenses. It indicates our financial capacity and ability to fund ongoing operations. Financial Capital Sustainability Ratio
Target Achieved
Target
Consolidated Actual 2019/20
Forecast 2020/21
Forecast 2021/22
Forecast 2022/23
Operating Surplus Ratio
N
0-15%
-1.37%
-3.23%
0.94%
0.76%
15
Commentary Council made an operating deficit of $2.7M in 2019/20. This result is a decrease from the previous financial year and is due to an decrease in revenue (namely grants and subsidies) as well as increases in employee benefits and materials and services expenditure. A deficit is forecast for the 2020/21 year as rates will effectively be frozen as part of Council’s community recovery measures for COVID-19.
Target Maximum: 15%
10
5
Target Minimum: 0%
-4
2016/17
2017/18
2018/19
2019/20
2020/21
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Asset Sustainability Ratio This ratio indicates whether we are renewing or replacing existing non-financial assets at the same rate that the assets are wearing out. Infrastructure Capital Sustainability Ratio
Target Achieved
Target
Consolidated Actual 2019/20
Forecast 2020/21
Forecast 2021/22
Forecast 2022/23
Asset Sustainability Ratio
N
>90%
40.94%
47.21%
123.37%
92.30%
100 Target Minimum: >90%
80
60
40
0
2016/17
2017/18
2018/19
2019/20
2020/21
OUR PERFORMANCE
20
Commentary Expenditure on asset replacement is anticipated to increase in the coming years from the 2019/20 result. The 2019/20 result of 40.94 per cent is low due to delays in delivering Councils capital program during the COVID-19 affected period. This ratio is expected to increase significantly in 2021/22 as expenditure normalises following completion of the deferred asset replacement works, and in line with the projected cyclical investment in the renewal of Council’s asset base. This indicator is closely monitored, however due to the cyclical nature of asset maintenance and renewal, it is anticipated that the ratio will average closer to the target in the longer term. When considering the renewal of Council’s asset base it is expected that there will be periods of heavier investment. It is important to consider the long term trends when looking at this indicator as Council’s infrastructure assets have lives up to, and in some cases exceeding, 100 years.
Net Financial Liabilities Ratio The net financial liabilities ratio measures Council’s ability to pay its obligations by comparing its debt to its assets. It shows our ability to pay off the net amount with operational income if we were called to do so. Financial Capital Sustainability Ratio
Target Achieved
Target
Consolidated Actual 2019/20
Forecast 2020/21
Forecast 2021/22
Forecast 2022/23
Net Financial Liabilities Ratio
Y
<60%
4.87%
-3.55%
5.39%
6.19%
60
Commentary A positive value of less than 60 per cent indicates that Council has the capacity to fund liabilities as well as the capacity to increase its loan borrowings. A positive value greater than 60 per cent indicates that Council has limited capacity to increase its loan borrowings. The 2019/20 position of 4.87 per cent is within target levels and reflects an ability to service further debt, if necessary. The ratio result is expected to increase in 2021/22 and again in 2022/23 as the current asset base is reduced due to deferred project completion, however it is still expected to remain within the target range.
Target Maximum: <60%
44
28
12
-4
2016/17
2017/18
2018/19
2019/20
2020/21
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Working Capital Ratio The working capital ratio measures the ability of Council to meet its short term debt obligations. If the value is greater than one, it means the short term obligations are fully covered. A ratio greater than one also shows Council is in good financial health and is less likely fall into financial difficulties. Financial Capital Sustainability Ratio
Target Achieved
Target
Consolidated Actual 2019/20
Forecast 2020/21
Forecast 2021/22
Forecast 2022/23
Working Capital Ratio
Y
>1:1
3.12
4.88
3.82
3.25
Commentary Council is positioned to continue to fund its current obligations 3.12 times, well in excess of the target ratio of 1:1. These results are strengthened by a healthy cash balance. Council expects to remain above the target in the forthcoming forecast years.
10
8
OUR PERFORMANCE
6
4
2 Target Ratio: 1:1
0
2016/17
2017/18
2018/19
2019/20
2020/21
Net Interest Coverage Ratio This ratio provides the share of operating revenue that is committed to covering the gap between interest earned and interest paid. It’s an indicator of our ability to meet our interest payments. For this ratio a low result is desirable. Infrastructure Capital Sustainability Ratio
Target Achieved
Net Interest Coverage Y Ratio 10
Target
Consolidated Actual 2019/20
Forecast 2020/21
Forecast 2021/22
Forecast 2022/23
0% 10%
1.88%
1.59%
1.37%
1.31%
Commentary Council has currently committed 1.88 per cent of operating revenue to cover interest expenses. This result is within the target range of 0-10 per cent and is forecast to reduce in line with interest expenditure over the next three years.
Target Maximum: 10%
8
6
4
2 Target Minimum: 0%
-1
2016/17
2017/18
2018/19
2019/20
2020/21
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Debt Service Coverage This ratio measures the ability of Council to use its operating cash flows to repay its debt obligations. Financial Capital Sustainability Ratio
Target Achieved
Target
Consolidated Actual 2019/20
Forecast 2020/21
Forecast 2021/22
Forecast 2022/23
Working Capital Ratio
Y
>2x
3.41
3.01
3.44
3.72
8
6
4
2
0
Target Minimum: >2
2016/17
2017/18
2018/19
2019/20
2020/21
OUR PERFORMANCE
Commentary At 3.4x, Council is currently well above the target for this indicator (2x) and is expected to remain in a solid position based on 2020/21 forecasts. This indicates, Council is in a position to service its current debt obligations 3.4x from its operating result before depreciation. Council’s income is utilised to meet debt obligations associated with the borrowings for long term assets such as sewerage treatment plants, trunk water infrastructure and airport infrastructure. No increases in borrowings were incurred and a reducing interest expense is anticipated during the forecast period.
10
Summary Statement Overall, Council’s financial performance remains solid and is trending positively. This year, Council was faced with the challenging and emergent issues of COVD-19 as well as drought and fire recovery. Our finances reflect the focus to find balance between caring for our community and improving financial sustainability. Overall, Council remains in a sound position to deal with any significant emergent financial impacts.
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OUR FINANCES
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This section provides a detailed view of our financial stability for the financial year 2019/20. It includes information on our financial management and measures of sustainability along with the financial statements that meet legislative requirements and Australian accounting standards. Financial reporting demonstrates effective stewardship of Council monies and accountability to our community. Gladstone Regional Council 2019/20 Annual Report
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Financial Statements Table of Contents Statements of Comprehensive Income ....................... 128 Statements of Financial Position ....... 129 Statements of Changes in Equity ........ 130 Statements of Cash Flows .................... 132
Notes to the Financial Statements
21 Borrowings ............................................... 167 22 Provisions ................................................. 168 23 Other liabilities......................................... 169 24 Asset revaluation surplus...................... 170 25 Reserves ................................................... 171 26 Commitments for expenditure............ 172 27 Contingent liabilities .............................. 172
1
Significant accounting policies ............ 134
2
Analysis of results by function ............ 138
3
Revenue analysis .................................... 140
4
Grants, subsidies, contributions and donations .............. 143
5
Employee benefits ................................. 145
6
Materials and services .......................... 146
7
Finance costs ........................................... 146
8
Depreciation and amortization..............146
33 Financial instruments and financial risk management ................... 178
9
Capital expenses .................................... 147
34 National competition policy ................. 181
10 Impairment............................................... 147
35 Transactions with related parties ....... 183
28 Superannuation ...................................... 173 29 Trust funds ............................................... 173 30 Reconciliation of net result for the year to net cash inflow from operating activities ...................... 174 31 Reconciliation of liabilities arising from finance activities............... 175 32 Changes in accounting policy............... 175 OUR FINANCES
11 Cash and cash equivalents .................. 149 12 Receivables .............................................. 150
Management Certificate ...................... 187
13 Inventories ............................................... 151
Independent Audit Report - Financial Report .................................. 188
14 Investment in controlled entity ........... 151 15 Investment property ............................. 152
Current-year Financial Sustainability Statement...................... 191
16 Property, plant and equipment .......... 153
Certificate of Accuracy.......................... 192
17 Other assets............................................. 163
Independent Audit Report - Current Year Financial Sustainability Statement ..................... 193
18 Contract balances .................................. 163 19 Leases ....................................................... 164 20 Payables ................................................... 166
Gladstone Regional Council 2019/20 Annual Report
Unaudited Long-term Financial Sustainability Statement ..................... 196
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Statements of Comprehensive Income Statements of Comprehensive Income For year ended 30 June For the the year ended 30 June 20202020
Consolidated Note
Income
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
Revenue Recurrent revenue Rate and utility charges
3(a)
150,434
147,272
150,518
147,358
Fees and charges
3(b)
21,187
17,956
14,389
9,707
Interest received
3(c)
3,017
4,390
2,789
4,065
Sales revenue
3(d)
6,788
4,370
6,841
4,423
Other recurrent income
3(e)
5,628
11,722
4,990
10,950
Grants, subsidies, contributions and donations
4(a)
Total recurrent revenue Capital revenue Grants, subsidies, contributions and donations
4(b)
Total capital revenue Total income
11,929
15,692
11,929
15,692
198,983
201,402
191,456
192,195
12,908
14,801
12,908
14,801
12,908
14,801
12,908
14,801
211,891
216,203
204,364
206,996
Expenses
OUR FINANCES
Recurrent expenses Employee benefits
5
(66,033)
(57,755)
(64,217)
(56,047)
Materials and services
6
(85,146)
(81,625)
(82,555)
(78,418)
Finance costs
7
(7,040)
(7,786)
(4,956)
(5,620)
Depreciation and amortisation
8
(43,494)
(44,019)
(41,083)
(41,470)
(201,713)
(191,185)
(192,811)
(181,555)
(33,993)
(4,721)
(33,226)
(4,731)
-
(55,196)
-
Total recurrent expenses Capital expenses
9
Impairment
10
(235,706)
(195,906)
(281,233)
(186,286)
(2,730)
10,217
(1,355)
10,640
(23,815)
20,297
(76,869)
20,710
268,356
(1,665)
319,194
(1,111)
Total other comprehensive income for the year
268,356
(1,665)
319,194
(1,111)
Total comprehensive income for the year
244,541
18,632
242,325
19,599
Total expenses Net recurrent result Net result
Other comprehensive income Items that will not be reclassified to net result Increase/(decrease) in asset revaluation surplus
24
The comparatives have not been restated on adoption of AASB 15 / 1058 and AASB 16 and therefore the comparative information is presented using the previous standards relating to revenue and leases
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies
Gladstone Regional Council 2019/20 Annual Report
2
Page 128
Statements of Financial Statements of Financial PositionPosition For the ended 30 June 2020 As at 30 year June 2020
Consolidated Note
Current assets
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
Cash and cash equivalents
11
113,840
116,743
99,627
103,412
Receivables
12
15,726
17,400
15,265
15,224
Inventories
13
3,216
2,167
3,216
2,167
Contract assets
18
915
Other assets
17
12,858
12,167
12,676
12,025
146,555
148,477
131,699
132,828
Total current assets Non-current assets
-
915
-
Investment property
15
3,002
3,334
3,002
3,334
Property, plant and equipment
16
2,331,102
2,087,985
2,296,208
2,001,492
Right of use assets
19
1,495 88
Intangible assets
-
1,401
204
-
88
204
Investment in controlled entity
14
-
-
16,658
71,854
Receivables
12
-
-
33,716
33,716
Contract assets
18
1,450
-
1,450
-
Total non-current assets
2,337,137
2,091,523
2,352,522
2,110,600
Total assets
2,483,692
2,240,000
2,484,222
2,243,428
12,897
Current liabilities 20
25,174
13,344
24,564
Contract liabilities
18
3,222
-
2,817
-
Borrowings - interest bearing
21
10,086
9,607
10,086
9,607
Borrowings - interest free
21
382
393
382
393
Lease liabilities
19
93
Provisions
22
8,082
7,228
7,859
7,036
Other liabilities
23
-
2,574
-
2,574
47,039
33,146
45,752
32,507
Total current liabilities Non-current liabilities
-
44
-
Borrowings - interest bearing
21
95,426
105,251
95,426
105,251
Borrowings - interest free
21
3,719
4,259
3,719
4,259
Lease liabilities
19
1,435
-
1,387
-
Provisions
22
8,625
7,915
8,610
7,897
Total non-current liabilities
109,205
117,425
109,142
117,407
Total liabilities
156,244
150,571
154,894
149,914
2,327,448
2,089,429
2,329,328
2,093,514
Net community assets
OUR FINANCES
Payables
Community equity 1,414,397
1,454,630
1,352,281
1,445,559
Asset revaluation surplus
24
819,004
550,650
883,000
563,806
Reserves
25
94,047
84,149
94,047
84,149
2,327,448
2,089,429
2,329,328
2,093,514
Retained surplus
Total community equity
The comparatives have not been restated on adoption of AASB 15 / 1058 and AASB 16 and therefore the comparative information is presented using the previous standards relating to revenue and leases
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies
Gladstone Regional Council 2019/20 Annual Report
3
Page 129
Statements of Changes in Equity Statements of Changes in Equity For the year ended 30 June 2020 For the year ended 30 June 2020
Consolidated
Note
Asset revaluation surplus
Reserves
Total
$'000
$'000
$'000
$'000
1,454,630
Balance as at 1 July 2019 Adjustment on initial application of AASB 15/ AASB 1058 Adjustment to opening balance - inventory Adjustment to opening balance - property, plant and equipment Found assets first recognised
84,149
2,089,429
-
-
(6,511)
52
-
-
52
16
(325)
-
-
(325)
-
(2)
-
(2)
16
264
-
-
264
1,448,110
Restated balance as at 1 July 2019
(23,815)
Net operating result Other comprehensive income for the year Increase / (decrease) in asset revaluation surplus
550,650
(6,511)
32
Consolidation adjustment pertaining to prior period
24
(23,815)
Total comprehensive income for the year Total capital revenue
550,648
84,149
-
2,082,907
-
(23,815)
268,356
-
268,356
268,356
-
244,541
Transfers to / (from) capital
25
(24,899)
-
24,899
-
Transfers to / (from) reserves
25
15,001
-
(15,001)
-
(9,898)
-
9,898
-
Total transfers to / (from) reserves
OUR FINANCES
Retained surplus
Balance as at 30 June 2020
Balance as at 1 July 2018
1,414,397
819,004
94,047
2,327,448
1,436,438
552,315
82,041
2,070,794
3
16
Found assets first recognised
1,436,441
Restated balance as at 1 July 2018
20,297
Net operating result Other comprehensive income for the year: Increase / (decrease) in asset revaluation surplus
24
Total comprehensive income for the year Total capital revenue
552,315
82,041
-
3 2,070,797
-
20,297
-
(1,665)
-
(1,665)
20,297
(1,665)
-
18,632
Transfers to / (from) capital
25
(11,910)
-
11,910
-
Transfers to / (from) reserves
25
9,802
-
(9,802)
-
(2,108)
-
2,108
-
Total transfers to / (from) reserves
1,454,630
Balance as at 30 June 2019
550,650
84,149
2,089,429
The comparatives have not been restated on adoption of AASB 15 / 1058 and AASB 16 and therefore the comparative information is presented using the previous standards relating to revenue and leases
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies
Gladstone Regional Council 2019/20 Annual Report
4
Page 130
Statements of Changes in Equity Statements of Changes in Equity For the year ended 30 June 2020 For the year ended 30 June 2020
Council
Note
Balance as at 1 July 2019 Adjustment on initial application of AASB 15/ AASB 1058 Adjustment to opening balance - inventory Adjustment to opening balance - property, plant and equipment
Asset revaluation surplus
Reserves
Total
$'000
$'000
$'000
$'000
1,445,559 32
16 16
Found assets first recognised
Retained surplus
Other comprehensive income for the year Increase / (decrease) in asset revaluation surplus
24
-
(6,511)
52
-
-
52
(316)
-
-
(316)
264
(76,869)
Total comprehensive income for the year Total capital revenue
2,093,514
-
(76,869)
Net operating result
84,149
(6,511)
1,439,048
Restated balance as at 1 July 2019
563,806
563,806
84,149
-
264 2,087,003
-
(76,869)
319,194
-
319,194
319,194
-
242,325
Transfers to / (from) capital
25
(24,899)
-
24,899
Transfers to / (from) reserves
25
15,001
-
(15,001)
-
(9,898)
-
9,898
-
Total transfers to / (from) reserves
Balance as at 1 July 2018
1,352,281
883,000
94,047
2,329,328
1,426,954
564,917
82,041
2,073,912
3
16
Found assets first recognised
1,426,957
Restated balance as at 1 July 2018 Net operating result Other comprehensive income for the year Increase / (decrease) in asset revaluation surplus
24
Total comprehensive income for the year Total capital revenue
564,917
82,041
3 2,073,915
20,710
-
-
20,710
-
(1,111)
-
(1,111)
20,710
(1,111)
-
19,599
-
Transfers to / (from) capital
25
(11,910)
-
11,910
Transfers to / (from) reserves
25
9,802
-
(9,802)
-
(2,108)
-
2,108
-
Total transfers to / (from) reserves
1,445,559
Balance as at 30 June 2019
563,806
84,149
OUR FINANCES
Balance as at 30 June 2020
-
2,093,514
The comparatives have not been restated on adoption of AASB 15 / 1058 and AASB 16 and therefore the comparative information is presented using the previous standards relating to revenue and leases
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies
Gladstone Regional Council 2019/20 Annual Report
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Page 131
Statements of Cash Statements of Cash Flows Flows For the year ended 30 June 2020 For the year ended 30 June 2020
Consolidated Note
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
Cash flows from operating activities Receipts from customers Payments to suppliers and employees
180,560
181,377
171,610
171,372
(148,050)
(150,470)
(143,822)
(144,280)
32,510
30,907
27,788
27,092 4,065
Interest received
3(c)
3,017
4,390
2,789
Rental income
3(e)
1,506
631
541
631
Non capital grants and contributions
4(a)
11,929
15,692
11,929
15,692
30
48,962
51,620
43,047
47,480
Net cash inflow from operating activities Cash flow from investing activities
(44,748)
(52,275)
(42,328)
(51,937)
Grants, subsidies, contributions and donations
4(b)
7,316
14,305
7,316
14,305
Controlled entity dividend
3(e)
-
-
-
Income tax equivalents
3(e)
2,223
6,350
2,729
Payments for property, plant and equipment
Proceeds from sale of property, plant and equipment
9
Net cash outflow from investing activities
325 7,039
186
1,310
186
1,222
(35,023)
(30,310)
(32,097)
(29,046)
OUR FINANCES
Cash flow from financing activities Borrowing costs
7
(6,760)
(7,266)
(4,707)
(5,223)
Repayment of borrowings
21
(9,953)
(9,404)
(9,953)
(9,404)
Repayments made on leases (principal only)
19
(129)
-
(75)
-
Net cash outflow from financing activities
(16,842)
(16,670)
(14,735)
(14,627)
Net increase/(decrease) in cash and cash equivalents held
(2,903)
4,640
(3,785)
3,807
116,743
112,103
103,412
99,605
113,840
116,743
99,627
103,412
Cash and cash equivalents at the beginning of the financial year Cash and cash equivalents at end of the financial year
11
The comparatives have not been restated on adoption of AASB 15 / 1058 and AASB 16 and therefore the comparative information is presented using the previous standards relating to revenue and leases
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies
Gladstone Regional Council 2019/20 Annual Report
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Page 132
Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
1 Significant Accounting Policies 1.01 Basis of Preparation These general purpose financial statements for the period 1 July 2019 to 30 June 2020 have been prepared in accordance with the requirements of the Local Government Act 2009 and the Local Government Regulation 2012 . 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. Council is a not-for-profit entity for financial reporting purposes and complies with Australian Accounting Standards as applicable to non-for-profit entities. These financial statements have been prepared under the historical cost convention, except for certain classes of property, plant and equipment and investment property which are measured at fair value and land held for sale which is measured at fair value less cost of disposal. In accordance with AASB 13 fair value measurements are categorised on the following basis: • fair value based on quoted prices (unadjusted) in active markets for identical assets or liabilities (level 1) • fair value based on inputs that are directly or indirectly observable for the asset or liability (level 2) • fair value based on unobservable inputs for the asset and liability (level 3) Recurrent/capital classification Revenue and expenditure are presented as "recurrent" or "capital" in the Statements of Comprehensive Income on the following basis: Capital revenue includes grants and subsidies received which are tied to specific projects for the replacement or upgrade of existing noncurrent assets and/or investments in new assets. It also includes non-cash contributions which are usually infrastructure assets received from developers. The following transactions are classified as either "capital income" or "capital expenses" depending on whether they result in accounting gains or losses: • disposal of non-current assets
OUR FINANCES
• discount rate adjustments to restoration provisions • revaluations of investment property and property, plant and equipment
All other revenue and expenses have been classified as "recurrent".
1.02 Basis of Consolidation The consolidated financial statements incorporate the assets and liabilities of all entities controlled by the Gladstone Regional Council as at 30 June 2020 and the results of all controlled entities for the year then ended 30 June 2020, where material. The Gladstone Regional Council and its controlled entity together form the economic entity which is referred to in these financial statements as the consolidated entity. In the process of reporting the Gladstone Regional Council as a consolidated entity, all transactions with entities controlled by Council have been eliminated. In addition, the accounting policies of all controlled entities have been adjusted, where necessary, on consolidation to ensure that the financial report of the consolidated entity is prepared using accounting policies that are consistent with those of the Gladstone Regional Council. Information on controlled entities is included in Note 14.
1.03 Constitution The 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.
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
1 Significant Accounting Policies (cont'd) 1.05 Currency Council uses the Australian Dollar as its functional currency and its presentation currency.
1.06 New and Revised Accounting Standards adopted during the year Council has adopted all Standards which became mandatorily effective for annual reporting periods beginning on 1 July 2019. The Standards with a material impact on reported position, performance and cash flows were those relating to revenue and leases. Refer to Note 32 for transitional disclosures for AASB 15 Revenue from Contracts with Customers, AASB 1058 Income of NFP Entities and AASB 16 Leases .
1.07 Standards issued by the AASB not yet effective The AASB has issued Australian Accounting Standards and Interpretations that are not effective at 30 June 2020. Those standards have not been applied in these financial statements. Council will implement them when they are effective. At the date of authorisation of the financial report new or amended Australian Accounting Standards with future commencement dates are not likely to have a material impact on the financial statements.
1.08 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 assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is
OUR FINANCES
revised and in future periods as relevant. Judgements, estimates and assumptions that have a potential significant effect are outlined in the following financial statements notes: • Investment in controlled entity - Gladstone Airport Corporation (Note 14) • Investment property (Note 15)
• Property, plant and equipment (Note 16) (Revaluation adjustments, impairment and depreciation) • Provisions (Note 22) • Contingent liabilities (Note 27)
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. COVID-19 On 11 March 2020 the World Health Organisation declared COVID-19 a worldwide pandemic. Council responded swiftly to the changing requirements of operating in accordance with the relevant public health guidelines. The response and subsequent adaptation to operations post-COVID-19 is expected to impact financial results into future reporting periods. The initial response undertaken by Council centred around three major pillars: • Risk led with prevailing advice • Continuity of essential services
• Community and employee safety To support social distancing efforts, provisions were made for office based staff to work from home. Council also responded to the need for staff to access pandemic leave, where they were unable to attend work due to COVID-19 reasons. Further details on this are provided in Note 5.
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
1 Significant Accounting Policies (cont'd) 1.08 Critical Accounting Judgements and Key Sources of Estimation Uncertainty (cont'd) COVID-19 (cont'd) On 24 March 2020 Council approved a $1 million COVID-19 support package to assist residents, business, sporting and community groups in the Gladstone Region. The package consisted of: • Rent concessions for Council-leased commercial facilities • Extension of time for food licensing by six months • Extension of time on trade waste licensing by six months
• Effective freezing of interest on outstanding rates and charges via a concession • Financial support for sporting and community organisations An extension was also made to the due date for water notices issued on the 18th of February, extending the due date to 30 June 2020. Refunds were provided for all Council event applications, booking and ticketing fees, permits and associated licenses for events that have been cancelled as a direct result of COVID-19. The internal response to COVID-19 as well as the greater economic impacts have influenced Council’s 2019-20 financial results across multiple areas including: • Reduction in various revenue streams including rental income, event income and sales • Additional operational expenditure requirements • Reduction in capital expenditure • Increase in receivables and higher impairment • Increase in employee entitlement provisions • Increase in maintenance costs • Decrease in scheduled leave taken
OUR FINANCES
• Controlled entity investment impairment • Lower than expected interest revenue Council is continuing to adapt to the situation and has made the necessary adjustments in the budget for the 2020-21. Revenue targets were set with a view to avoid additional burden on the ratepayers. The guidelines followed during expenditure budget preparations included: Operational expenditure • Reduction in discretionary spending to nil • Minimisation of consultancy spend
• Minimisation of non-mandatory training, seminars and conferences Capital expenditure • Carry over projects from 2019/2020 • Essential Renewal Program only
• Critical Community Asset Investment Consolidated Entity - Gladstone Airport Corporation Gladstone Airport Corporation (GAC) moved quickly to implement its Business Continuity Plan (BCP) and Infectious Disease Plan, ensuring compliance with the Health Department’s recommendations. GAC has seen a significant reduction in flight schedules resulting in lower passenger numbers and revenue. A number of commercial tenants have been provided rent relief until 30 June 2020, further impacting revenue. The downturn has allowed GAC to undertake additional maintenance of the terminal and aerodrome.
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
1 Significant Accounting Polices (cont'd) 1.08 Critical Accounting Judgements and Key Sources of Estimation Uncertainty (cont'd) COVID-19 (cont'd) Impairment of financial assets The economic downturn during the COVID-19 period, in addition to other factors emphasised the need for Council to reassess the associated assets of the Gladstone Airport Corporation for indicators of impairment. A valuation of airport property, plant and equipment was undertaken resulting in the recognition of a significant economic obsolesce adjustment in additional to a tangible valuation decrement. The results of the valuation are visible in the consolidated property, plant and equipment note (Note 16). For Council as the parent of the subsidiary, the recoverable value of the Gladstone Airport Corporation in its entirety was compared to the carrying values of Councils investment in its controlled entity (Note 14) and the loan receivable (Note 12). Additional information detailing these assessments and the outcomes is provided in the following notes: • Impairment (Note 10)
• Receivables (Note 12) • Investment in controlled entity (Note 14)
1.09 Rounding and Comparatives Amounts included in the financial statements have been rounded to the nearest $1,000 unless otherwise stated. Comparative information is generally restated for reclassifications, errors and changes in accounting policies unless permitted otherwise by transition rules in a new Accounting Standard. During the year the following comparatives were restated: • Sales revenue was reclassified from other recurrent income to a separate revenue line with $4,423,290 for Council and $4,369,941 for Consolidated being restated in the 2019 comparative statement of comprehensive income. This resulted in other recurrent income
OUR FINANCES
decreasing for Council to $10,949,232 (previously reported: $15,372,522) and for Consolidated to $11,722,658 (previously reported: $16,092,599). • Water charges not yet levied, GST recoverable and prepayments were reclassified from current receivables to a new line for other assets with $12,024,348 for Council and $12,166,303 for Consolidated being restated in the 2019 comparative statement of financial position. This resulted in current receivables decreasing for Council to $15,224,920 (previously reported: $27,249,268) and for Consolidated to $17,400,241 (previously reported: $29,566,544). • Employee entitlements were reclassified from payables to current provisions with $7,036,096 for Council and $7,228,282 for Consolidated being restated in the 2019 comparative statement of financial position. This resulted in payables decreasing for Council to $12,896,525 (previously reported: $19,932,621) and for Consolidated to $13,343,841 (previously reported: $20,572,123). • Land purchased for development and resale was reclassified from non-current assets to current inventories with $255,351 for both Council and Consolidated being restated in the 2019 comparative statement of financial position. This resulted in the removal of land purchased for development and resale and inventories increasing for Council and Consolidated to $2,168,068 (previously reported: $1,911,717).
1.10 Volunteer Services Council receives volunteer services from community members at multiple sites including libraries, Tondoon Botanic Gardens and the Gladstone Entertainment Convention Centre. Volunteer services are not recognised in the Statement of Comprehensive Income, as Council would not purchase these services if they were not donated.
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
1 Significant Accounting Polices (cont'd) 1.11 Taxation Council is exempt from income tax, however Council is subject to Fringe Benefits Tax, Goods and Services Tax (GST) and payroll tax on certain activities. Council pays payroll tax to the Queensland Government in relation to the following activities: • Cemeteries • Water supply • Sewerage • Quarries
The controlled entity of Council pays an income tax equivalent to Council in accordance with the requirements of the Local Government Act 2009 . Where an activity of the controlled entity of Council is subject to the tax equivalents regime, the income tax expense is calculated on the operating surplus adjusted for permanent differences between taxable and accounting income. These transactions are eliminated upon consolidation.
OUR FINANCES 11
Gladstone Regional Council 2019/20 Annual Report
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Notes Financial Statements Notes toto thethe Financial Statements For yearended ended June 2020 For the the year 30 30 June 2020
2 Analysis of Results by Function 2(a) Component Functions of Council The activities relating to Council's functions reported on in Note 2 (b) - Analysis of Results by Function are as follows: Strategy and Transformation Strategy and Transformation is responsible for developing Council's business strategy, process, innovation and technology agenda. The team delivers change initiatives that enable Council to execute on plans with a clear focus, sense of shared purpose and agreed-upon priorities, and a basis for measuring progress and impact both organisationally and within the wider community. This business unit includes the Mayor, Executive Services, CEO, Elected Members, Strategy and Planning, Strategic Information and Technology, Transformation Program Management, Economic Development and Strategic Funding and Grants. Strategic Asset Performance Strategic Asset Performance fulfils the Asset Manager role, through strategically managing Council's assets and level of service to optimise the life cycle costs of our assets. This team ensures that services to the community are sustainable, efficient, and affordable and that assets are appropriately planned, built, acquired, used, maintained and disposed of. This business unit includes Asset Governance, Asset Planning, Design and Innovation, Asset Performance and Monitoring, and Environment and Conservation. Operations The Operations business unit acts as a service provider to the asset owner of Council, through ensuring that the right mix of internal and external resources is consistently used to safely deliver the program of work on time, on budget and to the required quality. The team also manages safe and efficient responses to disaster and emergency events. This business unit includes Works Planning, Support Services, Works Delivery Teams,
OUR FINANCES
Contract and Procurement, and Disaster Management and Response. Customer Experience For Customer Experience the objective is to transform Council's customer experience, liveability and sustainable development by delivering high quality, low effort, cost effective customer, planning and regulatory services. This business unit includes Customer Experience, Insights and Innovation, Biosecurity and Environmental Health, Local Laws and Animal Management, and Planning, Building and Plumbing Services. Community Development and Events For Community Development and Events the objective is to position Council as an accountable, transparent business that delivers on its promises and to develop strength in Council's brand through a variety of mediums; by creating experiences that engage and deliver outcomes for the community and Council; and by empowering our community, embracing diversity and enhancing our social landscape. This business unit includes Events and Entertainment, Brand and Communications, Community Engagement and Partnerships, and Arts and Culture. People Culture and Safety The objective of the People Culture & Safety business unit as part of the corporate function of Council is to build a safe, healthy, high performance culture across Council that reflects the community and its spirit, our organisational values and our internal diversity. Council's success is enabled by partnering with people to continually develop their capability, talent and performance. This business unit includes Industrial Relations, Talent Management, Health Safety and Wellbeing, Remuneration and Benefits, and Performance Framework. Finance Governance and Risk The objective of the Finance Governance & Risk business unit as part of the corporate function of Council is to provide the governance, financial, compliance and risk management to build a sustainable business through reporting accurate financial and compliance results, preserving Council assets, and supporting the highest standards of integrity. This business unit includes Financial Operations, Revenue, Cost Analytics, Governance, Risk and Compliance, Ethics, Integrity and Audit, Records, and Legal Services.
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Page 138
11,929
187,054
7,527
179,527
310
12,908
-
12,908
-
-
128
-
32
12,438
$'000
Grants
Capital
211,891
7,527
204,364
93,234
286
1,520
2,820
23,127
81,789
$'000 1,588
Total income
(201,713)
(8,902)
(192,811)
(8,432)
(2,788)
(17,101)
(9,913)
(35,438)
(105,616)
$'000 (13,523)
Recurring
-
55,196
(55,196)
-
-
-
-
-
-
$'000 (55,196)
Impairment
Gross program expenses
(84)
(33,993)
(767)
(33,226)
-
-
(183)
(4)
(71)
(32,884)
$'000
Capital
(235,706)
45,528
(281,233)
(8,432)
(2,788)
(17,284)
(9,917)
(35,509)
(138,500)
$'000 (68,803)
Total expenses
495
Customer Experience
Total consolidated
Controlled entity net of eliminations
15,692
185,710
9,207
176,503
-
15,692
87 402
216
People Culture and Safety
Finance Governance and Risk
Total Council
1,127
1,031
Community Developments and Events
12,538
529 2,768
74,498
4,380
Strategic Asset Performance
Operations
$'000 85,082
Other
$'000 9,041
Grants
Gross program income
Recurring
Strategy and Transformation
Function
Year ended 30 June 2019
43
14,801
-
14,801
-
-
20
-
-
14,738
$'000
Grants
Capital
216,203
9,208
206,996
402
303
2,178
3,263
13,067
93,616
$'000 94,166
Total income
(191,185)
(9,630)
(181,555)
(6,035)
1,352
(17,294)
(11,501)
(22,626)
(112,603)
$'000 (12,847)
Recurring
$'000
-
-
-
-
-
-
-
-
-
-
Impairment
Gross program expenses
(24)
(4,721)
10
(4,731)
-
-
(29)
-
16
(4,695)
$'000
Capital
(195,906)
(9,620)
(186,286)
(6,035)
1,352
(17,323)
(11,501)
(22,610)
(117,298)
$'000 (12,871)
Total expenses
10,217
(423)
10,640
(5,633)
1,655
(15,135)
(8,238)
(9,560)
(33,725)
$'000 81,276
Net result from recurring operations
(2,730)
(1,375)
(1,355)
84,802
(2,502)
(15,709)
(7,093)
(12,343)
(36,265)
$'000 (12,245)
Net result from recurring operations
Recurrent revenue relating to the rates generation has been moved from Strategy and Transformation to Finance, Governance and Risk in line with an amendment to the operating model.
Total consolidated
Controlled entity net of eliminations
Total Council
11,929
10 85,232
276
8,002
People Culture and Safety
Finance Governance and Risk
583
809
Community Developments and Events
2,304
516
68,268 21,950
1,083
1,145
Strategic Asset Performance
Operations
Customer Experience
$'000 1,180
Other
98
$'000
Grants
Gross program income
Recurring
Strategy and Transformation
Function
Year ended 30 June 2020
2(b) Income and expenses defined between recurring and capital are attributed to the following functions:
2 Analysis of Results by Function (cont'd)
For ended 30 June 2020 2020 Forthe theyear year ended 30 June
Notes to the Statements Notes to Financial the Financial Statements
OUR FINANCES
Gladstone Regional Council 2019/20 Annual Report
Page 139
20,297
(413)
20,710
(5,633)
1,655
(15,145)
(8,238)
(9,543)
(23,682)
$'000 81,295
Net result
(23,815)
53,054
(76,869)
84,802
(2,502)
(15,764)
(7,097)
(12,382)
(56,711)
$'000 (67,215)
Net result
13
2,240,000
(3,428)
2,243,428
207,445
28
86,533
3,466
61,667
1,849,461
$'000 34,827
Assets
2,483,692
(530)
2,484,222
183,538
25
68,443
3,468
60,827
2,159,855
$'000 8,066
Assets
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
3 Revenue analysis The following table has been included to assist with understanding the impacts of AASB 15 and AASB 1058 in this year of implementation. The revenue reported in this note has been classified according to the applicable Standard, and presented as either being recognised at a point in time (i.e. upon receipt) or recognised in the current year based on the satisfaction of performance obligations. Further information on the new Accounting Standards is provided in Note 32. Interest income and rental income are not within the scope of these Standards and have not been classified within this table.
Consolidated 2020 Note
Council 2020
AASB 15
AASB 1058
AASB 15
AASB 1058
$'000
$'000
$'000
$'000
Revenue recognised at a point in time
-
150,434
-
150,518
Rate and utility charges
3(a)
Fees and charges
3(b)
21,187
-
14,389
-
Sales revenue
3(d)
5,493
-
5,547
-
Other recurrent income Recurrent grants, subsidies, contributions and donations
3(e)
Capital grants, subsidies, contributions and donations
4(b)
1,634 2,957 -
2,488 8,002 8,371
1,456 2,957 -
2,994 8,002 8,371
31,271
169,295
24,349
169,885
4(a)
Revenue recognised over time Sales revenue Recurrent grants, subsidies, contributions and donations
3(d)
Capital grants, subsidies, contributions and donations
4(b)
4(a)
Total revenue
1,295 970
-
1,295 970
-
-
4,537
-
4,537
2,265
4,537
2,265
4,537
33,536
173,832
26,614
174,422
(a) Rate and utility charges
OUR FINANCES
2020 accounting policy: Rates and annual charges are recognised as revenue when Council obtains control over the assets comprising these receipts which is the beginning of the rating period to which they relate. Rates payments made in advance are recognised as a financial liability until the beginning of the rating period. 2019 accounting policy: Rates are recognised as revenue at the start of the rating period. If a ratepayer pays their rates before the start of the rating period, they are recognised as revenue when they are received.
Consolidated
Rate and utility charges
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
General rates
88,172
86,995
88,256
87,081
Water
16,067
15,699
16,067
15,699
Water consumption, rental and sundries
17,973
16,894
17,973
16,894
Sewerage
31,804
31,416
31,804
31,416
9,752
8,932
9,752
8,932
Total rates and utility charge revenue
163,768
159,936
163,852
160,022
Less: Discounts
Waste management
(12,346)
(11,839)
(12,346)
(11,839)
Less: Concessions and pensioner remissions
(848)
(793)
(848)
(793)
Less: Concealed water concessions
(140)
(32)
(140)
(32)
150,434
147,272
150,518
147,358
14
Gladstone Regional Council 2019/20 Annual Report
Page 140
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
3 Revenue analysis (cont'd) (b) Fees and charges 2020 accounting policy: Revenue arising from fees and charges is recognised when or as the performance obligation is completed and the customer receives the benefit of the goods / services being provided. The performance obligation relates to the specific services which are provided to the customers and generally the payment terms are within 30 days of the provision of the service. There is no material obligation for Council in relation to refunds or returns. Licences granted by Council are all either short-term or low value and all revenue from licences is recognised at the time that the licence is granted rather than the term of the licence. Airport fees and charges include runway and terminal charges. Aeronautical revenue is charged on the basis of number of arriving and departing airline passengers and maximum take-off weight of landing scheduled and chartered airline aircraft at Gladstone Airport. General aviation is charged based on the maximum take-off weight of aircraft on landings only. Recovery of the cost of Government mandated security measures in respect of passenger and baggage screening, is also included in aeronautical revenue. 2019 accounting policy: Fees and charges are recognised upon unconditional entitlement to the funds. Generally this is upon lodgement of the relevant applications or documents, issuing of the infringement notice or when the service is provided.
Consolidated
Fees and charges
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
Building and development fees
1,366
1,603
1,366
1,603
Fees and charges
1,436
1,147
1,436
1,147
624
759
624
759
10,963
6,198
10,963
6,198
Licences and registration Waste management fees - tipping fees Airport fees and charges
6,798
8,249
-
-
21,187
17,956
14,389
9,707
OUR FINANCES
(c) Interest received Interest received from term deposits is accrued over the term of the investment.
Consolidated
Interest received Interest received from investments Interest from overdue rates and utility charges
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
2,417
3,423
2,189
600
967
600
3,017
4,390
2,789
3,098 967 4,065
15
Gladstone Regional Council 2019/20 Annual Report
Page 141
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
3 Revenue analysis (cont'd) (d) Sales revenue Council generates sales revenue from a number of services including contracts with the Queensland State Government for road and earthworks, and operation of Council owned facilities. Revenue from contracts and recoverable works generally comprises a recoupment of material costs together with an hourly charge for the use of equipment and employees. Contract revenue and associated costs are recognised by reference to the stage of completion of the contract activity based on costs incurred 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 contract liabilities and is recognised as revenue in the period when the service is performed. Sales of goods is recognised when the significant risks and rewards of ownership are transferred to the buyer, generally when the customer has taken undisputed delivery of the goods.
Consolidated
Sales revenue Contract and recoverable income General sales
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
6,417
4,370
371
6,470
-
6,788
4,370
4,423
371
-
6,841
4,423
(e) Other recurrent income Revenue from infringements is recognised on issue of infringement notice after applying the expected credit loss model relating to impairment of receivables for initial recognition of statutory receivables.
OUR FINANCES
Dividends are recognised once they are formally declared by the directors of the controlled entity. No dividend was declared to be paid to Council following an after tax net loss for the preceding year, in accordance with the Statement of Corporate Intent. Rental revenue from investment and other property is recognised as income on a periodic straight line basis over the lease term. All other revenue is recognised upon receipt, unless alternative treatment is specifically required under Australian Accounting Standards.
Consolidated
Other recurrent income
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
Entertainment Convention Centre income
622
1,100
623
Fines and penalties
264
216
264
216
Commissions
208
219
208
219
Controlled entity dividend Income tax equivalent - state government entity Income tax equivalent - controlled entity Rental income Other
1,105
-
-
-
2,223
6,350
2,223
6,350 689
-
325
-
506
1,506
631
541
631
805
3,206
625
1,415
5,628
11,722
4,990
10,950
In response to the COVID-19 pandemic, Council waived rent for commercial tenants for the period 1 March - 30 June 2020. The impact of this decision is a reduction in rental revenue of $197,462.
16
Gladstone Regional Council 2019/20 Annual Report
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Notes to the Financial Statements Notes to the Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
4 Grants, subsidies, contributions and donations Cash Contributions Developers pay infrastructure charges for trunk infrastructure, such as pumping stations, treatment works, mains, sewers, water and parks. These infrastructure charges are recognised as income when received as there is no performance obligation associated with them. Non-Cash Contributions 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. 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. Non-cash contributions with a value in excess of the recognition thresholds, are recognised as non-current assets. Those below the thresholds are recorded as expenses. All non-cash contributions are recognised at the fair value of the contribution received on the date of acquisition. Grants and Subsidies 2020 accounting policy: Grant income under AASB 15 Where grant income arises from an agreement which is enforceable and contains sufficiently specific performance obligations, revenue is recognised when control of each performance obligations is satisfied. The performance obligations are varied based on the agreement, such as hosting events, the provision of contracted services and other milestones as specified. Payment terms vary depending on the terms of the grant. Cash is received upfront for some grants and on the achievement of certain payment milestones for others. Each performance obligation is considered to ensure that the revenue recognition reflects the transfer of control and within grant agreements. For some performance obligations control transfers at a point in time and others have continuous transfer of control over the life of the contract. Where control is transferred over time,
OUR FINANCES
generally the input methods of either costs or time incurred are deemed to be the most appropriate methods to reflect the transfer of benefit. Grant income under AASB 1058 Assets arising from grants in the scope of AASB 1058 is recognised at the assets fair value when the asset is received. Council considers whether there are any related liability or equity items associated with the asset which are recognised in accordance with the relevant accounting standard. Once the assets and liabilities have been recognised then income is recognised for any remaining asset value at the time that the asset is received. Capital grants Capital grants received to enable Council to acquire or construct an item of property, plant and equipment to identified specifications which will be under Council’s control and which is enforceable are recognised as revenue as and when the obligation to construct or purchase is completed. For construction projects, this is generally as the construction progresses in accordance with costs incurred since this is deemed to be the most appropriate measure of the completeness of the construction project as there is no profit margin. Where assets are donated or purchased for significantly below fair value, the revenue is recognised when the asset is acquired and controlled by Council. 2019 accounting policy: Grants, subsidies and contributions that are non-reciprocal in nature are recognised as revenue in the year in which Council obtains control over them which is usually on receipt of funds. Where grants are received that are reciprocal in nature, revenue is recognised as the various performance obligations under the funding agreement are fulfilled. In 2019, Council did not have any reciprocal grants. 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. 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. Non-cash contributions with a value in excess of the recognition thresholds are recognised as non-current assets. Those below the thresholds are recorded as expenses.
17
Gladstone Regional Council 2019/20 Annual Report
Page 143
Notes to the Financial Statements Notes to the Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
4 Grants, subsidies, contributions and donations (cont'd) Consolidated
(a)
Recurrent
General purpose grants State Government subsidies and grants Commonwealth subsidies and grants
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
8,002
7,724
8,002
7,724
2,487
2,343
2,487
2,343
1,439
5,580
1,439
5,580
-
Contributions Non-government subsidies and grants
(b)
Council
30 June 2020
1
-
1
1
44
1
44
11,929
15,692
11,929
15,692
Capital
Capital Revenue includes grants and subsidies received which are tied to specific projects for the replacement or upgrade of existing non-current assets and/or investment in new assets. It also includes non-cash contributions which are usually infrastructure assets received from developers. (i) Monetary revenue received: State Government subsidies and grants Commonwealth subsidies and grants Developer contributions Less: Discounts Other contributions
4,414
8,294
4,414
8,294
1,545
5,393
1,545
5,393
377
523
377
523
(13)
-
(13)
-
993
95
993
95
7,316
14,305
7,316
14,305
A discount of 50% was applied to contributions that met the conditions of Council's Infrastructure Charges Rebate Scheme. The scheme was
OUR FINANCES
introduced in November 2019 to provide a rebate on levied charges for developments proposing a material change of use (other than those defined in the policy) which deliver economic development and growth outcomes that align with Council's Economic Development and Planning Scheme. (ii) Non-monetary revenue received: Donated assets contributed by developers at fair value
15
5,592
496
5,592
496
12,908
14,801
12,908
14,801
18
Gladstone Regional Council 2019/20 Annual Report
Page 144
Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
5 Employee benefits Consolidated
Total staff wages and salaries Councillors' remuneration Employee leave entitlements Redundancy benefits Superannuation
Other employee related expenses
Less: Capitalised employee expenses
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
53,344
47,207
51,790
988
973
988
973
7,554
6,961
7,527
7,080
-
313
45,686
-
254
6,558
5,799
6,400
5,650
68,444
61,253
66,705
59,643
387
426
310
328
68,831
61,679
67,015
59,971
(2,798)
(3,924)
(2,798)
(3,924)
66,033
57,755
64,217
56,047
In response to COVID-19, Council staff are able to access up to 20 days of special, non vesting leave upon the satisfaction of criteria set out in a CEO emergency directive effective from 18 March 2020 to 10 July 2020. Essential operations staff have been placed on standby at times to allow Council the continued ability to respond to emergency situations. The total cost attributable to these situations was $719,704 and is reflected within total staff wages and salaries above. Councillor remuneration represents salary and other allowances paid in respect of carrying out their duties.
OUR FINANCES
Full time equivalent employees and elected members at the reporting date:
Consolidated Elected members Office of the CEO Community Developments and Events Customer Experience Finance Governance and Risk Operations People Culture and Safety Strategic Asset Performance Strategy and Transformation Controlled Entity - Airport Operations Controlled Entity Board members
30 June 2020 9
Council
30 June 2019
9
30 June 2020 9
30 June 2019 9
4
4
4
4
94
90
94
90
89
100
89
100
45
39
45
39
321
302
321
302
26
20
26
20
60
55
60
55
36
14
36
15
16
6
6
705
655
-
14 -
-
-
684
633
19
Gladstone Regional Council 2019/20 Annual Report
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
6 Materials and services
Audit by the Auditor-General of Queensland
Consolidated 30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
225
223
145
195
6,153
3,418
5,948
3,234
21,039
25,769
19,988
24,198
3,125
3,118
3,125
3,118
5,238
4,835
5,016
4,415
1,961
2,109
1,952
2,095
2,394
2,237
2,202
2,060
1,836
1,937
1,812
1,913
6,505
6,138
6,348
5,960
3,229
2,949
3,074
2,805
805
823
700
823
2,438
2,307
2,400
2,216
4,655
5,027
4,355
4,701
7,400
3,310
7,347
3,260
18,143
17,425
18,143
17,425
85,146
81,625
82,555
78,418
1
Consultants Contractors Donations and sponsorships Equipment and software expenses Fuel Insurance Motor vehicle expenses Other material and services Property expenses Repairs and maintenance Staff and Councillor associated expenses Utility expenses Waste disposal and tipping fees Water purchases
Council
OUR FINANCES
1. The quoted value for audit services for the year ended 30 June 2019 was $156,000. This amount was accrued to 2018-19 however the total amount billed was $145,083 resulting in a reduction of $10,917 in 2019-20. The 2018-19 year also included $38,746 for out of scope works relating to the year ended 30 June 2018. The quoted fee for the year ended 30 June 2020 is $156,000 and this amount has been accrued accordingly.
7 Finance costs
Consolidated Note
Finance costs charged by the Queensland Treasury Corporation Fair value adjustment
21
Other
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
6,717 54
7,266 232
4,674 54
5,223 232
269
288
228
165
7,040
7,786
4,956
5,620
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
8 Depreciation and amortisation
Consolidated Note
Property, plant and equipment
16
43,333
19
121
40
Intangible assets Right of use assets
Council
30 June 2020
43,494
Council
43,921 98 44,019
40,972 40 71 41,083
41,372 98 41,470
20
Gladstone Regional Council 2019/20 Annual Report
Page 146
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
9 Capital expenses
Consolidated Note
Loss on disposal of non-current assets Proceeds from sale of property, plant and equipment
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
(186)
(1,310)
(186)
(1,222)
Less Book value of property, plant and equipment disposed: Intangibles
75
-
75
-
Land
20
-
20
-
Plant and equipment
212
948
212
Buildings
200
29
200
Investment property
-
Parks furniture and other structures
384
-
Roads, drainage and transport infrastructure Sewerage infrastructure Water infrastructure Loss on write-off of non-current assets
270
-
870 29 384
-
270
31,210
3,838
31,210
3,838
1,278
196
1,278
196
39
4
39
4
32,848
4,359
32,848
4,369
46
24
46
24 338
Revaluation decrement relating to investment property
15
332
338
332
Impairment of property, plant and equipment Total capital expenses
16
767
-
-
-
4,721
33,226
4,731
33,993
10 Impairment
OUR FINANCES
Physical assets, intangibles and other financial assets including investment in controlled entities are assessed individually and grouped as appropriate for indicators of impairment on an annual basis. If an indicator of possible impairment exists, Council determines the asset's recoverable amount as the higher of fair value less costs to dispose or value in use. Any amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an impairment loss. An impairment loss is recognised as an expense 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. For the year ended 30 June 2020, indicators of impairment were observed for the physical assets of the Gladstone Airport Corporation (reported at a consolidated level in Note 16) and Councils investment in the Gladstone Airport Corporation as a controlled entity (Note 14). No other assets were impaired. Council The airport industry has been significantly impacted by the emerging COVID-19 situation, with periods of interstate and intrastate travel restrictions causing passenger numbers through the Gladstone Airport to significantly reduce in addition to a general decline in market values for airport assets due to COVID19. Furthermore, in recent years the forecast volumes have been significantly adjusted to reflect lower passenger numbers expected for the airport due to a decline in demand for LNG and mining passengers. The impacts of the downturn upon the operational activities of the Gladstone Airport Corporation have served as an indicator of impairment. Further, the net assets of the Gladstone Airport Corporation at 30 June 2020 were less than the investment of $71.9m held by Council.
21
Gladstone Regional Council 2019/20 Annual Report
Page 147
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
10 Impairment (cont'd) Council (cont'd) Council holds two assets relating to the Gladstone Airport – the investment in controlled entity (Note 14) and the loan receivable from the Gladstone Airport Corporation (Note 12). As the two assets do not generate cash inflows largely independent of one another, they are combined to form a cash-generating unit (CGU) with a total value of $105,569,471 at 30 June 2020 prior to recognised impairment. The recoverable amount of the CGU was determined based on value-in-use calculations which require the use of assumptions. The calculations use cash flow projections based on financial budgets prepared by management and approved by the governance function of Council covering a 10-year period. The recoverable amount of the CGU was calculated through an external valuation to be $37,905,000. The following key assumptions were used within the valuation: • Terminal growth rate 2.5% • Discount rate 8.0% • Recovery to pre-COVID-19 ordinary operations by the year ending 30 June 2022 (2 years). The impacts of COVID-19 are still expected to affect the operations of the Gladstone Airport during the year ending 30 June 2021. The assumption of a 2-year recovery is based on the projection that passenger numbers through the Gladstone Airport will return to the same level as the year ended 30 June 2019 • Passenger (pax) growth rate 2022-2030 0.5% - 2.5%. The growth rate is based upon a 2-year recovery period followed by 0.5% growth in the 2022-23 and 2023-24 financial years building to 2.5% annual growth by 2030.
OUR FINANCES
The effect of a change in each key assumption is as follows: Impact on recoverable amount of 0.5% in terminal growth rate
Impact on recoverable amount of +0.5% in terminal growth rate
Impact on recoverable amount of -1% in discount rate
Impact on recoverable amount of +1% in discount rate
Impact on recoverable amount of +1 year postCOVID recovery time
Impact on recoverable amount of -0.5% pax growth rate
Impact on recoverable amount of +0.5% pax growth rate
$'000
$'000
$'000
$'000
$'000
$'000
$'000
(1,788)
2,149
7,620
(5,339)
(3,170)
(4,553)
4,719
In determining the application of impairment, the loan receivable was assessed for recoverability. It was determined that the loan receivable was not impaired (see Note 12 for further information) and that impairment would only be applied against the investment in controlled entity (Note 14). After considering surplus cash of $12,467,941 in Gladstone Airport Corporation that could be repatriated to Council in an exit event, Council has recorded an impairment expense of $55,196,030 to reduce the carrying value of the investment at 30 June 2020 to its recoverable amount of $16,657,848 (inclusive of surplus cash).
Consolidated Note
Impairment of investment in controlled entity Total Impairment
14
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
-
-
55,196
-
-
-
55,196
-
The impairment expense has been reflected in Note 2 under the Strategy and Transformation business unit, as asset owner. Consolidated The valuation of the airport assets held by the Gladstone Airport Corporation impacted the consolidated property, plant and equipment balances (Note 16). A tangible revaluation decrement of $4,420,000 was applied against the roads, drainage and transport infrastructure class. A further decrement of $44,292,000 relating to economic obsolescence was apportioned with $30,548,415 applied against the roads, drainage and transport infrastructure class, $13,402,000 against the building class and $341,585 against the parks, furniture and other structures class. These adjustments reduced the asset revaluation surpluses for the relevant classes, as the assets are held at fair value.
22
Gladstone Regional Council 2019/20 Annual Report
Page 148
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
10 Impairment (cont'd) Consolidated (cont'd) A $767,000 decrement for economic obsolescence was also applied to assets in the plant and equipment class, however this amount was recognised as an impairment expense in Note 9 as the assets are held at cost. All adjustments are as shown in the consolidated property, plant and equipment note (Note 16).
11 Cash and cash equivalents Cash and cash equivalents in the statement of cash flows include 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. Cash, deposits at call, and term deposits are held at a variety of Australian Banks and Credit Unions and the Queensland Treasury Corporation (QTC) with credit ratings ranging from AA+ to BBB or unrated. All Gladstone Airport Corporation investments are held in the QTC cash management account bearing variable interest rates. Deposits with the QTC Cash Fund are capital guaranteed.
Consolidated Note
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
Cash at bank and on hand Deposits at call
5,708
2,955
4,814
1,986
87,941
46,218
74,622
33,856
20,191
67,570
20,191
67,570
113,840
116,743
99,627
103,412
OUR FINANCES
Term deposits Balance per Statements of Cash Flows
Council
30 June 2020
Council's cash and cash equivalents are subject to a number of internal and external restrictions that limit amounts available for discretionary or future use. These include:
Consolidated Externally imposed expenditure restrictions at the reporting date relate to the following cash assets:
Note
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
6,600
8,501
6,600
8,501
25
94,047
84,149
94,047
84,149
23
-
2,574
-
Unspent government grants and subsidies Internally imposed expenditure restrictions at the reporting date: Reserves Waste levy refund received in advance Total unspent restricted cash
Council
30 June 2020
100,647
95,224
100,647
2,574 95,224
Council has adequate working capital facilities to meet its debts as and when due.
23
Gladstone Regional Council 2019/20 Annual Report
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Notes Financial Statements Notes toto thethe Financial Statements For yearended ended June For the the year 30 30 June 20202020
12 Receivables Receivables, loans and advances are amounts owed to council at year end. They are recognised at the amount due at the time of sale or service delivery or advance. Settlement of receivables is required within 30 days after the invoice is issued. Terms for loans and advances are usually a maximum of five years with interest charged at non-commercial rates. Security is not normally obtained. Debts are regularly assessed for collectability and allowance is made, where appropriate, for impairment. All known bad debts were written-off at 30 June. If an amount is recovered in a subsequent period it is recognised as revenue. Impairment of receivables for the year ended 30 June 2020 is not material. Refer to Note 33 for further information about credit risk. Because Council is empowered under the provisions of the Local Government Act 2009 to sell an owner's property to recover outstanding rate debts, Council does not impair any rate receivables. Interest is charged on outstanding rates (9.83% per annum from 1 July 2019, previously 11% per annum). In response to the COVID-19 pandemic, interest on overdue rates was effectively frozen by way of concession from 1 March 2020 to 30 June 2020. No interest is charged on other debtors. There is no concentration of credit risk for rates and utility charges, fees and other debtors receivable.
Consolidated
Current Rateable revenue and utility charges Other debtors Less: loss allowance Interest receivable Accrued revenue
OUR FINANCES
Gladstone Airport Corporation
Non-current Shareholder loan - Gladstone Airport Corporation
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
11,942
11,250
11,942
11,250
2,663
4,636
2,157
2,525
(132)
(246)
(116)
(150)
129
317
129
317
1,124
1,443
1,098
1,354
-
-
55
(72)
15,726
17,400
15,265
15,224
-
-
33,716
33,716
33,716
33,716
-
-
Shareholder loan On the 1 July 2012 Gladstone Airport Corporation came into existence under the Local Government (Beneficial Enterprises and Business Activities) Regulation 2010 (repealed) . The Statement of Corporate Intent outlines the acknowledgement of debt which Council currently holds as a QTC liability and controlled entity receivable. The loan is secured by a fixed and floating charge over the Gladstone Airport Corporation's assets and undertakings. For the purposes of completing the maturity analysis, the principal component of these loans has been included in the more than five year time band. A competitive neutrality margin of 1.5% on the outstanding loan balance is also payable by the Gladstone Airport Corporation to Council, in accordance with the requirements of the Local Government (Beneficial Enterprises and Business Activities) Regulation 2010 (repealed). Loans to the Gladstone Airport Corporation are at a fixed rate with an interest rate of 6.06%, together with an administration fee of 0.1% per annum. The facility is an amortising loan with full repayment of principle due upon expiry of the agreement on 30 June 2030. When applying the impairment implicit in the valuation of the Gladstone Airport Corporation (refer to Note 10 for additional detail) Council has assessed the recoverability of the loan receivable. Through cashflow modelling, Council concluded that the credit risk associated with this loan had not significantly increased since initial recognition, and therefore would only need to be impaired to the extent of 12 months’ worth of expected credit losses. The cash reserves held by the Gladstone Airport Corporation are adequate to service 12 months of repayments and therefore, no impairment has been recognised against the loan.
24
Gladstone Regional Council 2019/20 Annual Report
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Notes Financial Statements Notes to to the the Financial Statements For year ended 30 June For the the year ended 30 June 20202020
13 Inventories Stores and raw materials held for resale 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 charge. These goods are valued at cost, adjusted, when applicable, for any loss of service potential. Land acquired by Council with the intention of reselling it (with or without further development) is classified as inventory. This land is valued at the lower of cost or net realisable value. As an inventory item, this land held for resale is treated as a current asset. Proceeds from the sale of this land will be recognised as sales revenue on the signing of a valid unconditional contract of sale.
Consolidated
Inventories held for sale Inventories held for distribution Quarry and road materials Plant and equipment stores
Land purchased for development and sale
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
61
75
61
75
1,142
2,128
1,142
2,128
772
695
772
695
2,900
1,837
2,900
1,837
255
255
255
255
3,216
2,167
3,216
2,167
OUR FINANCES
Total inventories
Council
14 Investment in controlled entity - Gladstone Airport Corporation Gladstone Airport Corporation is a Local Government owned Corporation wholly owned by Gladstone Regional Council. Gladstone Airport Corporation became a corporatised entity on 1 July 2012 in the State of Queensland under the Local Government (Beneficial Enterprises and Business Activities) Regulation 2010 (repealed) to administer the for-profit airport activities. Council's consolidated financial statements incorporate the assets, liabilities and result of the Gladstone Airport Corporation in accordance with AASB 10 and the accounting policy described in Note 1 (1.02). Council's investment in the controlled entity, Gladstone Airport Corporation, is accounted for at cost in Council's separate financial statements as fair value cannot be reliably measured. This investment is eliminated in the financial statements of the economic entity upon consolidation.
Council 30 June 2020 Investment at cost Less: accumulated impairment
$'000 71,854 (55,196) 16,658
30 June 2019 $'000 71,854 71,854
Impairment has been recognised against the investment to the extent that the total value of the Gladstone Airport Corporation cash-generating unit at 30 June 2020 is reduced to its recoverable amount as determined by the value in use valuation. Additional information regarding the valuation and impairment amount is provided in Note 10.
25
Gladstone Regional Council 2019/20 Annual Report
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
15 Investment property Investment property is property held for the primary purpose of earning rentals and/or capital appreciation. This includes land held by Council for a currently undetermined future use. Investment property does not include community housing or other property held to provide a social service. Investment property is initially recognised at cost (including transaction costs) and subsequently at fair value. Where investment property is acquired for significantly below fair value it is recorded at fair value on initial recognition. All investment property is subsequently revalued annually at the balance date. Gains or losses arising from changes in the fair value of investment property are included in the Statements of Comprehensive Income in the period in which they arise. Investment property is not depreciated and is not tested for impairment.
Consolidated
Owned investment property
30 June 2020 $'000 Note
Council
30 June 2019 $'000
30 June 2020 $'000
30 June 2019 $'000
Land - at independent valuation
1,423
1,423
1,423
Buildings - at independent valuation
1,579
1,911
1,579
1,911
3,002
3,334
3,002
3,334
4,056
1,423
Investment property reconciliation Fair value at beginning of financial year
3,334
4,056
3,334
Sale of investment property
9
-
(384)
-
(384)
Revaluation of investment property
9
(332)
(338)
(332)
(338)
3,002
3,334
3,002
3,334
OUR FINANCES
Fair value at end of financial year
Investment property comprises of commercial properties which are rented out. The income derived from these properties is shown at Note 3(e). These properties were valued at fair value by APV Valuers and Asset Management, an independent professionally qualified valuation firm, with a desktop valuation effective as at 30 June 2020. Fair value was determined by reference to market based evidence including observable historical sales data in the relevant market for properties of similar nature and specification. An assessment of the valuation movement has been deemed material for the investment property asset sub class and therefore, a decrement has been recorded for 30 June 2020. 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.
26
Gladstone Regional Council 2019/20 Annual Report
Page 152
Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
16 Property, Plant and Equipment The classes of property, plant and equipment recognised by Council are: • Land and improvements • Park furniture and other structures • Buildings • Major plant and equipment • Plant and equipment • Cultural assets
• Roads, drainage and transport infrastructure • Water infrastructure • Sewerage infrastructure • Work in progress
Asset thresholds are set for each class as outlined in the property, plant and equipment tables. Thresholds apply to all assets on a stand alone basis except for those categorised as networked. Networked assets are generally components of a complex asset and individually are not functional. 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, survey fees, 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 where that value exceeds the recognition thresholds for the respective asset class. Fair value is the price that would be received to sell the asset in an orderly transaction between market participants at the measurement date. 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 assets are expensed as incurred, while expenditure that relates to the replacement of a major component of an asset to maintain its service potential is capitalised.
OUR FINANCES
Valuation Land and improvements, buildings, major plant and equipment and all infrastructure assets are measured on the revaluation basis, at fair value, in accordance with AASB 116 Property, Plant and Equipment and AASB 13 Fair Value Measurement . All other non-current assets, principally plant and equipment are 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 appropriate class of the asset revaluation surplus, 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 the 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. Major Plant and Equipment Council has determined that plant which has an individual cost in excess of $350,000 is of high value to 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.
27
Gladstone Regional Council 2019/20 Annual Report
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
16 Property, Plant and Equipment (cont'd) Capital Work in Progress The cost of property, plant and equipment being constructed by 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 15 for further information. Depreciation Land is not depreciated as it has an unlimited useful life. Depreciation on other land improvements and 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.
OUR FINANCES
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 written down current replacement cost are used to estimate the useful lives of these assets at each reporting date. Land Under Roads The Gladstone Regional Council does not control any land under roads. All land under the road network within 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.
28
Gladstone Regional Council 2019/20 Annual Report
Page 154
-
Contributed assets
9
24
10
Depreciation on write-offs
Revaluation adjustment to the asset revaluation surplus
Impairment relating to Gladstone Airport Corporation
-
Other additions
Total additions
$'000
$'000
136,858
120,874
85
85
6-150
39,737
2,572
Land: Not depreciated Improvements: 7
-
13,402
-
-
(135)
2,123
-
-
27
24,320
-
-
-
-
-
Renewals
Additions comprise:
* Disposals for WIP includes prior year projects expensed
Range of estimated useful life in years
Consolidated book value at 30 June 2020
Accumulated depreciation as at 30 June 2020
Internal transfers between classes
9
Depreciation on disposals
(527)
-
Found assets first recognised
3,099
176,595
-
123,446
-
Depreciation provided in period
1,036
29
85 (335)
-
-
-
(445)
-
Opening balance adjustment
Opening balance as at 1 July 2019
Accumulated depreciation
Closing gross value as at 30 June 2020
4(b)
22
Revaluation adjustment due to landfill provisions
Internal transfers between WIP and other classes
9
24
Write-offs
Revaluation adjustment to the asset revaluation surplus
-
(20)
9
Contributed assets
4(b)
-
Additions during period
Disposals*
-
Found assets first recognised
$'000 -
> $10,000 175,809
Fair Value
> $1
$'000
Buildings
Fair Value
123,882
Land and Improvements
Opening balance adjustment
Recognition threshold Asset values Opening gross value at 1 July 2019
Basis of measurement
Note
Property, plant and equipment (Cont'd)
Consolidated - 30 June 2020
16
For the year ended 30 June 2020
For the year ended 30 June 2020 Notes to the Financial Statements
Notes to the Financial Statements
$'000
$'000
> $5,000
Cost
4,259
1,939
2,320
2-52
21,783
28,232
-
767
-
(575)
(800)
2,975
-
-
12
25,853
50,015
502
-
-
(618)
(1,012)
-
4,259
-
(40)
46,924
Plant and Equipment
$'000
$'000
> $350,000
Fair Value
540
-
540
7-16
5,103
1,812
-
-
(489)
-
-
403
-
-
-
1,898
6,915
-
-
(655)
-
-
-
540
-
40
6,990
Major Plant & Equipment
OUR FINANCES
Gladstone Regional Council 2019/20 Annual Report
Page 155
$'000
79
5
11
-
70
5
5
1,489
-
(70)
-
-
-
-
-
-
-
-
1,489
(379)
11
(3)
-
-
1,765
Not Depreciated
$'000
Networked
Fair Value
Cultural Assets
$'000
$'000
-
-
-
5-150
33,078
6,678
70
342
(54)
-
-
704
-
-
-
5,616
39,756
2,066
-
(9)
-
-
-
-
-
-
37,699
> $10,000
Fair Value
Park Furniture & Other Structures
$'000
$'000
-
-
-
15-100
1,351,722
348,486
-
30,548
(160,911)
-
(17,924)
28,377
-
-
-
468,396
1,700,208
20,112
-
151,847
-
(49,134)
4,391
-
253
(286)
1,573,025
Networked
Fair Value
Road, Drainage & Transport Infrastructure
$'000
$'000
34
34
34
10-200
372,129
111,881
-
-
-
-
(1,394)
5,481
-
-
-
107,794
484,010
3,421
-
-
-
(2,672)
573
-
-
482,654
Networked
Fair Value
Sewerage Infrastructure
$'000
$'000
73,857
-
-
-
-
-
-
-
-
-
-
-
73,857
(29,156)
-
-
(50)
(643)
-
42,077
-
-
61,629
$'000
Cost
Work in Progress
-
-
-
42,077
25,590
16,487
$'000
5-200 Not Depreciated
214,209
73,855
-
-
-
-
(2,020)
3,797
-
-
-
72,078
288,064
2,843
-
-
-
(2,059)
549
-
-
-
286,731
Networked
Fair Value
Water Infrastructure
29
39
$'000
47,000
27,568
19,432
2,331,102
613,253
-
45,059
(161,454)
(575)
(22,273)
43,333
-
-
709,124
2,944,355
-
151,194
(671)
(55,875)
5,592
47,000
264
(286)
2,797,108
$'000
Total
29
Gladstone Regional Council 2019/20 Annual Report
Page 156
Internal transfers between WIP and other classes
-
Contributed assets
-
Other additions
Total additions
$'000
Renewals
Additions comprise:
* Disposals for WIP includes prior year projects expensed
Range of estimated useful life in years
Land: Not depreciated Improvements: 7
$'000 85
85
6-150
19,063 129,286
2,573 113,518
Consolidated book value at 30 June 2020
Accumulated depreciation as at 30 June 2020
-
-
24
Revaluation adjustment to the asset revaluation surplus
-
-
(135)
-
-
-
1,576
-
-
27
17,595
Internal transfers between WIP and other classes
9
9
Depreciation on disposals
(527)
-
3,100
1,017
Found assets first recognised
Depreciation on write-offs
148,349
-
Depreciation provided in period
-
(445)
29
85 (335)
-
-
-
116,091
-
-
Opening balance adjustment
Opening balance as at 1 July 2019
Accumulated depreciation
Closing gross value as at 30 June 2020
4(b)
22
Revaluation adjustment due to landfill provisions
Assets transferred to inventory
9
24
Write-offs
Revaluation adjustment to the asset revaluation surplus
-
(20)
9
Contributed assets
4(b)
-
Additions during period
Disposals*
-
Found assets first recognised
$'000 -
> $10,000
> $1
$'000 147,582
Fair Value
Buildings
Fair Value
116,527
Land and Improvements
Opening balance adjustment
Recognition threshold Asset values Opening gross value at 1 July 2019
Basis of measurement
Note
Property, plant and equipment (Cont'd)
Council - 30 June 2020
16
For the year ended 30 June 2020
For the year ended 30 June 2020 Notes to the Financial Statements
Notes to the Financial Statements
$'000
$'000
> $5,000
Cost
4,211
1,891
2,320
2-52
21,325
25,285
-
-
(575)
(800)
2,819
-
-
4
23,837
46,610
272
-
-
-
(618)
(1,012)
-
4,211
-
(40)
43,797
Plant and Equipment
$'000
$'000
> $350,000
Fair Value
540
-
540
7-16
5,103
1,812
(489)
-
-
-
403
-
-
-
1,898
6,915
-
-
-
(655)
-
-
-
540
-
40
6,990
Major Plant & Equipment
OUR FINANCES
$'000
79
5
11
-
70
5
5
1,489
-
-
(70)
-
-
-
-
-
-
1,489
(379)
-
11
(3)
-
-
1,765
Not Depreciated
$'000
Networked
Fair Value
Cultural Assets
$'000
$'000
70
-
-
-
5-150
32,888
6,050
-
-
-
621
-
-
-
5,359
38,938
2,066
-
-
-
-
-
-
-
-
-
36,872
> $10,000
Fair Value
Park Furniture & Other Structures
$'000
$'000
-
-
-
15-100
1,334,767
294,089
(173,417)
-
-
(17,924)
26,802
-
-
-
458,628
1,628,856
20,112
-
-
145,933
-
(49,134)
4,391
-
253
(286)
1,507,587
Networked
Fair Value
Road, Drainage & Transport Infrastructure
$'000
$'000
34
34
34
10-200
372,129
111,881
-
-
-
(1,394)
5,481
-
-
-
107,794
484,010
3,421
-
-
-
-
(2,672)
573
-
-
482,654
Networked
Fair Value
Sewerage Infrastructure
$'000
$'000
71,494
-
-
-
-
-
-
-
-
-
-
71,494
(28,907)
-
-
-
-
(645)
-
39,700
-
-
61,346
$'000
Cost
Work in Progress
-
-
-
23,244
16,456 39,700
$'000
5-200 Not Depreciated
214,209
73,855
-
-
-
(2,020)
3,797
-
-
-
72,078
288,064
2,843
-
-
-
-
(2,059)
549
-
-
-
286,731
Networked
Fair Value
Water Infrastructure
29
31
$'000
44,575
25,174
19,401
2,296,208
534,608
(173,906)
-
(575)
(22,273)
40,972
-
-
690,359
2,830,816
-
-
145,289
(621)
(55,877)
5,592
44,575
264
(286)
2,691,851
$'000
Total
30
Revaluation adjustment due to landfill provisions
24
Revaluation adjustment to the asset revaluation surplus
-
-
-
Other additions
Total additions
$'000
151,489
120,783
67
67
6-150
24,320
(6)
-
-
-
2,286
-
-
22,040
3,099
-
-
-
-
(374)
-
-
3,473
1,169 175,809
-
-
-
19
Land: Not depreciated Improvements: 7
$'000
67 (29)
-
-
-
123,882
-
(775)
(554)
Renewals
Additions comprise:
* Disposals for WIP includes prior year projects expensed
Range of estimated useful life in years
Consolidated book value at 30 June 2019
Accumulated depreciation as at 30 June 2019
Internal transfers between classes
9
9
Depreciation on disposals
Depreciation on write-offs
Depreciation provided in period
Contributed assets
Found assets first recognised
Opening balance as at 1 July 2018
Accumulated depreciation
Closing gross value as at 30 June 2019
Internal transfers between WIP and other classes
4(b)
22
Revaluation adjustment to the asset revaluation surplus
Assets transferred to inventory
9
24
Write-offs
-
-
9
Contributed assets
4(b)
-
Additions during period
Disposals*
-
Found assets first recognised
$'000
$'000 -
> $10,000 174,602
Fair Value
> $1
Buildings
Fair Value
125,192
Land and Improvements
Opening balance adjustment
Asset values Opening gross value at 1 July 2018
Recognition threshold
Basis of measurement
Note
Property, plant and equipment (Cont'd)
Consolidated - 30 June 2019
16
For the year ended 30 June 2020
For the year ended 30 June 2020 Notes to the Financial Statements
Notes to the Financial Statements
$'000
$'000
> $5,000
Cost
6
4,488
231
4,257
2-52
21,071
25,853
-
(163)
(1,714)
3,246
-
-
24,478
46,924
123
-
-
-
(174)
(2,513)
-
4,488
-
1
44,999
Plant and Equipment
$'000
$'000
> $350,000
Fair Value
20
24
3
$'000
14
5,616
(26)
-
-
(32)
673
-
-
5,001
37,699
1,475
-
-
-
-
(302)
-
-
-
36,512
-
-
-
$'000 24
24
14
14
5-150
70
12
58
$'000
32,083
-
-
-
-
-
-
1,765
-
-
-
292
-
-
-
1,426
> $10,000
Fair Value
Park Furniture & Other Structures
1,695
$'000
Networked
Fair Value
Cultural Assets
Not Depreciated 7-16 Excl. Public Artwork : 35
5,092
1,898
-
252
-
(569)
486
-
-
1,729
6,990
-
-
-
812
-
(726)
-
-
-
-
6,904
Major Plant & Equipment
OUR FINANCES
Gladstone Regional Council 2019/20 Annual Report
Page 157
$'000
$'000
-
-
-
15-100
1,104,629
468,396
26
22,300
-
(3,857)
28,353
-
-
421,574
1,573,025
23,921
-
-
20,337
-
(7,695)
476
-
-
-
1,535,986
Networked
Fair Value
Road, Drainage & Transport Infrastructure
$'000
$'000
-
-
-
10-200
374,860
107,794
-
-
-
(229)
5,471
-
-
102,552
482,654
1,176
-
-
-
-
(425)
-
-
-
-
481,903
Networked
Fair Value
Sewerage Infrastructure
$'000
$'000
61,629
-
-
-
-
-
-
-
-
-
61,629
(29,443)
(2,336)
-
-
-
(17)
-
47,542
-
145
45,738
$'000
Cost
Work in Progress
-
-
-
16,284 47,542
31,258
$'000
5-200 Not Depreciated
214,653
72,078
-
-
-
(2,821)
3,768
-
-
71,131
286,731
1,560
-
-
-
-
(2,826)
-
-
-
-
287,997
Networked
Fair Value
Water Infrastructure
$'000
52,135
31,527
20,608
2,087,985
709,124
-
22,552
(163)
(9,222)
43,921
-
-
652,036
2,797,109
-
(2,336)
(775)
20,887
(174)
(14,533)
496
52,135
3
146
2,741,259
$'000
Total
31
Gladstone Regional Council 2019/20 Annual Report
Page 158
24
Revaluation adjustment to the asset revaluation surplus
-
-
Total additions
-
$'000
$'000 67
67
6-150
17,595 129,988
3,100 113,427
Land: Not depreciated Improvements: 7
-
-
-
1,570
-
-
16,024
-
-
Other additions
Renewals
Additions comprise:
* Disposals for WIP includes prior year projects expensed
Range of estimated useful life in years
Consolidated book value at 30 June 2019
Accumulated depreciation as at 30 June 2019
9
9
Depreciation on disposals
(374)
-
3,474
1,209
-
-
147,582
Contributed assets
Depreciation on write-offs
-
19
-
Depreciation provided in period
67 (29)
-
-
-
116,527
-
(775)
-
Found assets first recognised
Opening balance as at 1 July 2018
Accumulated depreciation
Closing gross value as at 30 June 2019
Internal transfers between WIP and other classes
4(b)
22
Revaluation adjustment due to landfill provisions
Assets transferred to inventory
9
24
Write-offs
Revaluation adjustment to the asset revaluation surplus
-
-
9
Contributed assets
4(b)
-
Additions during period
Disposals*
-
Found assets first recognised
$'000 -
> $10,000
> $1
$'000 146,335
Fair Value
Buildings
Fair Value
117,283
Land and Improvements
Opening balance adjustment
Asset values Opening gross value at 1 July 2018
Recognition threshold
Basis of measurement
Note
Property, plant and equipment (Cont'd)
Council - 30 June 2019
16
For the year ended 30 June 2020
For the year ended 30 June 2020 Notes to the Financial Statements
Notes to the Financial Statements
$'000
$'000
> $5,000
Cost
4,461
204
4,257
2-52
19,960
23,837
-
(163)
(1,622)
3,071
-
-
22,551
43,797
-
-
-
-
(174)
(2,335)
-
4,461
-
-
41,845
Plant and Equipment
$'000
$'000
> $350,000
Fair Value $'000
Networked
Fair Value
20
24
3
-
-
-
-
-
70
12
58
1,765
-
-
-
292
-
-
-
1,426
Cultural Assets
-
-
-
$'000 24
24
1,695 Not Depreciated 7-16 Excl. Public Artwork : 35
5,092
1,898
252
-
(569)
486
-
-
1,729
6,990
-
-
-
812
-
(726)
-
-
-
-
6,904
Major Plant & Equipment
OUR FINANCES
$'000
$'000
14
14
14
5-150
31,512
5,359
-
-
(32)
590
-
-
4,802
36,872
1,552
-
-
-
-
(302)
-
-
-
35,608
> $10,000
Fair Value
Park Furniture & Other Structures
$'000
$'000
-
-
-
15-100
1,048,959
458,628
22,300
-
(3,857)
26,778
-
-
413,407
1,507,587
23,843
-
-
20,337
-
(7,695)
476
-
-
-
1,470,626
Networked
Fair Value
Road, Drainage & Transport Infrastructure
$'000
$'000
-
-
-
10-200
374,860
107,794
-
-
(229)
5,471
-
-
102,552
482,654
1,176
-
-
-
-
(425)
-
-
-
-
481,903
Networked
Fair Value
Sewerage Infrastructure
$'000
$'000
61,346
-
-
-
-
-
-
-
-
61,346
(29,359)
(2,336)
-
-
-
(17)
-
47,227
-
142
45,689
$'000
Cost
Work in Progress
-
-
-
16,284 47,227
30,943
$'000
5-200 Not Depreciated
214,653
72,078
-
-
(2,821)
3,768
-
-
71,131
286,731
1,560
-
-
-
-
(2,826)
-
-
-
-
287,997
Networked
Fair Value
Water Infrastructure
$'000
51,793
31,185
20,608
2,001,492
690,359
22,552
(163)
(9,130)
41,372
-
-
635,728
2,691,851
-
(2,336)
(775)
21,441
(174)
(14,355)
496
51,793
3
142
2,635,615
$'000
Total
32
Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
16 Property, plant and equipment (cont'd) (i) Recognised fair value measurements Council does not measure any liabilities at fair value on a recurring basis. Council has assets and liabilities which are not measured at fair value, but for which fair values are disclosed in other notes. The fair values of the assets are determined using valuation techniques which maximise the use of observable data, where it is available, and minimise the use of entity specific estimates. If all significant inputs required to fair value an asset are observable, the asset is included in level 2. If one or more of the significant inputs is not based on observable market data, the asset is included in level 3. This is the case for Council infrastructure assets, which are of a specialist nature for which there is no active market for similar or identical assets. These assets are valued using a combination of observable and unobservable inputs. There were no transfers between levels 1 and 2 during the year, nor between levels 2 and 3. Council's policy is to recognise transfers in and out of the fair value hierarchy levels as at the end of the reporting period. (ii) Valuation techniques used to derive fair values for level 2 and level 3 valuations Specific valuation techniques used to value Council assets comprise: Land and improvements (level 2) Land fair values were reviewed by independent valuer, APV Valuers and Asset Management with a desktop valuation effective 30 June 2020. Level 2 valuation inputs were used to value land held in freehold title as well as land used for special purposes which is restricted in use under
OUR FINANCES
current zoning rules. Sales prices of comparable land sites in close proximity are adjusted for differences in key attributes such as property size. The most significant inputs into this valuation approach are price per square metre. Land classified as held for sale during the reporting period was measured at the lower of its carrying amount and fair value less cost to sell at the time of reclassification. The fair value of the land is determined using the sales comparison approach outlined above. An assessment of the valuation movement has been deemed immaterial and therefore, no increment/decrement has been recorded for 30 June 2020. Buildings, parks and other structures (level 3) The fair value of buildings, parks and other structures was reviewed by independent valuer, APV Valuers and Asset Management with a desktop valuation effective 30 June 2020. Where there is a market for Council building assets, fair value has been derived from the sales prices of comparable properties after adjusting for differences in key attributes such as property size. The most significant inputs into this valuation approach were price per square metre. Specialised buildings were valued using the cost approach using professionally qualified registered valuers. The approach estimated the replacement cost for each building by componentising the buildings into significant parts with different useful lives and taking into account a range of factors. While the unit rates based on square metres could be supported from market evidence (level 2) other inputs (such as estimates of residual value, useful life, pattern of consumption and asset condition) require extensive professional judgement and may impact the final determination of fair value. These assets are classified using level 3 valuation inputs.
33
Gladstone Regional Council 2019/20 Annual Report
Page 159
Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
16 Property, plant and equipment (cont'd) (ii) Valuation techniques used to derive fair values for level 2 and level 3 valuations (cont'd) Buildings, parks and other structures (level 3) (cont'd) In determining the level of accumulated depreciation the asset has been disaggregated into significant components which exhibit different useful lives. Allowance has been made for the typical asset life cycle and renewal treatments of each component and residual value at the time the asset is considered to be no longer available for use and the condition of the asset. Condition was assessed taking into account both physical characteristics as well as holistic factors such as functionality, capability, utilisation and obsolescence. An assessment of the valuation movement for buildings has been deemed immaterial and therefore, no revaluation movement has been recorded for 30 June 2020. Major plant and equipment (level 2) The fair value of major plant is measured at current market value as at 30 June 2020. This was determined by management 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. The fair value takes into account transport costs to transport the plant to market, but does not include transaction costs. Infrastructure assets (level 3) Water and sewerage infrastructure assets were comprehensively valued by APV Valuers and Asset Management effective 30 June 2016. Roads,
OUR FINANCES
drainage and transport infrastructure were fair valued comprehensively by Shepherd Services Pty Ltd effective 30 June 2020. All assets were valued using written down current replacement cost. This valuation comprises the asset’s current replacement cost (CRC) less accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset. Council first determined the gross cost of replacing the full service potential of the asset and then adjusted this amount to take account of the expired service potential of the asset. CRC was measured by reference to the lowest cost at which the gross future economic benefits of the asset could currently be obtained in the normal course of business. Where existing assets were over designed, had excess capacity, or were redundant an adjustment was made so that the resulting valuation reflected the cost of replacing the existing economic benefits based on an efficient set of modern equivalent assets to achieve the required level of service output within Council's planning horizon. The unit rates (labour and materials) and quantities applied to determine the CRC of an asset or asset component were based on a mixture of "Greenfield" and "Brownfield" assumptions. The CRC was determined using methods relevant to the asset class as described under individual asset categories below. Road, drainage and transport infrastructure (RDTI) - calculation of current replacement cost Roads Current replacement cost Given the majority of Council's works occur on existing roads and renewals result in similar carriageway widths, Council has utilised a methodology based on the replacement of road pavement and surfaces to current pavement design standards with the same carriageway details. This financial year Council's stereotyping of road type assets has considered high order (collector and above) and low order (access streets and places) roads separately. Council considered that replacement pavements are constructed to a depth standard consistent with Council's Roads and Transport Standards 2005.
34
Gladstone Regional Council 2019/20 Annual Report
Page 160
Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
16 Property, plant and equipment (cont'd) (ii) Valuation techniques used to derive fair values for level 2 and level 3 valuations (cont'd) Road, drainage and transport infrastructure (RDTI) - calculation of current replacement cost Roads Current replacement cost (cont'd) The reconstruction approach considers additional resources associated with constructing within constrained 'Brownfield' sites when compared to a 'Greenfield site'. These inputs include the need to dispose existing infrastructure, work in tight conditions, ensure access requirements are met and meet additional safety and traffic control requirements. The reconstruction approach produces a valuation that better represents the current replacement cost of Council's road assets. Accumulated depreciation In determining the level of accumulated depreciation, roads were disaggregated into significant components which exhibited different useful lives. As part of the comprehensive revaluation undertaken for the financial year ended 30 June 2020, a condition assessment was undertaken on sealed road assets and a sample of unsealed road assets including a number of metrics. These metrics were utilised, along with other information, to determine the consumption of the component's service potential. For the comprehensive revaluation review undertaken, the amount of service potential consumed was determined based on the useful lives of components and adjusted to take account for capital expenditure in the financial year. Bridges Current replacement cost
OUR FINANCES
CRC was calculated by reference to asset linear and area specifications, estimated labour and material inputs, service costs and overhead allocations. This included consideration of material type used for construction, the deck area and size. Accumulated depreciation The remaining useful lives of the bridge asset components were reviewed in the financial year ended 30 June 2020. These metrics were utilised, along with other information, to determine the accumulated consumption of the component's service potential. Through this assessment the remaining useful lives were determined and aligned with actual condition. For the comprehensive revaluation review undertaken, the amount of service potential consumed was determined based on the useful lives of components and adjusted to take account for capital expenditure in the financial year. Drainage infrastructure Current replacement cost Consistent with roads, Council assumes that environmental factors such as soil type, climate and topography are consistent across each segment and that a segment is designed and constructed to the same standard and uses a consistent amount of labour and materials. Construction estimates were determined on a similar basis to sewerage.
35
Gladstone Regional Council 2019/20 Annual Report
Page 161
Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
16 Property, plant and equipment (cont'd) (ii) Valuation techniques used to derive fair values for level 2 and level 3 valuations (cont'd) Road, drainage and transport infrastructure - calculation of current replacement cost (cont'd) Drainage infrastructure Accumulated depreciation (cont'd) In determining the level of accumulated depreciation, drainage assets were disaggregated into significant components which exhibited different useful lives. As part of the comprehensive revaluation undertaken for the financial year ended 30 June 2020, estimates of expired service potential and remaining useful lives were determined on a sample of assets which had condition assessments. The service potential and remaining useful life were assumed to be in proportion with the sampled assets for all other assets. For the comprehensive revaluation review undertaken, the amount of service potential consumed was determined based on the useful lives of components and adjusted to take account for capital expenditure in the financial year. Water and sewerage infrastructure – calculation of current replacement cost Water and Sewerage Current replacement cost The valuation approach estimated the replacement cost of each asset by componentising the assets into significant parts with different useful lives
OUR FINANCES
and taking into account a range of factors including location, length, material, depth, width, labour and 'Brownfield' or Greenfield' sites. Accumulated depreciation As part of the comprehensive revaluation undertaken in the financial year ended 30 June 2016, in determining accumulated depreciation, assets were either subject to a site inspection or an assessment to determine remaining useful life. Where site inspections were conducted, the assets were allocated a consumption score of between 0 and 5, which was used as an input in estimating the remaining service potential. The higher the condition rating, the lower the fair value. The estimate of the remaining service potential included asset condition, legal and commercial obsolescence and the determination of key depreciation related assumptions such as residual value, useful life and pattern of consumption of the future economic benefit. Where site inspections were not conducted (i.e. for passive assets and active assets), the consumption score was calculated on information contained within Council's asset management system and sampled assets. For the comprehensive revaluation review undertaken, the amount of service potential consumed during the financial year was determined based on the useful lives of components and adjusted to take account for capital expenditure in the financial year. A desktop assessment was performed as at the 30 June 2020. The valuation movement has been deemed immaterial and therefore, no increment/decrement has been recorded for 30 June 2020. (iii) Found assets first recognised As part of ongoing asset data improvements, additional assets not previously recognised were identified and brought to account. This resulted in a net adjustment of $264,184 (2019 - $2500) which is considered immaterial against Council capital and property, plant and equipment balances, hence no adjustment has been made against comparative figures or disclosed as a prior period error as required under AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors.
36
Gladstone Regional Council 2019/20 Annual Report
Page 162
Notes Financial Statements Notes toto thethe Financial Statements For yearended ended June For the the year 30 30 June 20202020
17 Other assets Consolidated
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
Current Water charges not yet levied GST recoverable Prepayments
8,565
8,839
8,565
8,839
1,809
1,672
1,814
1,672
2,484
1,656
2,297
1,514
12,858
12,167
12,676
12,025
18 Contract balances Where the amounts billed to customers are based on the achievement of various milestones established in the contract, the amounts recognised as revenue in a given period do not necessarily coincide with the amounts billed to or certified by the customer. When a performance obligation is satisfied by transferring a promised good or service to the customer before the customer pays consideration or before payment is due, Council presents the work in progress as a contract asset, unless the rights to that amount of consideration are unconditional, in which case Council recognises a receivable. When an amount of consideration is received from a customer / fund provider prior to Council transferring a good or service to the customer, Council presents the funds which exceed revenue recognised as a contract liability.
Consolidated
Council
30 June 2020
30 June 2020
$'000
$'000
(a) Contract assets
Non-current contract assets
2,365
915
915
1,450
1,450
2,365
2,365
OUR FINANCES
Current contract assets
2,365
The non-current portion of contract assets relates to the Gladstone City Plaza forecourt upgrade. Revenue for this project will be received during the year then ended 30 June 2022 as per the special charge agreement. (b) Contract liabilities Funds received upfront to construct Council controlled assets Deposits received in advance of services provided (e.g. performance obligations in grants)
3,064
2,659
158 3,222
158 2,817
It is expected that all contract liabilities will be met within 12 months. Revenue recognised that was included in the contract liability balance at the beginning of the year Funds to construct Council controlled assets Deposits received in advance of services provided
3,559
3,559
689
689
4,248
4,248
(c) Significant changes in contract balances The contract assets and liabilities have arisen on adoption of AASB 15 and AASB 1058. Previously the revenue was recognised on receipt and therefore there was no effect on the statement of financial position.
37
Gladstone Regional Council 2019/20 Annual Report
Page 163
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
19 Leases Council as a lessee Council has leases in place over land and infrastructure. Council has applied the exception to lease accounting for leases of low-value assets and short-term leases. Where Council assesses that an agreement contains a lease, a right of use asset and lease liability is recognised on inception of the lease. Council does not separate lease and non-lease components for any class of assets and has accounted for lease payments as a single component. The right-of-use asset is measured using the cost model where cost on initial recognition comprises: the lease liability, initial direct costs, prepaid lease payments, estimated cost of removal and restoration, less any lease incentives received. The right-of-use asset is depreciated over the lease term on a straightline basis and assessed for impairment in accordance with the impairment of asset accounting policy. The lease liability is initially recognised at the present value of the remaining lease payments at the commencement of the lease. The discount rate is the rate implicit in the lease, however where this cannot be readily determined then Council’s incremental borrowing rate for a similar term with similar security is used. Subsequent to initial recognition, the lease liability is measured at amortised cost using the effective interest rate method. The lease liability is re-measured whether there is a lease modification, or change in estimate of the lease term or index upon which the lease payments are based (e.g. CPI). Where the lease liability is re-measured, the right-of-use asset is adjusted to reflect the re-measurement. Exceptions to lease accounting Council has applied the exceptions to lease accounting for both short-term leases (i.e. leases with a term of less than or equal to 12 months) and leases of lowvalue assets. Council recognises the payments associated with these leases as an expense on a straight-line basis over the lease term. Leases at significantly below market value / Concessionary leases
OUR FINANCES
Council has elected to measure the right of use asset arising from the concessionary leases at cost which is based on the associated lease liability at initial recognition. Terms and conditions of leases Land Council leases various parcels of land for purposes such as showgrounds community centres as well as the positioning of water and sewerage infrastructure. A number of the underlying assets are considered low value, or the lease payments are significantly below market value and are therefore not subject to lease accounting. For the leases recognised in these statements, lease terms range between 5 and 75 years and the with some payments based upon the value of the land and some indexing each year by the rate determined within the agreement. Infrastructure Council leases allocated space on a communication tower. The leases term is 5 years with options to extend. The lease payments are indexed each year by the rate determined within the agreement. Equipment The Gladstone Airport Corporation leases computer and printing equipment associated with airline booking and passenger management as well as electronic passenger information services. The lease term is 5 years with fixed payments. Right of use assets Consolidated
Land
Adoption of AASB 16 at 1 July 2019
$'000 1,234
Depreciation charge Balance at 30 June 2020
Infrastructure
Equipment
$'000
$'000
239
143
Total $'000 1,616
(45)
(27)
(49)
(121)
1,189
212
94
1,495
38
Gladstone Regional Council 2019/20 Annual Report
Page 164
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
19 Leases (cont'd) Council as a lessee (cont'd) Lease liabilities The table below shows the maturity analysis of the lease liabilities based on contractual cashflows and therefore the amounts will not be the same as the recognised lease liability in the statement of financial position.
< 1 year
1–5 years
$'000
$'000
> 5 years
Total
Consolidated 132
410
$'000 1,656
Total per statement of financial position
$'000 2,198
$'000 1,528
Amounts included in the Statement of Comprehensive Income related to leases The following amounts have been recognised in the statement of comprehensive income for leases where Council is the lessee Consolidated
$'000
Interest on lease liabilities Depreciation of right to use assets Expenses relating to short-term leases Expenses relating to low-value assets
39 121 24 1 185
Total cash outflows for leases
170
OUR FINANCES
Leases at significantly below market value - concessionary / peppercorn leases Council has leases at significantly below market value for land that is used for: • Multipurpose sports and events • Carparking • Parklands • Community markets • Community programs The leases are between 20 and 74 years and require payments between $0 and $1 per annum. The use of the right-to-use asset is restricted by the lessors to specified community services which Council must provide, these services are detailed in the leases. Council acts as lessor and subleases the Marly Brown Oval for an amount significantly below market value. Council acts as lessor and subleases the Toolooa Street Neighbourhood Centre. The lease amount is reviewed annually per the lease agreement. Council is granted use of State Government reserve land for a cost significantly below market value. This use of land is not included as a right of use asset, as it does not fall within the scope of AASB 16. Council does not believe that any of the leases in place are individually material. Council as a lessor When Council is a lessor, the lease is classified as either an operating or finance lease at inception date, based on whether substantially all of the risks and rewards incidental to ownership of the asset have been transferred to the lessee. If the risks and rewards have been transferred then the lease is classified as a finance lease, otherwise it is an operating lease.
39
Gladstone Regional Council 2019/20 Annual Report
Page 165
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
19 Leases (cont'd) Council as a lessor (cont'd) If the lease contains lease and non-lease components then the non-lease components are accounted for in accordance with AASB 15 Revenue from Contracts with Customers. Council does not have any finance leases. Council's operating leases relate to the investment property in the statements of financial position. Rent from investment and other property is recognised as income on a periodic straight line basis over the lease term. Consolidated
Investment property income (excluding variable lease payments dependent on an index or rate) Investment property income relating to variable lease payments not dependent on an index or rate
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
426
566
426
566
Total revenue from investment properties
113 539
50 616
113 539
50 616
Other property revenue
967
15
2
15
Direct operating expenses from property that generated rental income Direct operating expenses from property that did not generate rental incom Total operating expenses relating to investment properties Contract obligations for future repairs and maintenance
64
138
64
138
172
145
172
145
236
283
236
283
6
(3)
6
3
There is nil unearned finance income, unguaranteed residual values accruing to the benefit of Council, accumulated allowance for uncollectible minimum lease payments receivable or contingent rents recognised as income applicable to the leases. The minimum guaranteed lease receipts are as follows:
Consolidated
OUR FINANCES
30 June 2020 $'000
Council
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
Not later than one year
918
$'000 1,123
Between 1 and 2 years
508
918
173
484
Between 2 and 3 years
427
508
108
173
Between 3 and 4 years
184
427
111
108
Between 4 and 5 years
170
185
114
111
Later than five years
924
1,094
848
962
3,131
4,255
1,838
2,377
484
539
There are no restrictions on the realisability of investment property or remittance of income and proceeds of disposal. Council does not have any contractual obligations to purchase, construct or develop investment property.
20 Payables Creditors are recognised when goods or services are received, at the amount owed. Amounts owing are unsecured and are generally settled on 30 day terms. Consolidated 30 June 2020 $'000
Council
30 June 2019 $'000
30 June 2020 $'000
30 June 2019 $'000
Current Creditors and accruals Prepaid rates
16,323
13,344
15,713
8,851
-
8,851
12,897 -
25,174
13,344
24,564
12,897
40
Gladstone Regional Council 2019/20 Annual Report
Page 166
Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
21 Borrowings Borrowings are initially recognised at fair value plus any directly attributable transaction costs. Subsequent to initial recognition, borrowings from the Queensland Treasury Corporation (QTC) are measured at amortised cost and interest free borrowings from the Department of Local Government, Racing and Multicultural Affairs (DLGRMA) are recognised at fair value. All borrowings are in $AUD denominated amounts with interest expensed as it accrues. No interest has been capitalised during the current or comparative reporting period. Expected final repayment dates vary from 15 September 2020 to 15 December 2032. There have been no defaults or breaches of the loan agreements during the period. Principal and interest repayments are made quarterly and in arrears. In accordance with the Local Government Regulation 2012 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 than the expected life of the asset. Council also aims to comply with the QTC's borrowing guidelines and ensure that sustainability indicators remain within acceptable levels at all times.
Consolidated 30 June 2020 $'000
Council
30 June 2019 $'000
30 June 2020 $'000
30 June 2019 $'000
Current Loans - Queensland Treasury Corporation Loans - Interest Free - DLGRMA
10,086
9,607
10,086
9,607
382
393
382
393
10,468
10,000
10,468
10,000
95,426
105,251
95,426
105,251
3,719
4,259
3,719
4,259
99,145
109,510
99,145
109,510
109,613
119,510
109,613
119,510
Non-current Loans - Queensland Treasury Corporation
Total borrowings
OUR FINANCES
Loans - Interest Free - DLGRMA
No assets have been pledged as security by Council for any liabilities, however all loans are guaranteed by the Queensland Government. Queensland Treasury Corporation Opening balance as at 1 July 2019 Principal repayments Closing balance as at 30 June 2020
114,858
123,655
114,858
(9,346)
(8,797)
(9,346)
123,655 (8,797)
105,512
114,858
105,512
114,858
The loan market value at the reporting date was $131,355,375. This represents the value of the debt if Council repaid it at that date. As it is the intention of 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. Department of Local Government, Racing and Multicultural Affairs Opening balance as at 1 July 2019
4,652
5,027
4,652
Fair value adjustment
54
232
54
5,027 232
Principal repayments
(605)
(607)
(605)
(607)
Closing balance as at 30 June 2020
4,101
4,652
4,101
4,652
41
Gladstone Regional Council 2019/20 Annual Report
Page 167
Notes Financial Statements Notes to to the the Financial Statements For year ended 30 June For the the year ended 30 June 20202020
22 Provisions Employee benefits Liabilities are recognised for employee benefits such as wages and salaries, sick, annual and long services leave in respect of services provided by the employees up to the reporting date. Short-term benefits which are expected to be wholly settled within 12 months are calculated on current wage and salary levels and include related employee on-costs. Amounts not expected to be wholly settled within 12 months are calculated on projected future wage and salary levels and related employee on-costs, and are discounted to present values. A liability for salaries and wages is recognised and measured as the amount unpaid at the reporting date as current pay rates in respect of employees' services up to that date. The liability represents an accrued expense and is reported in Note 20 as a payable. Council has an obligation to pay 16% on sick leave balances accrued in accordance with the Gladstone Regional Council Enterprise Bargaining Agreement adopted on the 17 January 2019. Some former Calliope Shire Council employees are entitled to a 25% payout on sick leave accrued from 10 May 2006 to 8 September 2008. Apart from the payout options, Council is not required to payout the sick leave balances as these are not payable upon termination. Certain former Gladstone City Council employees are entitled to a service entitlement payment upon departure from employment within Council. Annual leave, sick leave, accrued RDO, time off in lieu and service entitlements are classified as current liabilities as Council does not have an unconditional right to defer these liabilities beyond 12 months. Long Service Leave
OUR FINANCES
The provision for long service leave represents 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 related 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 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. Where employees have met the prerequisite length of service and Council does not have an unconditional right to defer this liability beyond 12 months long service leave is classified as a current liability. Otherwise it is classified as non-current. Landfill remediation A provision is made for the cost of restoration in respect of refuse dumps where it is probable that 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. 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. Refuse dumps are situated on Council controlled land and are classified as land and improvement assets. The provision for restoration is, therefore, included in the cost of the land and amortised over the expected useful life of the refuse dump. Changes in the provision not arising from the passing of time are added to or deducted from the asset revaluation surplus for land. If there is no available revaluation surplus, increases in the provision are treated as an expense and recovered out of future decreases (if any). Changes to the provision resulting from the passing of time (the unwinding of the discount) are treated as a finance cost.
42
Gladstone Regional Council 2019/20 Annual Report
Page 168
Notes Financial Statements Notes to to the the Financial Statements For year ended 30 June For the the year ended 30 June 20202020
22 Provisions (cont'd) Consolidated 30 June 2020 $'000 Current Annual leave Sick leave Accrued RDO and time off in lieu Service entitlement Long service leave Non-current Long service leave Landfill remediation
Total provisions
Council
30 June 2019 $'000
30 June 2020 $'000
30 June 2019 $'000
5,731
4,783
5,616
203
254
194
4,698 246
559
437
558
437
355
352
355
352
1,234
1,402
1,136
1,303
8,082
7,228
7,859
7,036
6,363
5,707
6,348
5,689
2,262
2,208
2,262
2,208
8,625
7,915
8,610
7,897
16,707
15,143
16,469
14,933
The impacts of COVID-19 resulted in an increase in long service leave and annual leave balances. The amount of leave taken by staff reduced significantly since the beginning of the COVID-19 pandemic, due to travel restrictions within Queensland, interstate and overseas. Movement in non-employee benefit provisions
Landfill remediation Opening balance as at 1 July
Consolidated 30 June 2020 $'000
Council
30 June 2019 $'000
30 June 2020 $'000
30 June 2019 $'000
2,948
2,208
2,948
25
35
25
35
Increase/ decrease in provision due to change in discount rate
(100)
196
(100)
196
Increase/ decrease in provision due to change in projected costs Closing balance as at 30 June
129
(971)
129
(971)
2,262
2,208
2,262
2,208
OUR FINANCES
2,208
Increase in provision - finance cost
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 $2,016,000 with $1,768,000 expected to be incurred in 2021. The remaining costs will be incurred over the next 30 years for monitoring works.
23 Other liabilities
Consolidated 30 June 2020 $'000
Council
30 June 2019 $'000
30 June 2020 $'000
30 June 2019 $'000
Current Waste levy refund received in advance
-
2,574 2,574
-
2,574 2,574
Council is liable to the State Government for payment of the Waste Levy on most forms of commercial and household waste delivered to its disposal sites, The State is required to make an annual payment to Council that essentially refunds Council for the portion of the Levy that relates to households. Council funds the portion of the Levy that relates to commercial waste through charges to commercial users of disposal sites. In June 2019, the State Government made an advance payment to Council for the year ending 30 June 2020. The refund in relation to the 2020-21 year will be paid in four quarterly instalments, with the first due in July 2020. Therefore, no liability has been recognised at 30 June 2020.
43
Gladstone Regional Council 2019/20 Annual Report
Page 169
Notes Financial Statements Notes to to the the Financial Statements For year ended 30 June For the the year ended 30 June 20202020
24 Asset revaluation 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 surplus in respect of that class. Any excess is treated as an expense in the Statements of Comprehensive Income. 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. The closing balance of the Asset revaluation surplus is $882,999,976 for Council ($563,806,142 2018/2019) and $819,003,747 for Consolidated
OUR FINANCES
($550,649,582 2018/2019). The movement in reserves at an asset class level can be found in Note 16.
44
Gladstone Regional Council 2019/20 Annual Report
Page 170
Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
25 Reserves All reserves were established via Council resolution on 15 March 2008 excluding the gravel pit rehabilitation reserve which was established on 1 July 2019. The reserves represent funds that are accumulated within Council to meet anticipated future needs. In each case the amount relates to a perceived future requirement which is not currently a liability. The amounts reported at balance date correspond to the amount of cash (reported within cash and cash equivalents) set aside for future use which may not be defined at the reporting date. Funds are transferred to reserves as determined by budget and upon the receipt of infrastructure charges. In areas where revenue and expenditure are cyclical, surplus funds may also be transferred to reserve. When funds are expended from reserves for an approved purpose, an equivalent amount is transferred out of the relevant reserve to retained surplus. The Gladstone Airport Corporation does not maintain any reserve balances, therefore the information presented relates to Council only Movement in the reserves has been summarised below:
Council - 30 June 2020 Reserves held for funding future capital expenditure: Emergency services reserve Future capital works reserve Plant asset replacement reserve Regional waste management reserve Parks constrained works reserve Roads constrained works reserve Sewerage constrained works reserve
Transfers in from retained earnings
Transfers out funds expended
Closing balance
$'000
$'000
$'000
$'000
1,321
-
(198)
1,123
24,905
6,616
(5,469)
26,052
22,320
2,345
(2,000)
9,517
2,725
Council - 30 June 2019 Reserves held for funding future capital expenditure: Emergency services reserve Future capital works reserve Plant asset replacement reserve Regional waste management reserve Parks constrained works reserve
1,339
258
(180)
1,417
153
-
20,274
716
86
(5)
797
3,434
9,411
(6,253)
6,592
2,849
(420)
2,429
476
456
(476)
456
84,149
24,899
(15,001)
94,047
Opening balance
Transfers in from retained earnings
Transfers out funds expended
Closing balance
$'000
$'000
$'000
$'000
765
556
23,371
4,390
(2,856)
-
24,905
23,092
1,228
(2,000)
22,320
7,104
2,413
1,105
381
9,517
(147)
1,339 20,121
260
-
219
497
-
6,251 Sewerage constrained works reserve Summary of reserves held for funding future recurrent expenditure:
1,709
Recurrent grant funding reserve
1,321
-
19,861
Roads constrained works reserve Water constrained works reserve
22,665 12,242
20,121
Gravel pit rehabilitation reserve Summary of reserves held for funding future recurrent expenditure: Recurrent grant funding reserve
-
(4,526)
OUR FINANCES
Water constrained works reserve
Opening balance
716 3,434
273
476
(273)
476
82,041
11,910
(9,802)
84,149
45
Gladstone Regional Council 2019/20 Annual Report
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
26 Commitments for expenditure Consolidated
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
Capital commitments at balance date but not recognised in the financial report are as follows: 405 6 Airport capital expenditure Fleet & Equipment Purchases Parks & Environment Assets Property Assets Road Assets Strategic Projects Sewerage Assets Waste Assets Water Assets External Project Management & Design
-
-
772
398
772
398
497
265
497
265
720
1
720
1
2,993
3,019
2,993
3,019
12,536
525
12,536
525
6,374
6,068
6,374
6,068
52
1,340
52
1,340
5,107
707
5,107
707
723
15
723
15
30,179
12,344
29,774
12,338
Strategic projects include $12,536,525.52 committed towards the Philip Street Communities Precinct. This project is scheduled for practical completion by June 2021 provided there are no unforeseen delays during the construction period.
27 Contingent liabilities
OUR FINANCES
Details and estimates of maximum amounts of contingent liabilities are as follows: 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. As at 30 June 2020 the financial statements reported an accumulated surplus and it is not anticipated any liability will arise. Local Government Workcare The Gladstone Regional Council is a member of the Queensland local government workers' compensation self-insurance scheme, Local Government Workcare. Under this scheme 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. Council's maximum exposure (indemnity amount) to the bank guarantee is $1,573,800. Bank Guarantees The Gladstone Regional Council has provided a bank guarantee to Queensland Rail Ltd valued at $15,000 as a bond over two blocks of land [LEASE: LOT 40 ON SP129336 AND LEASE B: LOT 8 ON SP121498] being utilised by Gladstone Regional Council. The guarantee expires in 29 February 2028. The Gladstone Regional Council has provided a bank guarantee to Great Barrier Reef Marine Park Authority valued at $274,353 as an obligation under contract for the Permit G37713.1 - Agnes Water Desalination Plant. The guarantee expires on 30 September 2028.
46
Gladstone Regional Council 2019/20 Annual Report
Page 172
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
28 Superannuation Council contributes to the LGIAsuper Regional Defined Benefits Fund (the scheme), at the rate of 12% for each permanent employee who is a defined benefit member. This rate is set in accordance with the LGIAsuper trust deed and may be varied on the advice of an actuary. The Regional Defined Benefits Fund is a complying superannuation scheme for the purpose of the Commonwealth Superannuation Industry (Supervision) legislation and is also governed by the Local Government Act 2009. The scheme is a defined benefit plan, however Council is not able to account for it as a defined benefit plan in accordance with AASB 119 because LGIAsuper is unable to account for its proportionate share of the defined benefit obligation, plan assets and costs. Any amount by which the scheme is over or under funded may affect future benefits and result in a change to the contribution rate, but has not been recognised as an asset or liability of Council. Technically Council can be liable to the scheme for a portion of another local governments’ obligations should that local government be unable to meet them. However the risk of this occurring is extremely low and in accordance with the LGIAsuper trust deed changes to council's obligations will only be made on the advice of an actuary. The last completed actuarial assessment of the scheme was undertaken as at 1 July 2018. The actuary indicated that “At the valuation date of 1 July 2018, the net assets of the scheme exceeded the vested benefits and the scheme was in a satisfactory financial position as at the valuation date." The impacts of COVID-19 on the fund has been assessed and there is considered to be no material impact. Council is not aware of anything that has happened since that time that indicates the assets of the scheme are not sufficient to meet the vested benefits, as at the reporting date. No changes have been made to prescribed employer contributions which remain at 12% of employee assets and there are no known requirements to change the rate of contributions. The next triennial actuarial review is not due until 1 July 2021. The most significant risks that may result in LGIAsuper increasing the contribution rate, on the advice of the actuary, are: • Investment risk - The risk that the scheme's investment returns will be lower than assumed and additional contributions are needed to fund the shortfall • Salary growth risk - The risk that wages or salaries will rise more rapidly than assumed, increasing vested benefits to be funded
Consolidated
30 June 2019
30 June 2020
$'000
$'000
$'000
Defined Benefits Fund Other superannuation contributions for employees Total superannuation contributions paid by Council for employees
5
Council
30 June 2019
OUR FINANCES
Superannuation contributions made to the Regional
Note
30 June 2020
$'000
220
266
220
266
6,338
5,533
6,180
5,384
6,558
5,799
6,400
5,650
29 Trust funds In accordance with the Local Government Act 2009 and Local Government Regulation 2012 , a separate trust bank account and separate accounting records are maintained for funds held on behalf of outside parties. Funds held in the trust account 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. 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 since Council has no control over the assets. The monies are disclosed for information purposes only.
Consolidated Trust funds held for outside parties Monies collected or held on behalf of other entities yet to be paid out to or on behalf of those entities Security deposits
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
486 3,299
466 3,223
486 3,299
466 3,223
3,785
3,689
3,785
3,689
47
Gladstone Regional Council 2019/20 Annual Report
Page 173
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
30 Reconciliation of net result for the year to net cash inflow from operating activities Consolidated
Note
Net result Non-cash operating items:
30 June 2019 $'000
Council
30 June 2020 $'000
30 June 2019 $'000
(23,816)
20,297
(76,870)
20,710
(5,592)
(496)
(5,592)
(496)
Revaluation adjustments
9
332
338
332
338
Impairment adjustments
9, 10
767
-
Non-cash contributions included in fixed assets
Change in future rehabilitation costs
4(b)
22
Finance costs Fair value adjustment
7
Depreciation and amortisation
Financing activities Borrowing costs
7
Investing and development activities:
OUR FINANCES
30 June 2020 $'000
55,196
-
25
35
25
35
11
27
(1)
(69)
54
232
54
232
43,494
44,019
41,083
41,470
39,090
44,155
91,097
41,510
6,760
7,266
4,707
5,223
(7,316)
(14,305)
(7,316)
(14,305)
Capital grants and contributions
4(b)
Controlled entity dividend
3(e)
Income tax equivalents
3(e)
(2,223)
(6,350)
(2,729)
(7,039)
Net loss on disposal of non current assets
9
32,848
4,359
32,848
4,369
Net loss on write-off of non-current assets
9
46
24
46
Adjustments to property, plant & equipment
16
(325)
Capital work in progress write off
16
-
-
-
-
(316)
(325)
24 -
695
17
644
17
23,726
(16,255)
23,179
(17,259)
(Increase)/decrease in receivables
1,980
(4,799)
269
(3,935)
(Increase)/decrease in other assets
(965)
-
(926)
-
(Increase)/decrease in contract assets
2,728
-
2,728
-
Changes in operating assets and liabilities:
(Increase)/decrease in inventories
(996)
3,697
(996)
3,697
Increase/(decrease) in payables
2,546
(4,095)
2,383
(3,984)
Increase/(decrease) in contract liabilities Increase/(decrease) in provisions
(1,026) 1,509
-
(1,431)
(1,220)
1,482
(1,056)
Increase/(decrease) in other liabilities
(2,574)
2,574
(2,574)
2,574
3,202
(3,843)
935
(2,704)
Net cash inflow from operating activities
48,962
51,620
43,047
47,480
48
Gladstone Regional Council 2019/20 Annual Report
Page 174
Notes Financial Statements Notes to to the the Financial Statements For theyear year ended 30 June For the ended 30 June 2020 2020
31 Reconciliation of liabilities arising from finance activities Cash Flows
30 June 2019
Change in accounting policy
$'000
$'000
$'000
As at 30 June 2020 Consolidated Loans
119,510
-
-
Lease liability
119,510 Council
Non-cash changes
As at 30 June 2020
$'000
$'000
(9,953)
56
1,615
(129)
42
1,528
1,615
(10,082)
98
111,141
-
109,613
(9,953)
56
1,473
(75)
33
1,431
119,510
1,473
(10,028)
89
111,044
Loans
128,682
-
(9,404)
232
119,510
Council Loans
128,682
-
(9,404)
232
119,510
Loans
119,510
109,613
-
Lease liability
30 June 2019 Consolidated
32 Changes in accounting policy During the year ended 30 June 2020, Council has adopted AASB 15 Revenue from Contracts with Customers , AASB 1058 Income of NFP Entities and AASB 16 Leases using the modified retrospective (cumulative catch-up) method and therefore the comparative information for the year ended 30 June 2019 has not been restated and continues to comply with AASB 111 Construction Contracts , AASB 117 Leases , AASB 118 Revenue , AASB 1004 Contributions and associated Accounting Interpretations .
OUR FINANCES
All adjustments on adoption of AASB 15, AASB 1058 and AASB 16 have been taken to retained earnings at 1 July 2019. The impacts of adopting these standards and associated transition disclosures are provided below: Revenue standards - AASB 15 and AASB 1058 The following options have been applied on transition to AASB 15 and AASB 1058: • Council has adopted the completed contract expedient and therefore has excluded revenue which was fully recognised in previous years in accordance with the former accounting standards and pronouncements • Council has not retrospectively restated contracts for modifications that occurred before 1 July 2019 unless such contract modification were minor. Key changes in accounting policies on the adoption of AASB 15 and AASB 1058 are disclosed in Notes 3 & 4. Adjustments to retained earnings on transition at 1 July 2019
Consolidated
Contract assets
Contract liabilities
Prepaid rates
Total
$'000
$'000
$'000
$'000
Under AASB 15
(1,902)
689
Under AASB 1058
(3,192)
3,559
7,357
7,724
(5,094)
4,248
7,357
6,511
-
(1,213)
49
Gladstone Regional Council 2019/20 Annual Report
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
32 Changes in accounting policy (cont'd) Revenue standards - AASB 15 and AASB 1058 (cont'd) Comparison of affected financial statements lines between AASB 15 / 1058 and previous revenue standards The following table shows the amount by which the financial statement line item is affected by the application of AASB 15 and AASB 1058 as compared to the previous revenue standards. Statement of financial position at 30 June 2020 (consolidated) Carrying amount per Statement of Financial Position Dr / (Cr) $ Contract assets Contract liabilities - current Retained earnings
Adjustments Dr / (Cr) $
915
(915)
(3,222)
3,222
(1,414,397)
(2,307)
(1,416,704)
Carrying amount if previous standards had been applied Dr / (Cr) $ (1,416,704)
-
(1,416,704)
Statement of comprehensive income for the year ended 30 June 2020 (consolidated)
Revenue - operating
OUR FINANCES
Rates and utility charges
Balance per Statement of Comprehensive Income Dr / (Cr) $
Adjustments Dr / (Cr) $
Carrying amount if previous standards had been applied Dr / (Cr) $
150,434
1,493
6,788
(1,295)
5,493
Grants
11,929
1,232
13,161
Revenue - capital
12,908
1,795
14,703
182,059
3,225
185,284
Sales revenue
151,927
The adjustments above relate to the recognition of contract assets and contract liabilities for revenue streams where the revenue is recognised over time rather than on receipt of funding under AASB 1004. Statement of cash flows for the year ended 30 June 2020 The adoption of AASB 15 and AASB 1058 has not caused a material change to the Statement of Cash Flows for the year ended 30 June 2020. Lease standard - AASB 16 Council as a lessee Under the previous lease accounting standard, Council assessed whether leases were operating or finance leases, based on its assessment of whether the significant risks and rewards of ownership had been transferred to Council or remained with the lessor. Under AASB 16, there is no differentiation between finance and operating leases for the lessee and therefore all leases which meet the definition of a lease are recognised on the statement of financial position (except for short-term leases and leases of low-value assets). Council has used the exception to lease accounting for short-term leases and leases of low-value assets, and the lease expense relating to these leases is recognised in the Statement of Comprehensive Income on a straight- line basis.
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Notes to the Financial Statements For the to year 30 June 2020 Notes theended Financial Statements For the year ended 30 June 2020
32 Changes in accounting policy (cont'd) Lease standard - AASB 16 (cont'd) Council as a lessee (cont'd) Under the previous lease accounting standard, Council assessed whether leases were operating or finance leases, based on its assessment of whether the significant risks and rewards of ownership had been transferred to Council or remained with the lessor. Under AASB 16, there is no differentiation between finance and operating leases for the lessee and therefore all leases which meet the definition of a lease are recognised on the statement of financial position (except for short-term leases and leases of low-value assets). Council has used the exception to lease accounting for short-term leases and leases of low-value assets, and the lease expense relating to these leases is recognised in the Statement of Comprehensive Income on a straight- line basis. Practical expedients used on transition AASB 16 includes a number of practical expedients which can be used on transition. Council has used the following expedients: • Contracts which had previously been assessed as not containing leases under AASB 117 were not re-assessed on transition to AASB 16. • Lease liabilities have been discounted using Council’s incremental borrowing rate at 1 July 2019. • Right-of-use assets at 1 July 2019 have been measured at an amount equal to the lease liability with consideration to any prepaid or accrued lease payments. • A single discount rate was applied to all leases with similar characteristics. • The right-of-use asset was adjusted by the existing onerous lease provision (where relevant) at 30 June 2019 rather than perform impairment testing of the right-of-use asset. • Excluded leases with an expiry date prior to 30 June 2020 from the Statement of Financial Position, and lease expenses for these leases have been recorded on a straight-line basis over the remaining term. • Used hindsight when determining the lease term if the contract contains options to extend or terminate the lease.
OUR FINANCES
Impact of adopting AASB 16 at 1 July 2019 Right-of-use assets and lease liabilities of $1,472,577 for Council and $1,615,231 for consolidated have been recognised at 1 July 2019 for leases previously classified as operating leases. Where a lease did not contain an implicit interest rate, the QTC borrowing rate for fixed term borrowings matching the lease term were applied to lease liabilities at 1 July 2019. Consolidated
$'000
Operating lease commitment at 30 June 2019 per consolidated financial statements
2,254
Discounted using the incremental borrowing rate at 1 July 2019
1,545
Add: Extension options reasonably certain to be exercised not included in the commitments note Lease liabilities recognised at 1 July 2019
70 1,615
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
33 Financial instruments and financial risk management Council recognises a financial asset or a financial liability in the Statements 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 - measured at amortised cost (Note 11) • Receivables - measured at amortised cost (Note 12) Financial liabilities • Payables - measured at amortised cost (Note 20) • Borrowings - measured at amortised cost (Note 21) Council's activities expose it to a variety of financial risks including interest rate risk, credit risk, and liquidity risk. This note provides information (both qualitative and quantitative) to assist statement users evaluate the significance of financial instruments on Council's financial position and financial performance, including the nature and extent of risks and how Council manages these exposures.
Financial risk management Exposure to financial risk 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 Council. Council minimises its exposure to financial risk in the following ways:
OUR FINANCES
Investments in financial assets are only made where those assets are with a bank or another financial institution in Australia. Council does not invest in derivatives or other high risk investments. When 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 Council is regulated by the provisions of the Statutory Bodies Financial Arrangements Act 1982 . Gladstone Regional Council measures risk exposure using a variety of methods as follows:
Credit risk Credit risk is the risk of financial loss if a counterparty to a financial instrument fails to meet its contractual obligations. These obligations arise principally from Council's investments and receivables from customers. Exposure to credit risk is managed through regular analysis of credit counterparty ability to meet payment obligations. The carrying amount of financial assets represents the maximum credit exposure. Investments in financial instruments are required to be made with Queensland Treasury Corporation (QTC) or similar state/commonwealth bodies or financial institutions in Australia, in line with the requirements of the Statutory Bodies Financial Arrangements Act 1982 . No collateral is held as security relating to the financial assets held by Council. The following table represents the maximum exposure to credit risk based on the carrying amounts of financial assets at the end of the reporting period:
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
33 Financial instruments and financial risk management (cont'd) Credit risk (cont'd) Consolidated
Financial assets
Note
Council
30 June 2020
30 June 2019
30 June 2020
30 June 2019
$'000
$'000
$'000
$'000
Cash and cash equivalents
11
113,840
116,743
99,627
103,412
Receivables - rates
12
20,507
20,089
20,507
20,089
Receivables - other
12
8,077
9,478
7,434
7,160
Guarantees
27
289
289
289
289
Local Government Workcare
27
1,574
1,553
1,574
1,553
144,287
148,152
129,431
132,503
Total financial assets Cash and cash equivalents
Council is exposed to credit risk through its investments in the QTC Cash Fund and QTC Working Capital Facility. The QTC Cash Fund is an asset management portfolio that invests with a wide range of high credit rated counterparties. Deposits with the QTC Cash Fund are capital guaranteed. Working Capital Facility deposits have a duration of one day and all investments are required to have a minimum credit rating of "A-", therefore the likelihood of the counterparty having capacity to meet its financial commitments is strong. Other financial assets Other investments are held with financial institutions, which are rated from AA+ to BBB or unrated are based on rating agency Standards and Poor ratings, and whilst not capital guaranteed, the likelihood of a credit failure is assessed as low. Trade and other receivables
OUR FINANCES
In the case of rate receivables, Council has the power to sell the property to recover any defaulted amounts and therefore generally for rates debtors the credit risk is low. In other cases, Council assesses the credit risk before providing goods or services and applies normal business credit protection procedures to minimise the risk. By the nature of Council's operations, there is a geographical concentration of risk in Council's area. As the area is largely commercial, there is also a concentration in the commercial sector. Council does not require collateral in respect of trade and other receivables. Council does not have trade receivables for which no loss allowance is recognised because of collateral. Council has assessed the credit risk relating to the loan receivable from the Gladstone Airport Corporation and has determined that there is no significant increase in credit risk relative to previous periods. Additional information is provided in Note 12.
Liquidity risk Liquidity risk is the risk that Council will encounter difficulty in meeting obligations associated with financial liabilities that are settled by delivering cash or another financial asset. Council's approach to managing liquidity is to ensure, as far as possible, that it will have sufficient liquidity to meet its labilities when they are due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to Council's reputation. 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. Council manages its exposure to liquidity risk by maintaining sufficient cash deposits to cater for unexpected volatility in cash flows.
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Notes Financial Statements Notes toto thethe Financial Statements For the year ended 30 June 2020 For the year ended 30 June 2020
33 Financial instruments and financial risk management (cont'd) Liquidity risk (cont'd) The following table sets out the liquidity risk of financial liabilities (excluding lease liabilities for 2020) held by Council. It represents the remaining contractual cashflows (principal and interest) of financial liabilities at the end of the reporting period, excluding the impact of netting agreements:
Consolidated Note
0 to 1 year
1 to 5 years
Over 5 years
Total contractual cash flows
Carrying amount
$'000
$'000
$'000
$'000
$'000
30 June 2020 Trade and other payables
20
16,323
-
-
16,323
16,323
Loans - QTC
21
15,985
59,060
63,906
138,951
105,512
Loans - other
21
30 June 2019
606
2,424
2,122
5,152
4,101
32,914
61,484
66,028
160,426
125,936
-
Trade and other payables
20
13,344
Loans - QTC
21
16,063
Loans - other
21
606
OUR FINANCES
30,013
Council
-
13,344
13,344
60,591
78,360
155,014
114,858
2,424 63,015
2,727
5,757
4,653
81,087
174,115
132,855
0 to 1 year
1 to 5 years
Over 5 years
Total contractual cash flows
Carrying amount
$'000
$'000
$'000
$'000
$'000
30 June 2020 Trade and other payables
20
15,713
-
-
15,713
15,713
Loans - QTC
21
15,985
59,060
63,906
138,951
105,512
Loans - other
21
30 June 2019
606
2,424
2,122
5,152
4,101
32,304
61,484
66,028
159,816
125,325
Trade and other payables
20
12,897
-
-
12,897
12,897
Loans - QTC
21
16,063
60,591
78,360
155,014
114,858
Loans - other
21
606
2,424
2,727
5,757
4,653
29,566
63,015
81,087
173,668
132,408
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.
Market risk Market risk is the risk that changes in market indicies, such as interest rates, will affect Council's income or the value of its holdings of financial instruments.
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Notes Financial Statements Notes toto thethe Financial Statements For yearended ended3030 June 2020 For the the year June 2020
33 Financial instruments and financial risk management (cont'd) Market risk (cont'd) Interest rate risk Council is exposed to interest rate risk through its borrowings from the Queensland Treasury Corporation (QTC), the Department of Local Government, Racing and Multicultural Affairs and investments held with financial institutions. The risk in borrowing is effectively managed by borrowing mainly from the QTC and having access to a mix of floating and fixed funding sources so that the interest rate risk exposure can be minimised. Interest rate risk in other areas is minimal. Council does not undertake any hedging of interest rate risk. Due to the risk minimisation, there is no reasonable possible movement that would case a material impact to profit and loss or equity.
34 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:
OUR FINANCES
(i) Roads business activity • 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 • 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 (ii) Other business activities • Trading in goods and services to clients in competition with the private sector, or • 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; • Library services • 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, identifying 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. 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 Council.
55
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Gladstone Regional Council 2019/20 Annual Report
Page 182
601
(5,124)
5,948
52,507
5,912
52,144 36
824
53,108
363
624
200
4,469
-
-
$'000
$'000 48,639
30 June 2020
30 June 2020 $'000
30 June 2020
86
810
44
766
896
896
-
-
Building Certification
$'000
350
21,124
436
20,688
21,474
15,135
-
6,339
30 June 2020
Waste Management
$'000
(1,262)
36,446
(73)
36,519
35,184
33,302
-
1,882
30 June 2020
Water
Council applied an alternative calculation methodology for the year ended 30 June 2020 and therefore these results cannot be accurately compared to those from the year ended 30 June 2019.
* CSO funded activities for the Gladstone Entertainment and Convention Centre included booking fees, venue hire and plant and equipment hire.
Return/(deficit) for the financial year
Competitive neutrality adjustments applied
Expenditure Operating expenditure
Revenue for services provided to external clients
CSO activities funded by Council*
Revenue for services provided to Council
Revenue
Gladstone Entertainment & Convention Centre
Roads
(b) The following activity statements are for activities subject to the competitive code of conduct
• Sewerage
• Water
• Waste management
• Building certification
• Gladstone Entertainment Convention Centre
• Other business activities
• Roads
Gladstone Regional Council has identified business activities in the following areas:
Council applies full cost pricing to its business activities which involves the recognition of both community service obligations and competitive neutrality adjustments.
(a) Activities to which the code of competitive conduct is applied (cont'd)
34 National Competition Policy (cont'd)
For the year ended 30 June 2020
Notes to the Financial Statements
For the ended 30Statements June 2020 Notes toyear the Financial
OUR FINANCES
$'000
-
254
6,789
24,008
2,520
21,488
30,797
30,543
30 June 2020
Sewerage
56
325
$'000
$'000
-
30 June 2019
30 June 2020
Dividends
506
$'000
30 June 2020 689
$'000
30 June 2019
Income Tax Equivalent / Competitive Neutrality Margin
2,043
$'000
30 June 2020 2,043
$'000
30 June 2019
Interest Received
Controlled Entity Receipts
(89) (89)
-
$'000
$'000 -
30 June 2019
30 June 2020
Total
Termination benefits
Long-term benefits
Post-employment benefits
Short-term employee benefits
3,900
3,541
18 535
36 -
342
339
3,005
$'000
$'000 3,166
30 June 2019
30 June 2020
KMP include the Mayor, Councillors, Council's Chief Executive Officer and some executive management. The compensation paid to KMP comprises:
(c) Transactions with key management personnel (KMP)
This joint venture was disbanded on 31 December 2018 with Council's share of the remaining funds returned.
Gladstone Economic Futures Group
(b) Transactions with joint ventures
The Gladstone Airport Corporation reported a net after tax loss for the financial year ended 30 June 2019 and therefore no dividend was declared.
Gladstone Airport Corporation
Subsidiary
The following transactions occurred with subsidiaries:
The group consists of Gladstone Regional Council and one subsidiary. The subsidiary, Gladstone Airport Corporation, is consolidated (Note 14).
(a) Subsidiaries
35 Transactions with related parties
For the year ended 30 June 2020
Notes to the Financial Statements
Notes to the Financial For the year endedStatements 30 June 2020
OUR FINANCES
Gladstone Regional Council 2019/20 Annual Report
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39
$'000
30 June 2020 39
$'000
30 June 2019
Administration Fees
53
$'000
30 June 2020
71
$'000
30 June 2019
IT and Phone Charges
89
$'000
30 June 2020
86
$'000
30 June 2019
Rates and Water
Goods and services supplied by Council, on normal terms and conditions
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35(d)(ii) 35(d)(iii)
Employee expenses for close family members of key management personnel
Purchase of materials and services from entities controlled by key management personnel 98
517
86
30 June 2020 $'000
33
285
59
30 June 2019 $'000
Building, development, infrastructure fees Various other fees & charges
Application fees & charges
Other fees and charges
Total
Fees relating to enquiries for outstanding rates & water charges
Details of related party transactions
Search fees
Fees and charges charged to entities controlled by key management personnel
86
6
51
$'000
$'000 29
30 June 2019
30 June 2020
(i) The fees and charges charged to entities controlled by key management personnel were on an arm's length basis in accordance with the schedule of fees and charges adopted by Council. The total disclosed includes the following:
35(d)(i)
Additional information
Fees and charges charged to entities controlled by key management personnel
Details of Transaction
Details of transactions between Council and other related parties are disclosed below:
59
-
10
49
Other related parties include the close family members of KMP and any entities controlled or jointly controlled by KMP or their close family members. Close family members include a spouse, child and dependent of a KMP or their spouse.
(d) Transactions with other related parties
35 Transactions with related parties (cont'd)
For the year ended 30 June 2020
Notes to the Financial Statements
Notes to year the Financial For the ended 30Statements June 2020
OUR FINANCES
58
29 5 285
50 9 517
18 -
Professional development
Provision of other services
98
29
Construction/ improvements to assets
Total
42
4
7
33
1
21 -
$'000
$'000 9
30 June 2019
30 June 2020
Provision of services for community events
Funding awarded - Regional Arts Development Fund
Materials and services purchased from entities controlled by key management personnel
Council operations:
(iii) The consolidated entity purchased the following material and services from entities that are controlled by members of key management personnel. All purchases were at arm’s length and were in the normal course of
Total
Long-term benefits
Post-employment benefits
Short-term employee benefits
30 June 2019 $'000 251
30 June 2020 $'000 458
Council employs 684 staff of which only 5 are close family members of key management personnel (3 in 2018/2019). The total employee expenses disclosed includes the following:
(ii) All close family members of key management personnel were employed through an arm’s length process. They are paid in accordance with the Award for the job they perform.
(d) Transactions with other related parties (cont'd)
35 Transactions with related parties (cont'd)
For the year ended 30 June 2020
Notes to the Financial Statements
Notes to year the Financial For the ended 30Statements June 2020
OUR FINANCES
Gladstone Regional Council 2019/20 Annual Report
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59
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-
$'000
$'000 6
Amounts owed by Controlled Entities
12
Trade receivables - non-current
33,716
55
30 June 2020 $'000 33,716
(72)
30 June 2019 $'000
$'000 -
Amounts owed to Controlled Entities
$'000
Council has not included these types of transaction in its disclosure, where they are made on the same terms and conditions available to the general public.
- Borrowing books from a Council library
- Dog registration
-
Amounts owed to entities controlled by key management personnel
Payables
Most of the entities and people that are related parties of council live and operate within the Gladstone region. Therefore, on a regular basis ordinary citizen transactions occur between Council and its related parties. Some examples include: - Payment of rates - Use of the swimming pool
(g) Transactions with related parties that have not been disclosed
Council does not make loans to or receive loans from any other related parties. No guarantees have been provided.
Council has a loan arrangement with the Gladstone Airport Corporation, as detailed in Note 12.
(f) Loans and guarantees to/ from related parties
12
Trade receivables - current
Note
The following balances for Controlled Entity transactions are reported separately in Note 12:
No expense has been recognised in the current year or prior year for bad or doubtful debts in respect of amounts owed by related parties.
Current (less than 30 days)
Amounts owed by entities controlled by key management personnel
Receivables
The following balances are outstanding at the end of the reporting period in relation to transactions with related parties:
(e) Outstanding balances
35 Transactions with related parties (cont'd)
For the year ended 30 June 2020
Notes to the Financial Statements
Notes to year the Financial For the ended 30Statements June 2020
OUR FINANCES
60
Management Certificate For the year ended 30 June 2020
Management Certificate
For the year ended 30 June 2020
The general purpose financial statements have been prepared pursuant to sections 176 and 177 of the Local Government Regulation 2012 (the Regulation) and other prescribed requirements. In accordance with section 212(5) of the Regulation we certify that: (i) the prescribed requirements of the Local Government Act 2009 and Local Government Regulation 2012 for the establishment and keeping of accounts have been compiled with in all material respects; and (ii) the general purpose financial statements, as set out on pages 2 to 60, present a true and fair view, in accordance with Australian Accounting Standards, of Council's and the consolidated entity's transactions for the financial year and financial position at the end of the year.
Mayor Matthew Burnett
Acting Chief Executive Officer Mark Holmes
2020 11 13 Date: _____/_____/_____
2020 13 11 Date: _____/_____/_____
OUR FINANCES 61
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Independent Audit Report - Financial Report
To the Councillors of Gladstone Regional Council
Report on the audit of the financial report Opinion I have audited the accompanying financial report of Gladstone Regional Council (the council) and its controlled entity (the group).
OUR FINANCES
In my opinion, the financial report: a)
gives a true and fair view of the c and g financial position as at 30 June 2020, and of their financial performance and cash flows for the year then ended
b)
complies with the Local Government Act 2009, the Local Government Regulation 2012 and Australian Accounting Standards.
The financial report comprises the statements of financial position as at 30 June 2020, the statements of comprehensive income, statements of changes in equity and statements of cash flows for the year then ended, notes to the financial statements including significant accounting policies and other explanatory information, and the certificate given by the Mayor and the acting Chief Executive Officer. Basis for opinion I conducted my audit in accordance with the Auditor-General Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are responsibilities for the audit of the financial report section of further described in the my report. I am independent of the council and the group in accordance with the ethical requirements of Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the financial report in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code and the Auditor-General Auditing Standards. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. Other information Other information comprises financial and non-financial information (other than the audited Gladstone Regional 2020 was the current year financial Council sustainability statement, long-term financial sustainability statement, and the annual report. The councillors are responsible for the other information.
Gladstone Regional Council 2019/20 Annual Report
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Independent Audit Report - Financial Report
My opinion on the financial report does not cover the other information and accordingly I do not express any form of assurance conclusion thereon. However, as required by the Local Government Regulation 2012, I have expressed a separate opinion on the current year financial sustainability statement. In connection with my audit of the financial report, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report and my knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude that there is a material misstatement of this information, I am required to report that fact. I have nothing to report in this regard. Responsibilities of the councillors for the financial report The councillors are responsible for the preparation of the financial report that gives a true and fair view in accordance with the Local Government Act 2009, the Local Government Regulation 2012 and Australian Accounting Standards, and for such internal control as the councillors determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.
OUR FINANCES
ability to The councillors are also responsible for assessing the council's and g continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless it is intended to abolish the council or to otherwise cease operations of the group. inancial report My objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an l of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report. As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for expressing an opinion internal control. on the effectiveness of the council's or the g Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the council.
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Independent Audit Report - Financial Report
Conclude on the appropriateness of the c and the g use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant ability to continue as a going concern. If I doubt on the council's or the g conclude that a material uncertainty exists, I am required to draw attention in my are inadequate, to modify my opinion. I base my conclusions on the audit evidence may cause the council or the group to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation. Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group to express an opinion on the financial report. I am responsible for the direction, supervision and performance of the audit of the group. I remain solely responsible for my audit opinion.
OUR FINANCES
I communicate with the council regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.
Report on other legal and regulatory requirements In accordance with s.40 of the Auditor-General Act 2009, for the year ended 30 June 2020: a)
I received all the information and explanations I required.
b)
In my opinion, the prescribed requirements in relation to the establishment and keeping of accounts were complied with in all material respects. 16 November 2020
Melissa Read as delegate of the Auditor-General
Gladstone Regional Council 2019/20 Annual Report
Queensland Audit Office Brisbane
Page 190
Current-Year Financial Sustainability Statement
Current-Year Financial Sustainability Statement
For the year ended 30 June 2020
For the year ended 30 June 2020
Measures of Financial Sustainability Council's performance at 30 June 2020 against key financial ratios and targets: Measures of Financial Sustainability
How the Measure is calculated
Actual Consolidated
Actual - Council
Target
(1.37%)
(0.71%)
Between 0% and 10%
Operating Surplus Ratio
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Asset Sustainability Ratio
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense.
41%
43%
Greater than 90%
Net Financial Liabilities Ratio
Total liabilities less current assets divided by total operating revenue (excluding capital items)
5%
12%
Not greater than 60%
Note 1 - Basis of Preparation The current year financial sustainability statement is a special purpose statement prepared in accordance with the requirements of the Local Government Regulation 2012 and the Financial Management (Sustainability) Guideline 2013. The amounts used to calculate the
OUR FINANCES
three reported measures are prepared on an accrual basis and are drawn from Council's audited general purpose financial statements for the year ended 30 June 2020.
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Certificate of Accuracy For the year ended 30 June 2020
Certificate of Accuracy For the year ended 30 June 2020
This current-year financial sustainability statement has been prepared pursuant to Section 178 of the Local Government Regulation 2012 (the regulation). In accordance with Section 212(5) of the Regulation we certify that this current-year financial sustainability statement has been accurately calculated.
Mayor Matthew Burnett
13 11 2020 Date: ______/______/______
OUR FINANCES
2020 11 13 Date: ______/______/______
Acting Chief Executive Officer Mark Holmes
63
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Independent Audit Report - Current Year Financial Sustainability Statement
To the Councillors of Gladstone Regional Council Report on the current year financial sustainability statement Opinion I have audited the accompanying current year financial sustainability statement of Gladstone Regional Council (the council) for the year ended 30 June 2020 comprising the statement, explanatory notes, and the certificate of accuracy given by the Mayor and the acting Chief Executive Officer. In accordance with section 212 of the Local Government Regulation 2012, in my opinion, in all material respects, the current year financial sustainability statement of Gladstone Regional Council for the year ended 30 June 2020 has been accurately calculated. Basis of opinion I conducted my audit in accordance with the Auditor-General Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are responsibilities for the audit of the current year financial further described in the sustainability statement section of my report.
OUR FINANCES
I am independent of the council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the statement in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code and the Auditor-General Auditing Standards. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. Emphasis of matter
basis of accounting
I draw attention to Note 1 which describes the basis of accounting. The current year financial sustainability statement has been prepared in accordance with the Financial Management (Sustainability) Guideline 2013 for the purpose of fulfilling the c responsibilities under the Local Government Regulation 2012. As a result, the statement may not be suitable for another purpose. My opinion is not modified in respect of this matter. Other Information Other information comprises financial and non-financial information (other than the audited Gladstone Regional 2020 was the general purpose financial Council statements, long-term financial sustainability statement, and the annual report. The councillors are responsible for the other information.
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Independent Audit Report - Current Year Financial Sustainability Statement
My opinion on the current year financial sustainability statement does not cover the other information and accordingly I do not express any form of assurance conclusion thereon. However, as required by the Local Government Regulation 2012, I have expressed a separate opinion on the general purpose financial report. In connection with my audit of the financial report, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report and my knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude that there is a material misstatement of this information, I am required to report that fact. I have nothing to report in this regard. Responsibilities of the councillors for the current year financial sustainability statement The councillors are responsible for the preparation and fair presentation of the current year financial sustainability statement in accordance with the Local Government Regulation 2012. The councillors responsibility also includes such internal control as the councillors determine is necessary to enable the preparation and fair presentation of the statement that is accurately calculated and is free from material misstatement, whether due to fraud or error.
OUR FINANCES
statement
udit of the current year financial sustainability
My objectives are to obtain reasonable assurance about whether the current year financial sustainability statement as a whole is free from material misstatement, whether due to fraud my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this statement. My responsibility does not extend to forming an opinion on the appropriateness or relevance of the reported ratios, nor on the c As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: Identify and assess the risks of material misstatement of the statement, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the council Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the council.
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Independent Audit Report - Current Year Financial Sustainability Statement
Evaluate the overall presentation, structure and content of the statement, including the disclosures, and whether the statement represents the underlying transactions and events in a manner that achieves fair presentation. I communicate with the council regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit. 16 November 2020 Melissa Read as delegate of the Auditor-General
Queensland Audit Office Brisbane
OUR FINANCES
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Between 0% and 10% Greater than 90% Not greater than 60%
Net result divided by total operating revenue
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense.
Total liabilities less current assets divided by total operating revenue
Asset sustainability ratio
Net financial liabilities ratio
3%
49%
(2.29%)
(4%)
47%
(3.23%)
30 June 2021
14%
126%
0.68%
5%
123%
0.94%
30 June 2022
Projected for the years ended
16%
86%
0.51%
6%
92%
0.76%
30 June 2023
23%
76%
0.28%
11%
72%
0.46%
30 June 2024
22%
59%
0.48%
9%
58%
0.66%
30 June 2025
14%
43%
0.60%
0%
40%
0.75%
30 June 2026
1%
41%
0.95%
(13%)
39%
1.10%
30 June 2027
1%
70%
2.85%
(15%)
66%
2.92%
30 June 2028
(9%)
52%
3.96%
(24%)
54%
4.00%
_______________________________________ Acting Chief Executive Officer Mark Holmes 13 11 2020 Date: ______/______/______
_______________________________________ Mayor Matthew Burnett
13 11 2020 Date: ______/______/______
In accordance with Section 212(5) of the Regulation we certify that this long-term financial sustainability statement has been accurately calculated.
This long-term financial sustainability statement has been prepared pursuant to Section 178 of the Local Government Regulation 2012 (the regulation).
Certificate of Accuracy For the long-term financial sustainability statement prepared as at 30 June 2020
executive management and Council will be fully informed and may take corrective action as required.
Throughout the financial year, these financial and sustainability indicators are calculated and reported on monthly at Council meetings, as part of a full suite of financial reports. Should there be any deviation outside these parameters, the
financial health. The above three sustainability indicators that have been set by the Department of Local Government, Community Recovery and Resilience to help monitor the long-term sustainability of all councils across Queensland.
64
30 June 2029
Council aims to operate within a set of conservative guide-posts to ensure we are financially sustainable in the short, medium and long term. As part of our financial strategy, we have adopted six key financial performance indicators to guide our
12%
43%
(0.71%)
Net financial liabilities ratio
Operating surplus ratio
5%
Not greater than 60%
Total liabilities less current assets divided by total operating revenue
Asset sustainability ratio
Gladstone Regional Council's Financial Management Strategy
Council
41%
Greater than 90%
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense.
(1.37%)
30 June 2020
Actuals at
Between 0% and 10%
Target
Net result divided by total operating revenue
Measure
Operating surplus ratio
Consolidated
Measures of Financial Sustainability
Prepared as at 30 June 2020 Prepared as at 30 June 2020
Unaudited Long-Term Financial Sustainability Statement Statement Unaudited Long-Term Financial Sustainability
OUR FINANCES
We’re committed to providing the community with access to inviting infrastructure, facilities and parklands.
OUR FINANCES
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ADDITIONAL STATUTORY INFORMATION
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This section includes information that is important to our organisation and required by the Local Government Act 2009. You will find items about our business activities, right to information and a list of registers. Gladstone Regional Council 2019/20 Annual Report
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LOCAL GOVERNMENT ACT 2009
Beneficial Enterprises – s41 A beneficial enterprise is an enterprise conducted by Council that Council considers is directed to benefitting and can reasonably be expected to benefit the whole or part of the local government area. Council conducted the following beneficial enterprises in 2019/20: - Gladstone Area Promotion and Development Limited
Significant Business Activities – s 45 A Significant Business Activity (SBA) is a business activity of a local government that: (a) is conducted in competition or potential competition with the private sector (excluding a building certifying activity, a roads activity or an activity related to the provision of library services); and (b) meets the threshold prescribed under a regulation. During 2019/20, Council undertook the following SBAs to which the Code of Competitive Conduct was applied: • • • •
Water Sewerage Waste Management Plant Operations
No new SBAs were undertaken in 2019/20.
Public Benefit – s 46(1) As there were no new Significant Business Activities, Council did not undertake any public benefit assessments during 2019/20. LOCAL GOVERNMENT REGULATION 2012
Commercial Business Unit – s 190(1)(c)
No Commercial Business Units were undertaken by Council in 2019/20.
Joint Government Activity – s 190(1)(d) Council is required to disclose details of any joint local government activities, that is, action taken for, and expenditure on a service, facility or activity: •
Supplied by another local government under an agreement for conducting a joint government activity; and
•
For which the local government levied special rates or charges for the financial year.
ADDITIONAL STATUTORY INFORMATION
A Commercial Business Unit is defined in the Local Government Act 2009 as a business unit that conducts business in accordance with the key principles of commercialisation including clarity of objectives, management autonomy and authority, accountability for performance and competitive neutrality.
Council did not undertake any joint local government activities in 2019/20.
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Invitation to Change Tenders – s 190(1)(e) Section 190(1)(e) requires Council to advise the number of invitations to change tenders under section 228(7). In 2019/20, there were seven invitation to change a tender: • • • • • • •
Tender 03-20/103-20 Grinding of Green Waste, Pallet Waste and Mattresses Tender 06-20 Consultant for Investigation Services Tender 30-20 Provision of Training Services Tender 31-20 Traffic Control Services Tender 60-20 Vegetation Clearing Tender 61-20 Asset Growth Strategies Tender 78-20 Sewer and Storm Water Relining
List of Registers – s190(1)(f) Council maintains the following registers: • • •
ADDITIONAL STATUTORY INFORMATION
• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •
Register of Roads Register of Assets Register of Preferred Supplier Arrangements, Pre-Qualified Suppliers, Long Term Contracts and sole/specialised suppliers; Register of Offers (Medium & large size procurements and successful awards) Register of Non-conformance Register of Contract Variations Register of Cost Recovery Fees Register of Local Laws (available on Council’s website) Register of Contact with lobbyists Register of Delegations of Authority – Council to CEO and CEO to officers and/or contractors Register of Authorised Persons Register of Financial Delegations Register of Interests for CEO and Senior Executive Employees Register of Interests for Councillors (available on Council’s website) Register of Councillors related persons Register of Councillor Complaints (available on Council’s website) Register of Council Owned/Managed Land Register of Leases Register of Development Assessment Applications, Approvals and Permits (available on Council’s website) Register of Infrastructure Charges Register of Legal Documents Register of Backflow Prevention Devices Register of Onsite Sewerage Register of Trade Waste Register of Licensing Register of Stock impoundment Register of Licences Under the Food Act 2006 Register of Licences Under the Public Health (Infection Control and Personal Appearance Services) Act 2003 Register of Biosecurity Invasive Plants Register of Animal Impoundment Register of Cats & Dogs Register of Abandoned Vehicle Impoundment Register of Impounded Animals Register of Overgrown and Unsightly Register of Parking Permit Register of Local Law Proactive Patrols
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Concessions for Rates and Charges – s190 (1)(g) In 2019/20, Council granted concessions in the following categories: Category
2019/2020
Pensioner Remissions
847,782.78
Water and Sewerage Concessions
608,119.06
Concealed Water Leak Concessions (under policy)
32,467.67
General Rates Discounts
12,346,170.46
Out of Policy Concessions
108,022.45
Competitive Neutrality Complaints – s190(1)(i)&(j) Competitive Neutrality refers to the process of identifying and, where appropriate, removing any advantages (and disadvantages) that may accrue to a local government business by virtue of its Local Government ownership so that the business competes on the same basis as its competitors. No competitive neutrality complaints were received in 2019/20.
ADDITIONAL STATUTORY INFORMATION
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Right to Information/ Information Privacy Applications Council is committed to providing the community with open and transparent access to information about Council services, activities and business operations. In 2019/20, Council received the following requests for information under the Right to Information Act 2009 (RTI Act) and the Information Privacy Act 2009 (IP Act): Application Type
Received
Withdrawn
Finalised
Access under the RTI Act
14
5
15
Access under the IP Act
1
0
1
Council works closely with the Office of the Information Commissioner Queensland and adhered to all statutory timeframes with respect to the above applications.
ADDITIONAL STATUTORY INFORMATION
We are proud to connect, innovate and diversify our region.
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ADDITIONAL STATUTORY INFORMATION
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APPENDICES
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This section includes lists that provide easy access to specific information within the report. The glossary helps you to understand commonly used terms within the report. The Appendices also outlines how to contact Council and provide feedback to us. Gladstone Regional Council 2019/20 Annual Report
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Glossary of Terms Advocacy
The act of supporting or arguing in favour of something, such as a cause, project or initiative.
Annual Report
Council’s detailed report on its performance over the fiscal year 01 July to 30 June as compared against our Corporate and Operational Plan. It includes statements about the council and staff, performance, finances, and disclosures required by legislation.
Assessment
Evaluation activities undertaken to determine level of performance.
Asset
A resource owned by Council which is used to deliver services to the Community. This includes things you can touch and feel like roads as well as those you can not like software programs.
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.
Business Unit
A division of Council’s organisation that holds particular responsibility for a range of services.
Capital works
A program of scheduled work including roads, wastewater, bridges.
Chief Executive Officer
The CEO is Council's highest ranking executive.
Ci Anywhere
A software platform that provides functionality, security and consistent operation on any device. Data being accessed is instantly available, live and accurate.
Community
The people living in and visiting the Gladstone Region including residents, ratepayers, business investors and visitors.
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 financial report
A report that is produced annually that offers commentary on Council's financial results.
Corporate Plan
A document that sets out the goals and strategies over the medium term (five years). The Corporate Plan will define how Council will meet its responsibilities to the Community and is a legislative requirement.
APPENDICES
Our focus on diversification helps grow our region and expand opportunities.
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APPENDICES
Councillor
Elected member of Council
Culture
Defines who we are as an organisation, our ethics, our institutions, our behaviours and our routines.
Executive Leadership Team
Comprised of the CEO and General Managers.
Financial year
The financial year we are reporting on in this report is the period from 1 July 2018 to 30 June 2019.
Framework
A structure that shows the linkages between various processes in order to achieve an outcome.
Governance
How decisions are made and implemented as well as how the business is managed and controlled. It encompasses how Council is held accountable.
Initiatives
Specific projects or programs undertaken to achieve objectives within a measurable time frame.
Key Performance Indicators
Quantifiable measurements that help an organisation define and measure progress towards organisational goals/outcomes.
Legislation
Referring to the Local Government Act 2009 or Local Government regulation 2012.
Local Government Act 2009
The principal legislation that provides the legal framework for Queensland’s local government. It ensures local governments are accountable, effective, efficient and sustainable.
Local Government Regulation 2012
Legislation describing the boundaries for local government.
Mayor
The head of Council elected at local government elections. Mayoral duties include running the Council meetings, working alongside the CEO on Council business, being the spokesperson for Council and carrying out ceremonial duties.
Mission
A declaration of an organisation's core purpose.
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.
Performance scorecard
An at-a-glance visual display of the most important performance information.
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.
Project
A temporary endeavour that has a defined start and end, scope and resources. It has a singular goal and a specific set of operations are put forth to accomplish it.
Reconciliation Action Plan
Council’s strategic document that includes a range of practical measures that will positively influence reconciliation outcomes within the Gladstone Region.
Service
A group of related activities contributing to a common outcome.
Statutory
Required under law or legislation.
Strategic Planning
A process that helps Council and the community plan for the future according to the vision outlined in the Corporate Plan. It spans one year.
Vision
An aspirational statement that describes what the organisation is working towards.
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List of Acronyms and Abbreviations AAC B BAM BTABC BTARC CBD CEO CHAS Ci Anywhere COVID-19 CQ CwC GAPDL GECC GPS GRC HAZOP HR IIA
Administrative Action Complaint Billion Beach Arts Music Boyne Tannum Arts Business and Community Association Incorporated Boyne Tannum Aquatic Recreation Centre Central Business District Chief Executive Officer Coastal Hazard Adaptation Strategy Connected Intelligence Anywhere Novel Coronavirus Central Queensland Conversation with Council Gladstone Area Promotion and Development Limited Gladstone Entertainment Convention Centre Global positioning system Gladstone Regional Council Hazard operations study Human Resources Institute of Internal Auditors
iSIMS KPIs LGAQ LTIFR M MAIB NAIDOC PCYC QGC QLD QR RACAS RAP RV SICT SROI TBG WHS UK
interim Safety Incident Management System Key Performance Indicators Local Government Association of Queensland Lost time injury frequency rate Million Member, Australia Institute of Building Native Aborigines and Islanders Day Observance Committee Police Citizens Youth Club Queensland Gas Company Queensland Queensland Rail Road asset condition assessment system Reconciliation Action Plan Recreational vehicle Strategic Information, Communications and Technology Social Return on Investment Tondoon Botanic Gardens Workplace Health and Safety United Kingdom
APPENDICES
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List of Figures and Tables Section of Report Our Report Performance Overview
Our Team Our Councillors Stat Info
APPENDICES
Our People Our Governance Internal Audit Report Our Leadership Stat Info Our Leadership Stat Info Our People
Our Performance Strategic Planning Strategic Goal 1 Strategic Goal 1 Strategic Goal 2 Strategic Goal 2 Strategic Goal 3 Strategic Goal 3 Strategic Goal 4 Strategic Goal 4 Strategic Goal 5 Strategic Goal 5 Strategic Goal 5 Strategic Goal 6 Strategic Goal 6 Strategic Goal 7 Strategic Goal 7
Figure, Table
Name
Page Number
Figure Figure Figure Figure Figure Figure
Overall Progress - Projects Overall Progress - KPIs Overall Progress - Connect Overall Progress - Innovate Overall Progress - Diversify 5-year Summary of Completed Operational Plan Projects
12 12 12 12 12 12
Table Table Table
37 37 38
Table Table Table Table Table Table Table Table Figure Table Table
Councillor Remuneration Overseas travel Councillor Expenses and Provision of Facilities Mayor’s Discretionary Fund Donations Connected Communities Fund Regional Enhancement Fund Community Celebration Fund Community Education Fund Councillor Meetings Administrative Action Complaints Our Organisational Structure Goals Internal Audit Report
38 40 40 40 40 40 41 42 43 44 46
Table
Senior Management Remuneration
49
Table
Overseas Travel
49
Figure Figure Figure Figure
Total Employees Workforce by Gender LTIFR and TRIFR Comparison Average Days Lost per Injury
50 50 50 50
Figure Figure Table Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure
Strategic Planning Framework Overall Progress – Projects Top Visited Engagement Projects Overall Progress – Projects Overall Progress – KPIs Overall Progress – Projects Overall Progress – KPIs Overall Progress – Projects Overall Progress – KPIs Overall Progress – Projects Overall Progress – KPIs Customer Insight Overall Progress – Projects Overall Progress – KPIs Overall Progress – Projects Overall Progress – KPIs
55 58 60 64 64 70 70 76 76 82 82 85 88 88 94 94
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Strategic Goal 8 Strategic Goal 8 Strategic Goal 9 Strategic Goal 9 Strategic Goal 9 Community Financial Report
Figure Figure Figure Figure Table Figure Figure Figure Figure
Other Stat Info
Figure Table Figure Table Figure Table Figure Table Figure Table Figure Table Figure Table Table
Overall Progress – Projects Overall Progress – KPIs Overall Progress – Projects Overall Progress – KPIs Waste Strategy Priorities Revenue – where does the money come from? Expenses – where does the money go? What Council owns - Assets What Council owns – Assets Property, plant & equipment What Council Owes - Liabilities Operating Surplus Ratio Operating Surplus Ratio Asset Sustainability Ratio Asset Sustainability Ratio Net Financial Liabilities Ratio Net Financial Liabilities Ratio Working Capital Ratio Working Capital Ratio Net Interest Coverage Ratio Net Interest Coverage Ratio Debt Service Coverage Ratio Debt Service Coverage Ratio Concessions for rates and charges Right to information/Information privacy applications
98 98 104 104 106 114 116 117 117 118 120 120 121 121 121 121 122 122 122 122 123 123 137 138
APPENDICES
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Legislative Index Local Government Regulation 2012 Requirement
Section
Financial statements
183
Page
The annual report for a financial year must contain— (a) the general purpose financial statement for the financial year, audited by the auditor-general; and
127
(b) the current-year financial sustainability statement for the financial year, audited by the auditor-general; and
191
(c) the long-term financial sustainability statement for the financial year; and
196
(d) the auditor-general’s audit reports about the general purpose financial statement and the current-year financial sustainability statement.
188, 193
Community financial report
184
The annual report for a financial year must contain the community financial report for the financial year. Particular resolutions
110 185
The annual report for a financial year must contain— (a) a copy of the resolutions made during the financial year under section 250(1); and
38
(b) a list of any resolutions made during the financial year under section 206(2).
38
Councillors
186
(1) The annual report for a financial year must contain particulars of— (a) for each councillor, the total remuneration, including superannuation contributions, paid to the councillor during the financial year; and
37
(b) the expenses incurred by, and the facilities provided to, each councillor during the financial year under the local government’s expenses reimbursement policy; and
38
(c) the number of local government meetings that each councillor attended during the financial year; and
41
(d) the total number of the following during the financial year— (i) orders made under section 150I(2) of the Act;
41
(ii) orders made under section 150AH(1) of the Act;
41
(iii) decisions, orders and recommendations made under section 150AR(1) of the Act; and
41
APPENDICES
(e) each of the following during the financial year— (i) the name of each councillor for whom a decision, order or recommendation mentioned in paragraph (d) was made;
41
(ii) a description of the unsuitable meeting conduct, inappropriate conduct or misconduct engaged in by each of the councillors;
41
(iii) a summary of the decision, order or recommendation made for each councillor; and
41
(f) the number of each of the following during the financial year—
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(i) complaints referred to the assessor under section 150P(2) (a) of the Act by local government entities for the local government;
41-42
(ii) matters, mentioned in section 150P(3) of the Act, notified to the Crime and Corruption Commission;
41-42
(iii) notices given under section 150R(2) of the Act;
41-42
(iv) notices given under section 150S(2)(a) of the Act;
41-42
(v) decisions made under section 150W(a), (b) and (d) of the Act;
41-42
(vi) referral notices accompanied by a recommendation mentioned in section 150AC(3)(a) of the Act;
41-42
(vii) occasions information was given under section 150AF(4)(a) of the Act;
41-42
(viii) occasions the local government asked another entity to investigate, under chapter 5A, part 3, division 5 of the Act for the local government, the suspected inappropriate conduct of a councillor;
41-42
(ix) applications heard by the conduct tribunal about the alleged misconduct of a councillor.
41-42
(2) In this section— councillor includes a person mentioned in section 150M of the Act. local government entity, for a local government, means the following— (a) the local government; (b) a councillor of the local government; (c) the chief executive officer of the local government. Administrative action complaints
187
(1) The annual report for a financial year must contain— (a) a statement about the local government’s commitment to dealing fairly with administrative action complaints; and
41-42
(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.
41-42
(2) The annual report must also contain particulars of— (a) the number of the following during the financial year— (i) administrative action complaints made to the local government;
41-42
(ii) administrative action complaints resolved by the local government under the complaints management process;
41-42
(iii) administrative action complaints not resolved by the local government under the complaints management process; and
41-42
(b) the number of administrative action complaints under paragraph (a)(iii) that were made in a previous financial year. Overseas travel
41-42 188
(a) for a councillor—the name of the councillor;
37
(b) for a local government employee—the name of, and position held by, the local government employee;
49
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APPENDICES
(1) 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—
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(c) the destination of the overseas travel;
37, 49
(d) the purpose of the overseas travel;
37, 49
(e) the cost of the overseas travel.
37, 49
(2) The annual report may also contain any other information about the overseas travel the local government considers relevant. Expenditure on grants to community organisations
37, 49 189
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
38-40
(b) expenditure from each councillor’s discretionary fund, including—
38
(i) the name of each community organisation to which an amount was allocated from the fund; and
38
(ii) the amount and purpose of the allocation.
38
Other contents
190
(1) The annual report for a financial year must contain the following information— (a) the chief executive officer’s assessment of the local government’s progress towards implementing its 5-year corporate plan and annual operational plan;
9
(b) particulars of other issues relevant to making an informed assessment of the local government’s operations and performance in the financial year;
11-12
(c) an annual operations report for each commercial business unit;
201
(d) 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
201
(ii) for which the local government levied special rates or charges for the financial year;
201
(e) the number of invitations to change tenders under section 228(7) during the financial year;
202
(f) a list of the registers kept by the local government;
202
(g) a summary of all concessions for rates and charges granted by the local government;
203
(h) the report on the internal audit for the financial year; (i) a summary of investigation notices given in the financial year under section 49 for competitive neutrality complaints;
203
(j) the local government’s responses in the financial year on the QCA’s recommendations on any competitive neutrality complaints under section 52(3).
203
(2) In this section
APPENDICES
annual operations report, for a commercial business unit, means a document that contains the following information for the previous financial year— (a) information that allows an informed assessment of the unit’s operations, including a comparison with the unit’s annual performance plan;
N/A
(b) particulars of any changes made to the unit’s annual performance plan for the previous financial year;
N/A
(c) particulars of the impact the changes had on the unit’s—
N/A
(i) financial position; and
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N/A
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(ii) operating surplus or deficit; and
N/A
(iii) prospects;
N/A
(d) particulars of any directions the local government gave the unit.
N/A
Local Government Act 2009 A local government’s annual report for each financial year must contain a list of all the beneficial enterprises that the local government conducted during the financial year.
41
A local government’s annual report for each financial year must—
45
201
(a) contain a list of all the business activities that the local government conducted during the financial year;
201
(b) identify the business activities that are significant business activities; and
201
(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
201
(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
The local government must conduct a public benefit assessment of the new significant business activity.
46
201
Right to Information Act 2009 and the Information Privacy Act 2009 Right to Information
204
APPENDICES
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Get in Touch Phone us: 07 4970 0700 For hearing and speech difficulties contact Council through the National Relay Service: Speak and Listen: 1300 555 727 Type and Listen: 133 677 Internet relay users: www.relayservice.com.au Email us: info@gladstone.qld.gov.au Check out our Website www.gladstone.qld.gov.au/contact-us
Visit Us Agnes Water Rural Transaction Centre 71 Springs Road, Agnes Water Ph: (07) 4902 1515 Open Monday to Friday - 9am to 4.30pm (cashiers close at 4.30pm daily) Boyne Tannum Community Centre Cnr Wyndham & Hayes Avenues, Boyne Island Ph: (07) 4971 9700 Open Monday to Friday - 9am to 5.30pm (cashiers close at 4.45pm daily) Calliope Library and Transaction Centre 3 Don Cameron Drive, Calliope Qld 4680 Ph: (07) 4975 8105 Open Monday to Friday - 8:30am to 5pm (cashiers close at 4.45pm daily) Gladstone Office 101 Goondoon Street, Gladstone Qld 4680 Ph: (07) 4970 0700 Open Monday to Friday - 8:30am to 5pm (cashiers close at 4.45pm daily)
APPENDICES
Miriam Vale Office 41 Blomfield Street, Miriam Vale Qld 4677 Ph: (07) 4970 0700 Open Monday to Friday – 8.30am to 5pm (cashiers close at 4.45pm daily) Mount Larcom Rural Transaction Centre 47 Raglan Street, Mount Larcom Ph: (07) 4975 1205 Open Monday to Friday - 9am to 1pm and 2pm to 5pm
Gladstone Regional Council 2019/20 Annual Report
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Feedback Form 1. Email to the address listed in general information above with subject: Annual Report, or 2. Drop off to Council centres listed on page 152 3. Send mail to: The Chief Executive Office Gladstone Regional Council PO Box 29 Gladstone DC QLD 4680 My main interest in the report is as a: government body (State)
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APPENDICES
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APPENDICES
Index Administrative Action Complaint ............ 41, 42 Agnes Water ........................................... 38, 59, 60 Assets ......................................................................... 14, 92, 113, 117, 129, 133, 153, 155-163, 170, 172, 174, 176, 178, 179, 202 Asset sustainability ratio ................ 13, 121, 191 Audit, Risk and Integrity Committee (ARIC) ................................. 43, 45, 46 Awards .................................................................. 13 Biodiversity ............................................. 17, 68, 69 Bonsai exhibition ............................................... 15 Boyne Tannum ............................... 16, 63, 66, 89 Boyne Tannum Aquatic Recreation Centre ................................................ 8 Budget ....................................................... 111, 112 Calliope ................................................................ 89 Capital Works ...................................................... 14 Cassey Lily Lives Skate Park ..................... 63, 64 CEOs message ....................................................... 9 Coastal Hazard Adaption Strategy (CHAS) ..................................... 17, 25, 69 Code of Conduct ................................... 36, 80, 81 Corporate Plan ............................................ 24, 55 Councillors .................. 31-35, 37, 38, 41, 43, 59 Council Committees .................................... 31-35 Community Development and Events ......................... 43, 48, 138, 139, 145 Community events ............................................ 62 Community engagement .......................... 59, 60 COVID-19 ................................................................... 8, 9, 17, 20, 21, 59, 60, 62, 68, 71, 72, 74, 77, 80, 81, 86, 92, 96, 103, 108, 120, 123, 134136, 142, 145, 148, 150, 169 Customer Experience ............................................. 43, 48, 84, 138, 139, 145 Customer Service ....................................... 15, 82 Debt service coverage .................................... 122 Ecofest ........................................................... 17, 68 Economic Development Strategy ............................................ 8, 25, 99, 103 Economic Recovery ........................................... 25 Employee ............................................................. 50 Employee engagement .................. 9, 25, 71, 75 Executive Leadership team ...................... 43, 47 Finance Governance and Risk ................ 43, 48, 77, 78, 138, 139, 145 Footpath .............................................................. 66 Grants ......................................................................... 105, 113, 115, 128, 133, 140, 143, 144 Handwashing ............................................... 21, 60 History .................................................................. 26 Injury Management and Incident reporting .......................... 25, 50, 75, 81 Internal Audit .................................. 46, 78, 80, 81 Investment decision framework ........... 25, 109 ISO55001 ...................................................... 25, 92 Gladstone Regional Council 2019/20 Annual Report
Key performance indicators (KPIs) ...................... 11, 12, 56, 57, 64, 70, 76, 82, 88, 94, 98, 104 Local Government Act 2009 ................................. 36, 37, 41, 49, 57, 111, 133, 137, 201 Local Government Regulation 2012 ................... 36, 37-41, 49, 120, 133, 191 Luminous ............................................................. 13 Mayors Message ................................................... 8 Measures of sustainability ............................. 110 Miriam Vale ............................ 8, 9, 16, 22, 23, 68 Mount Larcom .................................................... 59 NAIDOC ................................................................ 16 National Reconciliation week ................... 17, 61 Net financial liabilities ratio ................................... 14, 113, 121, 188 Net interest coverage ratio ........................... 122 Operating surplus ratio ............... 113, 120, 191 Operational Plan ............................ 11, 24, 55, 72 Operations ........................ 43, 47, 138, 139, 145 Philip Street Communities and Families Precinct ............ 8, 9, 17, 25, 60, 61, 63 People Culture and Safety ..................................... 43, 48, 75, 138, 139, 145 Rates ..................... 113, 115, 128, 140, 176, 179 Reconciliation Action plan ............. 9, 18, 19, 61 Risk Management .............................................. 44 Rise Up .......................................................... 15, 21 RV Strategy .......................................................... 17 Skate Park, see also Cassey Lily Lives Skate Park ..................... 63, 64 Strategic Asset Performance ................................ 43, 47, 89, 138, 139, 145 Strategic Asset Planning .................................. 43 Strategic Information Communication and Technology (SICT) ............................... 20, 80 Strategic Planning .............................................. 55 Strategy and Transformation ............................... 43, 47, 138, 139, 145 Statement of comprehensive income ................ 110, 114, 133, 136, 176 Statement of financial position .................... 110 Statement of changes in community equity ................................... 110, 119 Statement of cash flow ......................... 110, 119 Statutory Information ................................ 37, 49 Trainees .................................................. 16, 50, 73 Tondoon Botanic Gardens ....................... 13, 65 Vaccinations ........................................................ 15 Virtual Neighbourhood Centre ...................... 21 Waste Management ... 106, 141, 182, 201, 202 Wastewater ............................................ 46, 67, 93 Water meters ...................................................... 89 Working capital ratio ....................................... 122 Youth Council ..................................................... 17
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Acknowledgements Council thanks those who supported the development of this year’s Annual Report. It is so important to us that we produce a high quality report and your help makes that possible. Gladstone Regional Council 2019/20 Annual Report
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PO Box 29, Gladstone Qld 4680 Phone: 4970 0700 Email: info@gladstone.qld.gov.au www.gladstone.qld.gov.au